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HomeMy WebLinkAboutFinal Agenda Packet AGENDA City Council Regular Meeting 7:00 PM - Monday, January 8, 2018 Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way 1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE 2. ROLL CALL 3. SWEARING-IN CEREMONY a) Randy Corman, Councilmember Position No. 1 b) Armondo Pavone, Councilmember Position No. 2 c) Ruth Pérez, Councilmember Position No. 6 4. PROCLAMATION a) National Mentoring Month - January 2018 5. PUBLIC MEETING a) Lucas Annexation (A-17-003) 6. ADMINISTRATIVE REPORT 7. AUDIENCE COMMENTS • Speakers must sign-up prior to the Council meeting. • Each speaker is allowed five minutes. • When recognized, please state your name & city of residence for the record. NOTICE to all participants: Pursuant to state law, RCW 42.17A.555, campaigning for any ballot measure or candidate in City Hall and/or during any portion of the council meeting, including the audience comment portion of the meeting, is PROHIBITED. 8. CONSENT AGENDA The following items are distributed to Councilmembers in advance for study and review, and the recommended actions will be accepted in a single motion. Any item may be removed for further discussion if requested by a Councilmember. a) Approval of Council Meeting minutes of December 11, 2017. Council Concur b) AB - 2060 Administrative Services Department recommends approval to hire a GIS Analyst II at Step E of Grade a23, effective February 1, 2018. Refer to Finance Committee c) AB - 2058 Community Services Department recommends approval of a contract with The Davey Resource Group, Inc., in the amount of $124,000, to fund a Consulting Certified Arborist Inspector for 2018. Refer to Finance Committee d) AB - 2059 Human Resources / Risk Management Department recommends adjusting salary grades, effective January 1, 2018, for the following positions: Assistant Airport Manager, Airport Operations and Maintenance Supervisor, Water Utility Maintenance Supervisor, Civil Engineers I, II and II, Legal Assistant, Network Systems Specialist and Senior Network Systems Specialist, Systems Analyst and Senior Systems Analyst per the Memorandum of Understanding - 2017 AFSCME Salary Review. The budget will be adjusted at the next quarterly budget adjustment. Council Concur e) AB - 2056 Public Works Administration requests approval to hire a Maintenance Services Division Maintenance Services Worker III at grade a12, Step D. There is sufficient funding in the department's 2018 budget to absorb the salary increase. Refer to Finance Committee f) AB - 2057 Public Works Administration requests authorization to convert a vacant Maintenance Services Division Secretary II (grade a07) position to an Administrative Secretary I (a09) position. There is sufficient funding in the department's 2018 budget to absorb the salary increase. Refer to Finance Committee g) AB - 2054 Transportation Systems Division requests authority to execute Change Order No. 13 to CAG-16-177, Main Ave S (S 3rd St. to Mill Ave S) project, contractor Jansen, Inc., in the amount of $209,892.93, required in order to mitigate unforeseen utility conflicts. The change order does not exceed the overall project budget. Council Concur h) AB - 2055 Transportation Systems Division submits JOC-03-003, NW 4th Street/Taylor Avenue ADA Ramps Construction, contractor Saybr Contractors, Inc., and requests acceptance of the project, and approval of the final pay estimates totaling $5,717.47, subject to receipt of all required authorizations. Council Concur 9. UNFINISHED BUSINESS Topics listed below were discussed in Council committees during the past week. Those topics marked with an asterisk (*) may include legislation. Committee reports on any topics may be held by the Chair if further review is necessary. a) Committee of the Whole: Downtown Civic Core Plan - Final Review* b) Finance Committee: Vouchers 10. LEGISLATION Resolution: a) Resolution No. 4330: Renton Downtown Civic Core Vision & Action Plan (See Item 9.a.) Ordinance for first reading: b) Ordinance No. 5875: Undergrounding Ordinance (Approved via 12/11/2017 P & D Committee Report) Ordinance for second and final reading: c) Ordinance No. 5873: Illicit Discharge Regulations (First Reading on 12/11/2017) 11. NEW BUSINESS (Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more information.) 12. ADJOURNMENT COMMITTEE OF THE WHOLE MEETING AGENDA (Preceding Council Meeting) 5:30 p.m. - 7th Floor - Council Chambers Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21 To view Council Meetings online, please visit rentonwa.gov/councilmeetings D e n i s L a w M a y o r P r o c a m a t i o n W f i e r e a s , o u r s u c c e s s a s a c o m m u n i t y d e p e n d s o n h e l p i n g e v e r y c h i l d s u c c e e d i n s c h o o l a n d r e a c h i n g t h e i r f u l l p o t e n t i a l i n l i f e , a n d w e r e a l i z e t h a t y o u n g p e o p l e n e e d a s o l i d f o u n d a t i o n o f s u p p o r t t o h e l p t h e m b e c o m e w e l l - e d u c a t e d , c o n f i d e n t , a n d p r o d u c t i v e c i t i z e n s ; a n d W ñ e r e a s , C o m m u n i t i e s I n S c h o o l s i s t h e o n l y d r o p o u t - p r e v e n t i o n p r o g r a m i n t h e n a t i o n p r o v e n t o i n c r e a s e g r a d u a t i o n r a t e s , a n d t h i s r e s e a r c h s h o w s t h a t m e n t o r i n g h a s b e n e f i c i a l a n d l o n g - t e r m e f f e c t s o n y o u t h b y i n c r e a s i n g t h e i r c h a n c e s o f h i g h s c h o o l g r a d u a t i o n a n d c o l l e g e a t t e n d a n c e , a n d d e c r e a s i n g t h e l i k e l i h o o d o f s u b s t a n c e a b u s e a n d o t h e r r i s k y b e h a v i o r s ; a n d W ñ e r e a s , t h o u s a n d s o f R e n t o n ’ s c h i l d r e n a r e i n n e e d o f a c a r i n g a d u l t m e n t o r i n t h e i r l i v e s , a n d c l o s i n g t h i s m e n t o r i n g g a p w i l l r e q u i r e m o r e i n v e s t m e n t , p a r t n e r s h i p s , a n d v o l u n t e e r s r e a d y t o m a k e a d i f f e r e n c e i n a c h i l d ’ s l i f e ; a n d W f i e r e a s , N a t i o n a l M e n t o r i n g M o n t h i s a n o p p o r t u n i t y t o r a i s e p u b l i c a w a r e n e s s o f t h e i m p o r t a n c e o f m e n t o r i n g , r e c o g n i z e t h e d e d i c a t e d i n d i v i d u a l s w h o s e r v e a s m e n t o r s , a n d e n c o u r a g e m o t e c i t i z e n s t o h e l p b u i l d a b r i g h t e r f u t u r e f o r R e n t o n ’ s y o u t h t h r o u g h m e n t o r i n g ; a n d W ’ t i e r e a s , t h e m i s s i o n o f C o m m u n i t i e s I n S c h o o l s o f R e n t o n i s t o s u r r o u n d s t u d e n t s w i t h a c o m m u n i t y o f s u p p o r t , e m p o w e r i n g t h e m t o s t a y i n s c h o o l a n d a c h i e v e i n l i f e ; f ! ’ I o w , t h e r e f o r e , I , D e n i s L a w , M a y o r o f t h e C i t y o f R e n t o n , d o h e r e b y p r o c l a i m J a n u a r y 2 0 1 8 t o b e o n t f i i n t h e C i t y o f R e n t o n , i n t r i b u t e t o t h e m a n y d e d i c a t e d i n d i v i d u a l s w h o v o l u n t e e r t h e i r t i m e , c o m p a s s i o n , a n d t a l e n t s t o m e n t o r y o u n g p e o p l e , a n d I e n c o u r a g e a l l c i t i z e n s t o j o i n m e i n t h i s s p e c i a l o b s e r v a n c e a n d t o c o n s i d e r g i v i n g b a c k t o o u r c o m m u n i t y a s m e n t o r s . I n w i t n e s s w h e r e o f , I h a v e h e r e u n t o s e t m y h a n d a n d c a u s e d t h e s e a l o f t h e C i t y o f R e n t o n t o b e a f f i x e d t h i s 8 t h d a y o f J a n u a r y , 2 0 1 8 . D e n / s L a w , M a y o r C i t y o f R e n t o n , W a s h i n g t o n R e n t o n C i t y H a I l , 7 t h F l o o r 1 0 5 5 S o u t h G r a d y W a y , R e n t o n , W A 9 8 0 5 7 . r e n t o n w a . g o v A G E N D A I T E M # 4 . a ) 10 %  No t i c e  of  In t e n t Pu b l i c  Me e t i n g Ja n u a r y  8,  20 1 8 Pr o p o s e d  An n e x a t i o n :   Lu c a s AGENDA ITEM #5. a) An n e x a t i o n P r o c e s s An n e x a t i o n  Ef f e c t i v e  30   Da y s  Af t e r  Pu b l i c a t i o n  of   2 nd Re a d i n g   Ci t y  Co u n c i l  Adopts   Or d i n a n c e Bo u n d a r y  Re v i e w  Board   Ap p r o v a l Bo u n d a r y  Re v i e w  Board   45  Da y  Re v i e w No t i c e  of  In t e n t  to   Bo u n d a r y  Re v i e w  Board Co u n c i l  Ho l d s  Pu b l i c   He a r i n g Pe t i t i o n  Ce r t i f i e d  by   Ki n g  Co u n t y Pe t i t i o n e r  Su b m i t s   60 %  Pe t i t i o n Co u n c i l  Au t h o r i z e s   60 %  Pe t i t i o n Ci r c u l a t i o n   Co u n c i l  Me e t s  wi t h   Pe t i t i o n e r Pe t i t i o n e r  Su b m i t s   10 %  Pe t i t i o n AGENDA ITEM #5. a) • St a t e  la w  re q u i r e s  a  pu b l i c  me e t i n g  wi t h   pr o p o n e n t s  to  ac c e p t ,  re j e c t ,  or  ge o g r a p h i c a l l y   mo d i f y  th e  pr o p o s e d  an n e x a t i o n • If  Co u n c i l  ac c e p t s  pr o p o s e d  an n e x a t i o n ,  Council   al s o  au t h o r i z e s  ci r c u l a t i o n   a  60 %  Di r e c t  Petition   to  An n e x • Co n s i d e r  pr o p o n e n t s   re q u e s t  to  wa i v e  th e   an n e x a t i o n  fe e Pu r p o s e AGENDA ITEM #5. a) Lo c a t i o n AGENDA ITEM #5. a) • Lo c a t i o n :    At  th e  ea s t e r n  po r t i o n  of  Ci t y  limits; in   th e  Ea s t  Pl a t e a u  Co m m u n i t y  Pl a n n i n g  Ar e a • Si z e :  11 . 6  ac r e s • Us e s :  Si n g l e ‐fa m i l y  an d  va c a n t • Bo u n d a r i e s :   • No r t h  –P a r c e l  li n e ,  ne a r  SE  14 2 nd Pl • Ea s t  –P a r c e l  li n e s • So u t h  –P a r c e l  li n e s ,  ne a r  SE  14 5 th Pl  (i f  ex t e n d e d ) • We s t  – 1 5 4 th Pl  SE Ba c k g r o u n d AGENDA ITEM #5. a) • Lu c a s  an n e x a t i o n  is  a  po r t i o n  of  th e  Br a d l e y   an n e x a t i o n Ba c k g r o u n d Lu c a s An n e x a t i o n Br a d l e y An n e x a t i o n AGENDA ITEM #5. a) • Br a d l e y  an n e x a t i o n  fi r s t  su b m i t t e d  in  Ja n u a r y   20 1 6  – 6 0 %  Me t h o d • Re s u b m i t t e d   in  Fe b r u a r y  20 1 7  –5 0 ‐50  Method Ba c k g r o u n d AGENDA ITEM #5. a) AGENDA ITEM #5. a) Ex i s t i n g C o n d i t i o n s AGENDA ITEM #5. a) To p o g r a p h y AGENDA ITEM #5. a) St r e a m s & W e t l a n d s • St r e a m s :   • Cl a s s  3  unnamed   17 0  ft w e s t • We t l a n d s : • No n e  in  vicinity AGENDA ITEM #5. a) • Fi r e • Re n t o n  Fi r e  Au t h o r i t y • (N o  ch a n g e ) • Ut i l i t i e s • Wa t e r  Di s t r i c t  #9 0 • (N o  ch a n g e )   • Re n t o n  Se w e r  Ut i l i t y • (N o  ch a n g e ) • Sc h o o l s • Re n t o n  Sc h o o l  Di s t r i c t • (N o  ch a n g e ) Pu b l i c S e r v i c e s AGENDA ITEM #5. a) • Ur b a n   Re s i d e n t i a l   Me d i u m   • 4  –1 2  Dw e l l i n g   Un i t s  pe r  Acre • R ‐4  zo n e Co u n t y L a n d U s e De s i g n a t i o n & Z o n i n g AGENDA ITEM #5. a) • Re s i d e n t i a l  Low   De n s i t y • Al l o w s  RC ,  R ‐1, or  R ‐4   zo n i n g • Pr e z o n e d R ‐4   in  2007   Or d i n a n c e  #5254 • Wi l l  be c o m e  effective   up o n  an n e x a t i o n Re n t o n L a n d U s e De s i g n a t i o n & Z o n i n g AGENDA ITEM #5. a) Ci t y A n n e x a t i o n P o l i c i e s AGENDA ITEM #5. a) • Go a l  L ‐E:  Pr o m o t e  an n e x a t i o n   wh e r e  an d  when  it   is  in  Re n t o n ’ s  be s t  in t e r e s t • Po l i c y  L ‐9:  Co n s i d e r  fi s c a l  im p a c t s  fo r  ea c h   pr o p o s e d  an n e x a t i o n Co m p r e h e n s i v e P l a n AGENDA ITEM #5. a) • Po l i c y  L ‐8:  Su p p o r t  an n e x a t i o n   wh e r e  in f r a s t r u c t u r e  an d   se r v i c e s  al l o w  fo r  ur b a n   de n s i t i e s  an d  it  wo u l d   co n s o l i d a t e  se r v i c e  pr o v i d e r s   an d / o r  fa c i l i t a t e  th e  ef f i c i e n t   de l i v e r y  of  se r v i c e s • Th e  bo u n d a r y  as  pr o p o s e d   do e s  no t  fa c i l i t a t e  ef f i c i e n t   de l i v e r y  of  se r v i c e s  – po l i c e ,  st r e e t  ma i n t e n a n c e Co m p r e h e n s i v e P l a n AGENDA ITEM #5. a) Bo u n d a r y R e v i e w B o a r d Ob j e c t i v e s AGENDA ITEM #5. a) • Pr e s e r v a t i o n  of  na t u r a l   ne i g h b o r h o o d s  an d   co m m u n i t i e s • La r g e r  co m m u n i t y  is   pr e s e r v e d .  Co n c e r n  th a t  cu l ‐ de ‐sa c s  co u l d  be  de t e r m i n e d   to  be  sm a l l  ne i g h b o r h o o d s • Us e s  ph y s i c a l  bo u n d a r i e s ,   in c l u d i n g  bu t  no t  li m i t e d  to   bo d i e s  of  wa t e r ,  hi g h w a y s ,  an d   la n d  co n t o u r s • Bo u n d a r y  us e s  pa r c e l  li n e s Re l e v a n t B R B O b j e c t i v e s AGENDA ITEM #5. a) • Pr e v e n t  ab n o r m a l l y  ir r e g u l a r   bo u n d a r i e s • Th e  sh a p e  is  no t  ge n e r a l l y   ge o m e t r i c ,  it  is  ir r e g u l a r .   Ho w e v e r ,  ir r e g u l a r  bo u n d a r i e s   ha v e  be e n  ac c e p t e d  gi v e n  th a t   a  PA A  is  an t i c i p a t e d  to  an n e x   ov e r  ti m e • Ho w e v e r ,  bo u n d a r y  on l y   co t e r m i n o u s  wi t h  ci t y  li m i t s   fo r  18 5  ft Re l e v a n t B R B O b j e c t i v e s AGENDA ITEM #5. a) • Pr e v e n t  ab n o r m a l l y  ir r e g u l a r   bo u n d a r i e s • Li k e l y  to  be  fo u n d  to  be   ab n o r m a l l y  ir r e g u l a r  an d  to   co n s t i t u t e  a  “s h o e s t r i n g ”  or   “c o r r i d o r ”  an n e x a t i o n  th a t   do e s  no t  “s u b s t a n t i a l l y ”  ab u t   ci t y  li m i t s .   • MR S C :  su c h  an  an n e x a t i o n   “p r o b a b l y  wo u l d  be   in v a l i d a t e d  if  ch a l l e n g e d  wi t h i n   a  re a s o n a b l e  pe r i o d  of  ti m e Re l e v a n t B R B O b j e c t i v e s AGENDA ITEM #5. a) • Cr e a t e  an d / o r  pr e s e r v e   lo g i c a l  se r v i c e  ar e a s • Co n c e r n  th i s  wo u l d  be   fo u n d  to  no t  co n s t i t u t e  a   lo g i c a l  se r v i c e  ar e a   • An n e x a t i o n  is  of  an   un i n c o r p o r a t e d  ar e a  to  a  ci t y   th a t  is  ur b a n  in  ch a r a c t e r • Re n t o n  is  an  ur b a n  ci t y   Re l e v a n t B R B O b j e c t i v e s AGENDA ITEM #5. a) Fi s c a l A n a l y s i s AGENDA ITEM #5. a) • Cu r r e n t  Co n d i t i o n s : • 20  dw e l l i n g s • Es t i m a t e d  57  re s i d e n t s • Fu t u r e  Co n d i t i o n s : • Es t i m a t e d  9 a d d i t i o n a l  dw e l l i n g s • Es t i m a t e d  ad d i t i o n a l  26  re s i d e n t s • Co s t s  in c r e a s e  3. 3 %  an n u a l l y • Re v e n u e  in c r e a s e  2. 5 %  an n u a l l y • Li m i t e d  to  sa l e s  ta x ,  ut i l i t y  ta x ,  an d  fr a n c h i s e  fee As s u m p t i o n s AGENDA ITEM #5. a) Fi s c a l A n a l y s i s Op e r a t i n g  Fu n d   Ex i s t i n g Y e a r  10 Re v e n u e s $ 2 8 , 7 2 8 $ 4 6 , 5 6 6 Co s t s $ 2 8 , 0 6 2 $ 4 6 , 1 6 5 Ca p i t a l  an d  En t e r p r i s e  Fu n d s Re v e n u e s $9 , 1 6 2 $ 1 2 , 7 5 3 Co s t s $6 , 8 2 8 $ 1 2 , 1 0 0 AGENDA ITEM #5. a) • Ci t y  st a f f  re p r e s e n t i n g  Ci t y  fu n c t i o n s   re v i e w e d   th e  pr o p o s e d  an n e x a t i o n • Al l  de p a r t m e n t s  in d i c a t e d  th a t  th e  pr o p o s e d   an n e x a t i o n  re p r e s e n t s  a  lo g i c a l  ex t e n s i o n  of  their   se r v i c e s Co m m e n t s AGENDA ITEM #5. a) • Pr o p o n e n t  ha s  re q u e s t e d  th e   $2 , 5 0 0  an n e x a t i o n  fe e  be  wa i v e d • $5 , 0 0 0  – a n n e x a t i o n s  le s s  th a n  10   ac r e s • $2 , 5 0 0  – a n n e x a t i o n s  mo r e  th a n   10  ac r e s • Pr o p o n e n t  pr o p o s e d  th e   bo u n d a r y  su b m i t t e d  wi t h  th i s   an n e x a t i o n  in  20 1 5 • Ad m i n i s t r a t i o n  re c o m m e n d e d  th e   ar e a  th a t  th e  pr o p o n e n t   ad v a n c e d  as  th e  Br a d l e y   An n e x a t i o n Re q u e s t AGENDA ITEM #5. a) • Pr o p o n e n t  ad v a n c e d  th e  Br a d l e y  an n e x a t i o n  for  2   ye a r s ,  du r i n g  th a t  ti m e  th e  Ci t y  ad o p t e d  an   an n e x a t i o n  fe e • Pr o p o n e n t  as s e r t s  th a t  it  is  un f a i r  to  ha v e  ad v a n c e d   th e  an n e x a t i o n  wi t h  th e  Ci t y ’ s  pr e f e r r e d  bo u n d a r y   an d  sh o u l d  no t  be  ch a r g e d  to  ad v a n c e  th e i r   pr o p o s e d  bo u n d a r y Re q u e s t AGENDA ITEM #5. a) • On e  of  th e  pu r p o s e s  of  th e  an n e x a t i o n  fe e  is  to   mi t i g a t e  th e  co s t s  to  ta x p a y e r s  fo r  so m e  of  th e  costs   as s o c i a t e d  wi t h  an n e x a t i o n • Pu b l i c a t i o n s ,  ma i l i n g  co s t s ,  BR B  fi l i n g  fe e ,  staff   ti m e ,  et c . • Gi v e n  th a t  th i s  ne w  pr o p o s e d  an n e x a t i o n  wi l l  take  new   pu b l i c a t i o n s ,  ma i l i n g s ,  st a f f  ti m e ,  it  do e s  no t  se e m   ap p r o p r i a t e  to  wa i v e  th e  fe e Re q u e s t AGENDA ITEM #5. a) • Th e  be s t  in t e r e s t s  an d  ge n e r a l  we l f a r e  of  the   Ci t y  ar e  no t  se r v e d  by  th i s  an n e x a t i o n • In c o n s i s t e n t  wi t h  Ci t y  an n e x a t i o n  po l i c i e s  because   it  re p r e s e n t s  a  ch a l l e n g e  to  th e  lo g i c a l  ex t e n s i o n  of   Ci t y  se r v i c e s • In c o n s i s t e n t  wi t h  Bo u n d a r y  Re v i e w  Bo a r d  criteria: • Pr e s e r v a t i o n  of  na t u r a l  ne i g h b o r h o o d s   • Cr e a t i o n  or  pr e s e r v a t i o n  of  lo g i c a l  se r v i c e  areas • Pr e v e n t i o n  of  ab n o r m a l l y  ir r e g u l a r  bo u n d a r i e s • Sh o e s t r i n g / c o r r i d o r  an n e x a t i o n Co n c l u s i o n AGENDA ITEM #5. a) Re c o m m e n d a t i o n • Th e  Ad m i n i s t r a t i o n  re c o m m e n d s : • Co u n c i l  de n y  th e  re q u e s t  to  wa i v e  th e  an n e x a t i o n   fe e • Re j e c t  th e  10 %  No t i c e  of  In t e n t  to  An n e x  Pe t i t i o n AGENDA ITEM #5. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  MINUTES  City Council Regular Meeting  7:00 PM ‐ Monday, December 11, 2017  Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way    CALL TO ORDER AND PLEDGE OF ALLEGIANCE     Mayor Law called the meeting of the Renton City Council to order at 7:00 PM and led the  Pledge of Allegiance.     ROLL CALL    Councilmembers Present:  Armondo Pavone, Council President  Randy Corman  Ryan McIrvin  Ruth Pérez  Don Persson  Ed Prince  Councilmembers Absent:  Carol Ann Witschi                     MOVED BY PAVONE, SECONDED BY PRINCE, COUNCIL EXCUSE ABSENT  COUNCILMEMBER WITSCHI. CARRIED.    ADMINISTRATIVE STAFF PRESENT    Denis Law, Mayor  Jay Covington, Chief Administrative Officer  Leslie Clark, Senior Assistant City Attorney   Megan Gregor, Deputy City Clerk  Gregg Zimmerman, Public Works Administrator  Ellen Bradley‐Mak, Human Resources / Risk Management Administrator  Kelly Beymer, Community Services Administrator  Cliff Long, Economic Development Director  Jennifer Henning, Planning Director  Cailin Hunsaker, Parks & Trails Director  John Collum, Community Development Project Manager  Vanessa Dolbee, Current Planning Manager  Chief Kevin Milosevich, Police Department  Deputy Chief Ed VanValey, Police Department  Commander Dan Figaro, Police Department  Officer Scott Bauer, Police Department  AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  Officer Jesse Blanco, Police Department  Officer Corey Jacobs, Police Department  Officer Matthew Nugent, Police Department  Officer Randy Jensen, Police Department  Officer Adele O'Rourke, Police Department      SPECIAL PRESENTATION   a) Police Department Officer Recognition (Including RRFA recognition of Officers): The  following City of Renton Police officers were recognized by the Renton Regional Fire  Authority's Chief Rick Marshall,  for their efforts involving a lifesaving event:   Officer Matthew Nugent, Police Department.   Officer Randy Jensen, Police Department.   Officer Adele O'Rourke, Police Department.     Police Chief Kevin Milosevich awarded the following police officers with the Police  Department's Life Saving Medal for their  recent lifesaving efforts:   Officer Scott Bauer, Police Department.   Officer Jesse Blanco, Police Department.   Officer Corey Jacobs, Police Department.     AUDIENCE COMMENTS     Kim Allen, Verizon Wireless, thanked Council for the City's collaborative efforts to  implement small cell towers within the City of Renton.   (See Planning & Development Committee Report item "o" below.)     CONSENT AGENDA  Items listed on the Consent Agenda were adopted with one motion, following the listing.   a) Approval of Council Meeting minutes of December 4, 2017. Council Concur.   b) AB ‐ 2052 City Clerk submitted 10% Notice of Intention to Commence Annexation Proceedings  petition for the proposed Lucas Annexation and recommended a public meeting be set on  1/8/2018 to consider the petition; 11.6‐acre site, located near SE 142nd Pl, to the east by  parcel lines, to the south by parcel lines near SE 145th Pl (if extended), and to the west by  154th Pl SE. Council Concur; Set Public Meeting on 1/8/2018.   c) AB ‐ 2053 City Clerk submitted 11/7/2017 General Election certification from King County  Elections as follows: Council Position No. 1 ‐ Randy Corman 10,920 votes, 80.61% ELECTED;  Neil Sheesley 2,565 votes 18.93%; Write‐in 62 votes 0.46%; Council Position No. 2 ‐ Armando  Pavone 8,241 votes 58.68% ELECTED; Diane Dobson 5,764 votes 41.04%; Write‐in 40 votes  0.54%; Council Position No. 6 ‐ Ruth Pérez 7,790 votes 56.40% ELECTED; Jami Smith 5,949  49.07%; Write‐in 74 votes 0.54%; Municipal Court Judge ‐ Terry Jurado 9,684 votes 97.71%  ELECTED; Write‐in 227 votes 2.29%. None; Information Only.   d) AB ‐ 2051 Executive Department recommended adopting the City of Renton 2018 Legislative  Priorities and 2018 State Legislative Agenda Support/Oppose Bills that summarize the City's  position on current state issues. Council Concur.     AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  e) AB ‐ 2050 Public Works Administration requested authorization to purchase four replacement  fleet vehicles in the amount of $143,911 using the state bid contract number 05916. There  are adequate funds to cover this purchase in the 2017/2018 Biennial Budget. Council Concur.   f) AB ‐ 2049 Transportation Systems Division requested authorization to assign the Airport Rules  and Regulations and Minimum Standards documents to the Renton Airport Advisory  Committee (RAAC) for review and to propose updates to the documents for Council's  consideration at a later date. Refer to Transportation (Aviation) Committee.    MOVED BY PAVONE, SECONDED BY PRINCE, COUNCIL CONCUR TO APPROVE THE  CONSENT AGENDA, AS PRESENTED. CARRIED.    UNFINISHED BUSINESS   a) Council President Pavone presented a report concurring in the staff recommendation to approve  allocations for the 2018 Lodging Tax Fund as recommended by the Lodging Tax Advisory  Committee as follows:       Renton Chamber of Commerce, Operation of Tourism Organization       $100,000    Renton Chamber, NW Tequila & Agave Festival                                              $10,000    Renton Chamber of Commerce, Return to Renton Car Show                         $5,000    City of Renton, Cruz the Loop                                                                               $5,000    City of Renton, Multicultural Festival                                                                 $25,500    City of Renton, Renton Community Marketing                                                 $75,000    Renton Downtown Partnership, Wine Walks                                                      $4,000    DAWA Project, NW Naturals Show                                                                      $15,500    API Chaya & Ravishing Women, Ravishing Women’s Show                             $10,000    Baseball Beyond Borders, American Legion Baseball Tourn                            $10,000    Northwest Premier Jr. Football and Cheer, All Star and Jamboree                 $15,000                                                                           Total Recommendation:        $275,000    The Committee further recommended authorization for the Mayor and City Clerk to execute  contracts with the successful applicants to expend budgeted funds on the proposed additional  marketing initiatives.      MOVED BY PAVONE, SECONDED BY CORMAN, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   b) Council President Pavone presented a report concurring in the Planning Commission and staff  recommendation to approve adoption of the Downtown Civic Core Vision and Action Plan.     MOVED BY PAVONE, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   c) Utilities Committee Chair McIrvin presented a report concurring in the staff recommendation to  authorize the 2017 WaterWorks Grant Agreement between King County and the City of Renton  to provide $70,000 in matching funds to assist the City with design to retrofit the Heather Downs  detention facility, and approve the requested appropriation of funds to Surface Water Utility  accounts.     MOVED BY MCIRVIN, SECONDED BY PÉREZ, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.  AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES      d) Utilities Committee Chair McIrvin presented a report concurring in the staff recommendation to  authorize the Mayor and City Clerk to execute Amendment No. 3 to CAG‐16‐134 with  Murraysmith, Inc. in the amount of $614,413 for the final design of the Kennydale 320 Zone  Reservoir Project.     MOVED BY MCIRVIN, SECONDED BY PÉREZ, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   e) Utilities Committee Chair McIrvin presented a report concurring in the staff recommendation to  grant preliminary approval of the application for a Latecomer’s Agreement request from Bob  Wenzl (Tuscany Construction, LLC), petitioner, for a period of two years. The application for a  latecomer’s agreement was submitted to recover a portion of the $103,520.04 estimated cost of  sewer extension along Hoquiam Ave NE (north of NE 5th Place), so that adjacent properties will  be required to share in the cost at such time that they benefit from the sewer main. The  Committee further recommended that Council authorize the preliminary assessment roll to be  forwarded to the City Clerk, who will notify the affected property owners. If no protests are  received, after construction of the facilities and approval of the final costs, the Council can  authorize preparation of the final assessment roll and latecomer agreement. In the event there is  a protest for valid cause, a public hearing will be held to resolve any issues prior to proceeding  with this matter.      MOVED BY MCIRVIN, SECONDED BY PÉREZ, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   f) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  approve the following payments:   1. Accounts Payable – total payment of $11,295,702.99 for vouchers 10043‐10047, 361357‐ 361359, 361362, 361376, 361402‐361522, 361524‐361724, 361733‐361739, 361753,  361784‐361886, 361888‐362036; payroll benefit withholding vouchers 5641‐5642, 5651‐ 5661, 5670‐5768 and 361365‐361375, 361523, 361740‐361752, 361887; and eight wire  transfers.   2. Payroll – total payment of $2,687,493.94 for payroll vouchers which includes 1,264 direct  deposits and 71 checks (October 16‐31, and November 1‐15 2017 pay periods).   3. Kidder Mathews – total payment of $49,774.19 for vouchers 1319 and 5505‐5528.      MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   g) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  authorize the Mayor and City Clerk to execute the Community Services   re‐organizational changes and associated budget adjustments for 2017 and 2018.     MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   h) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  approve the 2018 Optum / Unimerica Excess Loss agreement, which protects the city from  unforeseen high‐dollar medical claims. Optum offered a lower premium (‐5.1%) for 2018 excess  loss coverage for the City’s self‐funded medical plan, which provides coverage for claims over  $250,000.       MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  i) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  authorize the Public Works Department to overfill the Water Utility GIS Engineer position (Grade  A32, Step C, 1.0 FTE) for up to two months (December 2017 and January 2018) prior to the  accepted retirement date of the incumbent of February 1, 2018 for training and knowledge  sharing purposes.     MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   j) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  approve the reclassification of the Administrative Secretary I position to a Planning Technician  position (CED).     MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   k) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  authorize the replacement of general leave for temporary and seasonal employees with paid sick  leave to comply with Washington State Initiative 1433. In 2018 the state will require a sick leave  benefit for temporary and seasonal employees, which the city currently does not provide. The  city has a “general leave” benefit for temporary employees based on hours worked over a two‐ year period; this benefit will be discontinued in 2018, when the sick leave provisions are put into  effect. Revisions to the city’s policies and procedures addressing these benefit changes will be  developed and implemented by staff, as authorized in city code. The committee further  recommended that the resolution regarding this matter be presented for reading and adoption.      MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   l) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  update the 2018 Index of Positions and Pay Ranges to reflect the changes adopted by council  throughout 2017. The committee further recommended that the ordinance regarding this matter  be presented for first reading and advancement to second reading and adoption.     MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   m) Finance Committee Chair Persson presented a report concurring in the staff recommendation to  approve the Professional Services Agreement with Vladimir Martinov DBA Daizy Logik LLC to  perform computer programming and consulting work on the new license and tax system, Praxis.      MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.                   AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  n) Planning & Development Committee Chair Prince presented a report concurring with the  Planning Commission and staff recommendation to amend the Drainage (Surface Water)  Standards (RMC 4‐6‐030) in order to meet the requirements of the 2013‐2018 Western  Washington Phase II Municipal Stormwater Permit. The required code amendments include  updating the definitions in RMC 4‐6‐100 and clarification of prohibited, allowable and  conditionally allowable discharges to be consistent with the current Permit. The Committee  recommended that an ordinance to enact these changes be presented for first reading.    MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.   o) Planning & Development Committee Chair Prince presented a report concurring with the staff  and Planning Commission recommendation to adopt the 2017 Title IV Docket Group 12C. The  Planning and Development Committee further recommended that ordinances for the items listed  below be prepared and presented for first reading when they are complete.   • #D‐135: Undergrounding   • #D‐140: Small Cell and Distributed Antenna Systems      MOVED BY PRINCE, SECONDED BY MCIRVIN, COUNCIL CONCUR IN THE  COMMITTEE RECOMMENDATION. CARRIED.    LEGISLATION   Resolution:   a) Resolution No. 4329: A resolution was read authorizing the replacement of general leave for  temporary and seasonal employees with paid sick leave to comply with Washington State  Initiative 1433.     MOVED BY PERSSON, SECONDED BY CORMAN, COUNCIL ADOPT THE RESOLUTION  AS READ. CARRIED.   Ordinance for first reading:   b) Ordinance No. 5873: An ordinance was read amending Subsection 4‐6‐030.J and Section 4‐6‐ 100 of the Renton Municipal Code, amending Illicit Discharge Regulations including amending  the definitions for Illicit Connection, Illicit Discharge, Municipal Separate Storm Sewer System,  and Stormwater; and providing for severability, and establishing an effective date.     MOVED BY CORMAN, SECONDED BY MCIRVIN, COUNCIL REFER THE ORDINANCE  FOR SECOND AND FINAL READING AT THE NEXT COUNCIL MEETING. CARRIED.   Ordinance for first reading and advancement to second and final reading:   c) Ordinance No. 5874: An ordinance was read adopting the 2018 City of Renton index of  positions and pay ranges, for non‐represented city employees, AFSCME Local 2170 city  employees, Renton Police Department – Commissioned Officers, and Renton Police  Department – Non‐Commissioned Officers.     MOVED BY CORMAN, SECONDED BY PRINCE, COUNCIL ADVANCE THE ORDINANCE  FOR SECOND AND FINAL READING. CARRIED.         AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES    Following a second and final reading, it was:     MOVED BY PERSSON, SECONDED BY PRINCE, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   Ordinances for second and final reading:   d) Ordinance No. 5867:  Amending sections 4‐2‐060, 4‐2‐080, 4‐2‐110, 4‐3‐040, 4‐3‐100, 4‐4‐ 070, 4‐4‐080, 4‐4‐130, 4‐6‐060, 4‐7‐090, 4‐7‐170, 4‐9‐030, 4‐9‐250, 4‐11‐040, 4‐11‐120, and 4‐ 11‐250 of the Renton Municipal Code, codifying administrative code interpretations from  March 24, 2017 To October 3, 2017, Including amending the definitions of “Density, Net,” “Lot  Combination,” “Lot, Legal,” “Lot, Lines,” “Lot Measurements,” “Lot Types,” “Lowest Floor,”  and “Yard Requirement,” and providing for severability and establishing an effective date.      MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   e) Ordinance No. 5868: Amending sections and subsections 4‐7‐020, 4‐7‐050.D, 4‐7‐080.L, 4‐7‐ 110, 4‐8‐070.C, 4‐8‐070.D, 4‐8‐070.H, 4‐8‐080.G, 4‐8‐120.D.16, 4‐9‐060.C.6, 4‐11‐160, and 4‐ 11‐190 of the Renton Municipal Code, by revising final plat approval procedures pursuant to  Senate Bill 5674, allowing final plats resulting in the subdivision of 10 or more lots to be  approved administratively, and providing for severability and establishing an effective date.      MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   f) Ordinance No. 5869: Amending subsection 4‐4‐080.B.1 and sections 4‐10‐020, 4‐10‐050, 4‐ 10‐060, 4‐11‐140 and 4‐11‐210 of the Renton Municipal Code, adding development  regulations related to nonconforming structures and sites, and providing for severability and  establishing an effective date.     MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   g) Ordinance No. 5870: changing the zoning classification of a certain property within the City of  Renton (a portion of Parcel #2473360270) from Residential Eight Dwelling Units Per Acre (R‐8)  to Residential One Dwelling Unit Per Acre (R‐1), File No. LUA‐16‐000805 (CPA 2017‐M‐01).      MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   h) Ordinance No. 5871: adopting the 2017 amendments to the City's 2015 Comprehensive Plan,  maps, and data in conjunction therewith.     MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.   i) Ordinance No. 5872: amending Subsection 4‐2‐060.G and section 4‐11‐030 of the Renton  Municipal Code, prohibiting community health engagement locations in Renton, adding a  definition for “Community Health Engagement Location (CHEL),” and providing for  severability and establishing an effective date.      MOVED BY PRINCE, SECONDED BY CORMAN, COUNCIL ADOPT THE ORDINANCE  AS READ. ROLL CALL: ALL AYES. CARRIED.      AGENDA ITEM #8. a) December 11, 2017 REGULAR COUNCIL MEETING MINUTES  NEW BUSINESS   Please see the attached Council Committee Meeting Calendar.    ADJOURNMENT    MOVED BY PERSSON, SECONDED BY PAVONE, COUNCIL ADJOURN. CARRIED. TIME:  7:47 P.M.    Jason A. Seth, CMC, City Clerk  Megan Gregor, CMC, Recorder  Monday, December 11, 2017  AGENDA ITEM #8. a) C o u n c i l C o m m i t t e e M e e t i n g C a l e n d a r D e c e m b e r 1 1 , 2 0 1 7 D e c e m b e r 1 8 , 2 0 1 7 M o n d a y N O M E E T I N G S C O U N C I L H O L I D A Y D e c e m b e r 2 5 , 2 0 1 7 M o n d a y N O M E E T I N G S C H R I S T M A S H O L I D A Y J a n u a r y 1 , 2 0 1 8 M o n d a y N O M E E T I N G S N E W Y E A R S D A Y H O L I D A Y J a n u a r y 8 , 2 0 1 8 M o n d a y 5 : 0 0 P M F i n a n c e C o m m i t t e e - C o u n c i l C o n f e r e n c e R o o m , C h a i r P e r s s o n 1 . V o u c h e r s 2 . E m e r g i n g I s s u e s i n R e v e n u e S t r e a m s C A N C E L L E D P u b l i c S a f e t y C o m m i t t e e - C h a i r C o r m a n 5 : 3 0 P M C o m m i t t e e o f t h e W h o l e - C o u n c i l C h a m b e r s , C h a i r P a v o n e 1 . D o w n t o w n C i v i c C o r e P l a n - F i n a l R e v i e w 6 : 3 0 P M S w e a r i n g - i n R e c e p t i o n - C o n f e r e n c i n g C e n t e r A G E N D A I T E M # 8 . a ) AB - 2060 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Compensate Steve Kincade as GIS Analyst II at Step E of Grade a23 RECOMMENDED ACTION: Refer to Finance Committee DEPARTMENT: Administrative Services Department STAFF CONTACT: Tim Moore, GIS Manager EXT.: 6881 FISCAL IMPACT SUMMARY: The GIS Analyst II position that was left vacant from Nizar Salih’s resignation in December, 2017 was budgeted at Step E ($87,312) for the 2018 budget year. This request creates no additional incre ase in IT Department’s Salaries and Wages. SUMMARY OF ACTION: Steve Kincade is a talented professional with over 15 years as a senior Geographic Information Systems (GIS) Specialist and 6 years as a GIS Administrator working for the City of Maple Valley. Steve has a Bachelor’s degree in Geographic Information Systems from the University of Washington. Through the interview process, Steve stood out from other candidates for the GIS Analyst II position. If hired, he would bring much experience to the City of Renton and add insight and experience to the IT Division. Steve will be filling a GIS Analyst II position that was left vacant from Nizar Salih’s resignation in December, 2017. This position was budgeted at Step E for the 2018 budget year. This request creates no additional increase in IT Department’s Salaries and Wages line item. The I.T. GIS team is a small team of three staff members and Steve’s advanced skills and professional experience compliment the current team. It is our opinion that we will not be able to find an individual more suited by background, skills and abilities to fill this position than Steve Kincade. Therefore, we are recommending that the City Council authorizes the Administration to compensate Steve for this positi on of GIS Analyst at Step E of Grade a23 effective February 1, 2018. EXHIBITS: N/A STAFF RECOMMENDATION: Authorize the City Council to compensate Steve Kincade for the position of GIS Analyst II at Step E of Grade a23 effective February 1, 2018. AGENDA ITEM #8. b) AB - 2058 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Professional Services Agreement for Certified Arborist Inspector Services RECOMMENDED ACTION: Refer to Finance Committee DEPARTMENT: Community Services STAFF CONTACT: Terry Flatley, Urban Forestry and Natural Resources Manager EXT.: x6601 FISCAL IMPACT SUMMARY: Funding for this project is in the 2018 Community Services - Parks Planning and Natural Resources Division Operating Budget in the amount of $124,000 as part of the Contracted Services line item. SUMMARY OF ACTION: An agreement for a Consulting Certified Arborist Inspector was authorized and completed in 2017. The Parks Planning and Natural Resources Division receives 300 to 900 requests for services annually from Renton residents, businesses, City departments, and others. During 2017, nearly 1,000 trees were inspected for City Planners, Code Compliance and Permitting Inspectors, other City staff, Developers, Homeowner Associations and individual home owners regarding general tree issues, permitting, code violations , safety, and storm damage. The Consulting Certified Arborist Inspector receives tree requests, coordinates site visits with property owners, collects tree data, recommends treatments, communicates tree information to City staff, property owners and others, and maintains the work order system. Other duties might include tree maintenance work, mapping and inventory of newly planted street and City facility trees, assistance with data collection for planting, pruning and removal projects, and preparing production reports, among others. Funds are allocated in the 2017 and 2018 Budgets, contributed by the Community Services Department and Community and Economic Development Department. EXHIBITS: A. Issue Paper B. Consultant Agreement STAFF RECOMMENDATION: The Community Services Deparment recommends approval of the Agreement with The Davey Resource Group, Incorporated in the amount of $124,000. AGENDA ITEM #8. c) COMMUNITY SERVICES DEPARTMENT M E M O R A N D U M DATE:December 28, 2017 TO:Ed Prince, Council President Members of Renton City Council VIA:Denis Law, Mayor FROM:Kelly Beymer, Community Services Administrator STAFF CONTACT:Leslie Betlach, Parks Planning and Natural Resources Director (x-6619) Terry Flatley, Urban Forestry and Natural Resources Manager (x-6601) SUBJECT:2018 Consulting Certified Arborist Inspector – Contract Agreement ISSUE: Should the Council concur with the staff recommendation to enter into the 2018 Contract Agreement with Davey Resource Group, Incorporated, to provide tree inspection and other urban forestry services to the City of Renton? RECOMMENDATION: Staff recommends approval of the Professional Services Contract Agreement in the base amount of $124,000 during 2018 between the City of Renton and Davey Resource Group, Inc. of Kent, Ohio. The City has a 2018 budgeted amount of $124,000 in the 2018 Parks Planning and Natural Resources Division’s, “Contract Services” line item (001.000000.020.576.81.41.003). During 2017, Davey Resource Group, Inc. provided excellent service under the professional services agreement for citywide tree inspections. BACKGROUND SUMMARY: During 2017, the City contracted with the Davey Resource Group for a Consulting Certified Arborist Inspector to perform tree inspections. The Consultant provided tree inspection services for all City departments. Funding for this project is provided by a 50/50 contribution from both the Community Services Department in partnership with the Community and Economic Development Department. The Consulting Certified Arborist Inspector receives tree request inquiries from residents, businesses, City departments and others. Duties included inspecting trees, preparing work orders, responding to callers following inspection with recommendations, recording data on the tree inventory and Tree Request Forms, closing out work orders, filing work orders, and inventorying newly planted trees in AGENDA ITEM #8. c) Ed Prince, Council President Members of Renton City Council Subject: 2018 Consulting Certified Arborist Inspector – Contract Agreement December 28, 2017 Page 2 of 2 recently constructed subdivisions. Tree inspections were performed for Code Compliance, Long and Short Range Planning, Tree Retention Regulations, Critical Areas Regulations, Landmark Tree Regulations, Public Works tree requests and new Transportation projects landscape requirements and verification. Other responsibilities included tracking Tree Request Forms and Tree Response Forms, and providing other information related to customer service, education and outreach. During 2017, over 1,000 trees were inspected comprised of 345 Tree Request Forms (work orders). Tree requests included more than 415 private tree inspections for code compliance, critical area removal requests, and landmark tree status, among other reasons. In addition, 333 newly planted trees were inventoried along streets, in parks, natural areas and at City facility locations. This agreement allows the Urban Forestry and Natural Resources Manager to focus time on contracting for tree maintenance and sidewalk repairs, tree planting, contract landscape maintenance, and the backlog of work orders that have accumulated since 2011 due to the high demand for this service. CONCLUSION: Approval of this Agreement at a cost of $124,000 will continue the Consulting Certified Arborist Inspector citywide and allow City staff to focus on other aspects of the Urban Forestry Program. The agreement with Davey Resource Group is anticipated to begin immediately and conclude at the end of December during 2018. AGENDA ITEM #8. c) PROFESSIONAL SERVICES AGREEMENT FOR CERTIFIED ARBORIST INSPECTOR SERVICES THIS AGREEMENT, dated December 31, 2017, is by and between the City of Renton (the “City”), a Washington municipal corporation, and Davey Resource Group, Incorporated, (“Consultant”), an Ohio Corporation licensed to do business in Washington. The City and the Consultant are referred to collectively in this Agreement as the “Parties.” Once fully executed by the Parties, this Agreement is effective as of the last date signed by both parties. 1. Scope of Work: Consultant agrees to provide Certified Arborist Inspection Services as specified in Exhibit “A”, which is attached and incorporated herein and may hereinafter be referred to as the “Work.” 2. Changes in Scope of Work: The City, without invalidating this Agreement, may order changes to the Work consisting of additions, deletions or modifications. Any such changes to the Work shall be ordered by the City in writing and the Compensation shall be equitably adjusted consistent with the rates set forth in Exhibit “A” or as otherwise mutually agreed by the Parties. 3. Time of Performance: Consultant shall commence performance of the Agreement pursuant to the schedule(s) set forth in Exhibit “A”. All Work shall be performed by no later than December 31, 2018. 4. Compensation: A. Amount. Total compensation to Consultant for Work provided pursuant to this Agreement shall not exceed $124,000, plus any applicable state and local sales taxes. Compensation shall be paid based upon Work actually performed according to the rate(s) or amounts specified in Exhibit “A”. The Consultant agrees that any hourly or flat rate charged by it for its Work shall remain locked at the negotiated rate(s) unless otherwise agreed to in writing or provided in Exhibit “A”. Except as specifically provided herein, the Consultant shall be solely responsible for payment of any taxes imposed as a result of the performance and payment of this Agreement. B. Method of Payment. On a monthly or no less than quarterly basis during any quarter in which Work is performed, the Consultant shall submit a voucher or invoice in a form AGENDA ITEM #8. c) Page 2 of 12 specified by the City, including a description of what Work has been performed, the name of the personnel performing such Work, and any hourly labor charge rate for such personnel. The Consultant shall also submit a final bill upon completion of all Work. Payment shall be made by the City for Work performed within thirty (30) calendar days after receipt and approval by the appropriate City representative of the voucher or invoice. If the Consultant’s performance does not meet the requirements of this Agreement, the Consultant will correct or modify its performance to comply with the Agreement. The City may withhold payment for work that does not meet the requirements of this Agreement. C. Effect of Payment. Payment for any part of the Work shall not constitute a waiver by the City of any remedies it may have against the Consultant for failure of the Consultant to perform the Work or for any breach of this Agreement by the Consultant. D. Non-Appropriation of Funds. If sufficient funds are not appropriated or allocated for payment under this Agreement for any future fiscal period, the City shall not be obligated to make payments for Work or amounts incurred after the end of the current fiscal period, and this Agreement will terminate upon the completion of all remaining Work for which funds are allocated. No penalty or expense shall accrue to the City in the event this provision applies. 5. Termination: A. The City reserves the right to terminate this Agreement at any time, with or without cause by giving ten (10) calendar days’ notice to the Consultant in writing. In the event of such termination or suspension, all finished or unfinished documents, data, studies, worksheets, models and reports, or other material prepared by the Consultant pursuant to this Agreement shall be submitted to the City, if any are required as part of the Work. B. In the event this Agreement is terminated by the City, the Consultant shall be entitled to payment for all hours worked to the effective date of termination, less all payments previously made. If the Agreement is terminated by the City after partial performance of Work for which the agreed compensation is a fixed fee, the City shall pay the Consultant an equitable share of the fixed fee. This provision shall not prevent the City from seeking any legal remedies it may have for the violation or nonperformance of any of the provisions of this Agreement and such charges due to the City shall be deducted from the final payment due the Consultant. No payment shall be made by the City for any expenses incurred or work done following the effective date of termination unless authorized in advance in writing by the City. 6. Warranties And Right To Use Work Product: Consultant represents and warrants that Consultant will perform all Work identified in this Agreement in a professional and AGENDA ITEM #8. c) Page 3 of 12 workmanlike manner and in accordance with all reasonable and professional standards and laws. Compliance with professional standards includes, as applicable, performing the Work in compliance with applicable City standards or guidelines (e.g. design criteria and Standard Plans for Road, Bride and Municipal Construction). Professional engineers shall certify engineering plans, specifications, plats, and reports, as applicable, pursuant to RCW 18.43.070. Consultant further represents and warrants that all final work product created for and delivered to the City pursuant to this Agreement shall be the original work of the Consultant and free from any intellectual property encumbrance which would restrict the City from using the work product. Consultant grants to the City a non- exclusive, perpetual right and license to use, reproduce, distribute, adapt, modify, and display all final work product produced pursuant to this Agreement. The City’s or other’s adaptation, modification or use of the final work products other than for the purposes of this Agreement shall be without liability to the Consultant. The provisions of this section shall survive the expiration or termination of this Agreement. 7. Record Maintenance: The Consultant shall maintain accounts and records, which properly reflect all direct and indirect costs expended and Work provided in the performance of this Agreement and retain such records for as long as may be required by applicable Washington State records retention laws, but in any event no less than six years after the termination of this Agreement. The Consultant agrees to provide access to and copies of any records related to this Agreement as required by the City to audit expenditures and charges and/or to comply with the Washington State Public Records Act (Chapter 42.56 RCW). The provisions of this section shall survive the expiration or termination of this Agreement. 8. Public Records Compliance: To the full extent the City determines necessary to comply with the Washington State Public Records Act, Consultant shall make a due diligent search of all records in its possession or control relating to this Agreement and the Work, including, but not limited to, e-mail, correspondence, notes, saved telephone messages, recordings, photos, or drawings and provide them to the City for production. In the event Consultant believes said records need to be protected from disclosure, it may, at Consultant’s own expense, seek judicial protection. Consultant shall indemnify, defend, and hold harmless the City for all costs, including attorneys’ fees, attendant to any claim or litigation related to a Public Records Act request for which Consultant has responsive records and for which Consultant has withheld records or information contained therein, or not provided them to the City in a timely manner. Consultant shall produce for distribution any and all records responsive to the Public Records Act request in a timely manner, unless those records are protected by court order. The provisions of this section shall survive the expiration or termination of this Agreement. 9. Independent Contractor Relationship: A. The Consultant is retained by the City only for the purposes and to the extent set forth in this Agreement. The nature of the relationship between the Consultant and the City AGENDA ITEM #8. c) Page 4 of 12 during the period of the Work shall be that of an independent contractor, not employee. The Consultant, not the City, shall have the power to control and direct the details, manner or means of Work. Specifically, but not by means of limitation, the Consultant shall have no obligation to work any particular hours or particular schedule, unless otherwise indicated in the Scope of Work or where scheduling of attendance or performance is mutually arranged due to the nature of the Work. Consultant shall retain the right to designate the means of performing the Work covered by this agreement, and the Consultant shall be entitled to employ other workers at such compensation and such other conditions as it may deem proper, provided, however, that any contract so made by the Consultant is to be paid by it alone, and that employing such workers, it is acting individually and not as an agent for the City. B. The City shall not be responsible for withholding or otherwise deducting federal income tax or Social Security or contributing to the State Industrial Insurance Program, or otherwise assuming the duties of an employer with respect to Consultant or any employee of the Consultant. C. If the Consultant is a sole proprietorship or if this Agreement is with an individual, the Consultant agrees to notify the City and complete any required form if the Consultant retired under a State of Washington retirement system and agrees to indemnify any losses the City may sustain through the Consultant’s failure to do so. 10. Hold Harmless: The Consultant agrees to release, indemnify, defend, and hold harmless the City, elected officials, employees, officers, representatives, and volunteers from any and all claims, demands, actions, suits, causes of action, arbitrations, mediations, proceedings, judgments, awards, injuries, damages, liabilities, taxes, losses, fines, fees, penalties, expenses, attorney’s or attorneys’ fees, costs, and/or litigation expenses to or by any and all persons or entities, arising from, resulting from, or related to the negligent acts, errors or omissions of the Consultant in its performance of this Agreement or a breach of this Agreement by Consultant, except for that portion of the claims caused by the City’s sole negligence. Should a court of competent jurisdiction determine that this agreement is subject to RCW 4.24.115, (Validity of agreement to indemnify against liability for negligence relative to construction, alteration, improvement, etc., of structure or improvement attached to real estate…) then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Consultant and the City, its officers, officials, employees and volunteers, Consultant’s liability shall be only to the extent of Consultant’s negligence. It is further specifically and expressly understood that the indemnification provided in this Agreement constitute Consultant’s waiver of immunity under the Industrial AGENDA ITEM #8. c) Page 5 of 12 Insurance Act, RCW Title 51, solely for the purposes of this indemnification. The Parties have mutually negotiated and agreed to this waiver. The provisions of this section shall survive the expiration or termination of this Agreement. 11. Gifts and Conflicts: The City’s Code of Ethics and Washington State law prohibit City employees from soliciting, accepting, or receiving any gift, gratuity or favor from any person, firm or corporation involved in a contract or transaction. To ensure compliance with the City’s Code of Ethics and state law, the Consultant shall not give a gift of any kind to City employees or officials. Consultant also confirms that Consultant does not have a business interest or a close family relationship with any City officer or employee who was, is, or will be involved in selecting the Consultant, negotiating or administering this Agreement, or evaluating the Consultant’s performance of the Work. 12. City of Renton Business License: The Consultant shall obtain a City of Renton Business License prior to performing any Work and maintain the business license in good standing throughout the term of this agreement with the City. Information regarding acquiring a city business license can be found at: http://rentonwa.gov/business/default.aspx?id=548&mid=328. Information regarding State business licensing requirements can be found at: http://dor.wa.gov/content/doingbusiness/registermybusiness/ 13. Insurance: Consultant shall secure and maintain: A. Commercial general liability insurance in the minimum amounts of $1,000,000 for each occurrence/$2,000,000 aggregate for the Term of this Agreement. B. In the event that Work delivered pursuant to this Agreement either directly or indirectly involve or require Professional Services, Professional Liability, Errors and Omissions coverage shall be provided with minimum limits of $1,000,000 per occurrence. "Professional Services", for the purpose of this section, shall mean any Work provided by a licensed professional or Work that requires a professional standard of care. C. Workers’ compensation coverage, as required by the Industrial Insurance laws of the State of Washington, shall also be secured. D. Commercial Automobile Liability for owned, leased, hired or non-owned, leased, hired or non-owned, with minimum limits of $1,000,000 per occurrence combined single limit, if there will be any use of Consultant’s vehicles on the City’s Premises by or on behalf of the City, beyond normal commutes. AGENDA ITEM #8. c) Page 6 of 12 E. Consultant shall name the City as an Additional Insured on its commercial general liability policy on a non-contributory primary basis. The City’s insurance policies shall not be a source for payment of any Consultant liability, nor shall the maintenance of any insurance required by this Agreement be construed to limit the liability of Consultant to the coverage provided by such insurance or otherwise limit the City’s recourse to any remedy available at law or in equity. F. Subject to the City’s review and acceptance, a certificate of insurance showing the proper endorsements, shall be delivered to the City before performing the Work. G. Consultant shall provide the City with written notice of any policy cancellation, within two (2) business days of their receipt of such notice. 14. Delays: Consultant is not responsible for delays caused by factors beyond the Consultant’s reasonable control. When such delays beyond the Consultant’s reasonable control occur, the City agrees the Consultant is not responsible for damages, nor shall the Consultant be deemed to be in default of the Agreement. 15. Successors and Assigns: Neither the City nor the Consultant shall assign, transfer or encumber any rights, duties or interests accruing from this Agreement without the written consent of the other. 16. Notices: Any notice required under this Agreement will be in writing, addressed to the appropriate party at the address which appears below (as modified in writing from time to time by such party), and given personally, by registered or certified mail, return receipt requested, by facsimile or by nationally recognized overnight courier service. Time period for notices shall be deemed to have commenced upon the date of receipt, EXCEPT facsimile delivery will be deemed to have commenced on the first business day following transmission. Email and telephone may be used for purposes of administering the Agreement, but should not be used to give any formal notice required by the Agreement. CITY OF RENTON Terry Flately, Manager 1055 South Grady Way Renton, WA 98057 Phone: (425) 430-6600 tflatley@rentonwa.gov Fax: (425) 430-6603 CONSULTANT Jack McCabe, Vice President 295 S. Water Street, Suite 300 Kent, Ohio 44240 Phone: 330-673-5658 Jack.mccabe@davey.com Fax: 330-673-0860 17. Discrimination Prohibited: Except to the extent permitted by a bona fide occupational qualification, the Consultant agrees as follows: AGENDA ITEM #8. c) Page 7 of 12 A. Consultant, and Consultant’s agents, employees, representatives, and volunteers with regard to the Work performed or to be performed under this Agreement, shall not discriminate on the basis of race, color, sex, religion, nationality, creed, marital status, sexual orientation or preference, age (except minimum age and retirement provisions), honorably discharged veteran or military status, or the presence of any sensory, mental or physical handicap, unless based upon a bona fide occupational qualification in relationship to hiring and employment, in employment or application for employment, the administration of the delivery of Work or any other benefits under this Agreement, or procurement of materials or supplies. B. The Consultant will take affirmative action to insure that applicants are employed and that employees are treated during employment without regard to their race, creed, color, national origin, sex, age, sexual orientation, physical, sensory or mental handicaps, or marital status. Such action shall include, but not be limited to the following employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation and selection for training. C. If the Consultant fails to comply with any of this Agreement’s non-discrimination provisions, the City shall have the right, at its option, to cancel the Agreement in whole or in part. D. The Consultant is responsible to be aware of and in compliance with all federal, state and local laws and regulations that may affect the satisfactory completion of the project, which includes but is not limited to fair labor laws, worker's compensation, and Title VI of the Federal Civil Rights Act of 1964, and will comply with City of Renton Council Resolution Number 4085. 18. Miscellaneous: The parties hereby acknowledge: A. The City is not responsible to train or provide training for Consultant. B. Consultant will not be reimbursed for job related expenses except to the extent specifically agreed within the attached exhibits. C. Consultant shall furnish all tools and/or materials necessary to perform the Work except to the extent specifically agreed within the attached exhibits. D. In the event special training, licensing, or certification is required for Consultant to provide Work he/she will acquire or maintain such at his/her own expense and, if Consultant employs, sub-contracts, or otherwise assigns the responsibility to perform the Work, said employee/sub-contractor/assignee will acquire and or maintain such training, licensing, or certification. AGENDA ITEM #8. c) Page 8 of 12 E. This is a non-exclusive agreement and Consultant is free to provide his/her Work to other entities, so long as there is no interruption or interference with the provision of Work called for in this Agreement. F. Consultant is responsible for his/her own insurance, including, but not limited to health insurance. G. Consultant is responsible for his/her own Worker’s Compensation coverage as well as that for any persons employed by the Consultant. 19. Other Provisions: A. Approval Authority. Each individual executing this Agreement on behalf of the City and Consultant represents and warrants that such individuals are duly authorized to execute and deliver this Agreement on behalf of the City or Consultant. B. General Administration and Management. The City’s project manager is Terry Flatley. In providing Work, Consultant shall coordinate with the City’s contract manager or his/her designee. C. Amendment and Modification. This Agreement may be amended only by an instrument in writing, duly executed by both Parties. D. Conflicts. In the event of any inconsistencies between Consultant proposals and this Agreement, the terms of this Agreement shall prevail. Any exhibits/attachments to this Agreement are incorporated by reference only to the extent of the purpose for which they are referenced within this Agreement. To the extent a Consultant prepared exhibit conflicts with the terms in the body of this Agreement or contains terms that are extraneous to the purpose for which it is referenced, the terms in the body of this Agreement shall prevail and the extraneous terms shall not be incorporated herein. E. Governing Law. This Agreement shall be made in and shall be governed by and interpreted in accordance with the laws of the State of Washington and the City of Renton. Consultant and all of the Consultant’s employees shall perform the Work in accordance with all applicable federal, state, county and city laws, codes and ordinances. F. Joint Drafting Effort. This Agreement shall be considered for all purposes as prepared by the joint efforts of the Parties and shall not be construed against one party or the other as a result of the preparation, substitution, submission or other event of negotiation, drafting or execution. AGENDA ITEM #8. c) Page 9 of 12 G. Jurisdiction and Venue. Any lawsuit or legal action brought by any party to enforce or interpret this Agreement or any of its terms or covenants shall be brought in the King County Superior Court for the State of Washington at the Maleng Regional Justice Center in Kent, King County, Washington, or its replacement or successor. H. Severability. A court of competent jurisdiction’s determination that any provision or part of this Agreement is illegal or unenforceable shall not cancel or invalidate the remainder of this Agreement, which shall remain in full force and effect. I. Sole and Entire Agreement. This Agreement contains the entire agreement of the Parties and any representations or understandings, whether oral or written, not incorporated are excluded. J. Time is of the Essence. Time is of the essence of this Agreement and each and all of its provisions in which performance is a factor. Adherence to completion dates set forth in the description of the Work is essential to the Consultant’s performance of this Agreement. K. Third-Party Beneficiaries. Nothing in this Agreement is intended to, nor shall be construed to give any rights or benefits in the Agreement to anyone other than the Parties, and all duties and responsibilities undertaken pursuant to this Agreement will be for the sole and exclusive benefit of the Parties and no one else. L. Binding Effect. The Parties each bind themselves, their partners, successors, assigns, and legal representatives to the other party to this Agreement, and to the partners, successors, assigns, and legal representatives of such other party with respect to all covenants of the Agreement. M. Waivers. All waivers shall be in writing and signed by the waiving party. Either party’s failure to enforce any provision of this Agreement shall not be a waiver and shall not prevent either the City or Consultant from enforcing that provision or any other provision of this Agreement in the future. Waiver of breach of any provision of this Agreement shall not be deemed to be a waiver of any prior or subsequent breach unless it is expressly waived in writing. N. Counterparts. The Parties may execute this Agreement in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. IN WITNESS WHEREOF, the Parties have voluntarily entered into this Agreement as of the date last signed by the Parties below. CITY OF RENTON CONSULTANT Davey Resource Group, A Division of AGENDA ITEM #8. c) Page 10 of 12 By:_____________________________ The Davey Tree Expert Company By:____________________________ Mayor Denis Law City of Renton Jack McCabe, Vice President The Davey Resource Group, Inc. _____________________________ Date _____________________________ Date Attest _____________________________ Jason A. Seth City Clerk Approved as to Legal Form _______________________________ Shane Moloney Renton City Attorney Contract Template Updated 07/19/2017 AGENDA ITEM #8. c) Page 11 of 12 Exhibit A - Scope of Work City of Renton Community Services Department 2018 Certified Arborist Inspector Services Scope of Work: Provide inspection services to a diverse citizen base including City staff from different departments, the general public and outside governmental organizations, to include: • Receive communications from various sources about trees and respond back with information to resolve issues and concerns. • Complete caller information forms, inspection forms and work order forms of various kinds, including electronically. • Inspect trees on both public and private property under various terrain and weather conditions. Inspections include completing the tree inventory forms by adding new trees and modifying information on existing trees previously inventoried. • Inventory new trees or potential planting sites and existing trees not previously inventoried. Locate newer subdivisions containing new street trees using a combination of City records and meeting with City Planning staff to locate areas. • Add and/or modify tree inventory information using existing City computerized systems. Inventory trees using designated computer programs when required. • Ascertain the locations of trees within the public right-of-way and trees on private property. This includes accurate measurement of right-of-way location in relation to the tree(s). • Inspect trees using the methods found in the International Society of Arboriculture Best Management Practices Tree Risk Assessment publication. • Accurately categorize trees by public or private, species, diameter, condition rating, location rating, problem codes, treatment codes and work prioritization from emergency through routine activity. • Schedule meetings with customers when requested. • Respond to customers following inspections through work scheduling dates. This includes face to face conversations, written correspondence and email communications. Document all communications on appropriate forms. • Gather data and information to compile easily understood reports. Prepare a final summary report of progress during the final three weeks of this project. Provide monthly progress reports including days and hours worked, number of work orders inspected, and number of trees inspected, as well as other pertinent information requested by the City. • Provide a company-owned pickup truck and safety cones at all times. • Work with City-provided computers and computer programs, ipad, and ipad apps to enter data into electronic or paper formats. • Perform minor tree work from the ground using various hand and power tools common to tree work. AGENDA ITEM #8. c) Page 12 of 12 • Supply at all times, tools such as hand pruners, pole loppers, pole saw, hand saw, machete, and personal protective equipment • Prepare lists of locations for high priority or other work. • Disclaimer of Assessment of Future Conditions. The information to be provided by Consultant is an assessment that shall be considered accurate only at the time of observation. Trees are living organisms that grow, respond to their environment, mature, decline, and fail over time. Consultant makes no representation concerning the effect over time of site distributions, environmental or internal conditions of the trees. Contractor will provide certified arborist inspection services for the City during normal business hours, except for City designated holidays. Costs: Per Paragraph 4.A.Total compensation to Consultant for Work provided pursuant to this Agreement shall not exceed $124,000, plus any applicable state and local sales taxes. RATES: $64.50 Per hour, Per Service, Per Arborist AGENDA ITEM #8. c) AB - 2059 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: AFSCME Salary Review and Adjustments RECOMMENDED ACTION: Council Concur DEPARTMENT: Human Resources / Risk Management STAFF CONTACT: Ellen Bradley-Mak, Administrator EXT.: 7657 FISCAL IMPACT SUMMARY: The cost of the salary revisions totals $137,275 for 2018 and will affect the following funds as shown below; the budget will be adjusted at the next quarterly budget adjustment. $27,990: 000 – General fund $14,474: 003 – Street/Transportation Fund (General subfund) $31,656: 402 – Airport $14,403: 405 – Water $6,436: 406 – Wastewater (Sewer) $17,569: 407 – Surface Water (Storm Drainage) $24,746: 503 – Information Technology (IT) SUMMARY OF ACTION: During the process of negotiations for the 2016‐2018 AFSCME collective bargaining agreement, the parties agreed to a review of salaries for classifications covered by the Local 2170 agreement. The last comprehensive market study of AFSCME-represented positions was done in the early 1990's. As part of the current study, the parties agreed to survey nine comparable cities for 72 benchmarked positions within the AFSCME unit. The survey also included some regional airports on the west side of the state. The parties began negotiations in July 2017 regarding adjustments that would be made to those positions that were found to be under the market average. Agreement was reached on December 28, 2017, and is detailed in the attached Memorandum of Understanding (MOU). Since the amount of the adjustment could not be anticipated, it was not included in the 2017/2018 biennial budget, and therefore a budget amendment is necessary to adopt the revised salary schedule for 2018. These revised salary rates will be included in the upcoming 2019/2020 biennial budget process. EXHIBITS: A. Memorandum of Understanding, 2017 AFSCME Salary Review B. 2018 AFSCME Salary Table STAFF RECOMMENDATION: Adjust the salary grades, retroactive to January 1, 2018, as indicated in the attached Memorandum of Understanding, of the positions of Assistant Airport Manager, Airport Operations and Maintenance Supervisor, Water Utility Maintenance Supervisor, Civil Engineers I, II and III, Legal Assistant, Network Systems AGENDA ITEM #8. d) Specialist and Senior Network Systems Specialist, Systems Analyst and Senior Systems Analyst. The budget will be adjusted at the next quarterly budget adjustment. AGENDA ITEM #8. d) M E M O R A N D U M O F U N D E R S T A N D I N G B y a n d b e t w e e n T h e C i t y o f R e n t o n A n d W a s h i n g t o n S t a t e C o u n c i l o f C o u n t y a n d C i t y E m p l o y e e s , A F S C M E , A F L - C I O L o c a l # 2 1 7 0 R E : 2 0 1 7 A F S C M E S a l a r y R e v i e w T h i s M e m o r a n d u m o f U n d e r s t a n d i n g ( M O U ) m e m o r i a l i z e s t h e a g r e e m e n t s r e a c h e d b e t w e e n t h e C i t y o f R e n t o n a n d t h e A m e r i c a n F e d e r a t i o n o f S t a t e , C o u n t y a n d M u n i c i p a l E m p l o y e e s , L o c a l 2 1 7 0 ( A F S C M E ) r e g a r d i n g t h e 2 0 1 7 A F S C M E S a l a r y R e v i e w a s d e s c r i b e d i n A p p e n d i x C o f t h e 2 0 1 6 - 2 0 1 8 C o l l e c t i v e B a r g a i n i n g A g r e e m e n t . I n a c c o r d a n c e w i t h t h e p r o v i s i o n s s e t f o r t h i n R C W 4 1 . 5 6 , t h e p a r t i e s t o t h e C o l l e c t i v e B a r g a i n i n g A g r e e m e n t a g r e e t o t h e f o l l o w i n g : A s s i s t a n t A i r p o r t M a n a g e r a 2 3 a 3 1 W a t e r U t i l i t y M a i n t e n a n c e S u p e r v i s o r a 2 3 a 2 6 C i v i l E n g i n e e r I l l a 2 8 a 2 9 C i v i l E n g i n e e r I I a 2 5 a 2 6 C i v i l E n g i n e e r I a 2 1 a 2 2 L e g a l A s s i s t a n t a 0 7 a l O N e t w o r k S y s t e m s S p e c i a l i s t a 2 0 a 2 1 N e t w o r k S y s t e m s S p e c i a l i s t , S r . a 2 4 a 2 5 S y s t e m s A n a l y s t a 2 1 a 2 2 S y s t e m s A n a l y s t , S r . a 2 4 a 2 5 A i r p o r t O p e r a t i o n s & M a i n t e n a n c e S u p e r v i s o r a 2 1 a 2 3 S a l a r y a d j u s t m e n t s t o t h e A F S C M E S a l a r y p l a n w i l l b e c o m e e f f e c t i v e J a n u a r y 1 , 2 0 1 8 . F O R T H E C I T Y : 2 0 1 7 2 0 1 8 2 0 1 7 2 0 1 8 P o s i t i o n T i t l e G r a d e G r a d e P o s i t i o n T i t l e G r a d e G r a d e E l l e n B r a d l e y - M a k , H R R M A d m i n i s t r a t o r ‘ M a r k a t s o r P a t M i l l e r , L o c a l 2 1 7 0 P r e s i d e n t A G E N D A I T E M # 8 . d ) CITY OF RENTON H:\5 - Human Resources\4 - Compensation\3- Salary Studies\3- AFSCME Salary Study 2017\2018 Renton Salary Index_Final with Comp Study\AFSCME 2018 Renton Salary Index_Final with Comp Study Page 1 of 4 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual a40 9,076 108,912 9,530 114,360 10,013 120,156 10,521 126,252 11,053 132,636 a39 8,870 106,440 9,311 111,732 9,768 117,216 10,264 123,168 10,784 129,408 - a38 8,644 103,728 9,076 108,912 9,530 114,360 10,013 120,156 10,521 126,252 a37 8,445 101,340 8,870 106,440 9,311 111,732 9,768 117,216 10,264 123,168 a36 8,231 98,772 8,644 103,728 9,076 108,912 9,530 114,360 10,013 120,156 a35 8,034 96,408 8,445 101,340 8,870 106,440 9,311 111,732 9,768 117,216 a34 7,838 94,056 8,231 98,772 8,644 103,728 9,076 108,912 9,530 114,360 a33 7,649 91,788 8,034 96,408 8,445 101,340 8,870 106,440 9,311 111,732 a32 2413 Network Systems Manager 7,464 89,568 7,838 94,056 8,231 98,772 8,644 103,728 9,076 108,912 a32 2428 Principal Civil Engineer 7,464 89,568 7,838 94,056 8,231 98,772 8,644 103,728 9,076 108,912 a32 2425 Utility/GIS Engineer 7,464 89,568 7,838 94,056 8,231 98,772 8,644 103,728 9,076 108,912 a31 2078 Assistant Airport Manager 7,276 87,312 7,649 91,788 8,034 96,408 8,445 101,340 8,870 106,440 a30 7,102 85,224 7,464 89,568 7,838 94,056 8,231 98,772 8,644 103,728 a29 2570 Program Development Coordinator II 6,929 83,148 7,276 87,312 7,649 91,788 8,034 96,408 8,445 101,340 a29 2475 Civil Engineer III 6,929 83,148 7,276 87,312 7,649 91,788 8,034 96,408 8,445 101,340 a28 2422 Senior Planner 6,759 81,108 7,102 85,224 7,464 89,568 7,838 94,056 8,231 98,772 a28 2480 Capital Project Coordinator 6,759 81,108 7,102 85,224 7,464 89,568 7,838 94,056 8,231 98,772 a27 6,595 79,140 6,929 83,148 7,276 87,312 7,649 91,788 8,034 96,408 a26 8112 Construction Inspector Supervisor 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 7,838 94,056 a26 3473 Water Utilities Maintenance Supervisor 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 7,838 94,056 a26 2474 Civil Engineer II 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 7,838 94,056 a25 2470 Program Development Coordinator I 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 7,649 91,788 a25 2170 Property Services Agent 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 7,649 91,788 a25 2416 Senior Network Systems Specialist 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 7,649 91,788 a25 2451 Senior Systems Analyst 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 7,649 91,788 a24 2420 Database Technician 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 a24 3450 Lead Building Inspector 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 a24 3469 Lead Construction Inspector 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 a24 2403 Senior Economic Development Specialist 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 a24 2476 Transportation Planner 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 7,464 89,568 a23 8475 Airport Operations & Maintenance Superv 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2429 Building Plan Reviewer 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2421 Business Systems Analyst 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2472 Engineering Specialist III 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2505 GIS Analyst II 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 8175 Pavement Management Technician 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2450 Plan Reviewer 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 2484 Property Services Specialist 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 8001 Street Maintenance Services Supervisor 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 a23 8002 Waste Water Maintenance Services Superv 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 7,276 87,312 Increase effective January 1, 2018 2018 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 AGENDA ITEM #8. d) CITY OF RENTON H:\5 - Human Resources\4 - Compensation\3- Salary Studies\3- AFSCME Salary Study 2017\2018 Renton Salary Index_Final with Comp Study\AFSCME 2018 Renton Salary Index_Final with Comp Study Page 2 of 4 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Increase effective January 1, 2018 2018 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 a22 2473 Civil Engineer I 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 a22 2430 Lead Code Compliance Inspector 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 a22 5197 Neighborhood Program Coordinator 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 a22 2417 Systems Analyst/Programmer 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 7,102 85,224 a21 2424 Associate Planner 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 3452 Building Inspector/Combination 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 3451 Building Inspector/Electrical 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 2200 Communications Specialist II 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 3472 Construction Inspector 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 8008 Custodial Maintenance Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 5130 Emergency Management Coordinator 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 3089 Facilities Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 5111 GIS Analyst I 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 2419 Network Systems Specialist 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 8006 Parks Maintenance Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 2412 Service Desk Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 3476 Signal/Electronics Systems Technician II 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 8004 Traffic Signage & Marking Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a21 8000 Water Maintenance Services Supervisor 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 6,929 83,148 a20 5013 Assistant Public Records Officer 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 a20 2079 Business Coordinator - Airport 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 a20 2402 Economic Development Specialist 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 a20 2487 Housing Repair Coordinator 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 a20 2489 Human Services Coordinator 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 6,759 81,108 a19 6128 Accounting Supervisor 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 2427 Code Compliance Inspector 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 7182 Electrical Technician 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 3453 Energy Plans Reviewer/Permit Representat 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 2471 Engineering Specialist II 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 3485 HVAC Systems Technician 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 7172 Lead Vehicle & Equipment Mechanic 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a19 8178 Water Utility Instrumentation/SCADA Tech 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 6,595 79,140 a18 3456 Development Services Representative 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 a18 5195 Farmers Market Coordinator 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 a18 3480 Lead Water Utility Pump Station Mechanic 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 a18 2015 Probation Officer 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 a18 2083 Recreation Program Coordinator 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 6,432 77,184 a17 2423 Assistant Planner 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 8374 Maintenance Buyer 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 5001 Paralegal 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 5213 Senior Service Desk Technician 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 3477 Signal/Electronics Systems Technician I 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 3470 Water Quality/Treatment Plant Operator 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a17 6270 Web Specialist 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 6,276 75,312 a16 8284 Lead Golf Course Maintenance Worker 5,030 60,360 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 a16 8074 Lead Maintenance Services Worker 5,030 60,360 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 a16 8080 Lead Parks Maintenance Worker 5,030 60,360 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 a16 5194 Program Assistant 5,030 60,360 5,283 63,396 5,547 66,564 5,831 69,972 6,123 73,476 a15 7181 Facilities Technician II 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a15 7184 Grounds Equipment Mechanic 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 AGENDA ITEM #8. d) CITY OF RENTON H:\5 - Human Resources\4 - Compensation\3- Salary Studies\3- AFSCME Salary Study 2017\2018 Renton Salary Index_Final with Comp Study\AFSCME 2018 Renton Salary Index_Final with Comp Study Page 3 of 4 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Increase effective January 1, 2018 2018 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 a15 8174 Lift Station Technician 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a15 5122 Planning Technician 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a15 5180 Senior Program Specialist 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a15 7170 Vehicle & Equipment Mechanic 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a15 3474 Water Utility Maintenance Technician 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 5,976 71,712 a14 5160 Recreation Systems Technician 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 5,831 69,972 a13 8474 Airport Operations Specialist 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 3471 Engineering Specialist I 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 7180 Facilities Technician I 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 7110 Print & Mail Supervisor 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 5179 Program Specialist 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 5214 Service Desk Technician 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a13 8177 Signal/Electronics Systems Assistant II 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 5,686 68,232 a12 2201 Communications Specialist I 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 a12 8283 Golf Course Maintenance Worker III 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 a12 8173 Maintenance Services Worker III 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 a12 8083 Parks Maintenance Worker III 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 a12 8573 Traffic Maintenance Worker II 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 5,547 66,564 a11 8473 Airport Maintenance Worker 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 5014 City Clerk Specialist 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 7173 Fleet Management Technician 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 8183 Lead Maintenance Custodian 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 6265 Payroll Analyst 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 5012 Public Records Specialist 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a11 2486 Recreation Specialist 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 5,410 64,920 a10 6164 Judicial Specialist/Trainer 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 a10 6165 Legal Assistant 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 a10 6263 Permit Technician 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 a10 6163 Probation Clerk 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 5,283 63,396 a09 6131 Accounting Assistant IV 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 a09 6151 Administrative Secretary I 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 a09 8286 Golf Course Operations Assistant 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 a09 8070 Mechanic's Assistant 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 a09 8176 Signal/Electronics Systems Assistant I 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 5,151 61,812 a08 8282 Golf Course Maintenance Worker II 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 7126 Housing Repair Technician 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 6162 Judicial Specialist 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 6109 Lead Office Assistant 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 8172 Maintenance Services Worker II 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 8082 Parks Maintenance Worker II 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 8375 Purchasing Assistant 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a08 8572 Traffic Maintenance Worker I 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 5,030 60,360 a07 6132 Accounting Assistant III 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a07 8184 Maintenance Custodian 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a07 7112 Print & Mail Operator 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a07 2085 Recreation Assistant 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a07 6142 Secretary II 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a07 8110 Water Meter Technician 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 4,901 58,812 a06 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 4,786 57,432 AGENDA ITEM #8. d) CITY OF RENTON H:\5 - Human Resources\4 - Compensation\3- Salary Studies\3- AFSCME Salary Study 2017\2018 Renton Salary Index_Final with Comp Study\AFSCME 2018 Renton Salary Index_Final with Comp Study Page 4 of 4 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Increase effective January 1, 2018 2018 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 a05 6134 Accounting Assistant II 3,834 46,008 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 a05 6130 Office Assistant III 3,834 46,008 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 a05 6141 Secretary I 3,834 46,008 4,027 48,324 4,228 50,736 4,443 53,316 4,667 56,004 a04 6160 Court Security Officer 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 8281 Golf Course Maintenance Worker I 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 8181 Lead Custodian 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 8171 Maintenance Services Worker I 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 8081 Parks Maintenance Worker I 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 6282 Pro Shop Assistant 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a04 8576 Solid Waste Maintenance Worker 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 4,556 54,672 a03 6136 Accounting Assistant I 3,650 43,800 3,834 46,008 4,027 48,324 4,228 50,736 4,443 53,316 a03 6120 Office Assistant II 3,650 43,800 3,834 46,008 4,027 48,324 4,228 50,736 4,443 53,316 a02 3,567 42,804 3,742 44,904 3,933 47,196 4,126 49,512 4,335 52,020 a01 8182 Custodian 3,475 41,700 3,650 43,800 3,834 46,008 4,027 48,324 4,228 50,736 a01 6111 Office Assistant I 3,475 41,700 3,650 43,800 3,834 46,008 4,027 48,324 4,228 50,736 142 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Completion of 30 Yrs 6% Step a13E $341 per month $227 per month 3% Step a13E per month $171 per month 7% Step a13E $398 per month 5% Step a13E per month LONGEVITY PAY (Article 13.1) Step a13, E =$5,686 2% Step a13E $114 4% Step a13E The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14) $284 AGENDA ITEM #8. d) AB - 2056 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Request to Hire Maintenance Services Division Maintenance Services Worker III at Pay Grade A12, Step D RECOMMENDED ACTION: Refer to Finance Committee DEPARTMENT: Public Works Administration STAFF CONTACT: George Stahl, Water Maintenance Section Manager EXT.: 2300 FISCAL IMPACT SUMMARY: Hiring the Maintenance Services Division Maintenance Services Worker III for the Water Maintenance Section at Pay Grade a12, Step D versus hiring at Pay Grade a12, Step C will have a fiscal impact of $3,038 in 2018. The Water Maintenance Section has sufficient funding in its 2018 budget to absorb the increase in salary. SUMMARY OF ACTION: The Public Works Department Maintenance Services Division Water Maintenance Section is requesting to hire a Maintenance Services Worker III at Pay Grade a12, Step D. The Section has been unable to fill this position for approximately one year. The Division has advertised and interviewed for this position on three different occasions. As a result of the recruitment process the Division interviewed one candidate who met all of the qualifications of the position. This individual however produced a driving abstract that was of extreme concern and the city was required to withdraw the employment offer. During the last recruitment process, one candidate was interviewed and met the criteria required to fulfill the duties of a Water Maintenance Section Maintenance Services Worker III, including five years of water maintenance experience and possession of a CDL. The individual is currently employed by a large neighboring jurisdiction and is at a salary similar to our Pay Grade a12, Step D. The city would like to offer the applicant this level of salary and re commends Council authorize this request. If the city offered the applicant the position at Pay Grade a12, Step C, he would decline the offer resulting in another recruitment process and continued delay in hiring this position. EXHIBITS: A. N/A STAFF RECOMMENDATION: Authorize hiring a Maintenance Services Division Maintenance Services Worker III at Pay Grade a12, Step D. This is an existing position which has been vacant for approximately one year due to difficulty in finding qualified applicants. The Water Maintenance Section has sufficient funding in its 2018 budget to absorb the increase in salary. AGENDA ITEM #8. e) AB - 2057 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Request to Convert a Maintenance Services Division Secretary II (Pay Grade a07) Position to an Administrative Secretary I (Pay Grade a09) Position RECOMMENDED ACTION: Refer to Finance Committee DEPARTMENT: Public Works Administration STAFF CONTACT: Mike Stenhouse, Maintenance Services Division Director EXT.: 2260 FISCAL IMPACT SUMMARY: Conversion of the Maintenance Services Division Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position results in a fiscal impact of approximately $2,896 in 2018. A budget adjustment for the increase will be included as part of the next quarterly budget adjustment ordinance. However the division will not be advertising this position until approximately February 1, pending the result of the City Council’s decision as to whether or not to authorize filling this position at a higher level. Holding this position vacant pending Council’s decision will result in a budget savings in 2018, which will be more than sufficient to cover the increase in salary. The Maintenance Services Division has sufficient funding in its 2018 budget to absorb the increase in salary. SUMMARY OF ACTION: The Maintenance Services Division is requesting to convert a vacant Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position. Converting this position to a higher level will attract more experienced applicants who possess the professional skills needed to better represent the Division in its interaction with the public and effectively and efficiently serve the needs of the seven Maintenance Services Division sections. In addition it will make the grade and title of this position con sistent with that of the administrative support staff serving the Public Works Department’s other division directors. Please see attached Issue Paper for additional information. EXHIBITS: A. Issue Paper B. Job Description - Secretary II C. Job Description - Administrative Secretary I STAFF RECOMMENDATION: Authorize the conversion of a vacant Maintenance Services Division Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position with the estimated fiscal impact of $2,896 in 2018. The Maintenance Services Division has sufficient funding in its 2018 budget to absorb the increase in salary and will include a budget adjustment for the increase as part of the next quarterly budget adjustment ordinance. AGENDA ITEM #8. f) PUBLIC WORKS DEPARTMENT M E M O R A N D U M DATE:January 8, 2018 TO:Ed Prince, Council President Members of Renton City Council VIA:Denis Law, Mayor FROM:Gregg Zimmerman, Public Works Administrator, ext. 7311 STAFF CONTACT:Mike Stenhouse, Maintenance Services Division Director, ext. 2660 SUBJECT:Request to Convert a Maintenance Services Division Secretary II (Pay Grade a07) Position to an Administrative Secretary I (Pay Grade a09) Position ISSUE: Should Council authorize the conversion of a vacant Maintenance Services Division Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position? The estimated fiscal impact is 2,896 in 2018 and a budget adjustment will be included in the next quarterly budget adjustment ordinance. RECOMMENDATION: Authorize the conversion of a vacant Maintenance Services Division Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position. The estimated fiscal impact is 2,896 in 2018 and a budget adjustment will be included in the next quarterly budget adjustment ordinance. The Maintenance Services Division Administration budget has sufficient funding in its 2018 budget to absorb the increase in salary. BACKGROUND: The Maintenance Services Division is primarily served by one administrative support staff member at this time. This position has been held at the Secretary II (Pay Grade a07) level and reports directly to the Maintenance Services Division Director. Since the city’s division directors require a higher level of administrative support, the majority of the directors have the direct support of an assigned Administrative Secretary I, rather than the level of a Secretary II. The Secretary II position in the Maintenance Services Division is responsible for providing administrative support to seven sections within the Division, including the Maintenance Services Division Director and Division AGENDA ITEM #8. f) Ed Prince, Council President Members of the Renton City Council Page 2 of 2 January 8, 2018 administration. Primary duties of this position include providing a high volume of frontline customer service by managing a heavy incoming call load, many of which are urgent maintenance requests and require immediate attention. Additional tasks include receiving in person callers, creating work orders, serving as backup for managing staff time sheets and payroll entries, creating and managing tracking databases, radio dispatching, managing state required certifications and testing for staff, making travel arrangements, scheduling training classes and reliably processing confidential information. Currently the Maintenance Services Division managers heavily rely on the Public Works Department’s administrative assistant located at City Hall. The administrative assistant has been able to provide some support to the Maintenance Services Division by managing confidential personnel related documents, preparing agenda bills and most recently updating the division’s webpages. This is challenging due to location and the fact that the administrative assistant’s primary focus is supporting the Public Works Department Administrator. Authorization to upgrade the Division’s administrative support staff position to an Administrative Secretary I would attract more experienced applicants who possess the professional skills needed to better represent the Maintenance Services Division in its interaction with the public, effectively and efficiently serve the needs of the seven Maintenance Division sections and remove some of the burden currently on the department’s administrative assistant and the Maintenance Services Division Director by being able to take on the advanced administrative support duties they are currently having to do for the Division. Authorization to fill this position at a higher level will allow the Division to seek candidates who have a higher level of skills in managing budgets, customer service, oral and written communication, software and technology and complex administrative office coordination. The Maintenance Services Division’s work load has reached a point that requires a high level of administrative support and coordination. The Division recommends Council authorize the conversion of a vacant Secretary II (Pay Grade a07) position to an Administrative Secretary I (Pay Grade a09) position with the estimated fiscal impact of $2,896 in 2018. A budget adjustment for this increase will be included as part of the next quarterly budget adjustment ordinance. However, postponing advertisement and filling this position pending Council’s decision on this request will be more than sufficient to cover the increase in salary for 2018 as the Division does not anticipate being able to fill the position until either late February or early March. cc: Ellen Bradley-Mak, Human Resources Risk Management Administrator Jan Hawn, Administrative Services Administrator Mike Stenhouse, Maintenance Services Director Jamie Thomas, Financial Services Director Kim Gilman, Human Resources Labor Manager Brian Sandler, Senior Human Resources Analyst Hai Nguyen, Senior Finance Analyst Pat Miller, Local 2170 AFSCME President AGENDA ITEM #8. f) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 1 o f 3 S e c r e t a r y I ( R e p r e s e n t e d ) C l a s s B a r g a i n i n g U n i t : A F S C M E - L o c a l 2 1 7 0 C I T Y O F R E N T O N S A L A R Y R A N G E $ 3 , 7 4 0 . 0 0 - $ 4 , 5 5 3 . 0 0 M o n t h l y $ 4 4 , 8 8 0 . 0 0 - $ 5 4 , 6 3 6 . 0 0 A n n u a l l y J O B D E S C R I P T I O N : J O B S U M M A R Y : U n d e r t h e d i r e c t i o n o f a n a s s i g n e d s u p e r v i s o r , p e r f o r m a v a r i e t y o f s e c r e t a r i a l , c l e r i c a l a n d p u b l i c r e l a t i o n s d u t i e s t o p e r f o r m o f f i c e s u p p o r t a c t i v i t i e s ; t y p e a n d p r o c e s s r e c o r d s , r e p o r t s , m e m o s a n d c o r r e s p o n d e n c e ; p r o c e s s p u r c h a s e r e q u i s i t i o n s , o r d e r s , b u d g e t d o c u m e n t s a n d o t h e r f i n a n c i a l d a t a a n d a c t i v i t i e s . D i s t i n g u i s h i n g C h a r a c t e r i s t i c s : S e c r e t a r y I i n c u m b e n t s p r o v i d e s e c r e t a r i a l a n d c l e r i c a l s u p p o r t t o a s e c t i o n o r o f f i c e . S e c r e t a r y I I i n c u m b e n t s p r o v i d e s e c r e t a r i a l o f f i c e s u p p o r t t o a D i r e c t o r - l e v e l s u p e r v i s o r . I n c u m b e n t s p e r f o r m a b r o a d r a n g e o f c o m p l e x d u t i e s i n s u p p o r t o f s m o o t h , e f f i c i e n t a n d t i m e l y o f f i c e a n d d e p a r t m e n t o p e r a t i o n s . S U P E R V I S I O N : R e p o r t s T o : A s s i g n e d S u p e r v i s o r S u p e r v i s e s : N o n e J O B D U T I E S / R E S P O N S I B I L I T I E S : E s s e n t i a l F u n c t i o n s : • P e r f o r m a v a r i e t y o f s e c r e t a r i a l , c l e r i c a l a n d p u b l i c r e l a t i o n s d u t i e s r e l a t e d t o t h e f u n c t i o n t o w h i c h a s s i g n e d ; p r o v i d e s e c r e t a r i a l s u p p o r t o r c o o r d i n a t e o f f i c e c l e r i c a l a c t i v i t i e s . • P e r f o r m a v a r i e t y o f r e s e a r c h a n d a s s i s t s u p e r v i s o r w i t h s p e c i a l p r o j e c t s a s a s s i g n e d ; c o o r d i n a t e c o m m u n i c a t i o n s w i t h o t h e r d e p a r t m e n t s , a g e n c i e s a n d c i t i e s a s a s s i g n e d . • T r a n s c r i b e , t y p e a n d d i s t r i b u t e l e t t e r s , c o n t r a c t s , r e p o r t s a n d m e m o r a n d a i n c l u d i n g m a t e r i a l s o f a c o n f i d e n t i a l n a t u r e ; c o m p o s e l e t t e r s r e q u e s t i n g o r p r o v i d i n g i n f o r m a t i o n c o n c e r n i n g r o u t i n e m a t t e r s i n d e p e n d e n t l y o r f r o m o r a l w r i t t e n i n s t r u c t i o n s ; t a k e n o t e s q u i c k l y a n d a c c u r a t e l y . • T r a c k o f f i c e p r o j e c t s a n d m a i n t a i n r e l a t e d f i l e s a n d r e c o r d s ; d e v e l o p a n d m a i n t a i n e x t e n s i v e f i l i n g s y s t e m s ; r e c e i v e , r e c e i p t a n d t r a c k f e e s a n d p a y m e n t s . • P r o c e s s p u r c h a s e r e q u i s i t i o n s a n d o r d e r s a s n e e d e d ; d e t e r m i n e a n d o r d e r o f f i c e s u p p l i e s a n d e q u i p m e n t a c c o r d i n g t o e s t a b l i s h e d g u i d e l i n e s ; m a i n t a i n b u d g e t a n d o t h e r f i n a n c i a l r e c o r d s a n d f i l e s . • A n s w e r t e l e p h o n e c a l l s ; s c h e d u l e a p p o i n t m e n t s a n d m e e t i n g s ; e x p l a i n p r o g r a m s , p o l i c i e s a n d p r o c e d u r e s w i t h i n t h e s c o p e o f a u t h o r i t y ; p r o v i d e i n f o r m a t i o n o f g e n e r a l o r l i m i t e d t e c h n i c a l n a t u r e ; t a k e m e s s a g e s a n d r e f e r c a l l e r s t o a p p r o p r i a t e p e r s o n o r d e p a r t m e n t a s n e c e s s a r y . h t t p s : / / a g e n c y . g o v e r n m e n t j o b s . c o m I r e n t o n w a J d e f a u 1 t . c f m ? a c t i o n s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 2 o f 3 • M a i n t a i n a v a r i e t y o f r e c o r d s a n d f i l e s a c c o r d i n g t o e s t a b l i s h e d p r o c e d u r e s ; p r o c e s s a v a r i e t y o f f o r m s a n d r e p o r t s ; m a i n t a i n p a y r o l l r e c o r d s . • A t t e n d m e e t i n g s a n d d e l i v e r d o c u m e n t s a t v a r i o u s C i t y l o c a t i o n s . • C h e c k r e p o r t s , r e c o r d s a n d o t h e r d a t a f o r a c c u r a c y , c o m p l e t e n e s s a n d c o m p l i a n c e w i t h e s t a b l i s h e d s t a n d a r d s ; c o m p i l e i n f o r m a t i o n a n d p r e p a r e r o u t i n e r e p o r t s . • O p e r a t e o f f i c e e q u i p m e n t a n d m a c h i n e s s u c h a s t y p e w r i t e r s , d i c t a t i n g m a c h i n e s , c o m p u t e r s , c o p y m a c h i n e s a n d a d d i n g m a c h i n e s . • U s e , d e m o n s t r a t e a n d t r a i n o t h e r s i n p r o p e r u s e o f w o r d p r o c e s s i n g ; s p r e a d s h e e t a n d o t h e r s o f t w a r e a p p l i c a t i o n s ; a n s w e r m o r e a d v a n c e d q u e s t i o n s a n d i s s u e s r e l a t e d t o c o r r e c t s e c r e t a r i a l a n d w o r d p r o c e s s i n g r e q u i r e m e n t s . • R e c e i v e , s o r t , o p e n a n d d i s t r i b u t e m a i l ; o r d e r a n d m a i n t a i n o f f i c e s u p p l i e s . S t a n d a r d F u n c t i o n s : • P r e p a r e a g e n d a s a n d a t t e n d v a r i o u s b o a r d s a n d m e e t i n g s t o t a k e m i n u t e s a n d d i s t r i b u t e a s d e s i g n a t e d . • T r a i n a n d p r o v i d e w o r k d i r e c t i o n t o o t h e r s a s a s s i g n e d ; a s s i s t a n d b a c k u p o t h e r s e c r e t a r i a l s t a f f a s n e e d e d . • P e r f o r m r e l a t e d d u t i e s a s a s s i g n e d . E D U C A T I O N , E X P E R I E N C E , A N D L I C E N S E R E Q U I R E M E N T S : • A n y c o m b i n a t i o n e q u i v a l e n t t o : g r a d u a t i o n f r o m h i g h s c h o o l i n c l u d i n g o r s u p p l e m e n t e d b y s e c r e t a r i a l t r a i n i n g a n d t w o y e a r s o f i n c r e a s i n g l y r e s p o n s i b l e c l e r i c a l o r s e c r e t a r i a l e x p e r i e n c e . • S o m e p o s i t i o n s i n t h i s c l a s s i f i c a t i o n m a y b e r e q u i r e d t o p o s s e s s a v a l i d W a s h i n g t o n S t a t e d r i v e r ’ s l i c e n s e . K N O W L E D G E , S K I L L S , A N D A B I L I T I E S R E Q U I R E M E N T S : • A b i l i t y t o : P e r f o r m s e c r e t a r i a l d u t i e s w i t h s p e e d a n d a c c u r a c y . o L e a r n t o i n t e r p r e t , a p p l y a n d e x p l a i n l a w s , c o d e s , r e g u l a t i o n s , p o l i c i e s a n d p r o c e d u r e s . o C o m m u n i c a t e e f f e c t i v e l y b o t h o r a l l y a n d i n w r i t i n g . o A d d , s u b t r a c t , m u l t i p l y a n d d i v i d e q u i c k l y a n d a c c u r a t e l y . o U n d e r s t a n d a n d w o r k w i t h i n s c o p e o f a u t h o r i t y . o E s t a b l i s h a n d m a i n t a i n c o o p e r a t i v e a n d e f f e c t i v e w o r k i n g r e l a t i o n s h i p s w i t h o t h e r s . o M e e t s c h e d u l e s a n d t i m e l i n e s . o T y p e a t 5 0 w o r d s n e t p e r m i n u t e f r o m c l e a r c o p y . o T r a n s c r i b e m a t e r i a l f r o m t r a n s c r i p t i o n m a c h i n e t a p e s o r n o t e s w i t h s p e e d a n d a c c u r a c y . o T r a i n a n d p r o v i d e w o r k d i r e c t i o n t o o t h e r s a s a s s i g n e d . o O p e r a t e m o d e r n o f f i c e e q u i p m e n t s u c h a s a t y p e w r i t e r , c o m p u t e r , c o p y m a c h i n e a n d a d d i n g m a c h i n e . o M a i n t a i n r e c o r d s , f i l e s a n d f i l i n g s y s t e m s . • K n o w l e d g e o f : o M o d e r n o f f i c e p r a c t i c e s , p r o c e d u r e s a n d e q u i p m e n t . ° R e c o r d - k e e p i n g t e c h n i q u e s . o O p e r a t i o n o f a c o m p u t e r t e r m i n a l . o O r a l a n d w r i t t e n c o m m u n i c a t i o n s s k i l l s . o T e l e p h o n e t e c h n i q u e s a n d e t i q u e t t e . o I n t e r p e r s o n a l s k i l l s u s i n g t a c t , p a t i e n c e a n d c o u r t e s y . o A p p l i c a b l e l a w s , c o d e s , r e g u l a t i o n s , p o l i c i e s a n d p r o c e d u r e s . W O R K E N V I R O N M E N T / P H Y S I C A L D E M A N D S : W o r k i s p e r f o r m e d i n a n o f f i c e e n v i r o n m e n t . S o m e p o s i t i o n s i n t h i s c l a s s i f i c a t i o n m a y b e r e q u i r e d t o d r i v e a n a u t o m o b i l e t o d e l i v e r o r p i c k u p d o c u m e n t s a n d o t h e r m a t e r i a l s . h t t p s : / / a g e n c y . g o v e r n m e n t j o b s . c o m l r e n t o n w a l d e f a u l t . c f m ? a c t i o n = s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 3 o f 3 C L A S S I F I C A T I O N D E T A I L S : E s t a b l i s h e d D a t e : J u l y 1 9 9 4 R e v i s e d : O r i g i n a l T i t l e : h t t p s : / / a g e n c y . g o v e r n m e n t j o b s . c o m l r e n t o n w a l d e f a u l t . c f m ? a c t i o n = s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 1 o f 3 A d m i n i s t r a t i v e S e c r e t a r y I C l a s s C 6 o B a r g a i n i n g U n i t : A F S C M E - L o c a l 2 1 7 0 S A L A R Y R A N G E $ 4 , 1 2 5 . 0 0 - $ 5 , 0 2 5 . 0 0 M o n t h l y $ 4 9 , 5 0 0 . 0 0 - $ 6 0 , 3 0 0 . 0 0 A n n u a l l y J O B D E S C R I P T I O N : J O B S U M M A R Y : P e r f o r m a n a l y t i c a l , p r o f e s s i o n a l , c l e r i c a l d u t i e s r e l a t e d t o o f f i c e o p e r a t i o n s . C o m p l e t e t a s k s a c c o r d i n g t o e s t a b l i s h e d p o l i c i e s a n d p r o c e d u r e s , w o r k i n d e p e n d e n t l y w i t h l i m i t e d s u p e r v i s i o n a n d c o n t r i b u t e t h r o u g h k n o w l e d g e , s k i l l s , a n d g o o d w o r k h a b i t s . S U P E R V I S I O N : R e p o r t s T o : D e p a r t m e n t D i r e c t o r , M a n a g e r s a n d i n s o m e c a s e s , t h e A d m i n i s t r a t i v e A s s i s t a n t S u D e r v i s e s : M a y s u p e r v i s e o t h e r a d m i n i s t r a t i v e s u p p o r t p e r s o n n e l J O B D U T I E S / R E S P O N S I B I L I T I E S : E s s e n t i a l F u n c t i o n s : • P l a n a n d p e r f o r m c o m p l e x a d m i n i s t r a t i v e o f f i c e c o o r d i n a t i o n ; r e l i e v e t h e i r s u p e r v i s o r o f t e c h n i c a l , c l e r i c a l a n d a d m i n i s t r a t i v e d u t i e s . • C o m p o s e , p r e p a r e a n d t y p e a v a r i e t y o f c o r r e s p o n d e n c e , m e m o s , r e p o r t s a n d o t h e r m a t e r i a l s ; e d i t a n d p r o o f r e a d d o c u m e n t s f o r p r o p e r g r a m m a r a n d f o r m a t t i n g s t a n d a r d s . • A n s w e r t e l e p h o n e s a n d e m a i l s ; p r o v i d e i n f o r m a t i o n a n d a s s i s t a n c e t o C i t y S t a f f a n d t h e p u b l i c ; t a k e m e s s a g e s o r r e f e r c a l l s t o a p p r o p r i a t e s t a f f m e m b e r o r o t h e r c i t y d e p a r t m e n t . • O r g a n i z e a n d c o o r d i n a t e o f f i c e f u n c t i o n s , a c t i v i t i e s a n d c o m m u n i c a t i o n s ; a s s u r e e f f i c i e n t w o r k f l o w a n d o f f i c e o p e r a t i o n s . • M a i n t a i n c o m p l e x a n d c o m p r e h e n s i v e f i n a n c i a l r e c o r d s a n d f i l e s p e r t a i n i n g t o d e p a r t m e n t a l e x p e n d i t u r e s , b u d g e t b a l a n c e s , i n v e s t m e n t s , p a y r o l l a n d o p e r a t i o n s ; p r e p a r e s t a t u s r e p o r t s , c h a r t s a n d g r a p h s a s r e q u e s t e d . • P r e p a r e a v a r i e t y o f f i n a n c i a l a n d n a r r a t i v e r e p o r t s a n d r e c o r d s a s n e c e s s a r y ; a s s i s t i n b u d g e t p r o j e c t i o n , p r e p a r a t i o n , a p p r o p r i a t i o n a n d c o n t r o l . • O p e r a t e b u s i n e s s a n d o f f i c e m a c h i n e s i n c l u d i n g , b u t n o t l i m i t e d t o : c o m p u t e r s , a p p l i c a b l e s o f t w a r e , c o p i e r s a n d c a l c u l a t o r . • A s s i s t w i t h d e v e l o p m e n t o f n e w a n d i m p r o v e d s y s t e m s a n d p r o c e d u r e s b e c a u s e o f n e w p o l i c i e s o r d i r e c t i v e s o r r o u t i n e r e s e a r c h a n d a n a l y s i s ; a s s i s t w i t h i m p l e m e n t a t i o n a f t e r s e c u r i n g a p p r o v a l . • P r o v i d e e x c e l l e n t i n t e r n a l a n d e x t e r n a l c u s t o m e r s e r v i c e ; g r e e t v i s i t o r s , a s c e r t a i n n a t u r e o f b u s i n e s s , a n d c o n d u c t v i s i t o r s t o e m p l o y e r o r a p p r o p r i a t e p e r s o n . • T r a i n , s c h e d u l e a n d a s s i g n d u t i e s t o c l e r i c a l s t a f f i f a p p r o p r i a t e ; m a y s u p e r v i s e a n d e v a l u a t e t h e p e r f o r m a n c e o f a s s i g n e d p e r s o n n e l ; f a c i l i t a t e t h e a c c u r a t e f l o w o f i n f o r m a t i o n a n d w o r k a s s i g n m e n t s . • A t t e n d a v a r i e t y o f m e e t i n g s i n c l u d i n g s t a f f m e e t i n g s a s a s s i g n e d . C I T Y O F R E N T O N E s t a b l i s h e d D a t e : J u n 1 , 1 9 9 4 R e v i s i o n D a t e : F e b 1 , 2 0 1 7 h t t p s : / / a g e n c y . g o v e r n m e n t j o b s . c o m l r e n t o n w a l d e f a u l t . c f m ? a c t i o n = s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 2 o f 3 • M a i n t a i n r e g u l a r , r e l i a b l e , a n d p u n c t u a l a t t e n d a n c e , w o r k e v e n i n g a n d / o r w e e k e n d h o u r s a s a s s i g n e d , a n d t r a v e l a s r e q u i r e d . • M a y a r r a n g e t r a v e l s c h e d u l e a n d r e s e r v a t i o n s f o r D i v i s i o n s t a f f . • R e m a i n c u r r e n t w i t h r e l e v a n t t e c h n o l o g i c a l a d v a n c e m e n t s a s i t r e l a t e s t o c l e r i c a l f i e l d . S t a n d a r d F u n c t i o n s : • A s s i s t i n c o n d u c t i n g a v a r i e t y o f s t u d i e s i n v o l v i n g p r o g r a m s , s y s t e m s , o p e r a t i o n s , s p e c i a l n e e d s , i s s u e s o r a c t i v i t i e s o f a n a s s i g n e d d e p a r t m e n t ; r e s e a r c h , a n a l y z e a n d p r e p a r e r e c o m m e n d a t i o n s o r c o n c l u s i o n s o n a s s i g n e d p r o j e c t s . • P r e p a r e a n d c o o r d i n a t e p u r c h a s e o f o f f i c e s u p p l i e s , e q u i p m e n t a n d o t h e r e x p e n d i t u r e s . • P r o v i d e s t a f f s u p p o r t a n d a d m i n i s t r a t i v e a s s i s t a n c e t o b o a r d s a n d c o m m i t t e e s ; p r e p a r e r e p o r t s , a g e n d a s , c o r r e s p o n d e n c e , m e e t i n g m i n u t e s a n d o t h e r m a t e r i a l s a s a p p r o p r i a t e a n d a c c o r d i n g t o d e c i s i o n s a n d a p p r o v e d a c t i o n s . • P r e p a r e i n f o r m a t i o n o n a v a r i e t y o f t o p i c s f o r d i s s e m i n a t i o n t o t h e p u b l i c t h r o u g h t h e m e d i a , p r e s e n t a t i o n s , c o m m u n i t y m e e t i n g s a n d C i t y l i t e r a t u r e ; c o o r d i n a t e e f f o r t s w i t h C i t y d e p a r t m e n t s , g o v e r n m e n t a g e n c i e s a n d v e n d o r s . • P a r t i c i p a t e o n a v a r i e t y o f C i t y c o m m i t t e e s , s t u d y g r o u p s a n d t a s k f o r c e s . • D e v e l o p a n d p r e p a r e s p e c i f i c a t i o n s f o r d e p a r t m e n t a l p r o j e c t s , c o n t r a c t s , p u r c h a s e s a n d e q u i p m e n t ; r e s e a r c h , p r e p a r e a n d a d m i n i s t e r g r a n t s . • P e r f o r m r e l a t e d d u t i e s a s a s s i g n e d . • M a y b e a s s i g n e d t o s u p p o r t c r i t i c a l c i t y p r i o r i t i e s d u r i n g d i s a s t e r s o r o t h e r e m e r g e n c i e s . E D U C A T I O N , E X P E R I E N C E , A N D L I C E N S E R E Q U I R E M E N T S : • H i g h s c h o o l d e g r e e o r e q u i v a l e n t s u p p l e m e n t e d b y c o u r s e w o r k i n b u s i n e s s a d m i n i s t r a t i o n , o f f i c e m a n a g e m e n t o r r e l a t e d . • 3 y e a r s o f i n c r e a s i n g l y r e s p o n s i b l e a d m i n i s t r a t i v e s u p p o r t e x p e r i e n c e . • M a y r e q u i r e v a l i d d r i v e r s T l i c e n s e . • S u c c e s s f u l p a s s i n g o f a r e q u i r e d b a c k g r o u n d c h e c k . K N O W L E D G E , S K I L L S , A N D A B I L I T I E S R E Q U I R E M E N T S : • O r a l c o m m u n i c a t i o n s k i l l s . • W r i t t e n c o m m u n i c a t i o n s k i l l s , e n s u r i n g c o r r e c t g r a m m a r , s p e l l i n g , p u n c t u a t i o n a n d v o c a b u l a r y . • I n t e r p e r s o n a l s k i l l s u s i n g t a c t , p a t i e n c e , a n d c o u r t e s y . • E f f e c t i v e , p r o f e s s i o n a l , a n d p o s i t i v e i n t e r a c t i o n s i n c h a l l e n g i n g s i t u a t i o n s . • U n d e r s t a n d a n d f o l l o w d i r e c t i o n g i v e n . • M e e t s c h e d u l e s a n d d e a d l i n e s . • A c c u r a t e m a t h e m a t i c a l s k i l l s . • R e c o r d s m a n a g e m e n t a n d d a t a e n t r y s k i l l s . • R e p o r t p r e p a r a t i o n a n d d i s t r i b u t i o n s k i l l s . • R e s e a r c h a n d a n a l y t i c a l s k i l l s . • P r o b l e m - s o l v i n g s k i l l s . • D e c i s i o n - m a k i n g a n d c o n f l i c t - r e s o l u t i o n s k i l l s . • D e t a i l - o r i e n t e d a n d o r g a n i z a t i o n s k i l l s . • A b i l i t y t o : o C o m p o s e , p r o o f r e a d , a n d e d i t c o r r e s p o n d e n c e a n d i n s o m e c a s e s t e c h n i c a l d o c u m e n t s . o T r a i n , s u p e r v i s e a n d e v a l u a t e p e r s o n n e l . ( i f p o s i t i o n r e q u i r e s ) o E v a l u a t e a n d r e c o m m e n d i m p r o v e m e n t s i n o p e r a t i o n s , s y s t e m s , p r o c e d u r e s , p o l i c i e s a n d m e t h o d s . o P r e s e n t i d e a s a n d c o n c e p t s c l e a r l y a n d c o n c i s e l y . o R e a d , i n t e r p r e t , a p p l y a n d e x p l a i n c o d e s , r u l e s , r e g u l a t i o n s , p o l i c i e s a n d p r o c e d u r e s . o W o r k c o n f i d e n t i a l l y w i t h d i s c r e t i o n . o W o r k i n d e p e n d e n t l y w i t h m i n i m a l d i r e c t i o n . o M a i n t a i n f i n a n c i a l a c c o u n t i n g r e c o r d s . o P r e p a r e , m o n i t o r a n d c o n t r o l a s s i g n e d b u d g e t s . h t t p s : / / a g e n c y . g o v e m m e n t j o b s . c o m / r e n t o n w a l d e f a u l t . c f m ? a c t i o n = s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) C i t y o f R e n t o n - C l a s s S p e c i f i c a t i o n B u l l e t i n P a g e 3 o f 3 K n o w l e d g e o f : M i c r o s o f t O f f i c e S u i t e ( W o r d , E x c e l , P o w e r P o i n t , a n d O u t l o o k ) . A d o b e P r o f e s s i o n a l a n d S h a r e P o i n t . O r g a n i z a t i o n , f u n c t i o n s a n d a c t i v i t i e s o f t h e a s s i g n e d d e p a r t m e n t . P r i n c i p l e s a n d p r a c t i c e s o f s u p e r v i s i o n a n d t r a i n i n g . M o d e r n o f f i c e p r a c t i c e s , p r o c e d u r e s a n d e q u i p m e n t . o P r o c e s s i n g r e q u i r e m e n t s a n d p r o c e d u r e s f o r p u b l i c d o c u m e n t s . B a s i c b u d g e t p r e p a r a t i o n a n d c o n t r o l t e c h n i q u e s . A p p l i c a b l e l a w s , c o d e s , r e g u l a t i o n s , p o l i c i e s a n d p r o c e d u r e s . P r e p a r a t i o n a n d p r e s e n t a t i o n o f f i n a n c i a l , s t a t i s t i c a l a n d n a r r a t i v e r e p o r t s . W O R K E N V I R O N M E N T / P H Y S I C A L D E M A N D S : T h e f o l l o w i n g r e p r e s e n t t h e p h y s i c a l d e m a n d s t h a t m u s t b e m e t t o s u c c e s s f u l l y p e r f o r m t h e e s s e n t i a l f u n c t i o n s o f t h i s j o b : • M a j o r i t y o f w o r k i s p e r f o r m e d i n a t y p i c a l o f f i c e e n v i r o n m e n t ; s o m e p o s i t i o n s m a y r e q u i r e d r i v i n g a n d a t t e n d i n g o f f s i t e m e e t i n g s . • C o n s t a n t l y o p e r a t e a c o m p u t e r a n d o t h e r o f f i c e e q u i p m e n t . • F r e q u e n t c o m m u n i c a t i o n w i t h C i t y e m p l o y e e s a n d c u s t o m e r s . A p p r o v e d r e a s o n a b l e a c c o m m o d a t i o n r e q u e s t s w i l l b e m a d e t o e n a b l e i n d i v i d u a l s w i t h d i s a b i l i t i e s t o p e r f o r m t h e e s s e n t i a l f u n c t i o n s o f t h e j o b . h t t p s : / / a g e n c y . g o v e r n m e n t j o b s . c o m / r e n t o n w a l d e f a u l t . c f i n ? a c t i o n = s p e c b u l l e t i n & C l a s s S p e . . . 1 2 / 1 3 / 2 0 1 7 A G E N D A I T E M # 8 . f ) AB - 2054 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Change Order No. 13 to CAG-16-117 with Jansen, Inc. for the Main Avenue South (South 3rd Street to Mill Avenue South) Project RECOMMENDED ACTION: Council Concur DEPARTMENT: Transportation Systems Division STAFF CONTACT: Keith Woolley, Project Manager EXT.: 7318 FISCAL IMPACT SUMMARY: The fiscal impact of Change Order No. 13 to CAG-16-117 with Jansen, Inc. is $209,892.93. The change order does not exceed the overall project budget. SUMMARY OF ACTION: During installation of the storm and water system improvements for the Main Avenue South (South 3rd Street to Mill Avenue South) Project unforeseen utility conflicts were encountered requiring additional work and resulting in a project delay. In accordance with Section 1-04.7, written notification was given by the contractor. City staff investigated the project and determined that the conditions materially differed, causing an increase in the time required to complete the work under the contract. Contractor concurrence on the change order has been pursued, but to date the contractor has refused to sign the document. Execution without the contractor’s signature is recommended in order to expedite final payment and close out of the contract. EXHIBITS: A. CHANGE ORDER #13 STAFF RECOMMENDATION: Authorize the Mayor to sign Change Order No. 13 to CAG-16-117 with Jansen, Inc. for the Main Avenue South (South 3rd Street to Mill Avenue South) Project. AGENDA ITEM #8. g) Date: December 6th, 2017 Equitable Adjustment for Impact of Utility Conflicts TO:PROJECT IDENTIFICATION: Jansen Inc.Main Avenue S (S 3rd Street to Mill Avenue S) 1215 W. Holly Street Renton # CAG-16-117 Bellingham, WA 98225 TIB # 8-1-102(036)-1 Registration No. JANSEI*088B4 TEL (360)-933-4807 Endorsed By: Jansen Inc.Consent given by Surety: (when required) By:By: Title:Date Title:Date Attorney in Fact MEASUREMENT AND PAYMENT: Estimate CONTRACT DAYS ADDED FOR CHANGE ORDER: 0 TOTALS TOTAL AMOUNT OF THIS CHANGE ORDER * ESTIMATED INCREASE 113.73% Approval Recommended:Approval Recommended: PERTEET, INC. PERTEET, INC. By:By: Shawn Shirey, P.E.Date Bill Mitchell Date Resident Engineer Project Manager Approved:Approved: CITY OF RENTON CITY OF RENTON By:By: Keith Woolley Date Bob Hanson, P.E.Date Project Manager Design Engineering Supervisor Approved:Approved: CITY OF RENTON CITY OF RENTON By:By: Gregg Zimmerman, P.E.Date Denis Law Date Public Works Administrator Mayor Percentage of TOTAL Original Contract Amount:10.72%124.45% You are ordered to perform the following described work upon receipt of an approved copy of this change order. 1,957,257.53$ 2,225,935.58$ 2,435,828.51$ 209,892.93$ SCHEDULE B 181,458.70$ 181,506.58$ $126,562.88 308,069.46$ SCHEDULE C 9,595.67$ 9,627.46$ $0.00 9,627.46$ SCHEDULE A 1,766,203.16$ 2,034,801.54$ $83,330.05 2,118,131.59$ * ESTIMATED AMOUNT DUE TO UNIT ITEMS AND FORCE ACCOUNT WORK We the undersigned Contractor, have given careful consideration to the change proposed and hereby agree, if this proposal is approved, that we will provide all equipment, furnish all materials except as may otherwise be noted below, and perform all services necessary for the work below specified, and will accept as full payment therefore the prices shown below. Change Order No. 13 City of Renton X Ordered by Engineer under the terms of Section 1-04.4 of the Standard Specifications Change proposed by Contractor DESCRIPTION OF WORK: See Description of Work Below Schedule No.Original Contract Amount Current Contract Amount Amount This Change Order Contract Total after Change Page 1 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Date: December 6th, 2017 Equitable Adjustment for Impact of Utility Conflicts Item No.Item Description Qty Unit Price Amount CONTRACT BID SCHEDULE A The following changes are made to the Contract: CO13-111 Impact of Storm Sewer Conflicts 1 EST $83,330.05 83,330.05$ Total Increase:83,330.05$ CONTRACT BID SCHEDULE B CO13-112 Impact of Water Line Conflicts 1 EST $115,057.16 115,057.16$ Total Increase Without Sales Tax:115,057.16$ Total Sales Tax:11,505.72$ Total Increase With Sales Tax:126,562.88$ CHANGE ORDER TOTAL Total Increase With Sales Tax:209,892.93$ Page 2 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Date: December 6th, 2017 Equitable Adjustment for Impact of Utility Conflicts DESCRIPTION OF WORK: The following Conflicts were encountered during construction of water and storm water improvements during the period of March 3 through April 19, 2017: Field Directive #13 - Catch Basin #6 to Catch Basin #8 - Conflict with Proposed Water Line, with Gas Line, and with Existing Conduits Field Directive #2 - Catch Basin #9 to Catch Basin #10 - Conflict with Duct Bank and with Proposed 4" Telecom Conduit Field Directive #2 - Catch Basin #10 to Catch Basin #12 - Conflict with Duct Bank and with Proposed 4" Telecom Conduit Field Directive #2 - Catch Basin #10 to Catch Basin #43 - Conflict with Multiple Utilities Field Directives #5, 9, and 20 - S 2nd St. and Mill Ave S Water Revisions - Conflict with Duct Bank Field Directive #6 - Catch Basin #48 to Catch Basin #60 - Conflict with Duct Bank Field Directive #11 - Catch Basin #35 to Catch Basin #36 - Conflicts on upstream pipe runs Field Directive #11 - Catch Basin #36 to Catch Basin #37 - Conflicts with Power Conduit, Telecom Conduit, and Gas Field Directive #11 - Catch Basin #37 to Catch Basin #41 - Conflicts with Water Line Field Directives #5, 9, and 20 - S 2nd St. and Main Ave S Water Revisions - Conflict with 8" Cast Iron Sanitary Sewer These utility conflicts caused the Contractor to perform extra work which was tracked and paid by force account. The extra work will be described and accounted for on future Change Order Number 14. The equitable adjustment provided for in this Change Order Number 13 is for labor and equipment costs incurred by the contractor, caused by the delays and inefficiencies of the water and stormwater crews; and created by the multiple conflicts listed above as described below: Sections 1-04.4 and 1-04.5 of the 2016 Standard Specifications shall govern the issuance of this Change Order. The work of this contract is herein modified to include the change detailed below. Additional or deleted quantities for existing and new items shall constitute the complete and final settlement for all costs of labor, material, equipment, overhead, profit, permit fees, damages (whether direct or indirect), and all other claims by the contractor as a result of this change. Conditions: This work shall be performed in accordance with the provisions herein, the contract specifications, plans, and details as applicable. The rights of the "Owner" are not prejudiced. All claims against the "Owner" which are incidental or as a consequence of this change are waived. Page 3 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts DETERMINATION OF CHANGE The WSDOT Standard Specifications will provide the guidance in determining the compensation for the changed conditions addressed in this Change Order #13. “Sections” or “Subsections” referenced herein will always be to the WSDOT Standard Specifications for Road and Bridge Construction 2016 unless otherwise stated. Basis of this Change Order This Change Order arises out of differing site conditions and resulting inefficiencies, which pursuant to Sections 1-04.7 and 1-08.6 are compensable as an equitable adjustment under Section 1-09.4. Pursuant to those sections, the equitable adjustment is supposed to be negotiated based upon the Contractor's actual additional costs, excluding profit. Where negotiation is unsuccessful, the Engineer is charged with determining the equitable adjustment. The Engineer has requested, but not received sufficient documentation supporting the Contractor's actual additional costs due to the inefficiencies. Without that information, to accommodate an equitable resolution, the equitable adjustment will be based upon Force Account change order methodology as though the inefficiencies were added work. In accordance with Section 8-35 of the Special Provisions, the determination of included costs will be instructed by Force Account rules, Sections 1-09.6, however Force Account documentation of the unproductive time and equipment addressed in this Change Order is lacking due to the Contractor not providing necessary information that would normally be provided for such work. The WSDOT Standard Specifications for Road and Bridge Construction 2016, current WSDOT Construction Manual, Critical Path Schedule, Certified Payroll Reports, Inspector Daily Reports, Field Note Records, Invoices, current AGC/WSDOT Equipment Rental Agreement, Equipment Watch Rental Rate Blue Book, and Contractor supplied information will all be used in determining the Equitable Adjustment. Differing Site Conditions During installation of the storm and water improvements called for in the contract, existing pipes, conduits, and other structures were encountered that caused additional work and delay. In accordance with Section 1-04.7, written notification was given by the Contractor. The Engineer investigated and determined that the conditions materially differed, causing an increase in the cost and time required to complete the work under the contract. The cause was unforeseen conditions and not due to actions of either the City or the Contractor. The parties to date have been unable to arrive at an Equitable Adjustment by agreement. The following is the Engineers determination of the amount of Equitable Adjustment due the Contractor in accordance with Section 1-09.4 and Section 1-08.8. Additional Time The WSDOT Standard Specifications Section 1-08.8 5.c. provides that authorized time for Physical Completion be extended for a period equal to the time the Engineer determines the work was delayed because of a changed condition as defined in Section 1-04.7. Written notification was given by the Page 4 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts Contractor within 10 days of the claimed delay. The Contractor also gave written notification of the changed conditions that were causing the claimed delay. The City does not agree with your claim for delay. Extension of the time for completion of the water or storm lines does not constitute a delay of the contract if the next item on the critical path is not delayed or the work could be resequenced to avoid delay. The City has reviewed the inspector daily reports and the contractor daily reports and find nothing that definitively contradicts our position. The water purity test results for the work within the intersection of 2nd and Main, showing “satisfactory” results, were emailed to the City on March 24, 2017. The new water main system in the intersection of 2nd and Main was tied into the City’s water system on March 30, 2017, and the water services were changed over to the new water main on April 3, 2017. On April 4, 2017, the curb, gutter, sidewalk and street pavement on the entire “east half” of said intersection were available for demolition. Refer to (Exhibit B). The delay in construction of the storm and water utilities resulted in no delay of excavation and construction of the intersection improvements, beginning with curb and gutter, the next work on the critical path. The concrete work began on April 3 (Exhibit F). It was scheduled to begin on April 4, which taken together with the three unworkable days, resulted in adjusting the approved critical path date for beginning curb and gutter work to April 7, and a delay of minus 4 working days. While work continued on storm for 25 days (Exhibit B) beyond its scheduled completion, and for water, 20 days (Exhibit B) beyond its scheduled completion, other critical path work was performed during those periods and the added unproductive work was determined to have had no effect on the critical path. There is nothing in the contract that would reward the contractor for having water and storm crews working at the same time as concrete crews, particularly when they are not working in the same area. Equitable Adjustment 1-09.4, (Section 1-09.4) Since this Change Order #13 is for unproductive costs only, no unit prices established by the Contract are applicable. All Additional Work, i.e. physical changes to the improvements, will be compensated by Force Account under a separate Change Order. Other means, as described below, have been used to establish costs for the equitable adjustment for unproductive costs. In the absence of the Contractor providing sufficient documentation to establish its actual costs incurred due to unproductivity, the Engineer has determined that the unproductive time spent by the storm and water crews during the period identified in this Change Order #13 will be treated as if it were “added work” under Section SS 1-09.6 of the WSDOT Construction Manual, and as such entitle the Contractor to the overhead, profit, insurance, and taxes as in Force Account work provided under Section 1-09.6. Therefore, markups of 29% will be paid for labor and 21% for equipment. No work was deleted, terminated, or left incomplete. No consequential damages will be compensated per Section 1-09.6. (Section 1-09.4.4). Compensation will be limited to: 1. Labor a. Regular Time Page 5 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts b. Overtime c. Per Diem d. Force Account Markup on all the above at 29% 2. Equipment a. Contractor Owned b. Rental c. Operating Costs d. Additional Equipment (Steel Sheets and Shoring) e. Force Account Markup on all the above at 21% Labor The employees used and their hours were not tracked by Force Account methods by either the City or the Contractor. (Exhibit B) is a record of critical path activity and certified payrolls for the employees used during the period of time between the start and completion of storm and water construction. Some of the employees may have been used for other activities, but without records to show otherwise, it will be assumed that all were used of storm and water construction. The schedule and actual working days for storm construction were 14 and 39 days respectively. The schedule and actual working days for water construction were 25 and 45 days respectively. Unproductive and Force Account work occurred throughout the actual working days for both storm and water construction. The storm work began 2/14/17 and ended 4/12/17; the additional days began 3/3 and ended 4/12 (25 additional storm days, See Exhibit B). The water work began 2/13/17 and ended 4/19/17 (20 additional water days, see Exhibit B); the additional days began 3/20 and ended 4/19. For the purposes of calculating the extra hours work, the Engineer assumed all the delay occurred during the periods between scheduled completion and actual completion. Certified payroll for storm and water workers for the period between 2/13 and 4/19 is $174,313.01 (including unworkable days, Exhibit B). This is $3,411.79 less than a calculated amount, assuming full effort, based on the crew rates given below of $177,724.80 (45 days X 8 hours per day X ($190.03+$303.65)). Unworkable days were excluded from the crew rate calculation, resulting in a greater disparity than the $3,411.79 given above. Therefore, the certified payroll must be used where possible. The overlap in extra hours worked occurred between 3/21 and 4/12. During that period of time the certified payroll for storm and water totaled $51,962.99 (see Exhibit B). It is assumed that all was assignable to storm and water. There were 11 storm extra hour working days between 3/3 and 3/21 and 5 water extra hour working days between 4/12 and 4/19. There were no records that would allow the City to separate the certified payroll into storm and water hours. Therefore, it is assumed that the non-overlapping hours worked were 10-hour days by full crews. This will probably result in overcharging, but will be considered as Page 6 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts covering the variation between bid, Force Account, and unproductive work that occurred throughout the storm and water working day period. Following is the "Project Labor List" (Section 1-09.6.1.) for storm and water work submitted by the Contractor and approved by the City. Class Regular Time Rate Overtime Rate per hour per hour Storm Crew Rates Operator $68.08 $100.98 Operator $68.08 $100.98 Laborer $53.87 $79.66 Total $190.03 $281.62 Water Crew Rates Foreman $68.08 $100.98 Operator $68.08 $100.98 Truck Driver $59.75 $88.48 Laborer $53.87 $79.66 Laborer $53.87 $79.66 Total $303.65 $449.76 Equipment (Section 1-09.6.1.) For Contractor owned equipment, the equipment rates will be actual cost but not exceed the rates set forth in the AGC/WSDOT Equipment Rental Agreement in effect at the time the work is performed. There are no records of actual cost, so the Equipment Watch Rental Rate Blue Book rates are used as required by the AGC/WSDOT Equipment Rental Agreement. Under Section 2.c. of the AGC/WSDOT Equipment Rental Agreement, "In use shall mean the presence of the equipment is necessary for the operation and that the equipment is present and not being used for other activities." There are no records available to show that the "in use" definition was not being met, and therefore all Contractor equipment is compensated for accordingly including operating costs. For Rental equipment compensation is made for invoice charges including operating costs, if any. Operating costs are determined by Equipment Watch Rental Rate Blue Book Hourly Operating Costs (shown in Exhibit D). Interest On April 25, 2017, the Contractor submitted a serial letter with an estimated claim amount of $311,705.00. It did not contain documentation sufficient for the City’s acceptance. The City responded May 19, 2017, with an estimated amount of $122,115.08, as prepared by Perteet. This response was rejected out of hand by the Contractor. On July 27, 2017, The City stated that its estimate of the added storm and water work based on written documentation was approximately $200,000.00. This information was given orally following the construction meeting of that date for the purpose of reaching a negotiated resolution for the equitable adjustment. The Contractor rejected the City's offer to resolve the dispute at Page 7 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts that time. On October 6, 2017, The City sent Contractor a draft Change Order #13 with a total calculated compensation, including sales tax, of $203,552.13. Contractor responded with a modified claim of $346,144.37. As of this date, there clearly is no agreement in the amount of compensation as required under RCW 39.76. Although the City denies the Contractor is entitled to payment of interest, this change order includes as an equitable adjustment a total of $6,000.00 to fully settle any claims for interest. Per Diem Section 1-09.6.1, second paragraph, provides that planned payments for per diem costs be included in the Project Labor List. Actual costs have been provided by the Contractor. The Engineer has determined that such costs will be marked up at 29% be reimbursed. Distribution of Costs Incomplete record keeping prohibited accurate calculation of the distribution of costs between the storm and water construction for this change order. Therefore, an approximation is used, based on the number of extra days for each and relative size of crew, to arrive at an approximate ratio, together with the equipment cost ratio. Ratios of the total costs for labor and equipment are then used to produce weighted Storm and Water percentages. The rough number of person-days for each follows (see above): Extra Days Crew Size Person-days Percent of Total Storm 25 3 75 43% Water 20 5 100 57% Total 175 Equipment Cost (see Exhibit C, Sections A and B) Cost Percent of Total Storm $27,149.60 39% Water $42,472.82 61% Total $69,622.42 Equipment Cost Total $69,622.42 Percent of Total Equipment Markup @ 21% $14,620.71 Total Equipment Cost with Markup $84,243.13 41.6% Total Estimated Payroll with Markup (see below this page) $118,067.08 58.4% Total Labor and Equipment cost with markup $202,310.21 The estimated labor and equipment total cost percentages for storm and water vary by 4%. The percentages of 58.4% for the Payroll and 41.6% for the Equipment produce weighted percentages for storm and water of 43.2% and 56.8% respectively. Page 8 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts Additional work required due to changed conditions: 1. Labor, Storm and Water: Description Total Cost Overlap Extra Hours Certified Payroll including regular time, overtime, $51,962.99 and benefits (Exhibit B). Non-overlapping Extra Hours (see above, pgs. 1 &2) Description Days Hours Crew Sub-total per Day Hourly Rate Non-overlapping Hrs 11 8 $190.03 $16,722.64 Storm Regular Time Non-overlapping Hrs 11 2 $281.62 $6,195.64 Storm Overtime Non-overlapping Hrs 5 8 $303.65 $12,146.00 Water Regular Time Non-overlapping Hrs 5 2 $449.76 $4,497.60 $39,561.88 Water Overtime Total Estimated Payroll $91,524.87 Markup @ 29% $26,542.21 Total Estimated Payroll with Markup $118,067.08 Total Labor Costs including overtime and markup (see p. 5) Total Labor % of Total Total Labor Costs Labor Costs for Storm $118,067.08 43.2% $51,004.98 Labor Costs for Water $118,067.08 56.8% $67,062.10 2. Per Diem: The total per diem costs $4,663.25 (see Exhibit C, Section G). Markup @ 29% $1,352.34 Total $6,015.59 Total Per Diem % of Total Per Diem Costs Per diem costs for Storm $6,015.59 43.2% $2,598.73 Per diem costs for Water $6,015.59 56.8% $3,416.86 3. Equipment: Equipment rates, including operating costs, (see Equipment Watch FHWA rates shown in Exhibit D) Equipment costs for Storm, $27,736.01 (see Exhibit C, Section A). Equipment costs for Water, $42,472.82 (see Exhibit C, Section B). Total $69,622.42 Page 9 of 112 AGENDA ITEM #8. g) City of Renton Change Order No. 13 Equitable Adjustment for Impact of Utility Conflicts 4. Additional Equipment: The Contractor has requested payment for one half of the rental of steel sheets and shoring. The City concurs. Steel sheet rental cost $21,248.08 (See Exhibit C, Section C) / 2 = $10,624.04 ½ Steel Sheet Rental % of Total Costs Steel Sheet Rental Cost for Storm $10,624.04 43.2% $4,589.59 Steel Sheet Rental Cost for Water $10,624.04 56.8% $6,034.45 5. Force Account Work, Labor and Equipment: Jansen has requested Interest. The value of the interest to be included in this change order is determined to be $6,000.00. (Exhibit C, Section G) Total Interest % of Total Interest Costs Interest for Storm $6,000.00 43.2% $2,592.00 Interest for Water $6,000.00 56.8% $3,408.00 6. Force Account Work, Labor and Equipment: The labor and equipment value of the Force Account work is determined to be: Force Account Costs for Storm $5,191.26 (Exhibit C, Section F) Force Account Costs for Water $7,337.07 (Exhibit C, Section F) Total $12,528.33 Summary: STORM 1. Storm Work, Labor $51,004.98 2. Storm Crew Per Diem $2,598.73 3. Storm Work, Equipment $27,736.01 4. Storm Additional Equipment $4,589.59 5. Storm Interest $2,592.00 6. Force Account Labor and Equipment $(5,191.26) Total Storm $83,330.05 WATER Totals 1. Water Work, Labor $67,062.10 2. Water Crew Per Diem $3,416.86 3. Water Work, Equipment $42,472.82 4. Water Additional Equipment $6,034.45 5. Water Interest $3,408.00 6. Force Account Labor and Equipment $(7,337.07) Sub-total Water $115,057.16 Sales Tax @ 10% $11,505.72 Total Water $126,562.88 Total Compensation due to changed conditions $209,892.93 Page 10 of 112 AGENDA ITEM #8. g) 1.2 8 03/29/2017 Approved as baseline schedule. Change Order #6 - Exhibit A Approved Baseline CPM Schedule Page 11 of 112 AGENDA ITEM #8. g)Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 1 Electical Submittals and  Procurment 0 days Tue 2/7/17 Tue 2/7/17 2 0 days 2 Signal and Light Pole  Submittal 8 days Tue 2/7/17 Thu 2/16/17 1 3,4,6 0 days 3 Procure Signal and Light  Pole Foundation Bolts 10 days Fri 2/17/17 Thu 3/2/17 2 7,49 0 days 4 Procure Signal Controller 30 days Fri 2/17/17 Thu 3/30/17 2 5,7 70 days 5 City Testing Signal  Controller 10 days Fri 3/31/17 Thu 4/13/17 4 7 70 days 6 Procure Signal And Light  Poles 90 days Fri 2/17/17 Thu 6/22/17 2 7,126 0 days 7 Complete Electrical  Submital and  Procurment 0 days Thu 6/22/17 Thu 6/22/17 3,4,5,6 20 days 8 Working Days 113 days Tue 2/7/17 Thu 7/13/17 0 days 9 NTP 0 days Tue 2/7/17 Tue 2/7/17 10 1 day 10 Mobilization 1 day Tue 2/7/17 Tue 2/7/17 9 11 1 day 11 Erosion Control 1 day Wed 2/8/17 Wed 2/8/17 10 12 1 day 12 Receive Storm and  Waterline Material 2 days Thu 2/9/17 Fri 2/10/17 11 16 1 day 13 Water Line 0 days Tue 2/7/17 Tue 2/7/17 14 0 days 14 Survey Water line 2 days Tue 2/7/17 Wed 2/8/17 13 15 0 days 15 Saw Cut Water Line 3 days Thu 2/9/17 Mon 2/13/17 14 16 0 days 16 Excavate Tie In at  Wells Ave 1 day Tue 2/14/17 Tue 2/14/17 15,12 17 0 days 17 Excavate Tie In at  Main Street South 1 day Wed  2/15/17 Wed 2/15/17 16 18 0 days 18 Pot Hole Sta 50+10 to  53+08 1 day Thu 2/16/17 Thu 2/16/17 17 19 0 days 19 City Cut in at Wells 1 day Fri 2/17/17 Fri 2/17/17 18 20 0 days 20 Water Main 50+10 to  53+08 3 days Mon  2/20/17 Wed 2/22/17 19 21 0 days 21 City Cut in at Main Ave South 1 day Thu 2/23/17 Thu 2/23/17 20 22 0 days 22 Pig,Flush 50+10 to  53+08 1 day Fri 2/24/17 Fri 2/24/17 21 23 0 days 2/7 6/22 2/7 2/7 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 1 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Exhibit B - Water Start Page 12 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 23 Pressure Test 50+10  to 53+08 1 day Mon  2/27/17 Mon 2/27/17 22 24,27 0 days 24 Clorinate 50+10 to  53+08 1 day Tue 2/28/17 Tue 2/28/17 23 25 8 days 25 Bacteria Test Results  50+10 to 53+08 5 days Wed 3/1/17 Tue 3/7/17 24 26 8 days 26 City Final Connection  Wells and Main 1 day Wed 3/8/17 Wed 3/8/17 25 34 8 days 27 Pot Hole Sta 53+08 to  56+40 1 day Tue 2/28/17 Tue 2/28/17 23 28 0 days 28 Water Main 53+08 to  56+40 Including  Services and Hydrants 6 days Wed 3/1/17 Wed 3/8/17 27 29 0 days 29 Pig,Flush 53+08 to  56+40 1 day Thu 3/9/17 Thu 3/9/17 28 30 0 days 30 Clorinate 53+08 to  56+40 1 day Fri 3/10/17 Fri 3/10/17 29 31 0 days 31 Pressur Test 53+08 to  56+40 1 day Mon  3/13/17 Mon 3/13/17 30 32 0 days 32 Bacteria Test Results  53+08 to 56+40 3 days Tue 3/14/17 Thu 3/16/17 31 33 0 days 33 Final City Conection at Mill and Cross Over  Services Sta 53+08 to  56+40 2 days Fri 3/17/17 Mon 3/20/17 32 34,57 0 days 34 Complete Water line 0 days Mon  3/20/17 Mon 3/20/17 26,33 59 0 days 35 Storm Sewer 0 days Tue 2/7/17 Tue 2/7/17 36 4 days 36 Survey Storm Sewer 1 day Tue 2/7/17 Tue 2/7/17 35 37 4 days 37 Saw Cut For Storm  Sewer 1 day Wed 2/8/17 Wed 2/8/17 36 38 4 days 38 Pothole for Storm  Sewer 2 days Thu 2/9/17 Fri 2/10/17 37 39 4 days 39 Storm Sewer 12" DIP  CB 43 to CB 10 2 days Mon  2/13/17 Tue 2/14/17 38 40 4 days 40 Storm Sewer 12" Poly  CB 10 to CB 12 1 day Wed  2/15/17 Wed 2/15/17 39 41 4 days 41 Storm Sewer 12" Poly  CB 10 to CB 11 1 day Thu 2/16/17 Thu 2/16/17 40 42 4 days 42 Storm Sewer 12" Poly  CB 10 to Center Line  of Roadway 1 day Fri 2/17/17 Fri 2/17/17 41 43 4 days 3/20 2/7 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 2 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Exhibit B - Water Finish Exhibit B - Storm Start Page 13 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 43 Storm Sewer 12" Poly  CB 36 to Existing CB  2 days Mon  2/20/17 Tue 2/21/17 42 44 4 days 44 Storm Sewer 8" DIP CB 50 to CB 48 3 days Wed  2/22/17 Fri 2/24/17 43 45 4 days 45 Storm Sewer 12" DIP  CB 6 to CB 8 2 days Mon  2/27/17 Tue 2/28/17 44 46 4 days 46 Storm Sewer 12" DIP  CB 4 to CB 5 1 day Wed 3/1/17 Wed 3/1/17 45 47 4 days 47 Sanitary Sewer Tees 1 day Thu 3/2/17 Thu 3/2/17 46 48 4 days 48 Complete Storm Sewer0 days Thu 3/2/17 Thu 3/2/17 47 52,57 4 days 49 Signal Pole  Foundation and  Conduit Crossing  0 days Thu 3/2/17 Thu 3/2/17 3 50FS‐1  day 0 days 50 Survey Signal Poles 1 day Thu 3/2/17 Thu 3/2/17 49FS‐1 da 51 0 days 51 Pothole for Signal Pole Foundations 4 days Fri 3/3/17 Wed 3/8/17 50 52 0 days 52 Signal Pole  Foundation and  Conduit Crossing  4 days Thu 3/9/17 Tue 3/14/17 51,48 53 0 days 53 Light Pole Foundation  and Conduit Crossing  Roadway Phase 2 5 days Wed  3/15/17 Tue 3/21/17 52 54,57 0 days 54 Signal Pole  Foundation and  Conduit Crossing  4 days Wed  3/22/17 Mon 3/27/17 53 55 1 day 55 Signal Pole  Foundation and  Conduit Crossing  4 days Tue 3/28/17 Fri 3/31/17 54 56 1 day 56 Complete Signal pole  foundations with  Conduit Crossings 0 days Fri 3/31/17 Fri 3/31/17 55 64 1 day 57 Phase 1 and 2 0 days Tue 3/21/17 Tue 3/21/17 53,33,48 58 0 days 58 Survey  1 day Wed  3/22/17 Wed 3/22/17 57 59 0 days 59 Saw cut 1 day Thu 3/23/17 Thu 3/23/17 58,34 61 0 days 60 Half road closure 44 days Fri 3/24/17 Wed 5/24/17 0 days 61 Demo and CSBC 5 days Fri 3/24/17 Thu 3/30/17 59 62 0 days 62 Storm Sewer 12"  Poly CB 9 to  Centerline of  1 day Fri 3/31/17 Fri 3/31/17 61 63 0 days 63 Sewer Repair 1 day Mon 4/3/17 Mon 4/3/17 62 64 0 days 3/2 3/2 3/31 3/21 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 3 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Exhibit B - Storm Finish Page 14 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 64 Curb and Gutter  and Valley Curb  2 days Tue 4/4/17 Wed 4/5/17 63,56 65,66 0 days 65 Curb and Gutter  and Valley Curb  2 days Thu 4/6/17 Fri 4/7/17 64 68 0 days 66 Remaining  Underground  Electrical Behind  5 days Thu 4/6/17 Wed 4/12/17 64 67 0 days 67 Remaining  Underground  Electrical Behind  4 days Thu 4/13/17 Tue 4/18/17 66 70 0 days 68 Roadway Concrete  Paving Phase 1 and  7 days Mon  4/10/17 Tue 4/18/17 65 69,70 0 days 69 Roadway Concrete  Curing 3 days Wed  4/19/17 Fri 4/21/17 68 71 1 day 70 Sidewalks and  Driveways Phase 1  and 2 8 days Wed  4/19/17 Fri 4/28/17 68,67 72 0 days 71 Decorative  Concrete Saw Cut  5 days Mon  4/24/17 Fri 4/28/17 69 73 1 day 72 Clean up Temp  Patch Phase 1 and 2 1 day Mon 5/1/17 Mon 5/1/17 70 73 0 days 73 Complete Phase 1  and 2 0 days Mon 5/1/17 Mon 5/1/17 72,71 74FS‐2  days 0 days 74 Phase 3 and 4 0 days Fri 4/28/17 Fri 4/28/17 73FS‐2 da 75 0 days 75 Survey  1 day Fri 4/28/17 Fri 4/28/17 74 76 0 days 76 Saw cut 1 day Mon 5/1/17 Mon 5/1/17 75 77 0 days 77 Demo and CSBC 4 days Tue 5/2/17 Fri 5/5/17 76 78 0 days 78 Curb and Gutter  and Valley Curb  2 days Mon 5/8/17 Tue 5/9/17 77 79 0 days 79 Curb and Gutter  and Valley Curb  1 day Wed  5/10/17 Wed 5/10/17 78 80,81 0 days 80 Remaining  Underground  Electrical Behind  3 days Thu 5/11/17 Mon 5/15/17 79 7 days 81 Roadway Concrete  Paving Phase 1 and  5 days Thu 5/11/17 Wed 5/17/17 79 82,84 0 days 82 Roadway Concrete  Curing 3 days Thu 5/18/17 Mon 5/22/17 81 83 0 days 83 Decorative  Concrete Saw Cut  2 days Tue 5/23/17 Wed 5/24/17 82 85 0 days 5/1 4/28 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 4 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Page 15 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 84 Clean up Temp  Patch Phase 1 and 2 1 day Thu 5/18/17 Thu 5/18/17 81 86FS‐2  days 0 days 85 Complete Phase 3  and 4 0 days Wed  5/24/17 Wed 5/24/17 83 93 0 days 86 Phase 6 0 days Wed 5/17/17Wed 5/17/17 84FS‐2 da 87 0 days 87 Survey Phase 6 1 day Wed 5/17/17 Wed 5/17/17 86 88 0 days 88 Saw cut Phase 6 1 day Thu 5/18/17 Thu 5/18/17 87 89 0 days 89 Demo Phase 6 1 day Fri 5/19/17 Fri 5/19/17 88 90 0 days 90 Curb and Gutter Phase 6 2 days Mon  5/22/17 Tue 5/23/17 89 91,92 0 days 91 Remaining Electrical  Phase Behind Curb  and Light Pole  Foundation 3 Phase 6 3 days Wed  5/24/17 Fri 5/26/17 90 94 0 days 92 Roadway Paving 1 day Wed 5/24/17 Wed 5/24/17 90 94,93 1 day 93 Roadway Paving  Curing 3 days Thu 5/25/17 Mon 5/29/17 92,85 96 1 day 94 Curb Ramp Phase 6 1 day Mon 5/29/17 Mon 5/29/17 91,92 95 0 days 95 Sidewalks Phase 6 1 day Tue 5/30/17 Tue 5/30/17 94 96,97 0 days 96 Decorative Saw Cut  Phase 6 1 day Wed  5/31/17 Wed 5/31/17 93,95 98 0 days 97 Clean Up and Temp  Patch Phase 6 1 day Wed  5/31/17 Wed 5/31/17 95 98,99FS‐2  days 0 days 98 Complete Phase 6 0 days Wed 5/31/17Wed 5/31/17 96,97 102 0 days 99 Phase 5 0 days Tue 5/30/17 Tue 5/30/17 97FS‐2  days 100 0 days 100 Survey Phase 5 1 day Tue 5/30/17 Tue 5/30/17 99 101 0 days 101 Saw cut Phase 5 1 day Wed 5/31/17 Wed 5/31/17 100 102 0 days 102 Demo Phase 5 3 days Thu 6/1/17 Mon 6/5/17 101,98 103 0 days 103 Curb and Gutter Phase 5 2 days Tue 6/6/17 Wed 6/7/17 102 104,106 0 days 104 Remaining  Underground  Electrical and Light  Pole Base 1 and 2  7 days Thu 6/8/17 Fri 6/16/17 103 105FS‐2  days 3 days 105 Downtown Sign 2 days Thu 6/15/17 Fri 6/16/17 104FS‐2 d 110 3 days 106 Curb Ramp Phase 5 1 day Thu 6/8/17 Thu 6/8/17 103 107 0 days 5/24 5/17 5/31 5/30 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 5 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Page 16 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule ID Task Mode Task Name Duration Start Finish Predecess Resource Names Successors Finish Slack 107 Roadway Concrete  Paving Phase 5 3 days Fri 6/9/17 Tue 6/13/17 106 108,109 0 days 108 Roadway Concrete  Paving Curing 3 days Wed  6/14/17 Fri 6/16/17 107 111 9 days 109 Seat Wall 6 days Wed 6/14/17 Wed 6/21/17 107 110 0 days 110 Sidewalks Including  Art footing Phase 5 6 days Thu 6/22/17 Thu 6/29/17 105,109 111,112 0 days 111 Decorative Concrete  Saw cutting 4 days Fri 6/30/17 Wed 7/5/17 108,110 113 0 days 112 Clean up Temp Patch  Phase 5 1 day Fri 6/30/17 Fri 6/30/17 110 113,114 0 days 113 Complete Phase 5 0 days Wed 7/5/17 Wed 7/5/17 111,112 116,121 0 days 114 Asphalt and Striping 0 days Fri 6/30/17 Fri 6/30/17 112 115 0 days 115 Asphalt Paving Prep 3 days Mon 7/3/17 Wed 7/5/17 114 116 0 days 116 Paving full depth 3 days Thu 7/6/17 Mon 7/10/17 113,115 117 0 days 117 Milling 1 day Tue 7/11/17 Tue 7/11/17 116 118 0 days 118 Overlay 1 day Wed 7/12/17 Wed 7/12/17 117 119 0 days 119 Striping 1 day Thu 7/13/17 Thu 7/13/17 118 120 0 days 120 Complete Asphalt and Striping 0 days Thu 7/13/17 Thu 7/13/17 119 130 0 days 121 Landscaping 0 days Wed 7/5/17 Wed 7/5/17 113 122 1 day 122 Topsoil and Mulch 2 days Thu 7/6/17 Fri 7/7/17 121 123 1 day 123 Strip Fence and  Landscape Fence 2 days Mon  7/10/17 Tue 7/11/17 122 124 1 day 124 Planting 1 day Wed 7/12/17 Wed 7/12/17 123 125 1 day 125 Complete Landscaping 0 days Wed 7/12/17Wed 7/12/17 124 130 1 day 126 Signal Poles, Including wiring and Perminant  Signs 0 days Thu 6/22/17 Thu 6/22/17 6 127,128 0 days 127 Install Signal Controller 5 days Fri 6/23/17 Thu 6/29/17 126 129 10 days 128 Install Signal Poles  Light Poles, Including  Wiring and Permanent Signs 15 days Fri 6/23/17 Thu 7/13/17 126 129 0 days 129 Complete Signal and  Light System 0 days Thu 7/13/17 Thu 7/13/17 128,127 130 0 days 130 Subtantial Completion 0 days Thu 7/13/17 Thu 7/13/17 120,125,131 0 days 131 Punch List 5 days Fri 7/14/17 Thu 7/20/17 130 132 0 days 132 Physical Completion 0 days Thu 7/20/17 Thu 7/20/17 131 0 days 7/5 6/30 7/13 7/5 7/12 6/22 7/13 7/13 7/20 Jan Feb Mar Apr May Jun Jul Aug 1st Quarter 2nd Quarter 3rd Quarter Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Critical Critical Split Progress Manual Progress Page 6 Project: CPM Half Road Closure Date: Wed 3/22/17 Change Order #6 - Exhibit A Approved Baseline CPM Schedule Page 17 of 112 A G E N D A I T E M # 8 . g ) Change Order #13 - Exhibit A Approved Baseline CPM Schedule Wo r k i n g D a y s ( W a t e r ) : 1 2 3 4 5 6 7 8 9 Wo r k i n g D a y s ( S t o r m ) : 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 To t a l W o r k i n g D a y s : 1 2 3 4 5 6 UW D 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 UWD 26 27 28 29 30 31 UWD 32 33 34 35 36 Da t e : 2/ 6 2/ 7 2/ 8 2/ 9 2/ 1 0 2/ 1 1 2/ 1 2 2/ 1 3 2/ 1 4 2/ 1 5 2/ 1 6 2/ 1 7 2/ 1 8 2/ 1 9 2/ 2 0 2/ 2 1 2/ 2 2 2/ 2 3 2/ 2 4 2/ 2 5 2/ 2 6 2/ 2 7 2/ 2 8 3/ 1 3/ 2 3/ 3 3/ 4 3/ 5 3/ 6 3/ 7 3/ 8 3/ 9 3/ 1 0 3/ 1 1 3/ 1 2 3/ 1 3 3/ 1 4 3/15 3/16 3/17 3/18 3/19 3/20 3/21 3/22 3/23 3/24 3/25 3/26 3/27 3/28 3/29 3/30 3/31 Ja n s e n L a b o r B r e a k d o w n ( P a y r o l l s ) : Pa u l A r i c h i t a ( C e m e n t F i n i s h e r T e n d e r ) Pa u l A r i c h i t a ( C e m e n t F i n i s h e r M a s o n ) Je r e m y B o w e n ( L a b o r e r ) Jo s e G a l v e z ( C e m e n t F i n i s h e r T e n d e r ) Jo h n H e n i f i n ( L a b o r e r ) 10 1 0 . 5 7 . 5 1 0 . 5 1 0 . 5 Jo h n H e n i f i n ( P i p e l a y e r ) 10 9 . 5 8 9 7 1 0 1 1 . 5 9 . 7 5 8 . 5 9 . 5 6 1 1 9.5 10 9 Th e o d o r e H i l l ( L a b o r e r ) 4 4 Th e o d o r e H i l l ( P i p e l a y e r ) 6. 5 3 . 5 2 9 1 0 6 Mi c h a e l J o n e s ( L a b o r e r ) 9 1 0 7 . 5 1 1 10 9 . 5 8 . 5 1 0 9 8 . 5 9 . 5 8 9 9 . 5 1 1 . 5 9 . 7 5 9 7 . 5 1 1 3 . 5 Pe d r o M a n c h a ( P i p e l a y e r ) 10 . 7 5 9 . 5 9 9 7 9 . 5 1 1 . 5 7 9 9 . 5 6 1 1 8 6.5 Pe d r o M a n c h a ( L a b o r e r ) 9 1 0 7 . 5 1 1 9 7 9 . 5 1 0 9 . 5 8 9 Pe d r o M a n c h a ( C e m e n t F i n i s h e r T e n d e r ) Ca s s a n d r a M a r t i l l i n i ( F l a g g e r ) Jo s e M e n d o z a ( C e m e n t F i n i s h e r T e n d e r ) Jo s e M e n d o z a ( C e m e n t F i n i s h e r M a s o n ) Ja c k P i p e r ( O p e r a t o r ) 10 9 9 8 . 5 9 1 0 7 . 5 1 1 9 8 9 . 5 1 2 1 0 . 5 7 . 5 1 0 . 7 5 1 0 . 5 1 0 1 0 8 . 5 9 9 1 0 1 1 .5 9 . 7 5 8 . 5 9 . 5 7 . 5 1 1 3 . 5 1 2 8 . 5 1 0 . 5 9 . 5 1 0 7 9 . 5 1 0 9 Ja f r a P r u s s ( T C S ) 10 1 0 9 8 . 5 9 1 0 7 . 5 1 1 1 0 7 . 5 9 . 5 1 1 . 5 1 0 . 5 8 . 5 1 0 . 7 5 1 0 . 7 5 1 0 . 2 5 1 0 9 9 . 5 8 . 5 1 0 . 5 1 0 1 0 . 5 9 . 5 1 0 . 5 8 1 1 . 5 4 1 2 8 . 7 5 1 0 . 5 9 . 5 5 . 5 1 0 . 2 5 8 . 5 1 0 2 Ja m i e R o d r i g u e z ( C F T e n d e r ) Ja m i e R o d r i g u e z ( C e m e n t M a s o n ) Ch r i s t o p h e r R a m m a g e ( L a b o r e r ) Fl o y d R o g a l s k i ( L a b o r e r ) Ja c o b S o m m e r ( O p e r a t o r ) 9 1 0 7 1 1 9 8 9 . 5 1 2 1 0 . 5 7 . 5 1 0 . 5 1 0 . 5 1 0 9 . 5 8 9 7 1 0 1 1 . 5 9 . 5 9 . 5 7 . 5 11 3 . 5 1 2 8 . 5 1 0 9 . 5 5 . 5 1 0 6 . 5 9 . 5 1 0 9 Me l v i n S t e e l e ( O p e r a t o r ) 8 9 1 0 7 . 5 1 1 10 9 . 5 8 9 . 5 9 8 . 5 8 9 7 9 . 5 1 1 . 5 7 9 9 . 5 7 . 5 1 1 8 6 . 5 Ja s o n V a r g a s ( D u m p T r u c k ) 14 . 7 5 1 0 7 1 2 9 8 9 . 5 1 0 1 1 . 5 8 1 0 . 7 5 1 1 1 0 8 9 7 1 0 1 1 . 5 7 . 5 8 . 5 9 . 5 9 7 10.5 8 . 5 9 . 5 1 0 5 . 5 9 . 5 8 . 5 9 Ed u a r d o V e r a ( C e m e n t F i n i s h e r T e n d e r ) 6 7 Ed u a r d o V e r a ( C e m e n t F i n i s h e r M a s o n ) 5 Au s t i n W a l d r o p ( L a b o r e r ) 10 9 9 8 . 5 9 1 0 7 . 5 1 1 9 7 9 . 5 1 0 1 0 . 5 8 1 0 . 5 1 0 . 5 1 0 9 . 5 8 Au s t i n W a l d r o p ( P i p e l a y e r ) 9 7 1 0 1 1 . 5 9 . 5 8 . 5 1 0 6 1 1 3 . 5 1 2 8 . 7 5 1 0 9 . 5 5 . 5 1 0 6 . 5 9 . 5 1 0 Ch r i s t o p h e r W a t s o n ( F l a g g e r ) 10 9 . 5 7 . 2 5 7 . 2 5 8. 5 1 0 . 5 1 2 1 0 6 5 . 5 Ce m e n t F i n i s h e r T e n d e r ( R e g u l a r T i m e ) 0 0 0 0 0 0 0 0 6 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Ce m e n t F i n i s h e r T e n d e r ( O v e r t i m e ) Ce m e n t F i n i s h e r M a s o n ( R e g u l a r T i m e ) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Ce m e n t F i n i s h e r M a s o n ( O v e r t i m e ) La b o r e r ( R e g u l a r T i m e ) 0 10 9 9 8 . 5 2 7 3 0 2 2 . 5 3 0 7 1 4 1 9 4 0 3 9 2 3 . 5 3 0 . 2 5 3 8 1 8 . 5 1 9 3 . 5 9 0 9. 5 1 0 9 . 7 5 1 3 0 7.5 1 0 3 . 5 0 0 4 0 0 0 0 0 0 0 La b o r e r ( O v e r t i m e ) 0 0 0 0 3 1 1 1 8 . 5 0 . 7 5 1 1 2 . 5 1. 5 1 Pi p e l a y e r ( R e g u l a r T i m e ) 0 0 6. 5 3 . 5 2 9 1 0 0 6 0 0 0 0 0 0 9. 2 5 0 10 1 9 9 . 5 2 7 2 1 2 9 . 5 3 0 1 2 . 5 2 6 2 9 1 8 3 0 3 . 5 1 0 8 . 7 5 1 0 9 . 5 1 . 7 5 1 8 1 3 19 2 0 9 Pi p e l a y e r ( O v e r t i m e ) 0 0 0 0 1. 5 7 . 5 4. 5 1 3 . 7 5 3 2 3 . 7 5 Fl a g g e r ( R e g u l a r T i m e ) 0 0 0 0 0 0 0 0 0 0 0 0 10 9 . 5 0 7. 2 5 7 . 2 5 0 0 0 8. 5 0 10 1 0 1 0 6 0 5.5 0 0 0 0 0 0 0 0 0 0 0 0 Fl a g g e r ( O v e r t i m e ) 0. 5 2 Fl a g g e r ( D o u b l e t i m e ) Op e r a t o r ( R e g u l a r T i m e ) 8 10 9 9 8. 5 27 30 22 31 7. 5 16 19 30 29 . 5 13 26 . 5 22 28 . 5 19 . 5 4 27 23 29 . 5 30 10 . 5 17 . 5 28 . 5 22.5 30 7 20 17 20 19 2 28 20 19 20 7.5 Op e r a t o r ( O v e r t i m e ) 0 0 0 0 2 10 . 5 4 1 10 4. 2 5 8 20 . 5 4. 5 15 . 7 5 3 4 0.5 3.5 10.5 Tr a f f i c C o n t r o l S u p e r v i s o r ( R e g u l a r T i m e ) 0 10 10 9 8. 5 9 10 7. 5 10 3. 5 7. 5 9. 5 10 10 3 10 10 10 10 0 9. 5 8. 5 10 10 2 9. 5 10 8 10 2.5 10 8.75 10 9.5 1.75 10 8.5 10 2 0 Tr a f f i c C o n t r o l S u p e r v i s o r ( O v e r t i m e ) 1 6. 5 1. 5 0. 5 5. 5 0. 7 5 0. 7 5 0. 2 5 9 0. 5 8. 5 0. 5 1.5 1.5 2 0.5 3.75 0.25 Tr a f f i c C o n t r o l S u p e r v i s o r ( D o u b l e t i m e ) Du m p T r u c k D r i v e r ( R e g u l a r T i m e ) 0 0 0 0 0 10 10 7 10 3 8 9. 5 10 10 2. 5 10 10 10 0 0. 5 9 7 10 10 4 8. 5 9. 5 9 7 0 10 8.5 9.5 10 2 9.5 8.5 9 0 0 Du m p T r u c k D r i v e r ( O v e r t i m e ) 0 0 0 0 2 2 6 1. 5 5. 5 0. 7 5 1 7. 5 1. 5 3. 5 0.5 3.5 Du m p T r u c k D r i v e r ( D o u b l e t i m e ) 2. 7 5 Sc h e d u l e d W o r k i n g D a y s ( S t o r m ) : 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Ac t u a l W o r k i n g D a y s ( S t o r m ) : 1 UW D 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 UWD 21 22 23 24 25 26 UWD 27 28 29 30 31 Sc h e d u l e d W o r k i n g D a y s ( W a t e r ) : 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Ac t u a l W o r k i n g D a y s ( W a t e r ) : 1 2 UW D 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 UWD 22 23 24 25 26 27 UWD 28 29 30 31 32 2/ 1 4 - A c t u a l S t o r m E x c a v a t i o n S t a r t D a t e - E x h i b i t G 2/ 1 3 - A c t u a l W a t e r E x c a v a t i o n St a r t D a t e - E x h i b i t G 2/ 1 4 - S c h e d u l e d W a t e r E x c a v a t i o n S t a r t Da t e - E x h i b i t A Ex h i b i t B Wo r k C a l e n d a r - F e b r u a r y 7 t o A p r i l 1 9 3/ 2 - S c h e d u l e d S t o r m E x c a v a t i o n C o m p l e t i o n D a t e - Sc h e d u l e d D u r a t i o n 1 4 W D - E x h i b i t A 2/ 1 3 - S c h e d u l e d S t o r m Ex c a v a t i o n S t a r t D a t e - E x h i b i t A 3/20 - Scheduled Water Excavation Completion Date - Scheduled Duration 25 WD - Exhibit A Page 18 of 112AGENDA ITEM #8. g) Wo r k i n g D a y s ( W a t e r ) : Wo r k i n g D a y s ( S t o r m ) : To t a l W o r k i n g D a y s : Da t e : Ja n s e n L a b o r B r e a k d o w n ( P a y r o l l s ) : Pa u l A r i c h i t a ( C e m e n t F i n i s h e r T e n d e r ) Pa u l A r i c h i t a ( C e m e n t F i n i s h e r M a s o n ) Je r e m y B o w e n ( L a b o r e r ) Jo s e G a l v e z ( C e m e n t F i n i s h e r T e n d e r ) Jo h n H e n i f i n ( L a b o r e r ) Jo h n H e n i f i n ( P i p e l a y e r ) Th e o d o r e H i l l ( L a b o r e r ) Th e o d o r e H i l l ( P i p e l a y e r ) Mi c h a e l J o n e s ( L a b o r e r ) Pe d r o M a n c h a ( P i p e l a y e r ) Pe d r o M a n c h a ( L a b o r e r ) Pe d r o M a n c h a ( C e m e n t F i n i s h e r T e n d e r ) Ca s s a n d r a M a r t i l l i n i ( F l a g g e r ) Jo s e M e n d o z a ( C e m e n t F i n i s h e r T e n d e r ) Jo s e M e n d o z a ( C e m e n t F i n i s h e r M a s o n ) Ja c k P i p e r ( O p e r a t o r ) Ja f r a P r u s s ( T C S ) Ja m i e R o d r i g u e z ( C F T e n d e r ) Ja m i e R o d r i g u e z ( C e m e n t M a s o n ) Ch r i s t o p h e r R a m m a g e ( L a b o r e r ) Fl o y d R o g a l s k i ( L a b o r e r ) Ja c o b S o m m e r ( O p e r a t o r ) Me l v i n S t e e l e ( O p e r a t o r ) Ja s o n V a r g a s ( D u m p T r u c k ) Ed u a r d o V e r a ( C e m e n t F i n i s h e r T e n d e r ) Ed u a r d o V e r a ( C e m e n t F i n i s h e r M a s o n ) Au s t i n W a l d r o p ( L a b o r e r ) Au s t i n W a l d r o p ( P i p e l a y e r ) Ch r i s t o p h e r W a t s o n ( F l a g g e r ) Ce m e n t F i n i s h e r T e n d e r ( R e g u l a r T i m e ) Ce m e n t F i n i s h e r T e n d e r ( O v e r t i m e ) Ce m e n t F i n i s h e r M a s o n ( R e g u l a r T i m e ) Ce m e n t F i n i s h e r M a s o n ( O v e r t i m e ) La b o r e r ( R e g u l a r T i m e ) La b o r e r ( O v e r t i m e ) Pi p e l a y e r ( R e g u l a r T i m e ) Pi p e l a y e r ( O v e r t i m e ) Fl a g g e r ( R e g u l a r T i m e ) Fl a g g e r ( O v e r t i m e ) Fl a g g e r ( D o u b l e t i m e ) Op e r a t o r ( R e g u l a r T i m e ) Op e r a t o r ( O v e r t i m e ) Tr a f f i c C o n t r o l S u p e r v i s o r ( R e g u l a r T i m e ) Tr a f f i c C o n t r o l S u p e r v i s o r ( O v e r t i m e ) Tr a f f i c C o n t r o l S u p e r v i s o r ( D o u b l e t i m e ) Du m p T r u c k D r i v e r ( R e g u l a r T i m e ) Du m p T r u c k D r i v e r ( O v e r t i m e ) Du m p T r u c k D r i v e r ( D o u b l e t i m e ) Sc h e d u l e d W o r k i n g D a y s ( S t o r m ) : Ac t u a l W o r k i n g D a y s ( S t o r m ) : Sc h e d u l e d W o r k i n g D a y s ( W a t e r ) : Ac t u a l W o r k i n g D a y s ( W a t e r ) : 10 11 12 13 14 15 16 17 18 19 20 21 22 To t a l D a y s : = 2 2 d a y s - 3 u n w o r k a b l e t o d a t e = 1 9 22 23 24 25 26 27 28 29 To t a l D a y s : = 2 9 d a y s - 3 u n w o r k a b l e t o d a t e = 2 6 37 38 39 40 41 42 43 44 45 46 47 48 49 4/ 1 4/ 2 4/ 3 4/ 4 4/ 5 4/ 6 4/ 7 4/ 8 4/ 9 4/ 1 0 4/ 1 1 4/ 1 2 4/ 1 3 4/ 1 4 4/ 1 5 4/ 1 6 4/ 1 7 4/ 1 8 4/ 1 9 3 7. 7 5 5 9. 7 5 3. 7 5 6. 7 5 5. 5 0. 5 5. 5 5. 7 5 2 6. 2 5 6 4. 5 6 4. 2 5 6. 5 3 7 . 7 5 5 1 1 . 5 7 9 . 7 5 9 . 7 5 1 0 1 0 7 9 . 7 5 5 . 7 5 8 . 5 12 6 . 5 5. 7 5 9 5 7 . 5 9 . 7 5 9 . 7 5 8 . 5 1 0 6 . 5 9 . 7 5 5 . 7 5 8 . 5 9. 7 5 1 0 . 5 9. 7 5 9 . 7 5 6 . 5 3 7 . 7 5 5 9 . 7 5 3 . 7 5 6 . 7 5 5 . 5 0 . 5 5 . 5 5 . 7 5 2 6. 2 5 6 4 . 5 6 4 . 2 5 6 . 5 12 1 0 8 1 1 . 5 7 1 0 1 0 . 5 1 0 1 0 9 1 0 1 2 12 1 0 6 . 2 5 1 1 . 5 7 9 . 7 5 1 0 . 5 1 0 1 0 6 . 2 5 9 . 5 3 . 5 1 1 . 7 5 9. 7 5 1 0 . 5 9 . 7 5 1 0 6 . 5 12 1 0 8 1 1 . 5 7 9 . 7 5 1 0 . 5 9 . 7 5 1 0 7 8 . 7 5 1 0 1 2 9 8 9 . 5 7 12 1 0 8 . 5 1 1 . 5 7 9 . 7 5 1 0 . 5 9 . 7 5 1 0 6 8 . 7 5 1 0 1 2 3 7 . 7 5 5 6 . 2 5 9 . 7 5 9 . 7 5 6 . 7 5 1 0 6 . 5 9 . 7 5 5 . 7 5 8 . 5 8. 7 5 12 1 0 8 1 1 . 5 7 9 . 7 5 1 0 . 5 9 . 7 5 1 0 9 2 3 . 2 5 1 5 1 0 7 2 9 . 2 5 1 7 . 2 5 2 3 . 5 2 1 1 . 5 2 0 . 7 5 1 7 . 2 5 1 2 . 5 2 2 0 . 2 5 13 4 . 2 5 1. 5 6. 5 8 1. 5 3 7 . 7 5 5 1 8 . 7 5 0 9. 7 5 2 1 . 7 5 6 . 7 5 1 9 1 0 . 2 5 1 8 . 2 5 5 . 7 5 2 1 . 5 1 5 2 . 5 27 3 0 . 7 5 1 7 4 , 3 1 3 . 0 1 $ 7 2 . 7 5 816.75 5 1 , 9 6 2 . 9 9 $ 8. 2 5 8. 2 5 0 5. 7 5 9 5 7 . 5 0 29 . 2 5 2 9 . 7 5 1 8 . 2 5 2 0 2 . 5 1 8 . 5 5 . 7 5 8 . 5 5 9 7 . 2 5 3 2 , 1 7 3 . 8 6 $ 10 8 . 5 5 , 8 4 4 . 9 0 $ 1 1 0 . 5 51 . 7 5 4 , 1 2 2 . 4 1 $ 1 7 9 . 6 6 $ 20 1 6 . 5 8 1 0 2 9 . 7 5 1 0 9 . 7 5 1 0 0 0 0 0 51 4 . 2 5 2 8 , 1 9 6 . 3 3 $ 19 5 1 0 , 6 9 1 . 8 5 $ 4 1 . 5 5 0 . 5 47 3 , 8 1 1 . 2 3 $ 14 . 7 5 1 , 1 9 6 . 0 8 $ 0 0 0 0 0 0 0 9. 7 5 9 . 7 5 6 . 5 0 0 0 11 0 9. 7 5 2. 5 0 0 0 20 29 24 29 . 5 11 19 . 7 5 20 19 . 7 5 20 0. 5 17 . 7 5 20 20 97 4 . 7 5 66 , 3 6 0 . 9 8 $ 32 5 . 5 22,160.04 $ 4 3 10 1 6. 5 4 13 0 . 5 13 , 1 7 7 . 8 9 $ 32 . 5 3,281.85 $ 6. 5 10 6. 2 5 10 3. 7 5 9. 7 5 10 10 10 2. 2 5 9. 5 3. 5 10 37 2 12 6 . 7 5 2 1. 5 3. 2 5 0. 5 4 1. 7 5 57 . 7 5 11 . 7 5 3. 5 3. 5 3. 5 10 10 8. 5 10 1. 5 9. 7 5 10 9. 7 5 10 0. 5 8. 7 5 10 10 36 0 . 2 5 21 , 5 2 4 . 9 4 $ 12 6 . 5 7,558.38 $ 2 1. 5 5. 5 0. 5 5. 5 2 52 . 2 5 4, 6 2 3 . 0 8 $ 13 1,150.24 $ 2. 7 5 32 2 . 3 0 $ 0 - $ 32 33 34 35 36 37 38 39 Ad d e d W o r k i n g D a y s ( S t o r m ) = 3 9 - 1 4 = 2 5 33 34 35 36 37 38 39 40 41 42 43 44 45 Ad d e d W o r k i n g D a y s ( W a t e r ) = 4 5 - 2 5 = 2 0 4/ 1 2 - A c t u a l S t o r m E x c a v a t i o n Co m p l e t i o n D a t e - E x h i b i t G 4/ 1 9 - A c t u a l W a t e r E x c a v a t i o n Co m p l e t i o n D a t e - E x h i b i t G To t a l S t o r m / W a t e r C r e w H o u r s (2 / 1 3 t o 4 / 1 9 ) : To t a l H o u r s ( 2 / 1 3 t o 4/ 1 9 ) : To t a l W e i g h t e d C o s t ( 2 / 1 3 t o 4/ 1 9 ) : To t a l H o u r s ( 3 / 2 1 to 4 / 1 2 ) : To t a l W e i g h t e d C o s t ( 3 / 2 1 to 4 / 1 2 ) : To t a l S t o r m / W a t e r C r e w C o s t ( 2 / 1 3 to 4 / 1 9 ) : Total Storm/Water Crew Hours (3/21 to 4/12):Total Storm/Water Crew Cost (3/21 to 4/12): Ex h i b i t B Wo r k C a l e n d a r - F e b r u a r y 7 t o A p r i l 1 9 4/ 4 - S c h e d u l e d C o n c r e t e S t a r t D a t e p e r Ap p r o v e d C P M - E x h i b i t A Co n c r e t e w a s s t a r t e d 1 d a y b e f o r e t h e S c h e d u l e d C o n cr e t e S t a r t D a t e . Wh e n a c c o u n t i n g f o r t h e 3 u n w o r k a b l e d a y s t o d a t e t he C o n c r e t e w a s ac t u a l l y s t a r t e d 4 d a y s b e f o r e t h e A d j u s t e d S c h e d u l ed C o n c r e t e S t a r t D a t e . 4/ 3 - A c t u a l C o n c r e t e S t a r t D a t e - Ex h i b i t G Page 19 of 112AGENDA ITEM #8. g) Equipment FHWA Rate Total Storm Equipment Hours: Total Storm Equipment Cost: 2011 John Deere 310J Backhoe 34.64$ 250 $ 8,660.00 2015 Ford F-350 1 Ton Pickup 36.12$ 250 $ 9,030.00 Operating Cost from Exhibit D Hours from Exhibit D Hours from Exhibit D 100 Excavator (Rental)21.70$ 181.8 = (1,154.8 Hours-973 Hours) $ 3,945.06 Rental Cost from Invoice on Exhibit D Prorated by Equipment Usage Total Rental Cost: 100 Excavator (Rental) = ($3,764.60+$4,179.92+$217.00)=$8,161.52 5,100.95$ 26,736.01$ Equipment FHWA Rate Total Water Equipment Hours: Total Water Equipment Cost: 2011 John Deere 135D Excavator 74.10$ 200 $ 14,820.00 1997 Ford Dump Truck 47.30$ 200 $ 9,460.00 2007 Chevrolet 2500 3/4 Ton Pickup 20.89$ 200 $ 4,178.00 Operating Cost from Exhibit D Hours from Exhibit D Hours from Exhibit D 544K Loader (Rental)26.65$ 253.7 =(782 Hours-528.3 Hours) $ 6,761.11 RD12A-90 Roller (Rental)12.40$ 17.3 =(71.2 Hours-53.9 Hours) $ 214.52 Rental Cost from Invoice on Exhibit D Prorated by Equipment Usage Total Rental Cost: 544K Loader (Rental) = ($4,873.32+$4,599.56+$4,141.92) = $13,614.80 5,672.83$ RD12A-90 Roller (Rental)= ($1,357.81+$1,155+$14.96) = $2,527.77 1,366.36$ 42,472.82$ C. Other Equipment Between 3/3 and 4/19 10,624.04$ $1,366.56+$4,418.50+$1,635.93+$357.50+$1,432.00+$2,636.00+$939.51+3,997. 99+$2,456.95+$2,007.14=$21,248.08 (Exhibit D) cost Jansen paid to rent steel sheets and shoring. Based on observation the City of Renton and Jansen agreed that 50% of the rental cost $21,248.08 = $10,624.04 was attributable to the equitable adjustment.Total: A. Storm Equipment Total Work Between 3/3 and 4/19 20 Days/48 Days (Exhibit D, Page 22) 20 Days/37 Days (Exhibit D, Page 26) 25 Days/40 Days (Exhibit D, Page 29) Exhibit C Labor and Equipment Cost Breakdown B. Water Equipment Total Between 3/3 and 4/19 (Days from Additional Time section of Determination of Change)/(Total Work Days during Rental Period) (Days from Additional Time section of Determination of Change)/(Total Work Days during Rental Period) Page 20 of 112 AGENDA ITEM #8. g) A. Storm Equipment Total Work Between 3/3 and 4/19 Exhibit C Labor and Equipment Cost Breakdown Bid Item Labor FNR # and Schedule 1A 321.87$ FNR 309 (A) 1B 1,394.14$ FNR 222 (B), 224 (B) 87A 875.51$ FNR 221 (A) 87B 795.62$ FNR 220 (B) 88A 2,853.70$ FNR 203 (A), 210 (A), 211 (A) 88B 2,659.09$ FNR 208 (B), 223 (B), 225 (B) Total (A):4,051.08$ Total (B):4,848.85$ 8,899.93$ Bid Item Equipment FNR # and Schedule 1A 111.78$ FNR 309 (A) 1B 672.71$ FNR 222 (B), 224 (B) 87A 190.30$ FNR 221 (A) 87B 448.47$ FNR 220 (B) 88A 838.10$ FNR 203 (A), 210 (A), 211 (A) 88B 1,367.04$ FNR 208 (B), 223 (B), 225 (B) Total (A):1,140.18$ Total (B):2,488.22$ D. Storm/Water Labor for Force Account Work Between 3/3 and 4/19 E. Storm/Water Equipment for Force Account Work Between 3/3 and 4/19 G. Interest Between July 27th, 2017 and October 27th, 2017 6,000.00$ Total:($200,000.00x1%)+($200,000.00x1%)+($200,00.00x1%)=$6,000.00 = Interest from July 27th, 2017 to October 27th, 2017 was attributable to the equitable adjustment. 4,663.25$ H. Storm/Water Per Diem Between 3/3 and 4/19 Backup shown in Exhibit E = $7,152.69 (Total Per Diem 3/3 to 4/19 Exhibit E) - $2,489.44 (Per Deim Attributable to Contract Water Work 3/3/17 to 3/20/17 Exhibit E) - $0.00 (Per Deim Attributable to Contract Storm Work 4/12/17 to 4/19/17 Exhibit E) = $4,663.25 Total: F. Storm/Water Force Account Work Between 3/3 and 4/19 Schedule A (Storm): =$4,051.08+$1,140.18 from Sections D and E.2,066.85$ Schedule B (Water): =$4,848.85+$2,488.22 from Sections D and E.1,065.81$ Total:3,132.66$ Page 21 of 112 AGENDA ITEM #8. g) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Operating Cost) Page 22 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost 189-093.1 Exhibit C - Section A (Rental Cost and Hours) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 23 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 24 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Rental Cost and Hours) Exhibit C - Section A (Rental Work Days) 2/7/17-4/14/17=48 Days Page 25 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Operating Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 26 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Rental Cost and Hours) Page 27 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Rental Cost) Page 28 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section A (Rental Cost and Hours) Exhibit C - Section A (Rental Work Days) 2/23/17-4/14/17=37 Days Page 29 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section B (Operating Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 30 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section B (Rental Cost and Hours) Exhibit C - Section B (Rental Work Days) 2/13/17-4/10/17=40 Days Page 31 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section B (Rental Cost and Hours) Exhibit C - Section B (Rental Work Days) 2/13/17-4/10/17=40 Days Page 32 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section B (Rental Cost) Page 33 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 34 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 35 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 36 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 37 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 38 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 39 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 40 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 41 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 42 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost Exhibit C - Section C (Rental Cost) Change Order #7 - Exhibit D Jansen Equipment Rental and Operating Cost Page 43 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit D Jansen Equipment Rental and Operating Cost 11:56 AM August 16, 2017 Accrual Basis Jansen Inc Account QuickReport February 1 through April 12, 2017Job #189 Renton Lodging Expenses Date Source Name Memo Amount 02/04/2017 EXPEDIA.COM EXTENDED STAY RENTON - 0205-02102017 616.20 02/04/2017 HOTEL/MOTEL HILTON HOTEL 0203-02042017 76.72 02/05/2017 HOTEL/MOTEL EXTENDED STAY 0205-02102017 462.35 02/06/2017 HOTEL/MOTEL EXTENDED STAY 439.24 02/06/2017 EXPEDIA.COM EXTENDED STAY RENTON 0206-02102017 363.02 02/06/2017 HOTEL/MOTEL HOTEL TONIGHT 178.00 02/06/2017 HOTEL/MOTEL HOTEL DECA 0206-02102017 606.90 02/07/2017 HOTEL/MOTEL HOTEL DECA 0207-02102017 685.00 02/07/2017 HOTEL/MOTEL HOTEL DECA 0207-02102017 500.00 02/10/2017 HOTEL/MOTEL HOTEL DECA 0210-02112017 183.00 02/10/2017 EXPEDIA.COM EXPEDIA.COM 241.32 02/11/2017 HOTEL/MOTEL BEST WESTERN CE 114.40 02/12/2017 EXPEDIA.COM ECONO LODGE 0212-02172017 308.90 02/12/2017 EXPEDIA.COM ECONO LODGE 0212-02172017 308.90 02/12/2017 EXPEDIA.COM ECONO LODGE 0212-02172017 260.10 02/14/2017 HOTEL/MOTEL HOTEL DECA 0214-02172017 715.00 02/14/2017 HOTEL/MOTEL HOTEL DECA 0214-02172017 715.00 02/15/2017 HOTEL/MOTEL HOTEL DECA 0215-02172017 549.00 02/17/2017 EXPEDIA.COM ECONO LODGE RENTON 308.90 02/17/2017 EXPEDIA.COM FP SHERATON BHAM 0215-02172017 208.08 02/17/2017 EXPEDIA.COM ECONO LODGE RENTON -48.80 02/17/2017 EXPEDIA.COM ECONO LODGE RENTON 308.90 02/18/2017 HOTEL/MOTEL MEALS / LODGING EXPENSE 101.79 02/19/2017 EXPEDIA.COM ECONO LODGE 189 0219-02242017 260.10 02/19/2017 EXPEDIA.COM ECONO LODGE 0219-02242017 260.10 02/20/2017 HOTEL/MOTEL HOTEL DECA 0220-02242017 613.00 02/20/2017 HOTEL/MOTEL HOTEL DECA 0220-02222017 270.00 02/20/2017 HOTEL/MOTEL HOTEL DECA 0220-02222017 282.00 02/21/2017 HOTEL/MOTEL ECONO LODGE 0221-02242017 209.58 02/21/2017 HOTEL/MOTEL 0221-02242017 ECONO LODGE 283.50 02/23/2017 HOTEL/MOTEL HOTEL DECA 0222-02242017 336.00 02/23/2017 HOTEL/MOTEL 0221-02232017 HOTEL DECA 336.00 02/24/2017 HOTEL/MOTEL WESTIN 02242017 359.68 02/26/2017 EXPEDIA.COM ECONO LODGE 0226-03032017 155.87 02/26/2017 EXPEDIA.COM ECONO LODGE 0226-03032017 311.74 02/26/2017 EXPEDIA.COM ECONO LODGE 0226-03032017 432.01 02/27/2017 EXPEDIA.COM ECONO LODGE 0226-03032017 367.19 02/27/2017 HOTEL/MOTEL ECONO LODGE 0227-03032017 378.00 02/27/2017 HOTEL/MOTEL 0227-03032017 ECONO LODGE 378.00 03/04/2017 HOTEL/MOTEL SHERATON 03042017 116.52 03/05/2017 EXPEDIA.COM ECONO LODGE 0305-03102017 376.89 03/05/2017 EXPEDIA.COM ECONO LODGE 0305-03102017 372.95 03/05/2017 EXPEDIA.COM ECONO LODGE 0226-03032017 160.18 Page 1 of 2 Change Order #6 - Exhibit E Per Diem Totals and Backup Change Order #7 - Exhibit E Per Diem Totals and Backup Page 44 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit E Per Diem Totals and Backup 11:56 AM August 16, 2017 Accrual Basis Jansen Inc Account QuickReport February 1 through April 12, 2017 03/06/2017 EXPEDIA.COM ECONO LODGE 0306-03102017 268.52 03/10/2017 EXPEDIA.COM ECONO LODGE 0312-03172017 296.90 03/12/2017 EXPEDIA.COM ECONO LODGE 0312-03172017 296.90 03/12/2017 EXPEDIA.COM ECONO LODGE 0312-03172017 361.50 03/13/2017 EXPEDIA.COM ECONO LODGE 0313-03172017 289.20 03/18/2017 HOTEL/MOTEL 03182017 SHERATON BELLEVUE 137.26 03/19/2017 EXPEDIA.COM ECONO LODGE 0319-03242017 296.90 03/19/2017 EXPEDIA.COM ECONO LODGE 0319-03242017 361.50 03/20/2017 EXPEDIA.COM ECONO LODGE 0320-03242017 237.52 03/20/2017 EXPEDIA.COM ECONO LODGE 0320-03242017 118.76 03/20/2017 HOTEL/MOTEL ECONO LODGE 0320-03242017 291.60 03/26/2017 EXPEDIA.COM ECONO LODGE 0326-03312017 344.25 03/27/2017 HOTEL/MOTEL 03282017 FOUR POINTS SEATTLE 136.69 03/27/2017 EXPEDIA.COM ECONO LODGE 0327-03312017 123.94 03/27/2017 EXPEDIA.COM ECONO LODGE 0327-03312017 306.36 03/29/2017 EXPEDIA.COM ECONO LODGE 0329-03312017 131.22 04/02/2017 EXPEDIA.COM ECONO LODGE 0402-04072017 421.54 04/03/2017 EXPEDIA.COM ECONO LODGE 0403-04072017 363.08 04/03/2017 EXPEDIA.COM ECONO LODGE 0403-04072017 71.66 04/03/2017 EXPEDIA.COM ECONO LODGE 0403-04072017 286.64 04/03/2017 EXPEDIA.COM ECONO LODGE 0403-04072017 71.66 04/09/2017 EXPEDIA.COM ECONO LODGE 0409-04142017 398.14 04/09/2017 EXPEDIA.COM ECONO LODGE 0409-04142017 398.14 04/10/2017 EXPEDIA.COM ECONO LODGE 0410-04142017 318.51 04/10/2017 EXPEDIA.COM ECONO LODGE 0410-04142017 159.26 04/12/2017 HOTEL/MOTEL HYATT HOTELS 4/11-4/12/2017 264.04 21,212.92$ Page 2 of 2 Total (3/3 to 4/19) = $7,152.69 Change Order #6 - Exhibit E Per Diem Totals and Backup The checked invoices are included in the total as shown above. Total Per Diem (3/3 to 4/19) =116.52+376.89+372.95+160.18+268.52+296.90+296.90+361.50+289.20+137.26+296.90+361. 50+237.52+118.76+291.60+344.25+136.69+123.94+306.36+131.22+421.54+363.08+71.66+286 .64+71.66+398.14+398.14+318.51+159.26=$7,152.69 Total Per Diem 3/3/17 to 3/20/17 =(116.52+376.89+372.95+160.18+268.52+296.90+296.90+361.50+289.20+137.26+296.90+361. 50+237.52+118.76+291.60=$3,983.10 Per Diem Attributable to Contract Water Work 3/3/17 to 3/20/17 = 5/8 (5 out of 8 crew members) x $3,983.10 = $2,489.44 Total Per Diem 4/12/17 to 4/19/17 =$0.00 (Need Invoice for 4/12/17) Per Diem Attributable to Contract Storm Work 4/12/17 to 4/19/17 = 3/8 (3 out of 8 crew members) x $0.00 = $0.00 Total Per Diem Attributable to Equitable Adjustment = $7,152.69-$2,489.44-$0.00=$4,663.25 $21,212.92 Change Order #7 - Exhibit E Per Diem Totals and Backup Page 45 of 112 AGENDA ITEM #8. g)Change Order #13 - Exhibit E Per Diem Totals and Backup Daily Construction Report Contract.SR Nos Day Shift Date CAG-16-117 Monday Day 02-13-2017 Weather 8:12am Clear Sky Humidity: 78 Temperature: 36 2:42pm Clear Sky Humidity: 59 Temperature: 53 Prime Contractor Representative Title Jansen Inc.Jack piper Foreman Subcontractor or Agent App'd DBE Representative Title Evergreen Concrete Cutting Chris Powell Lead Oma Construction Work Activity Summary OMA Construction - 11: Roadway Excavation Incl. Haul - Oma trucking onsite hauling off spoils Jansen Inc. - 11: Roadway Excavation Incl. Haul - Contractor excavating at wells ave so and second for water cut in Evergreen Concrete Cutting - Evergreen sawcutting at second and main sawcutting for utilities Contractor's Equipment Contractor ID Description Count Oper Stdby Down Idle Jansen Inc.854175 John Deere Back Hoe 1 8 Jansen Inc.135d John Deere Trac Hoe 1 8 Jansen Inc.Chevy Work Trucks 2 8 Jansen Inc.444k John Deere Loader 1 8 Evergreen Concrete Cuttin...55 Sawcutting Truck 1 8 Contractor's Workforce Trade Count Total Hours Male Female Apprentice Trainee Jansen Inc. Forman 1 8 1 0 0 0 Laborer 2 16 2 0 0 0 Tcs 1 8 0 1 0 0 Superintendent 1 8 1 0 0 0 Operator 2 16 2 0 0 0 Evergreen Concrete Cutting Saw Utter 1 8 1 0 0 0 OMA Construction Truck Driver 1 8 1 0 0 0 Traffic Control x x Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 46 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Was Traffic Control Labor Required Today? Yes Was WZTC according to approved TCP? Yes If No, explain (on Diary page) corrective action taken. Photos/Video taken Today? Yes Do all Flaggers and Spotters have current flagging card? Yes Was a bid item observed today? Yes Inspector's On-Site Hours From: 08:00 AM Inspector: Mark Wetherbee To: 05:00 PM Reviewed by: Shawn Shirey Inspector Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 47 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contract Day Date CAG-16-117 Monday 02-13-2017 DIARY - Including but not limited to: a report of the day's operations, time log (if applicable), orders given and received, discussions with contractor, and any applicable statements for the monthly estimate. Weather : 13 Feb 2017 8:12am Temperature:36 Conditions:Clear Sky Windspeed:4 mph Humidity:78 Precipitation:0 Location:47.48147870,-122.20462513 Priority:0 Image : 13 Feb 2017 8:32am Laying out sawcutting Contractor:Evergreen Concrete Cutting, Jansen Inc. Location:47.48159872,-122.20427438 Priority:0 Image : 13 Feb 2017 8:32am Laying out sawcutting limits Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 48 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Evergreen Concrete Cutting, Jansen Inc. Location:47.48151654,-122.20424722 Priority:0 Image : 13 Feb 2017 8:54am Encountered broken 4" clay pipe at so second and wells running north Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 49 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48127780,-122.20556153 Priority:0 Image : 13 Feb 2017 9:07am Existing 8" ductile iron water main water at wells ave so 2.20 cover ,two 1.25 " conduits running north in intersection Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 50 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48122623,-122.20542647 Priority:0 Image : 13 Feb 2017 9:10am Pavement concrete 6". 4" Asphalt at wells and second Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 51 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48114803,-122.20541423 Priority:0 Image : 13 Feb 2017 9:39am Sawcutting at main avenue Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 52 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Evergreen Concrete Cutting Location:47.48159005,-122.20428720 Priority:0 Image : 13 Feb 2017 9:39am Pat miller has hydromax tving intersection of so second and main without any coordination with Jansen project Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 53 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Location:47.48148460,-122.20427161 Priority:0 Image : 13 Feb 2017 10:31am North half of waterline excavation at south second and wells ave so Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 54 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48123126,-122.20531072 Priority:0 Image : 13 Feb 2017 11:10am Intersection of wells and second gas two feet south of locates Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 55 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48117866,-122.20532237 Priority:0 Image : 13 Feb 2017 11:31am Existing utilities looking east at second and wells Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 56 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48121144,-122.20534206 Priority:0 Image : 13 Feb 2017 12:21pm Sawcutting for storm installation south side of so second Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 57 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Evergreen Concrete Cutting Location:47.48171782,-122.20485887 Priority:0 Image : 13 Feb 2017 1:34pm Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 58 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Location:47.48121190,-122.20538733 Priority:0 Image : 13 Feb 2017 1:34pm Existing 6" cast iron water main approximately five feet east of 12"ductile iron water with 4.5 ' of cover 4.5 ' east of cast iron water main two 2" conduits running north south with 2.5 ' of cover Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 59 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:11: Roadway Excavation Incl. Haul Location:47.48122087,-122.20536989 Priority:0 Weather : 13 Feb 2017 2:42pm Temperature:53 Conditions:Clear Sky Windspeed:3 mph Humidity:59 Precipitation:0 Location:47.48148930,-122.20470663 Priority:0 Image : 13 Feb 2017 2:53pm Steel sheets Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 60 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:11: Roadway Excavation Incl. Haul Location:47.48117426,-122.20530812 Priority:0 Image : 13 Feb 2017 3:06pm Steel sheets placed,welded together and pinned and colbmixed. All warning signage in place at shits end Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 61 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:7: Project Temporary Traffic Control Location:47.48117510,-122.20538515 Priority:0 Image : 13 Feb 2017 3:15pm Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 62 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Location:47.48131682,-122.20566677 Priority:0 Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Start Date - 2/13/17 Page 63 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Daily Construction Report Contract.SR Nos Day Shift Date CAG-16-117 Tuesday Day 02-14-2017 Weather 7:49am Clear Sky Humidity: 76 Temperature: 37 Prime Contractor Representative Title Jansen Inc.Jack piper Foreman Subcontractor or Agent App'd DBE Representative Title Oma Construction Daniel stepson Lead Work Activity Summary OMA Construction - 11: Roadway Excavation Incl. Haul - Oma trucking onsite hauling off spoils Jansen Inc. - 26: Catch Basin Type 2 48 In. Diam. - Install Type 2 CB at Main and Bronson. Excavate for water main tie in at the intersection of 2nd and Wells. Contractor's Equipment Contractor ID Description Count Oper Stdby Down Idle Jansen Inc.135d John Deere Trac Hoe 1 8 8 Jansen Inc.Chevy Work Trucks 2 8 8 Jansen Inc.444k John Deere Loader 1 8 Jansen Inc.10 Yd Dump Truck 1 8 Jansen Inc.Yanmar Sv100 Excavator 1 8 Contractor's Workforce Trade Count Total Hours Male Female Apprentice Trainee Jansen Inc. Forman 1 8 1 0 0 0 Laborer 2 16 2 0 0 0 Tcs 1 8 0 1 0 0 Superintendent 1 8 1 0 0 0 Operator 2 16 2 0 0 0 Lead 0 0 1 0 0 0 OMA Construction Truck Driver 1 8 0 1 0 0 Traffic Control Was Traffic Control Labor Required Today? Yes Was WZTC according to approved TCP? Yes If No, explain (on Diary page) corrective action taken. Photos/Video taken Today? Yes Do all Flaggers and Spotters have current flagging card? Yes Was a bid item observed today? Yes x Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 64 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Inspector's On-Site Hours From: 07:50 AM Inspector: Mark Wetherbee To: 04:59 PM Reviewed by: Shawn Shirey Inspector Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 65 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contract Day Date CAG-16-117 Tuesday 02-14-2017 DIARY - Including but not limited to: a report of the day's operations, time log (if applicable), orders given and received, discussions with contractor, and any applicable statements for the monthly estimate. Weather : 14 Feb 2017 7:49am Temperature:37 Conditions:Clear Sky Windspeed:2 mph Humidity:76 Precipitation:71 Location:47.48153460,-122.20429089 Priority:0 Image : 14 Feb 2017 7:59am Preparing to install cb#10 @ sta16+59 Contractor:Jansen Inc. Bid Item:27: Catch Basin Type 2 54 In. Diam. Location:47.48152622,-122.20418829 Priority:0 Image : 14 Feb 2017 9:41am Encountered abandoned 8" clay storm line at location of cb#10 Stan job of city's storm water division ok'd to remove to set structure Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 66 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48148129,-122.20415485 Priority:0 Image : 14 Feb 2017 9:48am Potholed existing 12" water main at south second and main ave five foot 10" to top of pipe Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 67 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:94: Shoring or Extra Excavation Trench Location:47.48121919,-122.20420414 Priority:0 Image : 14 Feb 2017 10:22am Abandoned 1" galvanized pipe ,cut out of way for cb#10 Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 68 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc.Bid Item:88: Utility Potholing Location:47.48155807,-122.20418913 Priority:0 Image : 14 Feb 2017 11:04am Existing roadway panels failing while excavating for water cutin Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 69 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:11: Roadway Excavation Incl. Haul/94: Shoring or Extra Excavation Trench Location:47.48119304,-122.20421344 Priority:0 Image : 14 Feb 2017 2:05pm Placement of shoring over waterline and backfilling to place the steel plates. Getting read for the tie-in of water valves on Thursday Contractor:Jansen Inc. Location:47.48120058,-122.20414295 Priority:0 Image : 14 Feb 2017 2:39pm Installed shoring for catch Basin placement Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 70 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Location:47.48144114,-122.20417757 Priority:0 Image : 14 Feb 2017 2:53pm Placing cold mix around the steel plates Contractor:Jansen Inc. Location:47.48127049,-122.20400708 Priority:0 Image : 14 Feb 2017 3:08pm Placing bedding for Catch Basin Type 2 at Bronson and Main Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 71 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:27: Catch Basin Type 2 54 In. Diam. Location:47.48149395,-122.20416198 Priority:0 Image : 14 Feb 2017 3:46pm Installing Catch Basin at Main and Bronson Contractor:Jansen Inc. Bid Item:27: Catch Basin Type 2 54 In. Diam. Location:47.48147044,-122.20415074 Priority:0 Image : 14 Feb 2017 3:58pm Lid to the Catch Basin installed Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 72 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Contractor:Jansen Inc. Bid Item:27: Catch Basin Type 2 54 In. Diam. Location:47.48147388,-122.20415267 Priority:0 Image : 14 Feb 2017 4:36pm Plated Catch Basin and now adding cold mix Contractor:Jansen Inc. Location:47.48163242,-122.20399903 Priority:0 Narrative : 14 Feb 2017 4:38pm Contractor finished up the day approximately 4:40pm. Plan on laying waterline and connecting storm line tomorrow. Contractor:Jansen Inc. Location:47.48160283,-122.20409274 Priority:0 Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Start Date - 2/14/17 Page 73 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 74 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 75 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 76 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 77 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 78 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 79 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 80 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 81 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 82 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 83 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 84 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 85 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 86 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 87 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 88 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Flatwork Start Date - 4/3/17 Page 89 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 90 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 91 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 92 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 93 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 94 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 95 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 96 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 97 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 98 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 99 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 100 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Storm Finish Date - 4/12/17 Page 101 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 102 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 103 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 104 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 105 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 106 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 107 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 108 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 109 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 110 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 111 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Change Order #7 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports Actual Water Finish Date - 4/19/17 Page 112 of 112 AGENDA ITEM #8. g) Change Order #13 - Exhibit F Actual Start Date (Water, Storm, Flatwork) and Actual Finish Date (Water and Storm) Inspectors Daily Reports AB - 2055 City Council Regular Meeting - 08 Jan 2018 SUBJECT/TITLE: Project Acceptance: NW 4th Street/Taylor Avenue ADA Ramps Construction, JOC 03-003 with Saybr Contractors, Inc. RECOMMENDED ACTION: Council Concur DEPARTMENT: Transportation Systems Division STAFF CONTACT: Bob Hanson, Project Manager EXT.: 7223 FISCAL IMPACT SUMMARY: The project was funded by the City’s Walkway Program and Barrier Free Transition Plan. The original work order amount was $173,102.36, and the final cost including three change orders totaling $50,820.15 and deduction of $19,015.84 in sales tax due to Rule 171 is $204,906.67. Revised Final Pay Estimate 5 was added to correct a paperwork error made by the contractor. Pay Estimate 4 is $4,379.96 and Pay Estimate 5 is $1,337.51 for a total of $5,717.47. SUMMARY OF ACTION: On December 8, 2016, Work Order JOC-03-003 was executed with Saybr Contractors, Inc. to construct an ADA compliant ramp structure to enable safe wheelchair passage from the east side of Taylor Place NW north of the NW 4th Street/Taylor Avenue NW intersection to a bus stop on the east side of Taylor Avenue NW south of the NW 4th Street/Taylor Avenue NW intersection. The project was physically completed on August 2, 2017. EXHIBITS: A. Final Pay Estimate 4 B. Final Pay Estimate 5 C. Notice of Completion D. Final Contract Voucher Certificate STAFF RECOMMENDATION: Accept completion of the NW 4th Street/Taylor Avenue ADA Ramps Construction Project, approve the final pay estimates totaling $5,717.47, subject to receipt of all required authorizations. AGENDA ITEM #8. h) TO:FINANCE DIRECTOR FROM:Transportation Systems Director CONTRACTOR: CONTRACT NO. CLOSING DATE: PROJECT: Saybr ConIractors,Inc. JOC 03-003 8/81/2017 Taylor Ave NW ADA Ramp ESTIMATE NO.Progress Billing#4F 1.CONTRACTOR EARNINGS THIS ESTIMATE 2.SALESTAX@ ‘0.00’/0 3.TOTAL CONTRACT AMOUNT THIS ESTIMATE $4,379.96 $4,379.96 4.EARNINGS PREVIOUSLY PAID CONTRACTOR 5.'EARNINGS DUE CONTRACTOR THIS ESTIMATE 6.SUBTOTAL —CONTRACTOR PAYMENTS 199,189.20 $4,379.96 7.RETAINAGE ON PREVIOUS EARNINGS N /A 8.**RETAINAGE ON EARNINGS THIS ESTIMATE N /A 9.SUBTOTAL —RETAINAGE 10.SALES TAX PREVIOUSLY PAID 11.SALES TAX DUE THIS ESTIMATE 12.SUBTOTAL —SALES TAX 0.00 $0.00 GRAND TOTAL: $203.569.16 N/A $0.00 $203,569.16 FINANCE DEPARTMENT ACTION: PAYMENT TO CONTRACTOR (Lines 5 and 11): ACCOUNT #317.120010.016.595.30.63.001 ACCOUNT # RETAINED AMOUNT (Line 8): ACCOUNT #Retainage Held By Bond TOTAL THIS ESTIMATE: CHARTER116,LAWS OF 1965 CITY OF RENTON CERTIFICATION I,THE UNDERSIGNED DO HEREBY CERTIFY UNDER PENALTYOF PERJURY.THAT THE MATERIALS HAVE BEEN FURNISHED,THE SERVICES RENDERED OR THE LABOR PERFORMED AS DESCRIBED HEREIN,AND THAT THE CLAIM IS A JUST.DUE AND UNPAID OBLIGATION AGAINST THE CITY OF RENTON N THAT I AM AUTHORIZED TO AUTHENTICATE AND CE}?I Y SAID CLAIM Signed::34“1 1;£42I ‘I Printed On:09/12/2017 City of Renton Public Works Depanment $4,379.96 000 N/A $4,379.96 Page 1 AGENDA ITEM #8. h) GOHTllACTOR8,lIl0. Building Relationships I WINVOICE |N\/OIC 3852 S 66th Street Tacoma,WA 98409-2472 Phone:(253)531-2144 Fax:(253)536-2068 SOLD City of Renton smp COR Taylor Ave NW ADA Ramp T0 1055 South Grady Way T0 Taylor Ave NW &Taylor Place N Renton,WA 98057 Renton,WA 98057 ACCOUNT NO PO NUMBER JOB NUMBER TERMS INVOICE DATE PAGE CITREN 03-003 2165151 Net 30 8/31/2017 1 Taylor Avenue ADA Ramp Install QUANTITY DESCRIPTION Contract Billing No.4 UNIT PRICE 4,379.96 EXTENDED 4,379.96 100%Complete See Attached Invoice Voucher TOTALAMOUNT 4,379.96 AGENDA ITEM #8. h) -|NV.°‘CE>0*.“.E-I >2NNVDICENQI'1.- 9/1/2017JOC-03-000 :'.*,S3E.N.°§Y,MME. Community Services Depanmenl 1055 S.Grady Way 6th Floor Renlon.WA 98057 Attn:James Wilhoil RE:Taylor Ave ADA Ramp lnslall VENDOR 5 CERTIFICATEI HEREBYcsnnrv UNDERPENALYVOF PERJURY THAT THE ITEMS AND TOTALSLISTED HEREINARE PRUPER CHARGESFOR MATERIALS.MERCHANDISEDR SERVKZES FURNISHED To ml:STATE or WASHINGTON.AND YHAI’ALLGOODS FUDNISHED on SERVICES RENDERED HAVE BEEN vwovrusownuour DISCRIMINATION ON THE GROUNDSOF RACE CREED.COLOR uAnomu_ORIGIN,SEX OR AGE.TriA‘I PREVAILINGWAGES HAVEBEENPAID(N ACCORDANCE wrm THE PREFILEDSTAYEMENV cu sIArEMEmsoF INYENT DN FILEwlm ms DEPARYMENTOF uuaoa AND INDUSTRIES A5 APPROVED av THE wDusrRIAL srAr|sncrAN,ANr THATALL sue CONTRACYORSAND IOR SUPPLIERS HAVE BEEN PA!D LESS EARNEDREYNNAGE As THEIRINTEHESTAPPEARED IN ME LAST PAYMEN1 RECEIVED 1..vEuoor<.:or3_cL:AIMANr:;-A 2 Saybr Contractors,Inc. 3852 South 66th Street Tacoma,WA.98409 Total Earned to Date Plus 0.0%Washington Slate Sales Tax Gross Earned Lo Date FEDERAL TAX ID No.:91-1 81 9501 FAILURETO PROVIDE THXSNUMEERWILL RESULT IN DELAYOF PAYMENT BY. TITLE:Ted Marx $2o3.569_.1_§_ Rule 171_ $203,569.16 L555 0%Relained Nut Including Sales Tax Rexained Fercenlage on Tolal Amount Earned to Dale $o.oo_ Net Earned to Date Less Previously lnvoiced AMOUNT DUE TH|§lfllQ[CE $203,569:‘]§ $199,139.29 $4,379.93 AGENDA ITEM #8. h) AGENDA ITEM #8. h) Final Contractvoucher Certificate Contractor Saybr Contractors.Inc. Street Address 3852 S 66th Street City ’ State Zip Date Tacoma WA 98409-2472 September 12.2017 State Project Number Federal-Aid Project Number Highway Number N/A N/A N/A Contract Title Taylor Ave NW ADA Ramp Taylor Ave NW &Taylor Place N Contract No.JOC—03—000 Date Work Physically Completed Final Amount August 2,2017 $203,569.I 6 Contractors Certification I,The undersigned,having first been duly sworn,certify that I am authorized to sign for the claimant;that in connection with the work performed and to the best of my knowledge no loan,gratuity or gift in any form whatsoever has been extended to any employee of the City of Renton Washington nor have I rented or purchased any equipment or materials from any employee of the City of Renton;I further certify that the attached ?nal estimate is a true and correct statement showing all the monies due me from the City of Renton for work performed and material furnished under this contract;that I have carefully examined said ?nal estimate and understand the same and that I hereby release the City of Renton from any and all claims of whatsoever nature which I may have,arising out of the performance of said contract,which are not set forth in said estimate. x Contractor uthonzed Srgnature’RequIred Theodore Marx Printed Signature Name City of Renton Certification I,certifythe attached ?nal estimate to be based upon actual measurements,and t be true and correct. 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J /M A ox/umm.:,-mm smm nu. mmHenson ?g 4,,_Generalmanager concur:®\Ralph's Concvetu Pumping.Inc 1529 Rain|erAve So “""“'“’'21Suama,WA 95144 . \K205-3295333 cszs Ralnl-VAVR 5 sum WA mu v.,..,.»....,—w..»..m..w..........n.-....»...,.,,....(m.«.4"......‘-W,..mm.~.....z..._«....~,....a..m»n....4...A-u.».u...—.......,......‘..,..w:..«...~n.-ummm.‘.....mm‘.,.,.;..u..:.m....:...wu-..»......_...~.u..«_u.~..».mm l'\vIvv-4 u.s.DEPARTMENTor LABOR Wage and Hour Dmsion CERTIFICATEOF NO WORK PERFORMED CONTRACTOR:GLOBALCONTRACTORS,LLC PROJECT NAME:SVDEWALKREPLACEMENT,OLYMPICCOLLEGE CONTRACT:1 2014-0346 PAYROLLrt 3 PM PERIOD I2/Z5/16 TO 12/31/16 There was no wm perfarmed by Ralph’:Cnncrlxe Pumping tor maweeklu)abnve, /K mm/17A;.'.'an.45VIl.n cu,- nm Hemscn 4;Genem!Manager {J ?,,‘\Ralph's CuncvehaPumping,Inc :°|lC:!l’ElI529RainierAveSn""''"' Seattle,WA gem .2na~329—5aaa 152:R=m|urAva s Surlln WA 95144 -L..e.m.»......,...-.,.\-q..m,......-..n..-.,.....»..=v.uu...,».m...\.......,m.,«..».».«.....¢~, .u....m:...m.--»u~.~.m:u~....:...-.;.»...»..‘..-.-.......um;u.n;.. .....¢..v............,....»..u..,......a..»........um... AGENDA ITEM #8. h) AGENDA ITEM #8. h) AGENDA ITEM #8. h) u.s.DEPARTMEN OF LAEOR wage and Hour CERTIFICATEOF No WORK PERFORMED CONTRACTOR:GLOBALCONTRACTDRS4LLC PROJECT NAME.SIDEWALKREPLACEMENT OLYMPIC COLLEGE CONYRACTrt 2014-0340 PAYROLL:1 a PAY PERIOD oi/29/i7 To 1121134137 There was no wm pnrlorrned oy Rniprrs Cancun:Pumping cmin WIEEHS)above L . ' 02/17/17 «mm Svyiil?e cm» Tim Henson {I /16 _‘(VcseneraiManager »‘/rRaipirsconnreiePumping,Inc.¢°'W“" 1529 Rainier Ava So “”"""-' seams.WA 95144 205329-5385 1529 Ralulu Ava s sum.wn mu "'WtY'0l‘IV|’lVII‘AS\lIl?1|\GI§V'II/1¢9AAvnvv\A-ts?l-I-§F3 rw.ii.-....,,...i..».,...,.m...n¢.:.. E'Kl’Mrt‘-(mun .»».,.i.i.........,4.-~.-........u....:.:....i...e.g..v..»..~»,.....i.i..um;n.u - m.i..«.4.,.».....u-.i».w,.........a ............¢».~.»m..«...v-..i...»...i..um. u.s.DEPARTMENTOF LABOR wage and Ham Division CERTIFICATEOF No WORK PERFORMED CONTRACYOR.GLOBAL CONTRACYORS.LLC PROJECT NAME.SIDEWALKREPLACEMENT.OLYMPICCOLLEGE CONTRACT:2014-03-1G PAYROLL:1 9 PAVPERIOD 02105/17 TO 02/11/17 Thane was no work perm-mad by Ralph‘:Ccncrnte Pumping my meweak(s)above.~ oziinv A-rmt?d sq...-..on Tim Hensan __ eenmi Manager %¢"‘“K ,,\Ralph‘:cunaaie Pumping.Inc.°°“‘“"/1529 Rainier Ave So "‘“"‘ Seams.WA 9.w4 &206-329-5558 ‘<3 _. 1:2:Ralnlor Av.5 sum WA saau ‘kc ..,«».»...,..n.«..»=...i..v..r...,.;......=.‘....»«a..m—.-.~....v.u...,..»i¢......«W,..i~......... .....u..».....~...........».i.......i........-..~.»«».....v..).<..»..w.....,...~._i.mimuum .. n.=i..a...~.,..i-.....i...,.i_..¢i...................i..»i..,...—............».....i...., AGENDA ITEM #8. h) AGENDA ITEM #8. h) AGENDA ITEM #8. h) AGENDA ITEM #8. h) AGENDA ITEM #8. h) FIALPHSCONCRETEPUMPING,mc Pay Pam!we omam Cavum n woo:SUBCONTRACTOR wdmw Wm”Certified Payroll Report Mm WW1529RAINWERAVEsFayvu?lb I JouNm\a GLOBAL-TAVLORAVENWADsame‘WA set 44meJ29-seas n Exumplbnl Noun Gthu.lnIn Pay I KM Lara!m umsaaursmmysunMONwewen‘mu FRI sn /on Gnu m W/H Una:Beneluxsnmmwonan2:2a 5 2s 27 2:29 mm Rain foul Gvcul an on Bod m:cmBAILEv,xmsmNc Ex M-05 cm 0 one am am um:one am one woo um um sun noa 252.0:15620 l77TNDRSE '"-"+2957 S one 350 ooa non am am am 3.50 3951 1355a 9157 no weaoomWMovssuroa \293 71 1s 59 45 24 mm mMONROE.WA.5:272 Ute-1|‘E57173 __j__j€__j_ CRUVER.SPENCER E 0 one am we 0.00 use 554:am ssa 5936 one mu om «mut03a6124THSTSEsooaamweamamamummmmm3955:25.594 one amsoon23aremvron I 47:as 20 7:44 47 was 7:SNOHOIIISH.w/x 93295 cma r E57155 Fringe Bene?t ms: Pension 5955 Medical 5625 Trnlr?ng 5.70rowanEQUFIMENYOPERMOR5:cancwm FUMP.TRUCKMoum WITHBOOM ATTAIZNMENYup to am /rm 1 Dcpanrnuuownboranu lnduszlici ;g;;{gs4;gg,2=PI«nmm AFFIRMATIONOlympij.WA 9xsLu—4s4a Today:um:Primrd name afpany uynuulg mi;mp:-n Tu):5/5/2017 Tim Henson General Manager The many signing mi:rcpnn (my:or supcrviscs me (Nam:ormnnnnm:m xulxmnlmcmry paymtm urllu:puwsanscmploycd hy:Ralph‘:Concrete Pumping,Inc PmlcclNam:‘A For the \v::\slnningz or the week Smnu;GLOBAL -TAYLOR AVE NV\04123/2017 _04/29/2017 "USUAI.E1ENEFI'IS"DISTRIBUTION(Please rcpon in "per hour"terms) man Hourly '‘'.Work clnssirumion ~un.n1 Bene?ts"(A)Hourly Pcnsmn (B)Hourly Medical (C)Hour!)Vaczlion (D)noun,Hnrinny J ‘*3-‘PP""°"(,\vE+C+D+E)-k Apprcnlicl:Program»l (.1,T)TcHEbT AWARDINGAGENCY: RENTON.CITY OF 1055 S GRADY WAY RENTON,WA 95055 The pill)npnnu brluw nrrums the Mlamng m All Im'M1mvIvw:couunml .n n...(‘mi?nl FIly1?"R:yD9‘l.IlEJlAlIl|g:IlL)ll1»iklYdJ‘l)mm and mmpluc at Thu wage nun ?u mum.lwbumx nu mzzhania m upn?nl nbawur ml umum umu|IuDi:.1Ivlzvm;-was mnlamzd In my va.Aucdcln'n\1n.Innnmxhnl in mm=omnL1.nnd muclnunmw?wr.mm:M Incdlanlccmfnm mmm:arnval monkpclfunnql a,mu uwln lnlmvr u mtdum:am .1»rI:pm1:dum:rmnah mm pumnuh nrumnl huw?u In mm:mm mmham):mube mad:m mlpvmymllr nmnvvulman.rum:up prugmm luvIlu:nmnmnrmcnullplnpra <0 All penaiu employed on men|m\'c-n'l3;1cncnl yvap1I(s)lm\=box-rlplnl nu:mu,mny Miagcs named,ma no «rm,hm hm.ll mubnllmlccxlhn-rdvlrr?yov maimn,Iuurrun mnnlrarmc umvmmmmui\|rnc1ov Msubtuum-x {mm (M wally \u\q4~x (amid hy mu pawn Nudcducmsnx.001:!um.um »Iucl\are uagnnypmuisxihle.hm:ban made 1».N1)pvmun rvlha dummyor mdm::I|)Fmm1)::muwage am:-d (5-,Any ...,nn.m-a cnqvluyqlm on nbovte pmod am duly rcgnlcrhl m 1:btvna Iidc :NvvenII(r1mp|v|vgmnIrcgmrrcd n ixhumwrnmnglml~;u.ur\mu::Im'uh\p and TmlmngCnunml I-‘nlsi?catinnofnny of the above slntcrncnls is u viulalion a{RCW 39.11050 subject to p?ulion.sanctions.and penalties Prinlorlypcname nipnny sxgmngxmsn.-pen Tm:Siyuzlum /LTimHensonGeneralManage! rvoooes-ooocunrual nmmll mum Iurln ouw AGENDA ITEM #8. h) AGENDA ITEM #8. h) Dtpanrncnl aflabor and Industries ;rggg;»;gg,s=vrw AFFIRMATIONobmpin.WA 95504-4540 Today‘:Dme Prinxcdnlmc ofpuny signingml;rqmrl Till:5/19/2017 ‘?rn Henson AL General ManagerIII:pany slgningthis rtparxpays or eupcniscs KM.(Name ofcnnlmdar ar subcou||-.u.'Inr] paymcnl 0!{In pasnnx employed by:RaIph's Concrete Pumping,Inc Projccl Name: GLOEAL-TAYLORAVE NVI For m:and mningz rorthe w:-A muing; O5/07/2017 05/13/‘ZOI7 "USU/\L BENEFITS"DISTRIBUTION(Please report in "per hour"lenns) Tum]Hourly I ‘Work Clusifxcxlion "Usu.1|D:n:?v5';<A>Hour|>‘Pensinn (13)Hnu7IyMtdi::AI (C)Hourly Vacation (D)Hourly Ilnlidny An;';2“’l‘iIC’f’;r‘:;mn(A+B+C+D+E) .‘7 ‘.” 'P" ', NI -‘ ‘__,{I_.__, AWARDINGAGENCY. RENTON,CITY OF 1055 S GRADY WAY RENTON.WA 96055 11;:pan)ngnulu bclmx Ab'|'IR\I5Ibc following (1;an infomuuonrmlainrd in nu;reruvrmIhrywll Rcwn.includingnu)II-dnlmda.13 wrvrclunl L:\mq!IdE. I2)Thewas:nunsfor mum.mmm nunlcclhlnlcxx«puma :I>u\:um um mmmmcttpph?hlr lA:l§=l:m'.L mumcum Amy wugrdelxmlnulmu xtlnm!w Iluccmbun:and lb:clmn?calnmxsB trporlcd ubuv:(mmmm,Imma:mcdlanicnmfam um.Ih:ArxIu|wvrkytrfumlcnl by suchmxktr.lzbam m mzchnmr. (1)111:mmuu;unusualbmcmsns liurd .)b0>cIuv:bernm vnII he nude In nppmwnlr appvmed plum.runamquauguanuform:mm arm».n'np'o)eb’. (4)A.II|ucu3n1cmploy<-Ion Lht $ov¢—l:frrmca.I p7w:a(I)h\r um paid merun,vrully ».gmamI.and In «um um rm ovvull be mo;mm nlusxly nr imlur:xI_\'mmm:behallullhzahmc n-medwvllnclor ffsubmmnclnvfromanweeklymgunkdbymyperson‘In 4.-vlnaimxolhrrlmn um may at:IegLIIypamlmhlr.rm:b<<nmak by by M.»(vulva ?nzdly tar imlxnuly fmm u.mumg:(amen! 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CLOSING DATE: PROJECT: FINANCE DIRECTOR Transportation Systems Director Saybr Contractors,|nc. JOC 03-003 11/30/2017 Taylor Ave NW ADA Ramp ESTIMATE NO. Revised Final Progress Billing 1. 2. 3 CONTRACTOR EARNINGS THIS ESTIMATE SALES TAX @ Rule 171 0.00% TOTAL CONTRACT AMOUNT THIS ESTIMATE $1,337.51 $1,337.51 .‘°.°°.“.°’.°'.‘-“ EARNINGSPREVIOUSLYPAID CONTRACTOR EARNINGS DUE CONTRACTOR THIS ESTIMATE SUBTOTAL -CONTRACTOR PAYMENTS 203,569.16 31,337.51 RETAINAGE ON PREVIOUS EARNINGS RETAINAGE ON EARNINGS THIS ESTIMATE SUBTOTAL -RETAINAGE N/A N/A SALES TAX PREVIOUSLY PAID SALES TAX DUE THIS ESTIMATE 0,00 Rule 171 $0.00 SUBTOTAL -SALES TAX GRAND TOTAL: $204,906.67 N/A $0.00 $204,906.67 FINANCE DEPARTMENT ACTION: PAYMENT TO CONTRACTOR(Lines 5 and 11): ACCOUNT #317.120010.016.595.30.53.001 ACCOUNT # RETAINED AMOUNT (Line 8): ACCOUNT #Retainage Held By Bond TOTAL THIS ESTIMATE: CHARTER 116,LAWS OF 1965 CITY OF RENTON CERTIFICATION I.THE UNDERSIGNEDDo HEREEY CERTIFV UNDER PENALTY or PERJURV THAT THE MATERIALS HAVE BEEN FURNISHED.THE SERVICES NENDEREDOR THE LABORPERFORMEDAS DESCRIBED HEREIN.AND THAT THE CLAIM Is A JUST.0 ORLIGATKJNAGAINST TNE CITY OF RENT AUTHORIZEDTo AUTHENTICATE AND D UNPAID THAT I AM Signed: $1,337.51 0.00 N/A $1,337.51 AGENDA ITEM #8. h) OOIUIAETOIS,lllc. Building Relationships INVOICE NOINVOICE2265-, 3852 S 66th Street Tacoma,WA 98409-2472 Phone:(253)531-2144 Fax:(253)536-2068 SOLD City of Renton SH”:COR Taylor Ave NW ADA Ramp T0 1055 South Grady Way T0 Taylor Ave NW &Taylor Place N Renton,WA 98057 Renton,WA 98057 ACCOUNT NO CITREN PO NUMBER JOB NUMBER 2165151 lNVOlCE DATE 11/30/2017 PAG E Taylor Avenue ADA Ramp Install QUANTITY DESCRIPTION Contract Final Billing UNIT PRICE EXTENDED 100%Complete See Attached Invoice Voucher TOTALAMOU Ngin.noon 0 .oi(¢.<4C-3°''‘’g'O°’ \( AGENDA ITEM #8. h) Invoice® INVOICEDATE 11/30/2017JOC-03-000 AGENCY NAME VENDORS cEmIHcA1E.I HEREBY cERIIFv UNDERPENALW OF PERJURY THATYHE IYEMSANIJ ImALs LISYEDHEREINAREPROPER cmncas FOR MATERIALS.MERcr<AnDIsE on SERVICES FURNISHED TO THE STAIE OF WASHINGTON,ANDYHATALL GOODS VURNISI-(ED OR SERVICES RENDEREDHAVEBEENFROVIDED WITHOUT DISCRIMINAYION ON VHE onounus or RACE, CREED coma.NATIONAL amuu.sex on AGE.IHAI PREVAILING wAcEs HAVE BEEN PAID IN Community Services Department 1055 S.Grady Way 6th Floor Renton,WA 98057 ACCORDANCE WITH IHE FREFILEDsrArEMEm on STATEMENTS or INTENT on FILE WITH THE DEPARYMENI’or LAIaoR ANDINDUSTRIEs As APPROVED Bv mE INDUSTRIAL SYATISIICIAN. AND TNAY ALL sue CONYRACIORS ANDnewSUPPLIERS HAVE BEEN PAID LESS EARNED RE YAINAGE As YHEIFIINTERESY APPEAREDIN YHE LAST PAVMENY RECEIVED Ann:James Wi|hoIt RE‘Taylor Ave###=# Saybr Contractors,Inc.##1## 3852 South 66th Street Tacoma,WA.98409 VENDOR OR CLAIMANT FEDERAL TAX ID NO.:91-1819501 FAILURE TO PROVIDE THIS NUMEERINILLRESULT IN DELAYOF FAWMENT Ted MarxTITLE Total Earned to Date _ $204,906.67 ___ W _7 Plus 0.0%Washington State Sales Tax Ru|ei1i71 Gross Earned to Date __ $204,906.67 7" __ i 7 Less 0%Rammed i V 3;.-:aI:‘nce|‘«:dIi=r»‘.>grcSe;.|Ieasg$;:\Total Amounl Earned to Date 7 $0.00 Net Earned Io Date $204,!-306.67V__ __ 7 _ Less Previously Invoiced $203,669.16 AMOUNT DUE THIS INVOICE $1,337.51 AGENDA ITEM #8. h) crrv or neuron APPLICATION AND CERTIFICATE FOR PAYMENT ON CONTRACT CERTIFICATE FOR PAYMENT.Fur panad from 7/13/2017 In B/31/2017 Cumrad Iuv Taylor Ave NW ADA Ramp Installation Dale 11/30/2017 Localvnn Taylor Ave NW 8-Taylor PI NW,Renlon,WA Cenmcaxe No 5 Conlractor Sjbr Contractors,Inc.Contract No JOC-03-000 Onglnal conIracI Arnoum 5158 034.34 Nel mange In Conlract Ambunl lo DaIe $46,322.33 Acgusled cunu-«.1 amoum $204,906.61 um:I.A A . ML‘DETAIL VALUE EARNED CLAIMED INVOICE I General Condmons 349.428 20 $49 428 ZOI100%$49,425.20 $0.00 2 Slle work $96589 $965.89 100%$965.89 $0.00 3 Concrete $54.203.73 $54,203.73 100%554203.73 $0.00 4 Exterior Improvements $0.00 $0.00 0%$0.00 $0.00 5 Melals 33B.171,00 338171.00 100%338171.00 $0.00 6 Wood 8-Plaslncs $0.00 $0.00 0'/.$000 $0.00 7 Thermal 8.MovstureProtection $1,095 30 S1 095 30 100%$1,095.30 $0.00 5 Doors Wndows &Glass $0.00 ea’.$0.00 $0.00 1o 00 50.00 av/..0 50.00 11 Equipment 3000 $0.00 0°/I $0 00 $0.00 12 Excavatlon 510.072 58 310 072.59 100%51007259 $0.00 13 Utmlies $2,810.12 $2 810 12 700'/.$2,810.12 $0.00 I4 Conveyung Systems 3000 $0.00 0%$000 $0.00 15 Mechamcal $0 00 $0.00 0%$0.00 $0.00 16 Electrical $0.00 $0.00 0%$0.00 $0.00 17 Commtssnonmg $0.00 $0.00 0%$0 00 $0.00 Ia PFOIECIClose-ou1 $0.00 $0.00 0%$0 00 $0.00 19 Change Orders 20 1.Asphalt and addmon wall 530 135 26 $30 135 26 100%530135.26 $0.00 21 2 Remobihzauon $11 947 00 SI1 947.00 I009.511 947.00 30.00 22 3 Per!plpe and sidewalk 34.740 07 $4 740.07 I0O'/a $4 740 07 $0.00 13 4 S0 00 $0.00 0%$0.00 $0.00 24 5 $0 00 $0.00 0%S0 00 $0.00 25 6 $0 00 $0.00 0%$0.00 $0.00 26 7 $0 00 $0.00 0%$0.00 $0.00 27 3 $0 00 $0.00 0%$0.00 $0.00 28 6 $0 00 $0.00 0%$0.00 $0.00 SUBTOTAL $204,906.67 320490667 100%$203,569.16 $1337.51 TAX 0.00%SALES TAX $0 00 $0 00 $0.00 $0.00 TOTAL $204.906.67 $204.906.67 $203,569.16 $1337.51 Less Retamage.0'/n ....................$0.00 $0.00 5000 NET 5204 906.67 $203,569.16 $1,337.51 Less Previous PaymenIs.....S203.569.16 AddmonalTax 0.00’/.L 50.00 50.20;’ AMOUNT DUE THIS ESTIMATE $1,337.51 xv.......umvy mu m.mm.....»,=.~.I.¢MI!me Imm:ma camhom mm:mm .........s mm .a...mu pnylbh "am me any .1 n.m....‘ VII anII:ImInIa1ur‘AMGUNT UUE r><Is Esmnns‘ Ex umm,rVItraI:!ors.Inc. so.-u~.»u .m»n.«ar Enynuu sn~A~:)nn5 AGENDA ITEM #8. h) Josef Harnden Erom:Gregg A.Zimmerman Sent:Tuesday,November 21,2017 4:04 PM To:Cheryl Beyer:Bob M Hanson Cc:Josef Harnden;Jan Hawn;Shane Moloney;Legal Admin Subject:RE:Taylor Ave -Final billing JOC-O3-O03 Thanks,Cheryl.Bob and l discussed.To me the overriding interest is to pay fairly for work that was done,despite an error in the paperwork. Gregg Gregg A.Zimmerman,P.E. City of Renton Public Works Department Administrator 1055 South Grady Way,5"‘Floor Renton,WA 98057 Phone:(425)430-7311 Fax:(425)430-7241 E—mail:gzimmerman@rentonwa.gov From:Cheryl Beyer Sent:Tuesday,November 21,2017 3:13 PM To:Bob M Hanson ‘ Cc:Josef Harnden;Gregg A.Zimmerman;Jan Hawn;Cheryl Beyer;Shane Moloney;Legal Admin Subject:F\N:Taylor Ave -Final billing JOC-03-003 Attorney Client Privilege —Do Not Disseminate —Not for Public Disclosure Bob: This email follows our telephone conversation with you today about this issue.There are no federal funds on this project (from what I have been told) The unpaid line item is under JOC-03-003 "Division 9"on page 6 of the original JOC work order. You have asked whether or not it is legal for the City to pay them the additional $1,337.51 for work done that erroneously left out ofthe Final Pay Estimate. Yes it is legal to pay a contractor for the work they have clone. Yes they signed the Final Pay Estimate that the amount was final.So you could try to hold them to that. However,it is legitimate work that they didand they caught there error very quickly and raised the issue to the city. I can't ?nd anything in the contract that would preclude the additional payment—ifl am missing something please let meknow. So in large part this is a policy decision based upon how the city choses to do business and how does the city handle this type of matter.Is the City going to allow an additional billing?How much work is it to revise the billing and correct the 1 AGENDA ITEM #8. h) Final Contract Voucher Certificate Revised Contractor Saybr Contractors,Inc. Street Address 3852 S 66th Street City State Zip Date Tacoma WA 98409-2472 November 27,2017; Revises Voucher Dated September 12, 2017 State Project Number Federal-Aid Project Number Highway Number N/A N/A N/A Contract Title Taylor Ave NW ADA Ramp Taylor Ave NW &Taylor Place N Contract No.JOC-03-000 Taylor Ave NW &Taylor Place N Date Work Physically Completed August 2,2017 Final Amount $204,906.67 Contractor's Certification I,The undersigned.having ?rst been duly sworn.certify that I am authorized to sign for the claimant;that in connection with the work performed and to the best of my knowledge no loan,gratuity or gift in any form whatsoever has been extended to any employee of the City of Renton Washington nor have I rented or purchased any equipment or materials from any employee of the City of Renton;I further certify that the attached ?nal estimate is a true and correct statement showing all the monies due me from the City of Renton for work performed and material furnished under this contract;that I have carefully examined said final estimate and understand the same and that I hereby release the City of Renton from any and all claims of whatsoever nature which I may have,arising out of the performance of said contract.which are not set forth in said estimate. Contractor uthonzetfs?nature Theodore Marx Printed Signature Name City of Renton Certification I,certify the attached ?nal estimate to be based upon actual measurements.and to be true and correct. x Lf?l Pro]eerl o}ecfAdrnInIs ra or Ignature uired AGENDA ITEM #8. h) Revised # Assigned to: UBI Number: Yes No Yes Contractor's Name Date:Contractor's UBI Number: Date Work Accepted Federally funded transportation project? Name & Mailing Address of Public Agency E-mail Address Contract Number Notice is hereby given relative to the completion of contract or project described below Description of Work Done/Include Jobsite Address(es) Affidavit ID* No (if yes, provide Contract Bond Statement below) NOTICE OF COMPLETION OF PUBLIC WORKS CONTRACT Project Name Date Assigned: Job Order Contracting Date Contract Awarded Telephone # Bond Number: Retainage Bond Contract/Payment bond (valid for federally funded transportation projects) Name: Department Use Only Original If Retainage is not withheld, please select one of the following and List Surety's Name & Bond Number. Date Work Commenced Date Work Completed Contractor Address Were Subcontracters used on this project? If so, please complete Addendum A.       Yes No $ $$ $$ $$ $ $$ Contact Name:Title: F215-038-000 04-2014 Email Address:Phone Number: p Additions ( + ) Amount Retained REV 31 0020e (4/28/14) Amount of Sales Tax Contract Amount Sub-Total Reductions ( - ) Amount Disbursed TOTAL Note: The Disbursing Officer must submit this completed notice immediately after acceptance of the work done under this contract. NO PAYMENT SHALL BE MADE FROM RETAINED FUNDS until receipt of all release certificates. Submitting Form: Please submit the completed form by email to all three agencies below. TOTAL Liquidated Damages Comments: (If various rates apply, please send a breakdown) NOTE: These two totals must be equal p Affidavit ID* - No L&I release will be granted until all affidavits are listed. Contract Release (855) 545-8163, option # 4 ContractRelease@LNI.WA.GOV Employment Security Department Registration, Inquiry, Standards & Coordination Unit (360) 902-9450 publicworks@esd.wa.gov Department of Revenue Public Works Section (360) 704-5650 PWC@dor.wa.gov V e(//) AGENDA ITEM #8. h)4 October 10, 2017 601795367 City of Renton 1055 South Grady Way Renton, WA 98057 177000094 Taylor Ave NW ADA Ramp Taylor Ave NW & Taylor Place N JOC-03-000 4 Address: 402 Taylor Ave NW - Construction of ADA ramp structure and associated curb ramps 4 Saybr Contractors, Inc.tmarx@saybr.com 734563 3852 S 66th Street Tacoma, WA 98409-2472 (253) 531-2144 Berkley Insurance Company 0195072 December 8, 2016 December 12, 2016 August 2,2017 September 12, 2017 4 173,102.36 50,820.15 19,015.84 204,906.67 204,906.67 0.00 204,906.67 0.00 204,906.67 Rule 171 Natalie Wissbrod Accounting Assistant IV nwissbrod@rentonwa.gov 425-430-6919 Subcontractor's Name:UBI Number: (Required)Affidavid ID* Provide known affidavits at this time. No L&I release will be granted until all affidavits are listed. Addendum A: Please List all Subcontractors and Sub-tiers Below This addendum can be submitted in other formats. For tax assistance or to request this document in an alternate format, please call 1-800-647-7706. Teletype (TTY) users may use the Washington Relay Service by calling 711. REV 31 0020e Addendum (04/28/14)F215-038-000 04-2014 AGENDA ITEM #8. h) Fraser Metal Works 603168523 717806 Glacier Northwest 601301145 729260 GLOBAL CONTRACTORS LLC 602661932 729072 GLOBAL METAL WRKS&ERECTORS LLC 603190730 728995 Rainier Surveying PLLC 602629063 729718 Ralph's Concrete Pumping 578085430 713134 Final Contract Voucher Certificate Revised Contractor Saybr Contractors,Inc. Street Address 3852 S 66th Street City State Zip Date Tacoma WA 98409-2472 November 27,2017; Revises Voucher Dated September 12, 2017 State Project Number Federal-Aid Project Number Highway Number N/A N/A N/A Contract Title Taylor Ave NW ADA Ramp Taylor Ave NW &Taylor Place N Contract No.JOC-03-000 Taylor Ave NW &Taylor Place N Date Work Physically Completed August 2,2017 Final Amount $204,906.67 Contractor's Certification I,The undersigned.having ?rst been duly sworn.certify that I am authorized to sign for the claimant;that in connection with the work performed and to the best of my knowledge no loan,gratuity or gift in any form whatsoever has been extended to any employee of the City of Renton Washington nor have I rented or purchased any equipment or materials from any employee of the City of Renton;I further certify that the attached ?nal estimate is a true and correct statement showing all the monies due me from the City of Renton for work performed and material furnished under this contract;that I have carefully examined said final estimate and understand the same and that I hereby release the City of Renton from any and all claims of whatsoever nature which I may have,arising out of the performance of said contract.which are not set forth in said estimate. Contractor uthonzetfs?nature Theodore Marx Printed Signature Name City of Renton Certification I,certify the attached ?nal estimate to be based upon actual measurements.and to be true and correct. x Lf?l Pro]eerl o}ecfAdrnInIs ra or Ignature uired AGENDA ITEM #8. h) 1  CITY OF RENTON, WASHINGTON    RESOLUTION NO. ______    A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE  RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN.     WHEREAS, the City began the process of developing a plan for the Civic Core and  Downtown areas in the fall of 2016; and  WHEREAS, the plan has been developed with extensive public outreach and in  conjunction with residents, business and property owners, downtown and other non‐profit  community organizations, public agencies, and other stakeholders; and   WHEREAS, the plan sets the vision and organizing themes for improving the Civic Core  and Downtown areas over the next 10 years; and  WHEREAS, the plan identifies strategies and actions to facilitate the implementation of  projects to achieve the vision; and    WHEREAS, the plan is compatible with the intent of the City's adopted Comprehensive  Plan and City Center Community Plan; and  WHEREAS, this matter was duly referred to the Planning Commission for investigation  and study, and the matter was considered by the Planning Commission; and  WHEREAS, the Planning Commission held a public hearing on November 15, 2017,  considered all relevant matters, and heard all parties in support or opposition, and subsequently  forwarded a recommendation to the City Council;   NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO  RESOLVE AS FOLLOWS:  AGENDA ITEM # 10. a) RESOLUTION NO. ________  2   SECTION I. The City Council hereby adopts the Renton Downtown Civic Core Vision  and Action Plan, attached hereto as Exhibit A and incorporated by reference.  PASSED BY THE CITY COUNCIL this ______ day of ________________, 201___.        ______________________________  Jason A. Seth, City Clerk         APPROVED BY THE MAYOR this ______ day of ________________, 201___.        ______________________________  Denis Law, Mayor            Approved as to form:      ______________________________  Shane Moloney , City Attorney    RES:1751:11/28/17:scr     AGENDA ITEM # 10. a) RESOLUTION NO. ________  3                EXHIBIT A     RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN    AGENDA ITEM # 10. a) CITY OF RENTON DRAFT PLAN RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN JANUARY 2018 PREPARED BY: A G E N D A I T E M # 1 0 . a ) A G E N D A I T E M # 1 0 . a ) Acknowledgments Mayor Denis Law Chief Administrative Officer Jay Covington City Council Council President Armondo Pavone Council President Pro-tem Ed Prince Randy Corman Ryan McIrvin Ruth Pérez Don Persson Carol Ann Witschi Planning Commission Chair Angelina Benedetti Vice Chair Kevin Poole Michael Drollinger David Fleetwood Roxanna Johnson Michael O’Halloran Martin Regge Charles Seil Jamian Smith Community Advisory Committee Vicky Baxter Renton Chamber of Commerce Angelina Benedetti City Center Community Plan Advisory Board Dave Brethauer Cortona Building Mary Clymer Renton Municipal Arts Commission Ray Giometti North Renton Neighborhood Dalen Harrison Renton Downtown Partnership Nick Hill Renton Downtown Partnership June Lu Eagle Home Mortgage Bruce McIntyre South Renton Neighborhood Armondo Pavone Renton City Council Betsy Prather Renton Historical Society Martin Regge Renton Planning Commission Cheryl Scheuerman Piazza Renton Tim Searing Renton Parks Commission Gene Sens Red House Beer & Wine Shoppe Dave Smith Western Hotel and Old City Hall Dr. Linda Smith SKY Urban Empowerment and Transformation Center Pam Teal Renton School District Pat Tucker-Dolan Piazza Renton Rich Wagner Baylis Architects Technical Advisory Committee Chris Arkills King County Department of Transportation Misty Baker City Finance Division Leslie Betlach City Parks Planning & Natural Resources Division Kelly Beymer City Community Services Department John Collum City Downtown Liaison Jan Hawn Administrative Services Department Jennifer Henning City Planning Division Lys Hornsby City Utility Systems Division Cailin Hunsaker City Parks and Golf Course Division Michael Kirk City Facilities Division David Korthals King County Metro Cliff Long City Economic Development Division Angie Mathias City Planning Division Maggie McGehee King County Metro Carrie Nass City Neighborhoods, Resources & Events Division Carrie Olson Renton Farmers Market Jon Schuldt City Police Department Jim Seitz City Transportation Systems Division Maryjane Van Cleave City Recreation Division Chip Vincent City Community and Economic Development Department Gregg Zimmerman City Public Works Department Project Team Project Lead John Collum Community Development Project Manager Leslie Betlach Parks Planning and Natural Resources Director Jim Seitz Transportation Systems Director Focus Group Attendees Business & Property Owners Dave Brethauer, Cortona Building Charles Divelbiss, St. Charles Place Antiques Nick Hill, Antiques 4U; Renton Downtown Partnership Ross Hudspeth, Four Generals Brewing David Kimura, King’s Chapel Church Katrina Koruga, Salvation LLC Melinda Lawrence, Whistle Stop Ale House Jennifer Leverton, 4 Sisters Holistic Remedies June Lu, Eagle Home Mortgage Aleana & Scott McMurray, Chaun Tao Kung Fu Larry Mroczek, MBA Seattle Auction House Tiffany Penton, Sweet P Beauty Gene Sens, Red House Beer & Wine Shoppe; Renton Downtown Partnership Gary Slotnik, Garland Jewelers Bernie Thueringer, Pacific Glass, Inc. Focus Group Attendees Renton Chamber of Commerce & Renton Downtown Partnership Angelina Benedetti, City Center Community Plan Advisory Board Brent Camann, SECO Development Nick Hill, Antiques 4U Cliff Long, City of Renton Paul McFadden, Paratex Pest Control A special “thank you” to all who participated in this planning process. We appreciate your comments and support. A G E N D A I T E M # 1 0 . a ) Focus Group Attendees Commercial/Residential Brokers Lloyd Ball, Anomaly Commercial (Keller Williams) Reba Haas, Team Reba-Re/Max Metro Eastside Justin Sult, Anomaly Commercial (Keller Williams) Focus Group Attendees Developers for 1:1 Dave & Monica Brethauer, Cortona LLC Charlie Conner, Conner Homes Emily Heenan, Winson Investment Kevin Sokoloski, BDCL Design International Rocale Timmons, SECO Development Wei Zhang, Winson Investment Focus Group Attendees Downtown Civic Activities Group (City Staff Only) Leslie Betlach, Parks Planning & Natural Resources Division Kelly Beymer, Community Services Department Maryjane Van Cleave, Recreation Division John Collum, Economic Development Division Jennifer Henning, Planning Division Elizabeth Higgins, Arts Liaison Cailin Hunsaker, Parks and Golf Course Division Michael Kirk, Facilities Division Cliff Long, Economic Development Division Angie Mathias, Long Range Planning Division Carrie Nass, Neighborhoods, Resources & Events Division Carrie Olson, Farmers Market Millie Phung, Economic Development Division Jon Schuldt, Police Department Liz Stewart, Renton History Museum Chip Vincent, Community and Economic Development Department Focus Group Attendees Downtown Civic Activities (Non-Profit and Event Organizers) Ben Andrews, Renton Downtown Partnership, Renton Municipal Arts Commission, Renton Chamber of Commerce Laurie Beden, Renton Library Advisory Board Angelina Benedetti, City Center Community Plan Advisory Board Laura Clawson, Renton Historical Society Amy Eggler, King County Library System Paul Hebnon, Arts Unlimited Don Hunsaker, Renton Historical Society Lynne King, Renton Library Advisory Board, Renton Historical Society Lawrence Reymann, Renton Parks Commission Dana Rochex City Center Community Plan Advisory Board Marsha Rollinger, Renton Municipal Arts Commission, Arts Unlimited Mitch Shepherd, Renton Municipal Arts Commission Pat Tucker-Dolan, Piazza Renton Sybil Turner, City Center Community Plan Advisory Board Kim Unti, Renton Library Advisory Board, Renton River Days Johnny Williams, Hands for the Nations Marlene Winter, Renton Parks Commission Focus Group Attendees Renton High School Students Consultants MIG Inc. Fehr and Peers Leland Consulting Group Strategic Planning Concepts International, LLC A G E N D A I T E M # 1 0 . a ) Table of Contents Executive Summary ...............................................................i Introduction ..........................................................................1 Context ................................................................................2 Community Generated Solutions .........................................3 Vision for the Renton Civic Core and Downtown .................5 Organizing Themes ..............................................................7 Sustain Activate Create Strategies ............................................................................13 Design and Development Strategies DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest ........................................................14 DDS 2: Provide Active and Engaging Public Spaces .......................17 DDS 3: Integrate Art into the Civic Core and Downtown ................32 DDS 4: Create Safe, Green and Attractive Streets ..........................34 DDS 5: Support Small Businesses and Downtown Living .................34 DDS 6: Increase Economic Activity and Business Attraction .............36 Transit Planning Strategies ..........................................................38 Parking Management Strategies ................................................41 Public Facilities Management Strategies ...................................43 Organizational Strategies ............................................................44 Implementation ...................................................................47 LIST OF FIGURES Fig 1.1 Level of Intervention ........................................................ 9 Fig 1.2 Urban Form + Opportunities ..........................................15 Fig 1.3 Parks and Open Space ....................................................18 Fig 1.4 Renton Connector Plan View ..........................................26 Fig 1.5 Bicycle Access + the Arts Trail ........................................33 Fig 1.6 Street Types + Parking Access ........................................35 Fig 1.7 Downtown Transit // Short-Term Routing ......................39 Fig 1.8 Downtown Transit // Long-Term Routing .......................40 Street Sections .....................................................................65 Wayfinding ...........................................................................71 Downtown Renton Layover Alternative Locations ................79 UNDER SEPARATE COVER Public Engagement Summary Additional Resources (Food Carts Memorandum, Boise Downtown Housing Strategy and Market Analysis, Public and Business Improvement Areas (PBIAs)) A G E N D A I T E M # 1 0 . a ) A G E N D A I T E M # 1 0 . a ) S u m m a r y Executive DRAFT PLAN RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN JANUARY 2018 A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton The Renton Downtown Civic Core Vision and Action Plan (Plan) began as a request from the City of Renton Mayor and City Council to address plans to relocate transit layovers (where buses park and wait until service continues) to a new station at Rainier Avenue S. and S. Grady Way. This focused question about an important location in the Civic Core expanded into a much broader conversation about not only the future possibilities of the Transit Street, but about Downtown public spaces, streets, connections to the Cedar River and trails, and increasing the attractiveness for new business activity in the entire Civic Core and Downtown area. The Plan provides specific actions that takes advantage of the future possibilities and opportunities for Renton's Downtown. Some of which include: • Assessing and re-imagining public spaces like the Piazza and Pavilion, and connecting those spaces through an expanded regional trail system to local destinations. • Building upon the emerging restaurant and retail clusters that can support the significant population growth predicted for the area. • Celebrating the racial diversity of Renton as an opportunity to become a cultural center. Introduction and Context Vision and Plan Framework The Plan is based on extensive community input using a range of interactive in-person and online events. Residents and businesses were clear in their desire for an attractive and economically diverse Civic Core and Downtown. The Plan envisions the Civic Core and Downtown as a place to ride a bike, catch the bus, get a bite to eat and see a show. Achieving the vision will require leadership from residents, businesses, schools, non- profits and community organizations, and the City of Renton. Most important is providing the energy and creativity to make the Civic Core and Downtown the true heart of Renton. It should showcase the city’s rich history, include great public spaces, art and cultural attractions, and offer year-round activities and nightlife. The Junction Burnett Linear Park South Burnett Linear Park North To Cedar River To Cedar River Trail Lake to Sound Trail Tonkin Park To South Renton Transit Center and City Hall Plan Framework Diagram Design & Development Transit Planning Parking Management Public Facilities Management Organizational “The Civic Core and Downtown are places where people of all ages and abilities live, work, shop, recreate and gather, connected by art and public spaces that encourage investment and creativity.” Vi s i o n Or g a n i z i n g T h e m e s St r a t e g i e s Sets the Stage Organizes the Effort Activate Sustain Create Identifies the Actions Conceptual view of the Renton Connector (looking north) that integrates the North and South Burnett Linear Parks to the Civic Core and Downtown, Cedar River, and City Hall. HEART BLOCK C E D A R R I V E R THE JUNCTION GATEWAYS Lo g a n A v e S THE RENTON CONNECTOR CEDAR RIVERWALK RIVER STREETS LIBERTY PARK Renton High School IKEA Performing Arts Center THE LIBRARY POP-UP ALLEYS Bicycle Facility River Street KEY Renton Connector Festival Street The Plan identifies actions for the public spaces and destinations in the Civic Core and Downtown Renton. i A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Existing spaces within the Civic Core and Downtown are not created equally, nor do they have the same amenities available. Different levels of intervention will be needed to achieve the community’s vision. These interventions have been organized into three themes: Sustain, Activate and Create. Sustain requires the least amount of intervention, while Activate and Create may require extensive public and/or private investment over time to reach the desired result. Images and block faces are color-coded to show the level of intervention. • Remove mirrored glass and other storefront improvements. • Increase shelter for pedestrians from the elements, such as awnings and trees. • Provide seating, food carts, and pop-up retail. • Activate the alleys. • Renovate existing buildings, adding windows, if appropriate. • Develop the Former Big 5 site, Transit Street and the existing Bank of America sites. • Develop public spaces to encourage more pedestrian activity. • Improve parks and urban trails like the Piazza and Renton Connector. • Upgrade streetscapes to improve the pedestrian experience. • Upgrade infrastructure and assist in consolidating small lots to attract developers. Organizing Themes Activate Sustain Create S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St We l l s A v e N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd S t NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-4 0 5Acces s R d N 2nd S t Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL Renton H.S. IKEA Performing Arts Pavilion Piazza Library Museum Ca r c o Re n t o n Co m m u n i t y Ce n t e r RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION LEGEND CONCEPT DIAGRAM + LEVEL OF INTERVENTION FOR ADJACENT PARCELS SUSTAIN ACTIVATE CREATE CONCEPTUAL BUILDING FOOTPRINT FOCUS ATTENTION ON CREATING PEDESTRIAN INTEREST Sustain • Private investment • Support what’s happening now • Focus on storefront and façade improvements, murals, seating, parklets, and improved pedestrian experience • Limited infill potential Activate • Public/private investment • Moderate interventions needed • Good bones but lacks cohesion • Focus on infill and supporting surrounding businesses • Moderate infill potential Create • Public investment • Major interventions needed • Focus on streetscape and placemaking to create identity • Major development opportunities on parking lots and vacant land • Potential gateway opportunities on 2nd Street • Focus on creating a pedestrian experience N 0 300’ 600’Feet Focus on supporting and improving upon what is happening now: Focus on redevelopment that creates a better pedestrian environment: Focus on actions to improve overall conditions, including publicly- funded projects that improve existing deficiencies and catalyze development potential: Fresh paint improves visual interest Increase seating on the sidewalk Interactive art features Streets designed to host festivals/events Improve urban trails and parks Streetscapes designed to improve pedestrian and biking experiences ii A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Design and Development Strategies Design and Development Strategies (DDS) identify specific actions necessary to meet the project vision and organizing themes, focusing on increasing economic viability, improving pedestrian walkability and visual interest, and increasing the diversity of land uses. Strategies are also phased. Quick Wins are projects or actions that can be implemented now and/ or with limited financial resources. Other strategies and actions are broken into Short- Term Actions (within five years) and Mid/ Long-Term Actions (five to 10 years). DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest Actions for DDS 1 are focused on improving visual interest and developing easy to understand travel patterns through the Civic Core and Downtown. Specific actions include signage and wayfinding, facade improvements, and establishing a food cart pod. DDS 2: Provide Active and Engaging Public Spaces Each public space described below includes strategies to achieve the desired vision and design for the site. Many strategies are Quick Wins that can happen quickly. THE PAVILION becomes a year-round market/ food hall while continuing to serve as an event space with regular programmed activities. It is redesigned with exterior access to restrooms and becomes an important gathering space. THE PIAZZA is redesigned as a more flexible event space for performances and cultural activities, including play opportunities for kids. Tonkin Park as part of the Junction Pop-up alleys become important public spaces THE BACKYARD is a pop-up plaza space on the former Transit Street with a dog park/ cafe, picnic tables and porch swings under the existing transit shelters. Eventually, it will be redeveloped with mixed-use buildings. THE CITY CENTER PARKING GARAGE is retrofitted with ground floor retail and is well used for parking. THE FESTIVAL STREET is where the Farmers Market and public events happen. When not used for events, it would be open to vehicles. THE RENTON CONNECTOR is a new multimodal "art" greenway and signature element that ties many of the Plan elements together as it connects the Cedar River to City Hall. THE JUNCTION connects Tonkin Park, the Renton Connector and the Chamber of Commerce property into an explorable district with restaurants, bars, and art. THE GATEWAYS become important entry nodes to Downtown where S. 2nd and S. 3rd Streets intersect with Main Avenue S. THE LIBRARY is leveraged by improving connectivity and wayfinding between the Library and other destinations in the Civic Core and Downtown. POP-UP ALLEYS AND STOREFRONTS are used for seating, small-scale incubator spaces for cultural events, small-scale retail, art, music, outdoor movies and eateries. THE CEDAR RIVERWALK becomes a major attraction for residents with better connections from the Civic Core and Downtown. Renton Recommended Alternative October 2017 City of Renton 1 DRAFT 10.26.17 URBAN GROVE (FUN SEATING AND TREES) EVENT SPACE/ MOVIES Interactive Water Play LO G A N A V E FE S T I V A L S T R E E T BU R N E T T A V E S TH E R E N T O N CO N N E C T O R Indoor/ Outdoor Cafe Seating Public restroom Public green space and plaza connection betweeen Piazza and Garage Cafe/ Bar Dog Park/ Beer Garden Pavilion Service Parking Bike Parking Stage Sports Court Porch Swings Porch Swings Porch Swings Porch Swings INFO KIOSK / S 3RD ST Lawn Games Deck Pop-up Shipping Container Retail Mobile Library and Seating THE GARAGE CO NN EC TO R FOOD MARKET / EVENT SPACE The Renton Connector as an important connection Potential programming concept for the Pavilion and Piazza Pop-up spaces in the Backyard iii A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Art along an Arts Trail Pop-up alleys become important public spaces Intersection painting to increase visual interest DDS 3: Integrate Art into the Civic Core and Downtown Art is one of the most important elements of the Plan and should represent the community, celebrating and incorporating the diversity of voices that make up Renton. Art should occur at a variety of scales, variations in design, and tell multiple stories. Strategies focus on engaging local schools and arts organizations to create opportunities for artists and developing an Arts Trail in the Civic Core and Downtown. DDS 4: Create Safe, Green and Attractive Streets Safe and attractive streets improve mobility for everyone. Future improvements must prioritize the creation of a highly walkable, urban environment that increases economic activity and creates a distinct street environment. Designing "River Streets" that connect the Civic Core and Downtown to the Cedar River, and providing bicycle and pedestrian access from surrounding areas, means people will not always have to drive and park. Several of the recommendations will be included in the updated City of Renton Trails and Bicycle Master Plan, currently in development. Strategies focus on street design and overcoming safety perceptions in some areas. DDS 5: Support Small Businesses and Downtown Living Increasing the attractiveness and desirability of the area will attract more businesses and residents. These can be provided either in permanent locations or as pop-ups. Strategies include focusing on redeveloping the Former Big 5 site, creating marketing packages, and incentivizing housing development. DDS 6: Increase Economic Activity and Business Attraction Flexibility is key to increasing economic development activities, focused specifically on food service and drinking establishments, particularly fast casual dining. Vibrant retail today can take many forms, including food trucks, shipping containers, pop-up shops and exhibits, kiosks, and special events and activities. Strategies focus on business outreach and attraction, improving street life in front of businesses, and marketing the Civic Core and Downtown to potential businesses. Transit While transit routing may change in the future, the level of service is expected to remain the same or better than what currently exists in the Civic Core and Downtown. Restructuring routes will address the gaps in transit stop amenities such as shelters, lighting, and signage and open up the Transit Street for new development. Short-term strategies include relocating layovers outside of the area, and restructuring Transit Route 101 that provides express service to and from Downtown Seattle. Longer term strategies include routing changes as streets convert to two-way traffic. Parking Management According to a 2017 parking audit completed for the project, parking usage varies depending on location. Most on-street spaces have two-hour time limits, while the City Center Parking Garage is free for up to two hours, but is mostly vacant except for the park-and-ride spaces. Parking strategies focus on better managing of on-street parking, improving lighting and safety features, and changing on-street time limits to encourage use of the City Center Parking Garage. Public Facilities Public facilities include City-owned assets within the Civic Core and Downtown and should be managed comprehensively to optimize each facility's use, whether it is a developed site or a vacant parcel. The City of Renton is already developing a citywide Strategic Facilities Plan that will identify best uses for publicly-owned facilities. Related to the Civic Core and Downtown, those findings will inform this Plan. Other strategies include recommendations for soliciting a developer for the Transit Street, consolidating park-and-ride spaces and providing 24-hour security in the City Center Parking Garage, and restructuring the Pavilion's lease agreement to provide the City of Renton more flexibility in how it is used and maintained. Organizational Strategies Identifying new opportunities and partnerships is an important element of the Plan that will improve how existing organizations can maximize their resources and support their constituents. Strengthening the Renton Downtown Partnership by merging with other related organizations like Piazza Renton would help leverage funding and visibility. Hiring staff, coordinating with the City of Renton, and actively pursuing its own funding sources through Washington's Main Street Program will improve the Renton Downtown Partnership's ability to develop a coordinated marketing program and increase the visibility of the Civic Core and Downtown. iv A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 5 Other Sections In addition to the sections listed previously, the Plan also includes the following: • Implementation matrix summarizes the strategies and actions identified in the Plan, and identifies responsible parties and costs, where applicable; • Street Sections illustrate the proposed changes to specific streets that are needed to implement the Plan Vision; and • Wayfinding presents a hierarchy of signs that will be placed in the Civic Core and Downtown, as well as other locations, to direct people and provide navigational assistance within the area. Wayfinding and directional signage help get people to Renton Downtown and Civic Core destinations Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 4 Downtown Gateway Monument 3/4 VIEWBACK FRONT R 1DOWNTOWN GATEWAY MONUMENT SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' D O W N T O W N D O W N T O W N D O W N T O W N Steel box, faux painted as weathered steel. Renton letters etched and paint filled. Powder coated aluminum graphic panel back lit with LEDs for halo illumination. Acrylic letters pushed through graphic panel are illuminated from behind. Monotone photo features historic image relevant to downtown. A different photo to be used for each gateway. Blue color based from Renton brand guides: PMS 7455 Direct print historic photo with protective clear coat. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 1 What should the Civic Core and Downtown become? How should we get around and what experiences create great public spaces? How should it grow? How well do the Civic Core and Downtown represent the diversity of Renton and provide opportunities for new and emerging businesses? These are some of the questions residents and businesses, students, non-profits and churches, and other civic organizations have been asking. The Renton Downtown Civic Core Vision and Action Plan (Plan) is the culmination of these discussions, providing focused actions and strategies and providing a path to creating a Civic Core and Downtown that the community desires. This document is organized into the following sections: • Community Generated Solutions provide a summary of the public engagement process and the results of those discussions. The Plan is based on the extensive community input provided since the start of the planning process in early 2017; • Vision for the Civic Core and Downtown are the essential elements of an active and engaging Civic Core and Downtown. The Vision is the foundation of the Plan; • Organizing Themes identify the potential level of intervention needed by location to achieve the Plan Vision; • Design and Development Strategies identify specific projects and actions that address the challenges identified in the Civic Core and Downtown. The Design and Development Strategies include urban design and public space programming, incorporating the arts into the urban form, focusing on active and engaging streets, small business attraction, and increased economic development activity; • Transit Strategies identify the proposed interim and long-term changes for transit while considering how other projects, such as two-way street conversions, will impact future bus routing; • Parking Management Strategies recommend how to manage on-street and off-street public parking; • Public Facilities Management and Organizational Strategies address use of the City Center Parking Garage and other publicly-owned assets such as the Renton Pavilion Event Center and the Piazza. Organizational strategies identify ways to enhance existing Downtown Renton organizations, offer recommendations for restructuring where needed, and introduce new organizations where gaps exist; • Implementation summarizes the strategies and actions identified in the Plan, and identifies responsible parties and costs, where applicable; • Street Sections illustrate the proposed changes to specific streets that are needed to implement the Plan Vision; and • Wayfinding presents a hierarchy of signs that will be placed in the Civic Core and Downtown, as well as other locations, to direct people and provide navigational assistance within the area. Introduction Existing conditions in the Civic Core and Downtown A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 2 Des Moines Issaquah Mercer Island SeaTac Burien Bellevue Newcastle Kent Tukwila Lake Washington Cougar Mountain Regional Wildland Park Lake Youngs Renton Municipal Airport Boeing Field Seattle-Tacoma International Airport Lake Sammamish Seattle Renton COUNTY KING COUNTY KING 405 405 5 5 5 90 90 Context In the late 1990s and early 2000s, the City acquired property within the Civic Core area to revitalize Downtown with higher density mixed-use development supported by public amenities. Several multistory residential projects with street level retail space were developed around a city-owned block with key civic facilities, including a transit center, parking garage, event center, and central park/public plaza. Immediately to the south, other City-owned property along Burnett Avenue S. was repurposed with a clocktower plaza and public parking lot. In the decade since completion of these improvements, the area has struggled with issues such as long-term retail space vacancies, safety perceptions, over-use of curb space for idling buses, and underutilization of many of the civic facilities. In early 2016, the City of Renton Mayor and City Council requested that City staff begin work on developing a visionary master plan for the Civic Core and Downtown area to address plans to relocate transit layovers to a new station at Rainier Avenue S. and S. Grady Way. Reconfiguring the existing transit layovers provided the perfect opportunity to talk with the Renton community about the future of the Civic Core and Downtown. As part of the Plan development, the community discussed what strengths and opportunities exist today, and how change should occur over time. Supporting existing businesses, building spaces for families, and creating opportunities for new businesses that reflect the racial and cultural diversity of Renton were all central themes of the discussion. The Civic Core and Downtown are in the ideal position to grow as true community hubs. The Piazza and the Pavilion are public investments that can be built upon and designed to be better public spaces. Regional trails connect the Civic Core and Downtown to local destinations, and emerging restaurant and retail clusters create opportunities to further cultivate special places through strategic investments. The area’s location and demographics also highlight several opportunities: • The Civic Core and Downtown are close to Seattle-Tacoma International Airport and major transportation corridors. Plus, access to employment, natural amenities, and the regional trail system make it an attractive location to live. • Regional planning studies predict significant growth in the area. Some of that is likely to include housing options in and near the Civic Core and Downtown. • Renton is a diverse community. This is an opportunity for the Civic Core and Downtown to become a key cultural center. • Downtowns attract younger people and baby boomers. Renton’s population is young and is well-positioned to capitalize on its younger population. • Renton is affordable. As the more urbanized parts of the Seattle metropolitan area continue to grow and home values and rental costs increase, residents will look to other areas in the region that offer similar urban amenities. Renton can capitalize on this market, given its proximate location to Seattle. The Civic Core and Downtown (in red, above), provide many opportunities. Renton is exceptionally well- located in the southern Seattle Metropolitan area. Close proximity to SeaTac Airport, major transportation corridors, employment, and recreation opportunities makes it an attractive place to live and work. The area's housing is also more affordable than other locations in the area, which benefits families and young professionals. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 3 Community Generated Solutions The people of Renton have been integral to developing the Plan, both in person and online. Three public events held at the Renton Pavilion Event Center (Pavilion) during each major phase of the project were especially noteworthy. Hundreds of participants provided enthusiasm and ideas about the Civic Core and Downtown at the Public Kickoff (March 2, 2017), Design Day (June 6, 2017) and the Design Priorities Workshop (October 11, 2017). Community members are passionate about their Civic Core and Downtown. Over the last year they have explained what makes Downtown great and what will be needed to make it better. Many of these ideas from community members, described below, have been translated into key elements of the Plan: • Addressing issues facing the Civic Core and Downtown today: There are several obstacles that prevent the Civic Core and Downtown from realizing their full potential. The street environment is perceived to be challenging for pedestrians with high traffic speed, lack of safe crossings and streets that are not designed to meet accessibility standards. One-way streets, disconnected bike lanes and a general lack of parking management also lead to confusion when getting around. Community members have also stated that poor lighting, litter, vacant or underused spaces, and a perceived lack of police presence create an unwelcoming and unsafe environment. It is also challenging to find Downtown from I-405 or surrounding streets, and there is a general lack of clear wayfinding signage or visual cues to navigate to and around the Civic Core and Downtown. • Exploring opportunities for the future: Despite these challenges, the Civic Core and Downtown also have many strengths and a long list of opportunities to build upon. Some of the Civic Core and Downtown’s greatest assets include a unique history and many cultures, connections to the natural environment, and the Cedar River. There is an opportunity to increase the number of great restaurants and public spaces, as well as expand housing options that are close to amenities. The additions of green streets and well-designed landscaping, connected sidewalks with wayfinding, and improved transit linkages will result in places that are walkable, interconnected, and welcoming. The resulting vision is a place where people and families are living, working, and enjoying a true urban experience. Staying informed online The project website (rentonciviccore.com) served as an easily accessible source for project information and upcoming events. The City also provided social media updates, invitations to public events, and broadcasting information about the project to a wider network. Informing the Plan in person The City hosted three major public events at the Pavilion. The Public Kickoff Workshop engaged community members about their perceptions of the Civic Core and Downtown. Next, Downtown Design Day, held in conjunction with the 2017 opening of the Farmers Market, was a chance for participants to voice their opinion on potential ideas for the future design of the Civic Core and Downtown. The final event, a Design Priorities Workshop, focused on the recommended concept for the Civic Core and Downtown, allowing participants to test ideas through electronic polling, while transformation of the Pavilion into an indoor public market and play space provided a glimpse of how this space could function in the future. The City advertised each of these events through a range of print and online materials to maximize turn out. Understanding specific topics and interests Small group meetings helped to identify major opportunities, challenges and potential partners early in the process from stakeholders with a specific interest in, or understanding of the Civic Core and Downtown. Participants included business and property owners, real estate brokers and developers, non- profit and civic organizations, high school students, program administrators, the Renton Chamber of Commerce, the Renton Downtown Partnership, and City staff. Providing project oversight and direction The Community and Technical Advisory Committees met at key milestones to review materials and provide direction. Representatives spanned a range of interests in and around the Civic Core and Downtown, including public agencies, business and property owners, community- based non-profits, and community leaders. The project team also conducted two joint work sessions with the Renton Planning Commission and City Council to provide project updates and gather feedback during the Plan development process. City staff also provided interim updates to Planning Commission and City Council. How the Community was Involved The project’s Public Engagement and Communications Plan provided the direction for community involvement throughout the planning process, identifying specific opportunities for engagement at different scales and formats. theater River Need market park 3rd river buildings center lighting Renton downtown street sidewalks Public Cedar night library city Table old use Park traffic spacesart betterparking retail hall public streets Burnett events spaceArt Public Kickoff Workshop (March 2, 2017). Key themes quickly emerged from the discussions. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 4 Downtown Design Day Open-House (June 6, 2017)Downtown Design Priorities Workshop (October 11, 2017) What would an indoor public market look like in the Civic Core? On October 11, 2017, the City hosted the third and final public event for the project to present the recommended alternative for the Civic Core and Downtown and create a fun and entertaining space to dine, play, and think about the future. Working with local vendors and business owners, the City helped to transform the Pavilion into an indoor market, complete with food, drinks, boutique retail, an indoor play area, and live music. For the second half of the event the project team presented the recommended alternative, leading event participants through a real-time electronic polling exercise to test design elements using example images from other cities. Based on polling results, there was general agreement on the majority of design elements, specifically: • Providing an excellent pedestrian experience and creating a stronger connection to the Cedar River, including integration of green storm water facilities, and connecting Burnett Linear Parks North and South. • Prioritizing economic development with active and round-the-clock ground floor spaces and public areas, temporary or creative use of vacant or underused spaces, and businesses or small-scale retail shops. • Improving public safety and the design and function of public spaces through better lighting, parklets, integrated sidewalk or street art, and play for all ages. • Focusing on priorities that strengthen the Civic Core and Downtown: The Civic Core and Downtown can overcome obstacles and leverage strengths by prioritizing a set of specific actions. The downtown area should maximize the use of underused or vacant spaces to create a more cohesive street front and generate more activity. Specific uses should be encouraged that attract more residents and visitors, draw more businesses, including a community market space, modern work spaces, mixed-use and affordable housing, and active ground floors. Public spaces should be designed and programmed for year-round and all ages activities, creating places that are more inviting, accessible, playful, and functional. Specific refinements should include redesigning the Piazza with amenities and programs for kids, teens, and adults, connecting Burnett Linear Parks North and South, renovating the City Center Parking Garage ground floor, and adding public restrooms. Green infrastructure along with better-connected trails and public spaces should tie spaces together. To sustain long- term investment, a strong network of public and private partners should be assembled. A G E N D A I T E M # 1 0 . a ) Vision Vision Organizin g T h e m e s Strategies A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 6 Vision for the Civic Core and Downtown Renton residents and businesses have been clear that they desire great places and quick action in the Civic Core and Downtown, requiring a plan and vision that is more than just a list of actions. The path forward must address existing challenges and support the best parts of the Civic Core and Downtown that already work well. Today, popular events like the Farmers Market make the Civic Core and Downtown a destination, but it can be more. Inspiring public spaces, safe and welcoming streets, and bustling storefronts are all part of the community’s vision for a more desirable place for residents and businesses. Each step of the planning process has focused on creating a community-focused plan. Discussions have been extensive and collaborative, beginning at the Public Kickoff Workshop with a lively discussion of community values, collaborating on potential design elements during Design Day, and real-time polling on recommendations and a pop-up food hall at the final Design Priorities Workshop. This input is the basis for the Civic Core and Downtown, organized by levels of intervention and specific strategies and actions for design and development, parking management, transit planning, organization, and public facilities management. Plan Framework Diagram Design & Development Transit Planning Parking Management Public Facilities Management Organizational “The Civic Core and Downtown are places where people of all ages and abilities live, work, shop, recreate and gather, connected by art and public spaces that encourage investment and creativity.” V i s i o n Or g a n i z i n g T h e m e s St r a t e g i e s Sets the Stage Organizes the Effort Activate Sustain Create 1. Improve Urban Design to Encourage Strolling and Increase Visual Interest 2. Provide Active and Engaging Public Spaces 3. Integrate Art Into the Civic Core and Downtown 4. Create Safe, Green and Attractive Streets 5. Support Small Businesses and Downtown Living 6. Increase Economic Activity and Business Attraction Identifies the Actions Design & Development Strategies The future Civic Core and Downtown is a place to ride a bike, catch the bus, get a bite to eat and see a show. Businesses, non-profits, schools and community organizations interact in a way that generates creativity and sustains social support services, allows people to make connections with one another on the street, and fosters innovation by encouraging new voices and ideas. The future Civic Core and Downtown offers opportunities for all ages and abilities and is a fun and welcoming place for families. As the heart of Renton, it showcases the city’s rich history, with great public spaces, art and cultural attractions, and offers year- round activities and nightlife. The future Civic Core and Downtown is energetic and exciting, with places to live, work, and enjoy all the conveniences of urban living. A G E N D A I T E M # 1 0 . a ) S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St We l l s A v e N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL Renton H.S. IKEA Performing Arts Pavilion Piazza Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION LEGEND CONCEPT DIAGRAM + LEVEL OF INTERVENTION FOR ADJACENT PARCELS SUSTAIN ACTIVATE CREATE CONCEPTUAL BUILDING FOOTPRINT FOCUS ATTENTION ON CREATING PEDESTRIAN INTEREST Sustain • Private investment • Support what’s happening now • Focus on storefront and façade improvements, murals, seating, parklets, and improved pedestrian experience • Limited infill potential Activate • Public/private investment • Moderate interventions needed • Good bones but lacks cohesion • Focus on infill and supporting surrounding businesses • Moderate infill potential Create • Public investment • Major interventions needed • Focus on streetscape and placemaking to create identity • Major development opportunities on parking lots and vacant land • Potential gateway opportunities on 2nd Street • Focus on creating a pedestrian experience N0 300’ 600’Feet Organizing T h e m e s Activate Create Sustain A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 8 • Where applicable, incorporating alleys and alley entrances into the streetscape environment by using gateway elements, murals, lighting, or other features to attract pedestrian interest; and • Blending new buildings with surrounding uses to the greatest degree practicable. Implementation: Primarily private investment with support from the City through storefront improvement grants, flexibility in how vacant areas and parking lots are used for temporary/ pop-up uses, and streetscape improvements. Existing spaces within the Civic Core and Downtown are not created equally nor do they have the same amenities available. Different levels of intervention will be needed to achieve the community’s vision and vary depending on location (Figure 1.1). These interventions have been organized into three themes: Sustain, Activate and Create. Sustain requires the least amount of intervention while Activate and Create may require extensive public and private investment over time to reach the desired result. SUSTAIN The Civic Core and Downtown have many businesses, although there are also several vacant storefronts. Interventions in areas identified as Sustain should focus on supporting and improving upon what’s happening now, including: • Focusing on storefront improvements such as removing mirrored glass to increase visibility, repainting and restoring facades; • Increasing the number of awnings and/ or continuous tree canopy to shelter pedestrians from the elements and improve the pedestrian experience. Worn awnings should be replaced, if possible; • Increasing seating either on the sidewalk or through parklets; • Using small off-street parking lots for temporary uses, such as food trucks, pop-up retail, or seating; • Adding edge treatments, such as landscaping or art installations on vacant lots; Awnings provide shelter and a pleasant experience Temporary pop-up uses revitalize vacant lots and alleys Fresh paint improves visual interest and contrast Organizing Themes Increase seating on the sidewalk Lighting and art installations help to attract pedestrians A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 9 S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL Renton H.S. IKEA Performing Arts Pavilion Piazza Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION LEGEND CONCEPT DIAGRAM + LEVEL OF INTERVENTION FOR ADJACENT PARCELS SUSTAIN ACTIVATE CREATE CONCEPTUAL BUILDING FOOTPRINT FOCUS ATTENTION ON CREATING PEDESTRIAN INTEREST Sustain • Private investment • Support what’s happening now • Focus on storefront and façade improvements, murals, seating, parklets, and improved pedestrian experience • Limited infill potential Activate • Public/private investment • Moderate interventions needed • Good bones but lacks cohesion • Focus on infill and supporting surrounding businesses • Moderate infill potential Create • Public investment • Major interventions needed • Focus on streetscape and placemaking to create identity • Major development opportunities on parking lots and vacant land • Potential gateway opportunities on 2nd Street • Focus on creating a pedestrian experience N 0 300’ 600’Feet FIGURE 1.1 Various levels of intervention will be needed depending on location and the desired improvements or amenities required. These interventions have been organized into three themes: Sustain (minimal intervention), Activate, and Create (both of these may require public/private investment). A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 10 Interactive art features Wayfinding and branding elements ACTIVATE Activate areas have good bones with older buildings and functional sidewalks, but many buildings need facade improvements and large vacant lots reduce the visual appeal of these areas. Locations identified as Activate need a higher level of redevelopment or renovation than Sustain locations. Potential interventions could include: • Any of the Sustain interventions; • Focusing infill development that improves the street environment. New buildings should complement the surrounding built environment, using similar materials at least for the first two floors where pedestrians interact with the building facade. This includes use of brick or material meant to convey permanence or that match some of Downtown’s most prominent buildings; • Encouraging renovation of existing buildings to increase the percentage of windows on the primary facade; • Incorporating transit service and stops into the urban form at the street, including extended bulb-outs that place the shelter closer to the street, minimizing encroachment into the pedestrian walking area; • Focusing on development (or redevelopment) of the Former Big 5 site, Transit Street and the existing Bank of America sites; and • Developing public spaces to encourage more pedestrian activity. The addition of a protected bike lane is just one of the potential streetscape improvements to Burnett Ave. S., shown in this northeast facing view at the intersection with S. 3rd Street Implementation: A combination of public and private investment, particularly public investment in streetscape and utilities. Redeveloping some City-owned sites, such as the Former Big 5 site and Transit Street will require City support, potentially through infrastructure investment or facilitating developer selection. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 11 CREATE Areas identified as Create will require the greatest effort and funding. Many parcels along S. 2nd Street, for example, are either vacant or underdeveloped with surface parking or small building footprints and could be redeveloped. Focused actions will need to occur in Create areas to improve overall conditions, including publicly funded projects that can improve existing deficiencies and create catalytic potential for future development. Potential interventions to spur activity could include: • Interventions identified in the Sustain and Activate categories; • Making public investments proposed for parks and urban trails like the Renton Connector to energize and catalyze development in the Civic Core and Downtown; • Improving the use of existing ground floor spaces and changes in streetscape design to create a more engaging pedestrian environment, including repurposing the park-and-ride spaces of the Metropolitan Apartments as ground floor retail; • Focusing on street design and the pedestrian experience. This could include upgraded streetscapes, a festival street on Logan Avenue S. and S. 3rd Street, improved branding and wayfinding, and traffic calming to make it safer for pedestrians to cross; • Improving sewer/water and stormwater infrastructure, as needed, to reduce the burden on developers or landowners to develop property; Reconfigured Bus Stops Cycle Track New infill development Pavilion Event Center Activated Ground Floor (Retail) Piazza Reconfigured Pavilion with increased transparency and access to the Piazza Infill development (Flexible space in the short term) Redesigned ground floor with active uses Public green space connection- Pavilion to GarageBeginning of festival streets along Logan Avenue and 3rd Street Burnett Linear Park North Gateway Park Redesigned ground floor with active uses Re-master planned Piazza that incorporates adjacent Gateway Park and festival streets New development Redesigned building with residential and retail Renton Connector along Burnett Avenue S. linking Burnett Linear Park North to Burnett Linear Park South Infill development Conceptual view of proposed changes on Burnett Ave S. between 2nd and 3rd, facing north Conceptual aerial rendering of the Civic Core renovations • Re-master planning the Piazza and Gateway Parks to enhance use, functionality, and safety; • Actively marketing City-owned properties, like the Transit Street, and assisting landowners and developers specializing in mixed-use. Efforts should be focused on locations near where significant public investments are proposed. This could include public/private partnerships or other development incentives; and • Considering lot consolidation, where possible. Many existing parcels are too small to attract developers, are oddly shaped, or have other infrastructure challenges. There are several parcels along S. 2nd Street (or other areas beyond what is currently shown), for example, that could be consolidated to be more attractive to developers. Implementation: Areas designated as Create will require a higher level of public intervention and focused design management to create the walkable environment Renton residents and businesses envision. Implementation will require a combination of public and private investment, focused strategic and ongoing outreach to existing landowners, businesses, and developers. Unlike Sustain and Activate, areas where public investment is helpful but not necessarily essential, Create areas will likely require a high degree of public investment in streetscape, parks and trails development, utilities, marketing, and development assistance. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 12 Reprogrammed Pavilion Event Center New infill development (Flexible space in short term) New infill development Public green space connection from Garage to Pavilion (between new developments) Festival Street along Logan Avenue S. Festival Street along S. 3rd Street Re-master planned Piazza Burnett Avenue S. (trail and pedestrian connections to Burnett Linear Parks N. and S.) Revo 225 Apartments Re-master planned Gateway Park Conceptual rendering of festival street along Logan Ave. facing the Pavilion A G E N D A I T E M # 1 0 . a ) Strategies HEART BLOCK C E D A R R I V E R THE JUNCTION GATEWAYS Lo g a n A v e S THE RENTON CONNECTOR CEDAR RIVERWALK RIVER STREETS LIBERTY PARK Renton High School IKEA Performing Arts Center THE LIBRARY POP-UP ALLEYS Bicycle Facility River Street KEY Renton Connector Festival Street A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 14 SHORT-TERM ACTIONS DDS 1.6 Implement the complete wayfinding recommendations identified for the Civic Core and Downtown. DDS 1.7 Implement the adopted Downtown Streetscape Design Standards and Guidelines. DDS 1.8 Consider reductions or deferrals of permit fees for adaptive reuse of buildings. DDS 1.9 Provide reductions in fees for developments that create affordable housing in the Civic Core and Downtown. "Affordable" shall be defined by the City. DDS 1.10 Provide height bonuses above the existing 95-foot height (consistent with the Renton Municipal Code and FAA height regulations in effect at the time of project approval) if the developer provides affordable housing, contributes to parks or public amenities funding, or constructs a public amenity within the Civic Core and Downtown. DDS 1.11 Consider developing a sign permitting process that would allow rooftop signs. Traditional billboards or electronic reader signs should not be permitted. DDS 1.12 Encourage blade signs where multiple tenants occupy a single building; materials should be metal or wood (applied or painted letters/graphics are acceptable). Design and Development Strategies Increasing visual interest using paving patterns and art Design and Development Strategies (DDS) identify specific actions necessary to meet the project Vision and organizational themes with the focus on increasing economic viability, improving pedestrian walkability and visual interest, and increasing the diversity of land uses. The Civic Core and Downtown should be an environment that encourages active living for all age levels and physical abilities, establishing the Civic Core and Downtown as the true center of Renton. Opportunities in the Civic Core and Downtown are shown on Figure 1.2. While some projects or programs can be started today, others will need time and money to implement. Transformation of the Civic Core and Downtown is already occurring with the addition of new businesses and an increased community interest in the area. These strategies must support what is already happening DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest The Civic Core and Downtown already have a good sidewalk network built on the historic grid street pattern. Improving the urban design of the area to encourage more walking will require specific actions. Actions for DDS 1 are focused on building form and developing easy to understand travel patterns through the Civic Core and Downtown. QUICK WINS DDS 1.1 Implement pedestrian- and vehicle- scale wayfinding recommendations contained in this plan. DDS 1.2 Using Figure 1.2 as a starting point for potential façade improvement locations, coordinate with businesses and landowners to publicize the existing façade improvement program and recommend how the program could assist businesses and property values. DDS 1.3 Identify walls or facades that could incorporate murals or other unique storefront art (see also DDS 3 for arts- related recommendations). DDS 1.4 Prohibit window screens or murals that block or reduce window or door transparency. DDS 1.5 Develop a pilot program to allow a food cart pod to be located in the Civic Core and Downtown where trucks or trailers would be permitted to stay for more than one day. Street designed to host festivals and events Festival street environment by creating new economic development opportunities and attracting new residents. Quick Wins are projects or actions that can be implemented now and/or with limited financial resources. Other strategies and actions are broken into Short-Term Actions (within five years) and Mid/Long-Term Actions (five to ten years). A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 15 S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL RECOMMENDED ALTERNATIVE // URBAN FORM + OPPORTUNITIES LEGEND URBAN FORM + OPPORTUNITIES OPPORTUNITY SITE/NEW DEVELOPMENT RENOVATE EXISTING BUILDING/GROUND FLOOR FAÇADE/EDGE UPDATE POP-UP RETAIL/FOOD CARTS INFILL HOUSING/LIVE WORK OTHER VACANT LAND/PARKING CONCEPTUAL BUILDING FOOTPRINT PARKS & OPEN SPACE INTERACTIVE ALLEY EXISTING DOWNTOWN SERVING PARKS NEW DOWNTOWN PARKS OTHER PARKS/OPEN SPACE FESTIVAL STREET BURNETT LINEAR PARK EXTENSION/M-U PATH RIVER STREET CONCEPTUAL BUILDING FOOTPRINT EXTERIOR ACCESS TO PAVILION RESTROOMSAND CONNECTING USES ON BLOCK N 0 300’ 600’Feet Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r Re c o n f i g u r e d p a r k i n g Re c o n f i g u r e d pa r k i n g Tonkin Park(reconfigured) MemorialPark JonesPark BurnettLinear ParkNorth BurnettLinear ParkSouth Renton H.S. Fields Renton H.S. Fields LibertyPark Cedar River Park GatewayPark(re-master planned) Connection to City Hall, Transit Center, and S 7th Street for Lake to Sound Trail Piazza(re-master planned) Clocktower Plaza(activated) FIGURE 1.2 There are several strategies developed for urban form interventions and potential opportunities which provide the foundation for transforming the urban form of the Civic Core and Downtown. These include wayfinding, bicycle connections, re-master planning the Piazza and Gateway Park, festival streets, Pavilion improvements, and River Street connections. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 16 Simple art installations enhance pedestrian experiences Well-designed blade signs where multiple tenants are locatedLarge windows and the entrance should face the street Discreet lighting technologies such as neon lighting should be encouraged Appropriately scaled signs on building facades Historically-inspired signs painted directly on building facades For individual businesses, painted signs on buildings should also be encouraged. DDS 1.13 Scale signs appropriately to the building context (i.e. signs should fit on the flat face of awnings or in the clerestory above entrances). DDS 1.14 Illuminate signs by discreet lighting technologies (e.g. rear uplighting, exposed tube neon, or projected light); illuminated awning signs are discouraged where used to mitigate otherwise opaque windows or inactive facades). MID/LONG-TERM ACTIONS DDS 1.15 When reconstructing streets, consolidate off-street parking access to the greatest degree practical. Focus parking access onto alleys or single driveways. Minimize off street parking in front or to the sides of buildings along S. 2nd Street, S. 3rd Street, Williams Avenue S., Wells Avenue S., and Main Avenue S.An environment that incorporates placemaking and play Wayfinding and placemaking through well- designed paths and trails Covered seating makes it possible to be outside year-round. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 17 Create spaces that can be both internal and external DDS 2: Provide Active and Engaging Public Spaces Parks, trails and open space are important components of an active and playful Civic Core and Downtown. It is essential that as residential and mixed-use development increases in the Civic Core and Downtown, residents have well designed places to gather, exercise, play, build community and be part of the urban experience. The plan for parks and open space (Figure 1.3) includes both traditional park spaces and experiential environments that incorporate placemaking, children’s activities, and spaces for small gatherings and large civic events. This plan incorporates an additional 1.25 acres of park area with the addition of the Renton Connector and Burnett Linear Parks North and South expansions. There are also programming recommendations for existing facilities that use redesigned park spaces more efficiently and effectively. Transforming public spaces in the Civic Core and Downtown will require programming, placemaking and activation strategies. While some of the recommendations will require longer-term investments, many of the strategies can be started immediately with minimal costs to jumpstart the process and transform the Civic Core and Downtown Renton’s public spaces into fun and lively destinations, ultimately creating a more vibrant and welcoming Civic Core and Downtown. Additional public input will also be necessary during the design phases of each major project and coordination with local nonprofits, churches and other community organizations will be essential to ensure that the public spaces are designed to meet the needs of the diverse Renton community. The Heart Block is the central civic meeting space in the Civic Core and Downtown and includes several public spaces. The Heart Block includes the Pavilion, Piazza and Gateway Park, the Backyard (existing Transit Street), the City Center Parking Garage, and the Festival Street (Logan Avenue S. is the primary festival street, while S. 3rd Street is a secondary location). The vision for each component of the Heart Block is described below along with strategies for each location, as applicable. Provide spaces to play and build community HEART BLOCK C E D A R R I V E R THE JUNCTION GATEWAYS Lo g a n A v e S THE RENTON CONNECTOR CEDAR RIVERWALK RIVER STREETS LIBERTY PARK Renton High School IKEA Performing Arts Center THE LIBRARY POP-UP ALLEYS Map of key public spaces and destinations in the Civic Core and Downtown Renton Bicycle Facility River Street KEY Renton Connector Festival Street A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 18 Tonkin Park MemorialPark JonesPark Bu r n e t t Li n e a r P a r k No r t h Bu r n e t t Li n e a r P a r k So u t h Renton H.S. Fields Renton H.S. Fields LibertyPark Cedar RiveOff Leash Connection to City Hall, Transit Center, and S 7th Street for Lake to Sound Trail Piazza(re-master planned) Cedar Riverwalk Gateway Park(re-master planned) New open spaceat Chamber of Commerce parcel Public green space and plaza connection between Piazza and Garage New park spacealong Renton Connector(reconfigured parking) Reconfigured existing park to accommodate trail Reconfigured parking along Renton Connector New park spacefor Renton Connector and recreation uses Connectionto City Hall TT S 3rd St N 3rd St R a i n i e r A v e S We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Av e S Pa r Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St W F a Ta y l o r A v e N W M e d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl N el SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St St nset Aly 89 t h A v e S P l I-40 5Access R d N 2nd St Mi l l A v e S Mo r r i s A v e S N 2nd St n Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL RECOMMENDED ALTERNATIVE // PARKS AND OPEN SPACE LEGEND PARKS AND OPEN SPACE CIVIC CORE SERVING PARKS NEW CIVIC CORE PARKS OTHER PARKS/OPEN SPACE FESTIVAL STREET RENTON CONNECTOR ‘DOWNTOWN TO THE RIVER’ GREENSTREET CONCEPTUAL BUILDING FOOTPRINT WATER ACCESS EXTERIOR ACCESS TO PAVILION RESTROOMS REGIONAL TRAIL CONNECTION PARKLET N 0 300’ 600’Feet Renton H.S. IKEA Performing Arts Pavilion Garage Library Mus e u m Car c o Re n t o n Co m m u n i t y Ce n t e r Cedar River Park FIGURE 1.3 There are several public investments proposed for parks and urban trails which will offer residents the opportunity to have well designed places to gather, exercise, play, build community and be part of the urban experience. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 19 Riparian inspired elements along a River Street Spaces for temporary galleries and incubator spaces in the City Center Parking Garage Year round food hall and marketplace in the Pavilion Flexible seating in the Piazza Mobile library with seating in the Piazza EVENT PROGRAMS (MUSIC, FARMERS MARKET) FOOD AND DRINKS DOG FRIENDLY ACTIVITIES SPORTS/ GAMES PLAY FEATURES FLEXIBLE SEATING/ PICNIC TABLES NIGHT-TIME ACTIVITIES PUBLIC ART BIKE FACILITIES OUTDOOR EXERCISE BEER GARDEN GREEN SPACE/ NATURAL FEATURES OUTDOOR MOVIES FOOD TRUCKS The C i t y C e n t e r P a r k i n g G a r a g e The P a v i l i o n The P i a z z a The B a c k y a r d The R e n t o n C o n n e c t o r The J u n c t i o n The G a t e w a y s The L i b r a r y Pop - u p A l l e y s a n d Sto r e f r o n t s The C e d a r R i v e r w a l k The R i v e r S t r e e t s The F e s t i v a l S t r e e t - RECOMMENDED FOR FUTURE PROGRAMMING- NOT RECOMMENDED TABLE 1: FUTURE PROGRAMMING POTENTIAL IN DOWNTOWN RENTON’S PUBLIC SPACES Interactive water features in the Piazza A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 20 THE PAVILION The Pavilion becomes a year-round market/ food hall while continuing to serve as an event space with regular programmed activities. While the Pavilion currently hosts many private events, converting part of the building into a public market/food hall with a café, children spaces, a dog-friendly café (tied to a small dog park in the Backyard), and a beer garden encourages activity when events are not occurring. The Pavilion could also be marketed to host more year-round public events, such as cultural events like the Multicultural Festival and Octoberfest, that would draw families to the Civic Core and Downtown. During nice weather, using both the Pavilion and surrounding public spaces together boosts visibility and the local economy during the summer months. Events could also be moved indoors during inclement weather. SHORT-TERM ACTIONS DDS 2.1 Use the Pavilion's garage doors to create an indoor/outdoor space during warmer months with picnic tables and flexible seating. Plan year-round cultural events such as Octoberfest and musical performances. DDS 2.2 Plan year-round cultural events such as Octoberfest and musical performances. DDS 2.3 Develop a marketing plan for the Pavilion and surrounding venues like the Backyard and Piazza.Map showing potential programming for the Heart Block DDS 2.4 Provide outside access to public restrooms in the Pavilion. DDS 2.5 Redesign the Pavilion to provide transparency and access from the Piazza north to the redesigned Transit Street (either as a temporary pop-up or fully redeveloped space) and improved City Center Parking Garage. A portion of the Pavilion could be partitioned to allow for everyday active uses such as a year-round public market/food hall and/or small-scale services on the west side of the building, tied to a redesigned Piazza that adds covered seating. MID/LONG-TERM ACTIONS DDS 2.6 Plan and implement capital improvements for the Pavilion and those that increase interaction between the Piazza and the Pavilion. Renton Recommended Alternative October 2017 City of Renton 1 DRAFT 10.26.17 URBAN GROVE (FUN SEATING AND TREES) EVENT SPACE/ MOVIES Interactive Water Play LO G A N A V E FE S T I V A L S T R E E T BU R N E T T A V E S TH E R E N T O N CO N N E C T O R Indoor/ Outdoor Cafe Seating Public restroom Public green space and plaza connection betweeen Piazza and Garage Cafe/ Bar Dog Park/ Beer Garden Pavilion Service Parking Bike Parking Stage Sports Court Porch Swings Porch Swings Porch Swings Porch Swings INFO KIOSK / S 3RD ST Lawn Games Deck Pop-up Shipping Container Retail Mobile Library and Seating THE GARAGE CO NN EC TO R FOOD MARKET / EVENT SPACE A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 21 THE PIAZZA The Piazza is redesigned to be a more flexible event space for performances and cultural activities. The Farmers Market could continue to operate in The Piazza (as well as on Logan Avenue S.). The redesign would include a new interactive water feature, a children’s play area or climbing structure, flexible cafe seating and games to activate this prominent Civic Core space, and a new information kiosk to explore the Civic Core and Downtown. QUICK WINS DDS 2.7 Provide games such as ping pong, chess boards, and bean-bag toss. SHORT-TERM ACTIONS DDS 2.8 Coordinate marketing efforts with the Pavilion to increase the number of indoor/outdoor events. DDS 2.9 Increase event programming to include daily performances, food trucks along Logan Avenue S. and S. 3rd Street, and nighttime events such as outdoor movies. DDS 2.10 Re-master plan the Piazza to incorporate Gateway Park, the future festival street along Logan Avenue S. and S. 3rd Street, and the Renton Connector. Master planning should include restrooms.The future development of the Former Big 5 site should relate to the redesigned Piazza. DDS 2.11 Complete the reconstruction of the Piazza. THE BACKYARD The existing Transit Street and the parking area behind the Pavilion are transformed into the Backyard, a pop-up plaza space with a dog park/cafe, picnic tables and whimsical porch swing seating under the existing transit shelters. The Backyard is an ongoing pop-up retail experience, but also ties into interests of high school students who have said they would come to the Civic Core and Downtown if there was youth-focused programming. The Backyard could also include a mobile library and bleacher style seating. In the long-term, the Backyard is redeveloped as a mixed-use development. SHORT-TERM ACTIONS DDS 2.12 Upon relocating transit operations from the Transit Street, test a temporary pop-up plaza concept with simple materials and paint that includes miniature golf or a beach themed event and dog park. DDS 2.13 Add seating next to existing café stand. Remove bars on the windows that make it uninviting. MID/LONG-TERM ACTIONS DDS 2.14 Attract a developer through a Request for Proposals process to redevelop the Backyard as a mixed-use development. This development should include public plazas, programming, and direct connections between the City Center Parking Garage and the Pavilion. Pop-up games Pop-up play activities Places to sit and hang out Potential swings under the transit stops Creative seating Interactive water feature and seating A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 22 Existing Transit Street “The Backyard,” temporary pop-up plaza options on the Transit Street Dog-friendly cafeTemporary pop-up seating A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 23 THE CITY CENTER PARKING GARAGE The City Center Parking Garage is retrofitted to provide active spaces (in addition to parking). The roof deck provides some of the best views in the Civic Core and Downtown and could be retrofitted for public events, urban play like mini-golf, or outdoor yoga sessions. Ground floor uses could be retrofitted to provide spaces for small-scale retail and incubator spaces or after-school programming. Vertical elements could include a rock climbing wall. The focus on incubator and youth activities reflects the desire to have multi-generation activities in the area and create a connection to Renton High School. QUICK WINS DDS 2.15 Market and program uses of the rooftop for seasonal activities. Rock climbing on a parking structure THE FESTIVAL STREET Logan Avenue S. becomes a closeable, curbless festival street that hosts the weekly Farmers Market, food trucks and community events. When not used for events, Logan Avenue S. would be open to vehicles. While Logan Avenue S. would be the primary festival street closed most often, S. 3rd Street between Burnett Avenue S. and Logan Avenue S. would also be designed as a festival street and closed periodically for larger events. QUICK WINS DDS 2.20 Close Logan Avenue S. south of the Transit Street to cars for community events like the Farmers Market prior to the festival street redesign. SHORT-TERM ACTIONS DDS 2.21 Remove the center median to improve pedestrian access across the street when it is closed for events. DDS 2.22 Organize an annual food truck festival or Taste of Renton event. DDS 2.23 Organize regular music performances, dances or outdoor movies in the street. DDS 2.24 Design and construct a curbless festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets, and along S. 3rd Street between Logan Avenue S. and Burnett Avenue S. Pop-up yoga on the roof Streets closed for events Temporary food carts SHORT-TERM ACTIONS DDS 2.16 Relocate the Police station to another location. DDS 2.17 Remove mirrored glass on ground floor spaces to increase visibility. DDS 2.18 Add lighting to the area to increase safety for evening events. MID/LONG-TERM ACTIONS DDS 2.19 Retrofit ground floor spaces for small-scale retail that will spill out onto the Backyard or into new mixed-use development. Depending on space needs, the ground floor could also be converted to a commercial kitchen where spaces can be leased to small-scale businesses or Farmers Market businesses. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 24 Simulation of the Renton Connector between S. 3rd and S. 4th Streets THE RENTON CONNECTOR The Renton Connector, a new greenway envisioned along Burnett Avenue S., creates a signature Civic Core and Downtown green spine and regional trail connection between the Cedar River Trail, Lake to Sound Trail, Lake Washington Loop Trail, and the Eastside Rail Corridor for pedestrians and cyclists between the Cedar River, City Hall, and the South Renton Transit Center to the south. The new greenway extends the existing Burnett Linear Parks (North and South) into the Civic Core, cleanses stormwater runoff, and provides a healthy ‘green spine’ that will catalyze new family-friendly development in the Civic Core and Downtown. Several key elements include: • Providing a multi-use path and protected bicycle lane for cyclists and pedestrians separated from the roadway that connects with the Lake to Sound and Cedar River Trails and regional transit connections. • Incorporating green stormwater planters to filter stormwater runoff before it reaches the Cedar River. • Planting street trees to increase tree canopy coverage in the Civic Core and Downtown. • Providing opportunities to incorporate art, play spaces, and resting areas along the connector. • Reconfiguring parking between S. 3rd and S. 4th Streets, keeping the existing space count. • Reconfiguring the public parking area between S. 4th and S. 5th Streets into a buffered multi-use path and bocce ball court, with parking being relocated onto both sides of Burnett Avenue S. Overall, approximately 25 spaces may be lost from the public parking area. Capacity to accommodate lost parking is available either in the City Center Parking Garage or elsewhere on surrounding streets. QUICK WINS DDS 2.25 Work with local artists to develop a plan for art installations (temporary and permanent) along the future Renton Connector alignment. Art should be relocatable if it is installed prior to the Renton Connector construction. SHORT-TERM ACTIONS DDS 2.26 Acquire property and develop an extension of Burnett Linear Park North from S. 2nd Street to the existing Burnett Linear Park North boundary. Include a small area for food carts or other temporary businesses. DDS 2.27 Design the Renton Connector as a phased project. Phasing should include specific actions that can be undertaken as soon as possible, including converting the existing parking spaces between S. 3rd and S. 4th Streets to accommodate the multi-use path, versus longer-term, more expensive components that may take time to secure funding resources. DDS 2.28 Implement a preliminary design phase of the Renton Connector that can be accommodated with existing revenue. DDS 2.29 Develop parks masterplans for the area from S. Grady Way to S. 5th Street (Burnett Linear Park S.) and from S. 2nd Street to the Cedar River (Burnett Linear Park N.). MID/LONG-TERM ACTIONS DDS 2.30 Construct the major elements of the Renton Connector. The design should incorporate art, distinctive branding, wayfinding and finishes to showcase it as a critical element of the Civic Core and Downtown parks system. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 25 The Junction Burnett Linear Park South Burnett Linear Park North To Cedar River To Cedar River Trail Lake to Sound Trail Tonkin Park To South Renton Transit Center and City Hall Conceptual view of the Renton Connector (looking north) that integrates the North and South Burnett Linear Parks to the Civic Core and Downtown, Cedar River, and City Hall Renton Connector Destinations CO M M E R C E PA R K S & O P E N SP AC E MI X E D - U S E HO U S I N G & T R A N S I T • Cedar River Trail • Parks, Trails, & Open Space • Renton High School • Connection to Lake Washington Loop Trail and Eastside Rail Corridor (via Loop Trail) • Burnett Linear Park North • Pavilion Event Center • Piazza • Public Market/ Food Hall • Farmers Market • Retail and Commerce • Logan Avenue Festival Street • Burnett Linear Park South and Playground • Tonkin Park • Mixed-Use Housing and Retail • Future Transit Center • Connection to City Hall • Connection to Lake to Sound Trail NORTH END CENTRAL SOUTH END A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 26 FIGURE 1.4 Plan view showing the Renton Connector that integrates Burnett Linear Parks (North and South) to the Civic Core and Downtown, Cedar River, and City Hall Renton Pavilion Piazza Re-master planned City Center Parking Garage Tonkin Park S 2 ND S T S 3 RD S T S 4 TH S T S 4 TH S T S 5 TH S T BURNETT AVE S LOGAN AVE S SMITHERS AVE S SMITHERS AVE S WILLIAMS AVE SWILLIAMS AVE S H O U S E R W A Y S H O U S E R W A Y S South Burnett Linear Park Regional Trail Connection Link the two Burnett Linear Parks with a buffered multi-use path along Burnett Ave S. Acquire and develop an extension of Burnett Linear Park North from S 2nd Street to the existing Burnett Linear North Park boundary. Include a small area for food carts or other temporary businesses. Develop Transit Street with new infill development and public greenway connection (flexible pop-up space in the short-term). Redevelopment opportunity Redevelopment opportunity Redevelopment opportunity Redevelopment opportunity Redesign the ground floor of the City Center Parking Garage to permit incubator or small-scale retail spaces. Reprogram Pavilion with increased transparency, public access to restrooms, connection to re-master planned Piazza. Add protected bike lanes and landscape improvements with bus stops on Burnett Avenue. Convert ground floor parking in the apartment building to small-scale retail to ensure the success of the street, add on-street parallel parking. Create a festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets and along S. 3rd Street between Logan Avenue S. and Burnett Avenue S. Reconfigured parking lot to accommodate multi-use path, additional parking and/or pop-up use in vacant lot. Protected bike lanes and pedestrian improvements including new landscaping and trail connection. Increase green space along the existing railroad right-of-way where the Chamber of Commerce is currently located. Develop an extension of Burnett Linear Park South from Houser Way S. to the existing Burnett Linear Park South boundary. Potential for programming (bocce ball etc.). Reconfigured parking between S 4th and 5th Streets. Re-master plan to allow for protected bike lanes and pedestrian path. Protected bike lanes and pedestrian improvements including new landscaping and trail connection. Redevelopment opportunity Link the two Burnett Linear Parks with a buffered shared use path along Burnett Ave S. North Burnett Linear Park A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 27 N Renton Pavilion Piazza Re-master planned City Center Parking Garage Tonkin Park S 2 ND S T S 3 RD S T S 4 TH S T S 4 TH S T S 5 TH S T BURNETT AVE S LOGAN AVE S SMITHERS AVE S SMITHERS AVE S WILLIAMS AVE SWILLIAMS AVE S H O U S E R W A Y S H O U S E R W A Y S South Burnett Linear Park Regional Trail Connection Link the two Burnett Linear Parks with a buffered multi-use path along Burnett Ave S. Acquire and develop an extension of Burnett Linear Park North from S 2nd Street to the existing Burnett Linear North Park boundary. Include a small area for food carts or other temporary businesses. Develop Transit Street with new infill development and public greenway connection (flexible pop-up space in the short-term). Redevelopment opportunity Redevelopment opportunity Redevelopment opportunity Redevelopment opportunity Redesign the ground floor of the City Center Parking Garage to permit incubator or small-scale retail spaces. Reprogram Pavilion with increased transparency, public access to restrooms, connection to re-master planned Piazza. Add protected bike lanes and landscape improvements with bus stops on Burnett Avenue. Convert ground floor parking in the apartment building to small-scale retail to ensure the success of the street, add on-street parallel parking. Create a festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets and along S. 3rd Street between Logan Avenue S. and Burnett Avenue S. Reconfigured parking lot to accommodate multi-use path, additional parking and/or pop-up use in vacant lot. Protected bike lanes and pedestrian improvements including new landscaping and trail connection. Increase green space along the existing railroad right-of-way where the Chamber of Commerce is currently located. Develop an extension of Burnett Linear Park South from Houser Way S. to the existing Burnett Linear Park South boundary. Potential for programming (bocce ball etc.). Reconfigured parking between S 4th and 5th Streets. Re-master plan to allow for protected bike lanes and pedestrian path. Protected bike lanes and pedestrian improvements including new landscaping and trail connection. Redevelopment opportunity Link the two Burnett Linear Parks with a buffered shared use path along Burnett Ave S. North Burnett Linear Park A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 28 THE JUNCTION The Junction connects Tonkin Park, the Renton Connector and the Chamber of Commerce property into an explorable district with restaurants, bars, and art along Burnett Avenue S., Houser Way S. and S. 4th Street. The Junction includes improved intersection crossings to Tonkin Park across Burnett Avenue S. and S. 4th Street to improve safety and walkability. The Junction is also an important connection to the regional trail system along Houser Way S. that will connect the Cedar River Trail, the Lake to Sound Trail, and the Eastside Rail Corridor. Tonkin Park becomes an urban picnic grove under the existing mature canopy trees with dramatic lighting to under light them at night. An elevated deck allows visitors to sit and observe airplane fuselages traveling through the Civic Core and Downtown to the Boeing factory. QUICK WINS DDS 2.31 Activate area with pop-up retail and art to create a more engaging and walkable district. SHORT-TERM ACTIONS DDS 2.32 Enhance furniture elements in Tonkin Park (e.g. elevated deck to sit and observe passing fuselages). DDS 2.33 Improve lighting and pedestrian crossings at intersections. MID/LONG-TERM ACTIONS DDS 2.34 Construct the design and placemaking recommendations for Tonkin Park along with green space and art in the vicinity of the Chamber of Commerce. DDS 2.35 Implement the regional trail recommendation in the updated Renton Trails and Bicycle Master Plan along Houser Way S. BU R N E T T A V E S HOUS E R W A Y S S 4TH ST Lawn Stage Play Hill Protec t e d B i k e L a n e Picnic Grove Elevated Deck Parking / Food Trucks Public Art Existing donkey sculpture relocated Public Art RE N T O N CO N N E C T O R Outdoor Seating Proposed programming changes at Tonkin Park Existing conditions at Tonkin Park (Brick structure removed and replaced by elevated deck for viewing passing airplane fuselages as shown in the simulation below) Simulation showing potential improvements at Tonkin Park A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 29 THE LIBRARY The Library is already an iconic space and big draw for the area. This asset should be leveraged by improving connectivity and wayfinding between the Library and other destinations in the Civic Core and Downtown. QUICK WINS DDS 2.40 Create a temporary reading room with Library materials with movable chairs in the Pavilion and Piazza during summer events. SHORT-TERM ACTIONS DDS 2.41 Incorporate pedestrian scale wayfinding to direct bicyclists and pedestrians to the Civic Core and Downtown and the regional trail system from the Library. THE GATEWAYS The gateways are important entry nodes to Downtown where S. 2nd and S. 3rd Streets intersect with Main Avenue S., particularly at S. 3rd Street where Veterans Memorial Park is located. Improving the pedestrian environment with wayfinding and art will enhance both intersections, including improvements for connecting pedestrians and cyclists from the Cedar River Trail to the Civic Core and Downtown, the Junction and the Renton Connector. QUICK WINS DDS 2.36 Improve wayfinding to destinations from Veterans Memorial Park and the Renton History Museum, particularly for the future bicycle connection on Houser Way S. DDS 2.37 Activate vacant adjacent storefronts with art or pop-up retail uses. SHORT-TERM ACTIONS DDS 2.38 Add art in the plaza or on adjacent corner in the vicinity of the S. 2nd Street "Downtown"gateway as part of the Arts Trail. DDS 2.39 Paint the intersection at Main Avenue S. and S. 3rd Street. Bulb outs to improve pedestrian safety Intersection painting to increase visual interest The Library acts as a community hub and draws many users A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 30 POP-UP ALLEYS AND STOREFRONTS Alleys should be better incorporated into the Civic Core and Downtown, using these spaces for seating, small-scale incubator spaces for cultural events, small-scale retail, art, music, outdoor movies and eateries. Empty storefronts can also be converted into small scale temporary art galleries, show historic artifacts or information on the area’s rich history, or as retail spaces until sites are leased more permanently. QUICK WINS DDS 2.42 Identify vacant storefronts with willing building owners to locate pop-up retail or craft uses with local retailers or craft industrial uses and artisan makers. SHORT-TERM ACTIONS DDS 2.43 Coordinate with the Renton History Museum to develop temporary installations for vacant storefronts. Pop-up programming Simulation of potential programming in the alley Alley between Main Avenue S. and Wells Avenue S. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 31 Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 6 Pedestrian Directory / Kiosk FRONT BACK 1 PEDESTRIAN DIRECTORY / KIOSK SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' DowntownRenton i Where the Action Is Downtown is the heart of Renton. It is now a thriving, urban environment where people live, work, and play. It is a central locale with access to restaurants, shops and other amenities. The City-owned Pavilion Building, the Piazza and the Renton IKEA Performing Arts Center are exciting new entertainment venues in Downtown. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. Title Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. Title Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street Internally illuminated steel box, faux painted as weathered steel. Icon is water jet cut out of steel panel face and backed with frosted acrylic Powder coated aluminum graphic panel PMS 382 PMS 7455 Wayfinding and directional signage help get people to recreational opportunities Increase accessibility to the water with easy pedestrian access, viewing, and connected trails THE CEDAR RIVERWALK The Cedar Riverwalk becomes a major draw to attract residents and visitors to experience the Civic Core and Downtown. Better connections to the Cedar River should include enhanced trails and multi-modal access from the Civic Core and Downtown and developing more recreational opportunities along the Cedar River, while also protecting salmon habitat. This includes jogging paths, and the potential for river viewing platforms, water access for kayaks and paddle boards, and expanded food and picnic areas along the greenspace. QUICK WINS DDS 2.48 Add pedestrian scale wayfinding to improve connectivity from the Civic Core and Downtown to the Cedar River. SHORT-TERM ACTIONS DDS 2.49 Add interpretive signage that describes the area’s history and natural resources along the Cedar River. MID/LONG-TERM ACTIONS DDS 2.50 Improve visual and physical water access to the Cedar River at Main Avenue S. DDS 2.44 Consolidate garbage and recycling into central, screened locations. DDS 2.45 Through the Renton Downtown Partnership and coordination with local businesses, create patio seating for temporary food carts in the alley between S. 2nd and S. 3rd Streets from Main Avenue S. to Wells Avenue S. DDS 2.46 Develop an alley programming plan that identifies specific recommendations for use, businesses coordination and ongoing management. This should include an improvement plan for lighting and paving. MID/LONG-TERM ACTIONS DDS 2.47 Improve backs of buildings where alleys are present. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 32 of a larger alley activation program described in DDS 2, it could also be an organizing event for painters, muralists and spray-paint artists. DDS 3.4 Incorporate the recommendations of the 2010 City of Renton Arts and Culture Master Plan in the Civic Core and Downtown, as applicable. DDS 3.5 Incorporate art into the grounds of facilities such as the IKEA Performing Arts Center and the Renton Library, among others. DDS 3.6 Develop a mural program that integrates local arts and community- based organizations to create art that tells the past and current story of Renton. DDS 3.7 Develop a performing arts program with a list of musicians to perform at local events throughout the year. This strategy could also be part of the larger programming of events identified for the Heart Block. SHORT-TERM ACTIONS DDS 3.8 Assign or hire an Arts Coordinator part-time for visual and performing arts. DDS 3.9 Work with the local performing arts venues in Renton to create small theatrical events that can be set in the Civic Core and Downtown. This could include local or traveling artists. DDS 3.10 Engage the Renton School District and the Renton Municipal Arts Commission to collaborate on a Downtown Arts Studio. The art studio could be in a vacant space in the Civic Core or Downtown and would connect local students with practicing artists to learn about the business of art while also creating original work. DDS 3.11 Create an “Arts Trail”(See Figure 1.4) using art and interactive elements in key locations in the Civic Core and Downtown and along the Cedar River. The Arts Trail would consist of a series of existing and new art pieces, placed on streets or in parks. Each piece of art should have a brief description of the artist and piece of art. As part of the Arts Trail, develop information that can be downloaded to identify the Arts Trail route, information on the art, and connections to nearby businesses. DDS 3.12 Hold an art competition that can be distributed locally and regionally to develop art for the Arts Trail. As part of the competition, organize an arts festival that showcases the pieces and draws attention to the Civic Core and Downtown. MID/LONG-TERM ACTIONS DDS 3.13 Create a non-profit gallery space that provides opportunities to showcase art. Space could be shared with the Downtown Arts Studio (DDS 3.10), but should eventually have a separate display space. DDS 3: Integrate Art into the Civic Core and Downtown The community engagement process results indicated that art should be one of the most important elements in the Civic Core and Downtown. Art can play several roles, adding whimsy and excitement on the street and focused, curated installations that create a destination and attraction. Art in the Civic Core and Downtown should also represent the community, celebrating and incorporating the diversity of voices that make up Renton. Art should occur at a variety of scales, variations in design, and tell multiple stories. For those reasons, creating art in and for the area should include as many voices as possible, from the well-established Renton Municipal Arts Commission to school-age children. QUICK WINS DDS 3.1 Through local churches and nonprofits, develop a citywide outreach plan to encourage representation in art activities from the diverse racial, cultural and ethnic groups residing in Renton. DDS 3.2 Coordinate with the Renton Municipal Arts Commission and local property owners to provide free or low-cost space in vacant buildings for artist and gallery space. DDS 3.3 Create an “art gallery” in the alleys. These spaces would be open to all artists to create art on alley walls. While this strategy could be part Art in alleys Art along a trail route A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 33 Tonkin Park MemorialPark JonesPark BurnettLinear ParkNorth BurnettLinear ParkSouth (re-master planned) Renton H.S. Fields Renton H.S. Fields LibertyPark Cedar River Trail Off Leash Area Cedar River Park Piazza(re-master planned)GatewayPark(re-master planned) (reconfiguredparking) (property acquisition& reconfiguredparking) New park spaceat Chamber of Commerce parcel (reconfiguredparking) S 3rd St N 3rd St R a i n i e r A v e S Ce d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Pa r k A v e Fa c t o r y A v e Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r N 0 300’ 600’FeetRECOMMENDED ALTERNATIVE // BICYCLE ACCESS + ARTS TRAIL DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL LEGEND BICYCLE ACCESS + ARTS TRAIL SHARED USE PATH PROTECTED BIKE LANE SHARED ROADWAY PROPOSED FUTURE BIKE LANE BIKE FACILITY CONFIGURATION TBD PEDESTRIAN ONLY TRAIL PROPOSED ARTS TRAIL (Final Route TBD) CONCEPTUAL BUILDING FOOTPRINT EXISTING AND PROPOSED PARKS & OPEN SPACE BICYCLE WAYFINDING LOCATION FOCUS ATTENTION ON CREATING PEDESTRIAN INTEREST Long-term: 2 way protected bike lane to Rainier. May require additional ROW. Park Avenue to Logan Avenue (Configuration TBD) Factory Avenue To N. 4th Street (Configuration TBD) Lake to Sound Trail (preferred alternative)Connection to City Hall, Transit Center, and 7th Street for Lake to Sound Trail The Junction N 0 300’ 600’Feet Cedar Riverwalk FIGURE 1.5 Improvements to bicycle and trail access will provide safe opportunities for residents to enjoy the Civic Core and Downtown and support a healthy, active lifestyle. Also included is an Arts Trail and pedestrian scale improvements to the streetscape. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 34 DDS 4: Create Safe, Green and Attractive Streets The City of Renton is already planning to implement a series of bold moves to improve circulation and access within the Civic Core and Downtown. Figure 1.5 illustrates these changes, which include converting one- way streets to two-way (Williams and Wells Avenues S., and S. 2nd and S. 3rd Streets). While the roadway reconfigurations will occur over several years, these changes will have a dramatic and positive effect on the area. Primary Streets are the major connectors for vehicles, transit, pedestrians and cyclists in the area that connect to the larger multimodal grid, as opposed to Secondary Streets, which provide essential connections, but may carry less traffic or have limited connections outside of the Civic Core and Downtown. While roadway design is an important element of creating an active Civic Core and Downtown, off-street access for parking and back of business services and deliveries is also essential. Future improvements must prioritize the creation of a highly walkable, urban environment. Bicycle and pedestrian access is important for getting around as well as to provide access from surrounding areas without having to drive and park. Several of the recommendations will be included in the updated City of Renton Trails and Bicycle Master Plan, currently in development. (See Figure 1.4). QUICK WINS DDS 4.1 Add pedestrian and vehicular wayfinding signage to direct pedestrians to attractions in the Civic Core and Downtown. DDS 4.2 Construct and install the information kiosk and pedestrian-focused wayfinding recommendations identified in this Plan. DDS 4.3 Increase the urban tree canopy either by replacing missing trees in existing tree grates or adding tree grates along primary streets, using appropriate street trees for urban areas. Depending on location, existing awnings may limit street trees to corners or spaces in between awnings. Where street trees are not feasible, consider planters or other low vegetation. SHORT-TERM ACTIONS DDS 4.4 Implement the adopted Downtown Streetscape Design Standards and Guidelines. Recommendations and standards from this plan should be used for general elements and streetscape improvements. DDS 4.5 Construct mid-block crossings at key locations along north/south streets, particularly for Williams and Wells Avenues S. where improvements to the alley system will draw increased pedestrian activity. DDS 4.6 Implement the two-way conversions of Williams and Wells Avenues S., and S. 2nd and S. 3rd Streets. MID/LONG-TERM ACTIONS DDS 4.7 Increase lighting on streets, particularly west of Burnett Avenue S., using the adopted Downtown Streetscape Design Standards and Guidelines. Minimize the use of cobra head lighting or other high intensity, but low visual quality lighting features. DDS 4.8 Create three north/south “River Streets” (see page 36) to provide linear connections across from the Civic Core and Downtown to the Cedar River and park spaces, with educational features and interactive spaces that improve the understanding of urban water quality and the role the City plays in the larger watershed. River Streets, unlike other streets in the Civic Core and Downtown, include interpretive signage and a planting palette that reflects the ecology of the Cedar River, incorporates stormwater treatment as a celebrated element, educational and interpretive signage about green stormwater infrastructure and the Cedar River ecosystem, and a consistent and complementary street tree canopy and curb bulbs that calm traffic and create a safer street for pedestrians. DDS 4.9 Incorporate modern stormwater facilities into reconstructed streets. Green street treatments should focus on accessibility, function, ease of maintenance, and meet the National Association of City Transportation Officials (NACTO) best practices for street design and stormwater (https://nacto. org/publication/urban-street- stormwater-guide). DDS 4.10 Provide bicycle facilities and regional trail connections as illustrated on Figure1.4. DDS 5: Support Small Businesses and Downtown Living More people are moving to the Civic Core and Downtown and new businesses are locating in previously vacant storefronts. To meet the increased needs of new residents and increase the attractiveness and desirability of the area, more amenities such as food, recreation and programmed opportunities will be needed. These can be provided either in permanent locations or as pop-ups. Existing and new park space should provide a variety of programming opportunities, both passive and active programmed events. QUICK WINS DDS 5.1 Revise existing City Code to permit food trucks closer to adjacent to buildings on off-street parking areas. Focus first on areas with active nearby businesses and residences, such as the alley between S. 2nd and S. 3rd Streets from Main Avenue S. to Wells Avenue S. and in the vacant property near the corner of Burnett Avenue S. and S. 3rd Street. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 35 NOTE: MINIMIZE OFF-STREET PARKING ACCESS FROM 2ND AND 3RD STREETS 60’ 60’60’ 76’ 64’ 88’ 136’ 50’ 56’ 58’56’ 60’ 58’ 60’ 70’ 58’ 60’ S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St We l l s A v e N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd S t NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Acces s R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St Bu r n e t t A v e S 56’ 58’ 90’ 60’ N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL N 0 300’ 600’Feet RECOMMENDED ALTERNATIVE // STREET TYPES + PARKING ACCESS LEGEND STREET TYPES + PARKING PRIMARY/TWO WAY CONVERSION SECONDARY/TWO WAY CONVERSION RIGHT-OF-WAY WIDTH REDUCE/RECONFIGURE PARKING ADD PARKING CONCEPTUAL BUILDING FOOTPRINT STREET SECTION X’ Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Cen t e r Remove ground floor park-and-ride on Burnett Avenue S. and relocate this parking to the City Center Parking Garage. Add on-street parking to East side of Burnett Avenue S. Reconfigure one parking aisle in lot for shared use path design For long-term road way design, right-of-way width to increase to 63’ Maintain on-street parking along Burnett Avenue S. and reconfigure parking lot for the Renton Connector FIGURE 1.6 The City of Renton is already planning on implementing a series of bold moves to improve circulation and access with the Civic Core and Downtown. While the roadway reconfigurations will occur over several years, these changes will have a dramatic and positive effect on the area. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 36 marketing. Focus on using City- owned properties for housing or mixed-use development. MID/LONG-TERM ACTIONS DDS 5.7 Develop a Downtown Housing Incentives Program, encouraging development of mixed-income and mixed-use housing within the Civic Core and Downtown. DDS 6: Increase Economic Activity and Business Attraction Increasing economic activity in the Civic Core and Downtown should focus on increasing the attractiveness of buildings through existing programs, such as the City’s facade improvement program, while also adding new incentives or programs that can further bolster the Civic Core and Downtown’s emerging business and restaurant district. Economic development should prioritize food service and drinking establishments in the Civic Core and Downtown, particularly fast casual dining. Where food and beverage tenants made up about five percent of total space in retail centers nationwide about a decade ago, that number is forecast to reach 20 to 25 percent by 2025. A diverse mix of restaurants and bars are core amenities that attract workers and residents, spurring economic development. However, restaurant businesses can be extremely sensitive to disruptions in the regulatory environment, so ensuring that the Civic Core and Downtown are “restaurant-friendly” is critical. Focus on regional food and retail, not national chains to generate more local revenue. Local restaurants DDS 5.2 Create a marketing package that provides incentives for those attending events at the IKEA Performing Arts Center, Carco Theatre, Renton Civic Theatre, and the Pavilion to patronize the Civic Core and Downtown businesses and restaurants. The marketing package could incorporate existing marketing materials for individual venues and should also include recommendations for joint marketing of existing facilities. SHORT-TERM ACTIONS DDS 5.3 Increase the number of parklets. DDS 5.4 Attract a developer through an Request for Proposal process to redevelop the Former Big 5 site (first priority for development) as a catalyst for increasing housing and retail options. Incorporate Gateway Park into the development as a plaza element. Consider professional office uses especially combined with housing. DDS 5.5 Promote the adaptive reuse of older Downtown buildings for makerspace and craft industrial uses. Identify existing properties that may be suited for small-scale manufacturers which can draw foot traffic and help fill retail spaces that are difficult to lease or are vacant. DDS 5.6 Develop a housing investment strategy (see example in Appendix) that identifies, at minimum, housing needs, targets, funding tools, and RENTON RIVER STREETS WELLS AVE BETWEEN S 2ND ST AND S 3RD ST 60’ RIGHT-OF-WAY 7’ SIDEWALK + SILVA CELL/ PLANTER PARKING / PLANTERTRAVEL LANETRAVEL LANE 14’12’7’10’10’ SIDEWALK + AMENITY ZONE GSI / PARKING RENTON RIVER STREETS WELLS AVE BETWEEN S 2ND ST AND CEDAR RIVER SIDEWALK + PLANTER PARKING / PLANTERTRAVEL LANE 60’ RIGHT-OF-WAY TRAVEL LANE 21’12’7’10’10’ SIDEWALK + OPEN-FLOW STORMWATER PLANTER Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and S. 3rd Street Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and Cedar River A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 37 recirculate an average of 79 percent of their revenue locally, compared to 30 percent for the chain eateries. This means a much larger share of the money spent at a locally owned restaurant stays in the local economy, supporting a variety of other businesses and jobs. Across both sectors, this translates into about 2.6 times as many local jobs created when spending is directed to independent businesses instead of chains. Flexibility is key to increasing economic development activities. Vibrant retail today can take many forms, including food trucks, shipping containers, pop-up shops and exhibits, kiosks, and special events and activities. These are also typically low- cost options that provide entrepreneurs easier access to a market while the retail environment in the Civic Core and Downtown is in its early stages of development. Ensure that regulations allow for these new retail innovations. Food trucks will be critical to this effort as will revised City regulations, and local restaurant owner education. Infrastructure needs are often minimal (only needing electricity and water) to accommodate these uses. Part of this effort should also include upgrading existing sewer, water, and stormwater as part of the City’s current infrastructure improvement projects. Generally, with the infrastructure investment already planned by the City, identified opportunity areas will have adequate service, except where noted below with specific implementation actions. QUICK WINS DDS 6.1 Focus facade improvement funds on specific areas, such as along S. 3rd Street, with active businesses and good foot traffic. DDS 6.2 Create a sign incentive program that encourages the use of historic- themed signs such as neon, once common in Downtown Renton, to increase the visibility of the historic features of the area. DDS 6.3 Promote sidewalk dining and/or parklets (identified as “streateries” in the adopted Downtown Streetscape Design Standards and Guidelines) through the Renton Downtown Partnership. The Renton Downtown Partnership, coordinating with the City, should be responsible for marketing and educating existing and future restaurant owners about the benefits of parklets and/or sidewalk dining. SHORT-TERM ACTIONS DDS 6.4 Develop a marketing and developer attraction campaign for publicly- owned development parcels in the Civic Core and Downtown. DDS 6.5 Coordinate with local landowners to assist with consolidating smaller lots to be more attractive to potential developers. This could include identifying specific regulatory needs and identification of infrastructure improvements that may be needed to redevelop the property. DDS 6.6 Hire a private retail broker to market the Civic Core and Downtown spaces to prospective tenants. DDS 6.7 Use and market development incentives such as permit fee reductions; systems development charges waivers; tax credit programs; accelerated/streamlined review process; pre-application meetings; and eliminated/reduced minimum parking requirements for new development to generate short-term investment. DDS 6.8 Develop a retail master plan, which includes both a vision and a detailed assessment of food service and retail needs in the Civic Core and Downtown. The assessment should include focus groups, administrative interviews, a competitive context analysis, surveys, a demand analysis, market research, and a preliminary analysis of the plan’s financial feasibility. The retail master plan should identify and develop a program for pick up and drop off zones, deliveries, trash collection and removal. Such a plan would make it easier for tenants to operate, including pop-ups. The master plan would establish a logical retail district with distinct boundaries and prioritize improvements to spark desired retail sector growth. DDS 6.9 Initiate a demonstration block program in Downtown on S. 3rd Street that prioritizes planned actions into a concentrated one- or two-block district to create a critical mass of investment that creates a visible impact and builds market momentum. MID/LONG-TERM ACTIONS DDS 6.10 Increase targeted private investment by encouraging infill of underutilized lots or remodeling existing structures, specifically high visibility locations such as the Bank of America site. DDS 6.11 As part of the current infrastructure planning process, ensure there is adequate sewer, water, and stormwater capacity for future development in the Civic Core, particularly the Former Big 5, Transit Street and Bank of America sites. NOTE: See DDS 2.14 for future development of the Transit Street. Parklets and sidewalk dining A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 38 Transit Strategies A primary focus of the transit strategies is to restructure transit operations to activate the Civic Core and Downtown while ensuring the same or better level of transit service in the area and address current gaps in transit stop amenities such as shelters, lighting, and signage. As the area continues to grow and new regional transit investments are completed (such as I-405 BRT and new RapidRide routes), transit will take on a larger role in providing access into and throughout the Civic Core and Downtown. The plan for transit includes short-term and long-term implementation phases (Figures 1.6 and 1.7) that leverages improvements to the underlying roadway network. QUICK WINS TS 1 Restructure Transit Route 101 to start and end at the South Renton Park & Ride while serving the Downtown Renton area on its way to and from Downtown Seattle. SHORT-TERM ACTIONS TS 2 Move bus layover currently on the Transit Street and Burnett Avenue S. to new on-street spaces west of the Civic Core and Downtown, and to on-street spaces along Shattuck Avenue S. and/or to the South Renton Park & Ride (See Appendix). This will require coordination with King County Metro to identify appropriate capital, operation, and funding constraints and requirements as relocation of the layover will require an investment in additional layover hours and possible facility investments such as additional comfort stations, sidewalks, and/or paving to accommodate new layover locations. The coordination process with King County Metro can begin immediately upon adoption of the Plan. TS 3 Restructure route alignments to use new on-street stops on S. 3rd Street, S. 2nd Street and consolidated stops on Burnett Avenue S. Close the Transit Street and only use Logan Avenue S. for F line westbound routing. Closure of the Transit Street will require close coordination with King County Metro and possible coordination with the Federal Transit Administration and Federal Highway Administration to identify the appropriate operational and capital implications of the modification. TS 4 Establish minimum design standards for all stops within the Civic Core and Downtown to include amenities such as covered shelters, informational signage, litter receptacles, seating, and lighting. While King County Metro standards stipulate a minimum ridership level to warrant a shelter, the City of Renton may partner with King County Metro to fill in the gaps and ensure shelter coverage and amenities at all of the Civic Core and Downtown transit stops. TS 5 Ensure the same or better level of transit service in Downtown Renton. Evaluate transfer walk distances under revised routing to ensure riders can still make existing transfers between routes, although the easiest transfer may occur in areas not in the Civic Core and Downtown for some routes. MID/LONG-TERM ACTIONS TS 6 Consolidate bus layover at the new South Renton Transit Center constructed for I-405 BRT. Using this area for layover will require the same layover hours as the short- term recommendations to reach the South Renton Transit Center. TS 7 Identify opportunities to coordinate stop locations and future development in the Civic Core and Downtown to better serve the area. This may include moving the current stop at Main Avenue S. and S. 4th Street to be closer to destinations in the Civic Core and Downtown. FUTURE CONSIDERATIONS In the future, S. 2nd Street and S. 3rd Street will be converted to two-way operations from their current one-way configuration. Additionally, the Plan identifies a two-way protected bicycle lane on S. 2nd Street as a long-term action that may require additional right-of-way. Many alternatives are available to efficiently route transit through the Civic Core and Downtown with the conversion of two-way operations including: 1. One-way alignment of routes with all trips using westbound S. 2nd Street and eastbound S. 3rd Street. No use of Burnett Avenue S. for transit. 2. One-way alignment of routes with all trips using the new eastbound capacity on S. 2nd Street and westbound S. 3rd Street. No use of Burnett Avenue S. for transit. 3. Two-way operations on both S. 2nd Street and S. 3rd Street with some routes using S. 2nd Street and other routes using S. 3rd Street. No use of Burnett Avenue S. for transit. 4. Mix of one-way and two-way operations on S. 2nd Street and S. 3rd Street with the continued use of Burnett Avenue S. 5. Removing transit from Burnett Avenue S. would limit delays from turning and would improve the speed and reliability of transit through the Civic Core and Downtown. However, with split operations on S. 2nd Street and S. 3rd Street, this would likely create longer transfer distances between routes. Depending on where route alignments intersect in the future, better transfer opportunities between routes may exist at the new South Renton Transit Center or at points north or east of Downtown Renton. This long-term implementation provides the same or better level of transit service into the Civic Core and Downtown as today and offers the potential to construct transit priority treatments along S. 2nd Street and portions of S. 3rd Street using queue jumps, signal priority, and off-board fare payment at stop locations. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 39 Opportunity for new on-street parking in front of retail on Burnett Ave S. Potential for consolidation to one stop northbound and one stop southbound on Burnett Ave S. Only F Line southbound routing on Logan Ave S. S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St 101 105 240 342 167 240 342 560 566 101 106 167 566 107 143 560 169 F Line F Line 342 143 105 566 N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING LEGEND DOWNTOWN TRANSIT SHORT-TERM ROUTING POTENTIAL OR EXISTING BUS STOP DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT BUS LINES# Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r N 0 300’ 600’Feet FIGURE 1.7 A primary focus of the transit recommendations is to restructure transit operations in order to open the area to additional uses and opportunities while ensuring the same, or better, level of transit service in the area. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 40 105 169 240 342 F Line 101 106 107 167 240 342 566 105 143F Line 20-25 buses per hour in each direction 20-25 buses per hour in each direction 106 107 101 143 167 566 S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Pa r k A v e N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Fa c t o r y A v e N Ta y l o r A v e N W Me a d o w A v e N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Ne l s o n P l N W Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Access R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St Bron s o n W a y S N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL # RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT // LONG-TERM ROUTING LEGEND DOWNTOWN TRANSIT LONG-TERM ROUTING WITH 2-WAY TRAFFIC ON SOUTH 2ND AND 3RD STREETS POTENTIAL OR EXISTING BUS STOP DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT BUS LINES Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r N 0 300’ 600’Feet FIGURE 1.8 As the area continues to grow and new regional transit investments are completed, transit will take on a larger role to provide access into and throughout Downtown Renton. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 41 Parking Management Strategies Effective parking management in the Civic Core and Downtown will provide improved access to businesses and activities. Parking management strategies are based on a parking audit conducted in early 2017 that included data collection, parking code review, and discussions with parking enforcement to provide a clear indication of current parking use and capacity in the Civic Core and Downtown. Existing supply is illustrated on Figure 1.8. Utilization during the peak time (5:00 pm to 6:00 pm) is shown on Figure 1.9 and includes: • 350 on-street spaces • 320 public off-street surface spaces • 562 public garage spaces (150 are reserved for park & ride use) Most on-street spaces have two-hour time limits from 8:00 am to 6:00 pm. The off-street lots limit parking to a maximum of between two and eight hours from 8:00 am to 6:00 pm. The City Center Parking Garage is free for up to two hours, with additional time priced at two dollars for every two hours. Key findings from the parking audit include: • The City Center Parking Garage has substantial excess capacity, with only 10-20% of current non-park & ride spaces being used throughout the day. • On-street spaces are more utilized within the core of Downtown, particularly along S. 3rd Street, Williams Avenue S., Wells Avenue S., and S. 4th Street, with over 85% utilization during the midday and PM periods. • Lower parking turnover occurs after 4:00 pm as vehicles can stay in the same space after 6:00 pm until 8:00 am the next day. • On-street spaces are less utilized west of Burnett Avenue S., with many blocks having less than 70% utilization. • Off-street surface lots are well-used, particularly from 3:00 pm to 6:00 pm, with over 85% utilization during that time. • In general, motorists adhered to the parking time limits, however some were observed moving their vehicles to a new block to park. • There is confusion in the City Center Parking Garage because a ticket is required even if the patron is parking for less than two hours (which is free). • While the municipal code restricts someone from moving a vehicle to park on the same block to avoid the two-hour limit, it is not clear in the code whether someone can park on the same block on the same day (such as parking in the morning on a block and parking in the evening on the same block). This leads to confusion for residents, business patrons, employees, and parking enforcement. • As development continues in the Civic Core and Downtown, there will be an increase in freight loading/unloading and passenger drop-off activity with additional residents and businesses. This increased activity may require converting some parking spaces to loading/unloading zones. Implementing a comprehensive parking management strategy will involve many trials and steps to identify a preferred solution. C e d a r A v e S Sm i t h e r s A v e S Wh i t w o r t h A v e S Lo g a n A v e S Mo r r i s A v e S Sh a t t u c k A v e S Ma i n A v e S We l l s A v e S Wi l l i a m s A v e S S 4t h St S 2nd St S 3rd St Bu r n e t t A v e S Houser W a y S Bron s o n W a y S !"#405 Data not collected for this hour for this lot. Utilization over 85% was observed from 11-12pm. Utilization under 55% was observed from 6-7pm. Parking Utilization5pm-6pm< 55%55% - 70%70% - 85%> 85% Figure 1.9 On-street Parking Restrictions and Off-street Parking Availability by Location Figure 1.10 On-Street and Off-Street Parking Demand (5pm-6pm) A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 42 Trials should last at least three months to provide enough time for patrons to understand the shift in parking strategy and for the City to effectively measure the implications to utilization and supply. QUICK WINS PS 1 Provide pedestrian and vehicular wayfinding signage and improved marketing that directs both motorists and pedestrians to the location of available parking in the City Center Parking Garage or other off-street lots. Post on-street signage and other notifications to inform residents and businesses of the new strategies and the availability of alternative parking supply. SHORT-TERM ACTIONS PS 2 Improve streetscape connections with better lighting to/from the City Center Parking Garage and under-utilized off- street lots. PS 3 Extend the free parking time from two to four hours in the City Center Parking Garage. This would enable more “park once, shop twice” activity by extending the free time. It may also lower demand of highly utilized surface lots. However, extending free parking time may lower potential revenue and may not generate additional users if other strategies are not implemented. Evaluate parking demand and revenue change three months after implementation to adjust this strategy, as needed. PS 4 Change on-street and off-street time limits: Shorten parking maximums to 90 minutes for on-street spaces and two hours for off-street lots and extend the time limit for on-street and off- street spaces to 8:00 pm to increase parking turnover during the peak time at night and potentially increase parking usage in the City Center Parking Garage for people that need to park for longer than the on-street time limits. Parking management could be handled by City staff or contracted through a private company, similar to how Redmond and Tacoma, WA manage parking. Evaluate parking demand and enforcement feasibility three months after implementation to adjust strategy as needed. PS 5 Revise the parking code. Parking code updates should add clarity to how parking is enforced, both for patrons and enforcement officers. Certain parking code elements may still require some interpretation for enforcement. PS 6 Increase enforcement. This could improve parking turnover with vehicles more likely to park within the time limits. It may require additional resources for staffing and parking enforcement vehicles. PS 7 Implement employee parking programs through reduced monthly pricing or other means to increase the use of the City Center Parking Garage. That strategy uses excess capacity within the garage and opens closer on- street and off-street spaces to patrons. PS 8 Identify potential parking spaces for short-term (up to 15 minute) time limits to allow for freight and goods delivery and passenger pick-up and drop-off. MID/LONG-TERM ACTIONS PS 9 Install parking meters that can control multiple spaces on a block and charge hourly rates for on-street parking. Hourly charges would be higher than the hourly charge in the City Center Parking Garage and would help increase parking turnover. This would also increase parking revenue that can be invested in wayfinding and streetscape improvements. PS 10 Remove or reduce the minimum parking standard for residential development within the Civic Center and Downtown Zone. Other options include in-lieu fees that may support other parking management strategies as a substitute for building additional parking with development. This strategy would reduce the cost of construction and potentially increases the number of residential units that may be built. PS 11 Evaluate the feasibility of enacting parking agreements with new development to use excess space at the City Center Parking Garage. A parking management program can track residential parking demand in the garage to adjust development standards as needed to ensure sufficient parking for other needs such as business patrons, employee parking, and park & ride users (if this remains a priority in the future). A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 43 Public Facilities Management Strategies Public facilities strategies leverage city- owned assets to enhance the Civic Core and Downtown. While the City of Renton owns several Civic Core and Downtown properties, there is an overarching need for a comprehensive approach to maintain and utilize all facilities and properties. The following strategies identify the optimal role for each facility, improvements or changes that would allow for this optimization, and programming recommendations for key vacant opportunity sites. SHORT-TERM ACTIONS PF 1 Complete the Strategic Facilities Plan (SFP) that is currently underway. The City’s facilities, owned or leased, have a long-term impact on the City’s ability to deliver its mission and vision to its constituents. The SFP should include the location, capability, utilization, and condition of all City-owned or leased assets to ensure that the goals of the City’s public facilities are aligned with the City’s strategic objectives. The plan should demonstrate that each facility supports the City’s core vision and that the recommendations will yield the highest value to the community. The plan should apply to all City real estate assets, not just those in the Civic Core and Downtown, and include: a summary of the asset’s existing conditions and current and future needs; and an action plan for investment, including dispositions, repositioning, acquisition, consolidation or joint use, and public- private partnerships, among others. PF 2 Include 24-hour City Center Parking Garage security patrols and cleanups using police patrols or a private security service. This should ultimately be funded through a parking and business improvement area (PBIA). The City should enhance existing police patrols in the short- term. PF 3 Restructure the Pavilion lease agreement as a management contract. The Pavilion is currently operated under a lease structure that has some elements of a typical tenant lease (full tenant control of the space such as in a retail lease) but with some features that are more like a management contract (e.g., City retains preferential rights for public events). A more common model is for the City to solicit an events center manager that gives the City full control of the building itself, with a professional events manager responsible for day-to-day management, event coordination, and promotion. This allows the City the flexibility to retain the building’s primary function as an events center while reapportioning the western section as a public market/food hall. A management contract would include performance standards such as revenue and utilization targets. It could include an incentive pay structure to ensure the Pavilion is filled with frequent and high-quality events and to reduce the City’s risk that revenues fall short of expenses. For the public market/food hall, the City would lease space directly to food service tenants, and optionally hire an experienced food hall operator to manage and oversee operations per the City’s overall direction. Other elements of a management contract would include: • City having responsibility for tenant improvements and capital improvements. In conventional tenant/ landlord lease structures, the landlord typically makes improvements to the structure, which usually includes everything that would stay in the structure if the tenant were to move on, such as light fixtures; heating, ventilation, and air conditioning (HVAC) system; and heavy kitchen appliances (e.g., dishwashers). This helps align the manager’s activities with their core strengths (promotion and organization), while leaving the City in charge of long- term asset improvements. • Expanded list of approved caterers so customers have a wider choice for events, improving the Pavilion’s marketability. MID/LONG-TERM ACTIONS PF 4 Convert the King County Metro Park and Ride parking spaces in the Metropolitan Place Apartments to active retail space. While the existing lease agreement between King County Metro and Metropolitan Place is valid until 2030, the opportunity should be timed so that active retail space can be created on Burnett Avenue S. in conjunction with the relocation of the layover on the Transit Street and creation of the Renton Connector. This would require a renegotiation of the agreement that may relocate the park- and-ride spaces to the City Center Parking Garage, allowing Metropolitan Place to repurpose the ground floor park-and-ride spaces. The City could support this transaction by helping broker the negotiations and assisting with the design and cost estimations of the converted space. PF 5 Plan and implement capital improvements to the Pavilion. Regardless of the uses, the structure requires improvements to its HVAC system, lighting, bathrooms, and audio/visual components. Consult the current tenant to help develop a comprehensive list of required or desired improvements. An exterior entrance to restroom facilities should be considered. PF 6 Solicit a developer and redevelop the Transit Street once the transit layover functions move to the South Renton Park-and-Ride. This requires its own planning process prior to soliciting a developer. Begin with a conceptual planning study and market analysis to understand what is feasible. As part of that process, develop core program criteria for the site, including physical and visual connection to and between the City Center Parking Garage, the Pavilion and Piazza (e.g., active public spaces, retail, or housing). Finally, solicit a developer through a request for qualifications (RFQ) process. Other nearby improvements may occur A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 44 simultaneously to minimize disruption (e.g. the Renton Connector). While most new development will not require incentives for the project to be feasible, the marketing packet may include any available incentives and tools, such as: 1. Favorable land sale pricing, permitted in the State of Washington if the development is proven to benefit the public interest. 2. Impact fee waivers. The City of Renton currently waives fees for new “for sale” multifamily housing projects (greater than 30 units) within the Civic Core and Downtown, but not for rental properties. The City may want to look at whether extending the fee waiver program to Downtown for rental housing. 3. Tiered impact fees. The impact of compact urban developments on utilities and other infrastructure is generally lower. The City’s impact fees could therefore be tiered to reflect the lower impact of a downtown environment. This would require a new rate study. Organizational Strategies Improving organizational capacity and function will help the existing Civic Core and Downtown organizations achieve the Plan's goals by providing new opportunities and partnerships. Identification of where partnerships or consolidation are recommended could enhance the coordination and missions of existing organizations. Recommendations for specific media and target audiences with the goal of developing a coordinated marketing program, are provided below. SHORT-TERM ACTIONS OS 1 Strengthen the Renton Downtown Partnership (See Appendix for examples). OS 1.1 Merge with other relevant organizations, hiring salaried staff as possible and increasing funding. A dedicated, well- funded, and efficient downtown organization helps promote the Civic Core and Downtown Vision and encourage new businesses to locate in Downtown. The Renton Downtown Partnership should be strengthened and merged with other organizations, such as Piazza Renton, to leverage existing relationships, local knowledge, and familiarity with Downtown. The Renton Downtown Partnership’s recent designation as a 501(c)(3) organization allows it access to additional grant sources (see OS 1.2). A PBIA would ideally fund the organization. The Renton Downtown Partnership should be directly responsible for: 1. Target marketing and social media to tell the story of the Civic Core and Downtown. 2. Transition primary special event coordination from the City and Piazza Renton to the Renton Downtown Partnership. The City would still manage the permit process but would coordinate through the Renton Downtown Partnership. This group has already created a series of annual events, so the transition should be relatively seamless. Ideally, the organization would help recruit events to ensure the Civic and Downtown is active throughout the year. Potential events include wine walks, food fairs, sports events, car shows, art shows, and live music. Citywide events that serve the entire community but occur Downtown, such as the Multicultural Festival and Cruise the Loop will continue to be led by the City of Renton. 3. Modify the www.rentondowntown.com website to become the primary portal for the Civic Core and Downtown information. The website would include information on retail, events, organizations, etc. It should also include a single calendar for all activities in the Civic Core and Downtown. Ideally, the website would provide information on living in the Civic Core and Downtown and the area as a live, King County Metro Park-and-Ride parking spaces in the Metropolitan Place Apartments City Center Parking Garage with King County Metro Park-and-Ride spaces on top levels A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 45 work, and play neighborhood. Responsibility should fall to the person responsible for overall marketing at the Renton Downtown Partnership. 4. Hire an Executive Director for the Renton Downtown Partnership. Hire a staff person to head the organization who has professional experience operating a downtown organization and/or a 501(c)(3). The staff person, as well as the general operations of the organization, would require funding to be fully effective. Funding may come from event revenues, membership dues, sponsorships, and grants and funding programs from the City, State, or federal government (or other private/public/non- profit sources). For the latter, the City may implement a special dedicated fund, particularly while the PBIA is yet to be formed in Year 1. OS 1.2 Designate Downtown Renton as a Main Street through Washington’s Main Street program. Once designated, businesses can contribute and get a tax credit against their State B&O taxes through the Main Street tax credit incentives program. With the Renton Downtown Partnership’s recent designation as a 501(c)(3), this tool allows the donor to receive 75 percent back from State B&O tax credits and the remaining 25 percent is tax deductible on federal income taxes. OS 2 Assign existing City staff or hire new staff in a role as a Downtown Manager responsible for managing and implementing City activities in the Civic Core and Downtown; initiating and promoting programs that improve, preserve, and enhance the Civic Core and Downtown; and marketing the improvement, overall appearance, and economic vitality of the area. The Downtown Manager should report directly to the Economic Development Director and work in conjunction with Community and Economic Development, Community Services, other City departments, local stakeholders, and the wider Renton community. The Downtown Manager would be tasked with: 1. Being a liaison for Downtown organizations and business and property owners, including assisting with property improvement projects and building relationships with partner organizations (e.g. Chamber of Commerce and other economic development organizations). 2. Serving as an advocate for the Civic Core and Downtown at the local and state levels, which would include working to improve public policy relating to Downtown issues. 3. Supporting business and tenant recruitment efforts, especially retailers and restaurants and, where appropriate, professional office or craft industrial/makerspace users. The Downtown Manager should also introduce potential tenants to developers or buildings for sale or lease. In addition to connecting these parties, relationships should be fostered with retail brokers in the Seattle metro region so that Renton is considered a potential location for prospective tenants. In undesirable locations for retail, restaurant, or housing, such as periphery vacant storefronts or difficult to lease properties, target small scale craft manufacturers or makerspace users to support reinvestment and build up the attraction and energy in an area. Provide matchmaking services for potential tenants with local developers interested in this sector. 4. Facilitating redevelopment of key opportunity sites. This should include contacting owners to explore options for redevelopment and public- private partnerships. Another major component would be marketing City-owned properties (specifically identified opportunity sites) and assisting landowners and prospective developers. OS 3 Perform a study to determine the feasibility of forming a Parking and Business Improvement Area (PBIA), where the Civic Core and Downtown business owners assess themselves to provide funding for extended services aimed at the economic enhancement of the area. Funds generated by the PBIA (often also called a business improvement district, or BID) would support actions identified in the Plan, or future actions established by Renton Downtown Partnership and Downtown Manager. Funds could provide the following services: 1. Security. PBIAs can hire private security patrols to supplement existing police patrols and deter crime. 2. Cleaning. PBIAs can provide the funding necessary to hire street, sidewalk, and plaza cleaning crews to provide an enhanced level of service over the City’s basic functions. This can also include “on-call” services for graffiti removal, broken glass, or other needs. While cleaning could also be handled by City staff, the purpose of a PBIA is to go above and beyond the level of cleaning that would be provided by local authorities. 3. Marketing. A core function of the PBIA would be to provide enhanced funding for promotion of the Civic Core and Downtown. Funds raised through the PBIA A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 46 would be directed by the Renton Downtown Partnership. 4. Other services can include constructing and operating parking facilities, installation and maintenance of flower baskets and banners, and event promotion. OS 4 Apply for and utilize funding for capital improvements, such as grants, and other programs. There are several grant options available: 1. Community Economic Revitalization Board (CERB) Grants. CERB is a state board focused on economic development through job creation in partnership with local governments. The Board has the authority to finance public infrastructure improvements that encourage new private business development and expansion. In addition to funding construction projects, CERB provides limited funding for studies that evaluate high-priority economic development projects. Eligible projects include domestic and industrial water, storm water, wastewater, public buildings, telecommunications, and port facilities. 2. Working with the Association of Washington Cities (AWC). AWC engages state elected officials to push local authority’s legislative agendas. Renton should work with AWC to explore potential funding programs at the state level. 3. Parking Meter Revenues. Use curb parking revenue to fund various capital improvement projects in the Civic Core and Downtown. Ultimately, drivers who park in Downtown can finance capital improvements at no cost to the businesses, property owners, or taxpayers. Business owners are also more likely to accept metered parking if the revenue is used in the Civic Core and Downtown. 4. Local Option Sales Tax. A local option sales tax (often abbreviated LOST) is a special- purpose tax implemented and levied at the city or county level. The State of Washington has a Commercial Parking Local Option for general transportation purposes (including city street) and a County Fuel Tax for “highway purposes” including the construction, maintenance, and operation of city streets. 5. Other State Programs and Grants. Pedestrian and Bicycle Program grants are for improvements to the transportation system which enhance safety and mobility for people who choose to walk or bike. The Complete Streets Programs funds local government arterial retrofits to improve safe access for all road users. 6. Apply for, utilize, and market housing incentives to increase the supply of multifamily housing. Explore tax exemption programs for certain developments and implement local regulatory incentives to encourage development. Many local incentives already exist, such as expediting certain regulatory processes (permitting and plan review), providing density bonuses, and selling city-owned land for development. While the market is currently strong and is likely to further improve, limiting the need for incentives, select available programs include: A. Multifamily Tax Exemption Program (MFTE). MFTE is issued by Washington State. RCW 84.14 has enabled multi- family property owners to get tax exemptions for up to 12 years in exchange for a minimum of affordable units for income- and rent- restricted households. The program has established eligibility areas to include any property zoned for multi- family residential. Under RCW 84.14, an urban center may be designated as a residential targeted area if it is found to lack sufficient available, desirable, and convenient residential housing to meet the needs of the public, and will result in increased residential opportunities and stimulate the construction of new/ rehabbed multifamily housing. The City of Renton currently provides limited, eight or twelve-year exemptions from property taxation for qualified new multifamily housing located in Downtown. Aggressively marketing this program can help attract new residential development to the Civic Core and Downtown. B. Low Income Tax Credit. Created by the Tax Reform Act of 1986, the LIHTC program gives State and local LIHTC- allocating agencies the equivalent of nearly $8 billion in annual budget authority to issue tax credits for the acquisition, rehabilitation, or new construction of rental housing targeted to lower- income households. C. Impact fee waivers. Renton currently has the option of waiving impact fees for residential projects, but the Renton Municipal Code currently only enables waiving fees for new “for sale” multifamily housing projects greater than 30 units in size in Downtown. The City should revise the code to make Downtown rental multifamily projects eligible for fee waivers and market these incentives. A G E N D A I T E M # 1 0 . a ) ImplementationThe Junction South Burnett Linear Park North Burnett Linear Park To Cedar River To Cedar River Trail Lake to Sound Trail Tonkin Park A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 48 ACRONYMS, DEFINITIONS, AND POTENTIAL FUNDING SOURCES Acronym/Symbol/Title Definition/Funding Source (if applicable) CDBG Community Development Block Grant CIP Capital Improvement Program COR City of Renton Event Revenue General Fund Includes existing funding for current staff, funding for future staff, City department funding, Renton Municipal Arts Commission funding, etc. K Thousands (dollars) KCLS King County Library System KC Metro King County Metro King County M Millions (dollars) Main Street Tax Credit Program A statewide program that assists in funding designated Main Street programs in Washington. Membership Dues Dues paid to an organization. N/A Not Applicable. N/A, But Could Affect Revenue Non-Profit Assistance Non-profit assistance would require a non-profit entity to assist in funding the strategy. 1% for Arts Program 1% for Arts Program is a funding source where some capital improvements allocate 1% of the cost of the project to public art. Outside Funding Sources Includes Legislative Member Request, Grant, Bond Issue, Levy Pavilion Lease PBIA Parking and Business Improvement Area or Business Improvement District Private Development or Funding Implementation NOTES: 1. Depending on the strategy, some additional staff resources may be needed. This could include reclassified staff and/or new positions. 2. As identified action items move into project management in the future, project budgets should include operating, maintenance, replacement, and long-term capital costs. 3. There are several capital improvement recommendations (parks, roads, trails etc.) that will require future community engagement to identify specific project elements and final design of the project. 4. Capital project costs are in 2017 dollars, except for major roadway improvements that include escalation (assumed 3% per year for 6 years). ACRONYMS, DEFINITIONS, AND POTENTIAL FUNDING SOURCES Acronym/Symbol/Title Definition/Funding Source (if applicable) RSD Renton School District Sound Transit TBD To Be Determined QW Quick Win (immediate) ST Short-Term (one to five years) MLT Mid/Long-Term (five to ten years) For further study. This could include additional planning studies or plans related to specific recommendations. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 49 Implementation Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DESIGN AND DEVELOPMENT STRATEGIES DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest DDS 1.1 Implement pedestrian- and vehicle-scale wayfinding recommendations. QW Monument (per sign): $20K-$40K Adv. Directional (per sign): 1K-$2K Veh. Directional (per sign): $2K-$4K Ped. Directional (per sign): 2K-$3K Ped. Kiosk (per sign): $5K-$8K Interpretive (per sign): $1K-$2K COR CIP DDS 1.2 Coordinate with businesses and landowners to publicize the existing façade improvement program. QW N/A COR, Renton Downtown Partnership CDBG DDS 1.3 Identify walls or facades that could incorporate murals or other unique storefront art. QW N/A COR, Renton Downtown Partnership, Arts Commission General Fund, Outside Funding Sources DDS 1.4 Prohibit window screens or murals that block or reduce window or door transparency. QW N/A COR N/A Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 1.5 Develop a pilot program to allow a food cart pod to be located in the Civic Core and Downtown. QW N/A COR, Renton Downtown Partnership TBD DDS 1.6 Implement the complete wayfinding recommendations identified for the Civic Core and Downtown. ST SEE DDS 1.1 COR CIP DDS 1.7 Implement adopted Downtown Streetscape Design Standards and Guidelines. ST N/A COR CIP, Private Development or Funding DDS 1.8 Consider reductions or deferrals of permit fees for adaptive reuse of buildings. ST N/A COR, Renton Downtown Partnership N/A, But Could Affect Revenue DDS 1.9 Provide reductions in fees for developments that create affordable housing in the Civic Core and Downtown. ST N/A COR N/A, But Could Affect Revenue QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years NOTE: Strategy descriptions are abbreviated versions of those contained in the body of the Plan A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 50 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 1.10 Provide height bonuses above the existing 95-foot height (consistent with the Renton Municipal Code and FAA height regulations in effect at the time of project approval) if the developer provides affordable housing, contributes to parks or public amenities funding, or constructs a public amenity within the Civic Core and Downtown. ST N/A COR N/A DDS 1.11 Consider developing a sign permitting process that would allow rooftop signs. ST N/A COR N/A DDS 1.12 Encourage blade signs where multiple tenants occupy a single building; materials should be metal or wood. ST N/A COR N/A DDS 1.13 Scale signs appropriately to the building context. ST N/A COR, Renton Downtown Partnership N/A Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 1.14 Illuminate signs by discreet lighting technologies. ST N/A COR N/A DDS 1.15 Consolidate off- street parking access and focus parking access onto alleys or single driveways. MLT N/A COR N/A DDS 2: Provide Active and Engaging Public Spaces The Pavilion DDS 2.1 Use garage doors to create an indoor/ outdoor space during warmer months with picnic tables and flexible seating. ST $250K COR General Fund DDS 2.2 Plan year-round cultural events such as Octoberfest and musical performances. ST TBD COR, Renton Downtown Partnership General Fund, Event Revenue DDS 2.3 Develop a marketing plan for the Pavilion and surrounding venues. ST $35K COR, Renton Downtown Partnership General Fund, PBIA DDS 2.4 Provide outside access to public restrooms in the Pavilion. ST See DDS 2.5 COR CIP, Outside Funding Sources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 51 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.5 Redesign the Pavilion to provide transparency and access from the Piazza north to a redeveloped Transit Street and improved City Center Parking Garage. Partition a portion of the Pavilion to allow for active uses on the west side of the building. ST $500K COR CIP, Outside Funding Sources Some of the cost to be amortized from lease revenues from newly-created retail spaces DDS 2.6 Plan and implement capital improvements for the Pavilion and those that increase interaction between the Piazza and the Pavilion. MLT $4.5M COR CIP, Outside Funding Sources Lease Revenues From Pavilion The Piazza DDS 2.7 Provide games such as ping pong, large chess boards, and bean-bag toss. QW $20K COR General Fund DDS 2.8 Coordinate marketing efforts with the Pavilion to increase the number of events. ST see DDS 2.3 COR General Fund Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.9 Increase event programming to include daily performances and nighttime events such as outdoor movies. ST TBD COR, Renton Downtown Partnership General Fund DDS 2.10 Re-master plan the Piazza to incorporate Gateway Park, the future festival streets between S. 2nd and S. 3rd Streets on Logan Avenue S. and the Renton Connector. ST $150K Master Plan $600K Design COR CIP, Outside Funding Sources DDS 2.11 Complete the reconstruction of the Piazza. ST $3.8-$5M COR CIP, Outside Funding Sources The Backyard DDS 2.12 Upon relocating transit operations from the Transit Street, test a temporary pop-up plaza concept. ST $50K COR, Renton Downtown Partnership General Fund, PBIA DDS 2.13 Add seating next to existing café stand. Remove bars on the windows. ST $10K COR General Fund QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 52 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.14 Attract a developer through a Request for Proposals process to redevelop the Transit Street. MLT $25-$50K COR General Fund The City Center Parking Garage DDS 2.15 Market and program uses of the rooftop for seasonal activities. QW TBD COR, Renton Downtown Partnership General Fund, Event Revenues DDS 2.16 Relocate the Police station to another location. ST TBD COR General Fund DDS 2.17 Remove mirrored glass on ground floor spaces to increase visibility. ST $65K COR General Fund DDS 2.18 Add lighting to the area to increase safety for evening events. ST $10K per streetlight COR, Renton Downtown Partnership CIP, PBIA DDS 2.19 Retrofit ground floor spaces for small- scale retail that can be leased to small scale businesses or the Farmers Market businesses. MLT $650-$850K COR CIP Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources The Festival Street DDS 2.20 Close Logan Avenue S. south of the Transit Street to cars for community events such as the Farmers Market. QW Minimal (barriers and traffic control likely needed) COR, Renton Downtown Partnership General Fund, Outside Funding Sources DDS 2.21 Remove the center median to improve pedestrian access across the street when it is closed for events. ST $76K COR CIP DDS 2.22 Organize an annual food truck festival or Taste of Renton event. ST TBD Renton Downtown Partnership Event Revenues DDS 2.23 Organize regular music performances, dances or outdoor movies in the street. ST TBD COR, Renton Downtown Partnership General Fund, PBIA DDS 2.24 Design and construct a curbless festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets, and along S. 3rd Street between Logan Avenue S. and Burnett Avenue S. ST $8M COR General Fund, Outside Funding Sources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 53 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources The Renton Connector DDS 2.25 Work with local artists to develop art installations along the Renton Connector alignment. QW TBD COR, Arts Commission, Non-Profits General Fund, Outside Funding Sources, Private Development or Funding DDS 2.26 Acquire and develop an extension of Burnett Linear Park North from S. 2nd Street to the existing Burnett Linear Park North boundary. ST $650K (estimated market cost) to $1.1M (King County assessed value) for acq. COR CIP, Outside Funding Sources DDS 2.27 Design the Renton Connector as a phased project. ST $4.7M COR CIP, Outside Funding Sources DDS 2.28 Implement a preliminary design phase of the Renton Connector that can be accommodated with existing revenue. ST $500K COR CIP, CDBG DDS 2.29 Develop parks masterplans for the area from S. Grady Way to S. 5th Street (Burnett Linear Park S.) and from S. 2nd Street to the Cedar River (Burnett Linear Park N.). ST $150K COR CIP Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.30 Construct the major elements of the Renton Connector. The design should incorporate art, distinctive branding, wayfinding and finishes. M LT $26M COR CIP, Outside Funding Sources The Junction DDS 2.31 Activate area with pop-up retail and art to create a more engaging and walkable district. QW N/A COR, Renton Downtown Partnership, Arts Commission, Non-Profits General Fund, Private Development or Funding DDS 2.32 Enhance furniture elements in Tonkin Park. ST $40K COR CIP DDS 2.33 Improve lighting and pedestrian crossings at intersections. ST $200K (per intersection)COR CIP, Outside Funding Sources DDS 2.34 Construct the design and placemaking recommendations for Tonkin Park and vicinity. MLT $110K (design) $700K (construction) COR CIP DDS 2.35 Implement the regional trail recommendations in the updated Renton Trails and Bicycle Master Plan along Houser Way S. MLT TBD COR, King County CIP, Outside Funding Sources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 54 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources The Gateways DDS 2.36 Improve wayfinding to destinations from Veterans Memorial Park and the Renton History Museum. QW see DDS 1.1 COR CIP DDS 2.37 Activate vacant adjacent storefronts with art or pop-up retail uses. QW TBD COR, Renton Downtown Partnership, Arts Commission General Fund, Outside Funding Sources DDS 2.38 Add art in the plaza or on adjacent corner in the vicinity of the S. 2nd Street "Downtown" gateway sign as part of the Arts Trail. ST TBD COR, Arts Commission General Fund, 1% Arts Program DDS 2.39 Paint the intersection at Main Avenue S. and S. 3rd Street. ST TBD COR, Renton Downtown Partnership, Arts Commission General Fund, 1% for Arts Program The Library DDS 2.40 Create a temporary reading room with Library materials with movable chairs in the Pavilion and Piazza during summer events. QW $10K COR, Renton Downtown Partnership, King County Library System Non-Profit Assistance Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.41 Incorporate pedestrian scale wayfinding to direct bicyclists and pedestrians to the Civic Core and Downtown. ST see DDS 1.1 COR CIP Pop-up Alleys and Storefronts DDS 2.42 Identify vacant storefronts with willing building owners to locate pop-up retail or craft uses with local retailers or craft industrial uses and artisan makers. QW N/A COR, Renton Downtown Partnership General Fund, Private Development or Funding DDS 2.43 Coordinate with the Renton History Museum to develop temporary installations for vacant storefronts. ST TBD COR, Renton Downtown Partnership General Fund DDS 2.44 Consolidate garbage and recycling into central, screened locations. ST $10K-$15K COR, Renton Downtown Partnership, Local Businesses Private Development or Funding, PBIA DDS 2.45 Create patio seating for temporary food carts in the alley between S. 2nd and S. 3rd Streets from Main Avenue S. to Wells Avenue S. ST TBD Renton Downtown Partnership, Local Businesses PBIA, Private Development or Funding QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 55 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 2.46 Develop an alley programming plan.ST $5K Renton Downtown Partnership, Local Businesses PBIA, Private Development or Funding DDS 2.47 Improve backs of buildings where alleys are present. MLT TBD Renton Downtown Partnership, Local Businesses PBIA, Private Development or Funding The Cedar Riverwalk DDS 2.48 Add pedestrian scale wayfinding to improve connectivity from the Civic Core and Downtown to the Cedar River. QW See DDS 1.1 COR CIP DDS 2.49 Add interpretive signage that describes the area’s history and natural resources along the Cedar River. ST See DDS 1.1 COR CIP DDS 2.50 Improve visual and physical water access to the Cedar River at Main Avenue S. MLT TBD COR CIP, Outside Funding Sources Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 3: Integrate Art into the Civic Core and Downtown DDS 3.1 Develop a citywide outreach plan to encourage representation in art activities from the diverse racial, cultural and ethnic groups residing in Renton. QW $50K COR, Local Churches, Non-Profits General Fund, Non-Profit Assistance DDS 3.2 Provide free or low- cost space in vacant buildings for artist and gallery space. QW TBD Arts Commission, Local Property Owners General Fund, Private Development or Funding DDS 3.3 Create an “art gallery” in the alleys. QW TBD COR, Renton Downtown Partnership, Arts Commission General Fund, Outside Funding Sources DDS 3.4 Incorporate the recommendations of the 2010 City of Renton Arts and Culture Master Plan in the Civic Core and Downtown, as applicable. QW TBD See 2010 City of Renton Arts and Culture Master Plan See 2010 City of Renton Arts and Culture Master Plan DDS 3.5 Incorporate art into the grounds of facilities such as the IKEA Performing Arts Center and the Renton Library, among others. QW TBD COR, Arts Commission, Non-Profits, RSD General Fund, RSD, KCLS, Non-Profits, Outside Funding Dources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 56 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 3.6 Develop a mural program that integrates local arts and community- based organizations to create art that tells the past and current story of Renton. QW TBD COR, Arts Commission, Non-Profits, Renton High School General Fund, Non-Profit Assistance DDS 3.7 Develop a performing arts program with a list of musicians to perform at local events throughout the year. QW TBD COR, Arts Commission, Non-Profits, RSD General Fund, Non-Profit Assistance DDS 3.8 Assign or hire an Arts Coordinator part-time for visual and performing arts. ST $30-$50K COR, Arts Commission 1% for Arts Program DDS 3.9 Work with the local performing arts venues in Renton to create small theatrical events that can be set in the Civic Core and Downtown. ST TBD COR, Arts Commission, Non-Profits, Renton High School General Fund, Non-Profit Assistance Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 3.10 Engage the Renton School District and Renton Municipal Arts Comission to collaborate on a Downtown Arts Studio located in a vacant space in the Civic Core or Downtown that would connect local students with practicing artists to learn about the business of art while also creating original work. ST TBD Renton Downtown Partnership, Arts Commission, RSD General Fund, Private Development or Funding DDS 3.11 Create an “Arts Trail”using art and interactive elements in key locations in the Civic Core and Downtown and along the Cedar River. ST TBD COR, Renton Downtown Partnership, Arts Commission General Fund, PBIA, Non-Profit Assistance DDS 3.12 Hold an art competition that can be distributed locally and regionally to develop art for the Arts Trail. ST N/A Renton Downtown Partnership, Arts Commission General Fund, PBIA, Non-Profit Assistance DDS 3.13 Create a non- profit gallery space that provides opportunities to showcase art. MLT TBD Renton Downtown Partnership, Arts Commission General Fund, PBIA, Non-Profit Assistance, Outside Funding Sources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 57 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 4: Create Safe, Green and Attractive Streets DDS 4.1 Add pedestrian and vehicular wayfinding signage to direct pedestrians to attractions in the Civic Core and Downtown. QW see DDS 1.1 COR CIP DDS 4.2 Construct and install the information kiosk and pedestrian- focused wayfinding recommendations. QW see DDS 1.1 COR CIP DDS 4.3 Increase the urban tree canopy by replacing missing street trees. QW $10K COR CIP DDS 4.4 Implement the adopted Downtown Streetscape Design Standards and Guidelines. ST N/A COR CIP, Private Development or Funding DDS 4.5 Construct mid- block crossings at key locations along north/south streets, particularly for Williams and Wells Avenues S. ST $75K per crossing COR CIP DDS 4.6 Implement the two- way conversions of Williams and Wells Avenues S., and S. 2nd and S. 3rd Streets. ST TBD COR CIP, Outside Funding Sources Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 4.7 Increase lighting on streets, particularly west of Burnett Avenue S., implementing the adopted Downtown Streetscape Design Standards and Guidelines. MLT see DDS 2.18 COR CIP, Private Development or Funding, Outside Funding Sources DDS 4.8 Create three north/ south “River Streets” to provide linear connections across from the Civic Core and Downtown to the Cedar River and park spaces. MLT $30M Only includes blocks within the Downtown Business District COR CIP, Outside Funding Sources DDS 4.9 Incorporate modern stormwater facilities into reconstructed streets. MLT $800 per LF COR CIP, Private Development or Funding, Outside Funding Sources DDS 4.10 Provide dedicated bicycle lanes and regional trail connections. MLT TBD COR, King County CIP, Outside Funding Sources DDS 5: Support Small Businesses and Downtown Living DDS 5.1 Revise existing City Code to permit food trucks closer to buildings on off- street parking areas. QW N/A COR General Fund QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 58 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 5.2 Create an marketing package that provides incentives for those attending events at the IKEA Performing Arts Center, Carco Theatre, Renton Civic Theatre, and the Pavilion to patronize businesses and restaurants. QW $5K COR, RSD General Fund, Private Development or Funding DDS 5.3 Increase the number of parklets.ST TBD COR, Renton Downtown Partnership, Private Businesses CIP, Private Development or Funding DDS 5.4 Attract a developer through an Request for Proposal process to redevelop the Former Big 5 site as a catalyst for increasing housing and retail options. ST $25-$50K COR General Fund DDS 5.5 Promote the adaptive reuse of older downtown buildings for makerspace and craft industrial users. ST TBD COR, Renton Downtown Partnership Private Development or Funding Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 5.6 Develop a housing investment strategy that identifies, at minimum, housing needs, targets, funding tools, and marketing for housing or mixed- use development. ST $50K- $70K COR, Affordable Housing Partners, Renton Downtown Partnership General Fund, Outside Funding Sources DDS 5.7 Develop a Downtown Housing Incentives Program encouraging development of mixed-income and mixed-use housing within the Civic Core and Downtown. MLT TBD COR, Affordable Housing Partners General Fund (analysis and incentives), Outside Funding Sources (incentives) DDS 6: Increase Economic Activity and Business Attraction DDS 6.1 Focus facade improvement funds on specific areas, such as along S. 3rd Street. QW N/A COR, Businesses and Property Owners, Renton Downtown Partnership N/A DDS 6.2 Create a sign incentive program that encourages the use of historic- themed signs such as neon, once common in Downtown Renton. QW TBD COR, Businesses and Property Owners, Renton Downtown Partnership General Fund, Private Development or Funding QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 59 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 6.3 Promote sidewalk dining and/or parklets through the Renton Downtown Partnership. QW N/A COR, Renton Downtown Partnership N/A DDS 6.4 Develop a marketing and developer attraction campaign for publicly-owned development parcels. ST $25-$50K per property COR General Fund DDS 6.5 Coordinate with local landowners to assist with consolidating smaller lots to be more attractive to potential developers. ST TBD COR General Fund DDS 6.6 Hire a private retail broker to market the Civic Core and Downtown spaces to prospective tenants. ST Monthly retainer for services:$3- $5K per month, or a one-time contract for a marketing strategy: $10-$15K COR General Fund DDS 6.7 Use and market development incentives. ST N/A COR N/A, But Could Affect Revenue Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources DDS 6.8 Develop a retail master plan for the Civic Core and Downtown. ST $40K COR General Fund DDS 6.9 Initiate a demonstration block program in Downtown on S. 3rd Street that prioritizes planned actions into a concentrated one- or two-block district. ST See other actions in the area selected COR General Fund, Outside Funding Sources DDS 6.10 Increase targeted private investment by encouraging infill of underutilized lots or remodeling existing structures, specifically high visibility locations such as the Bank of America site. MLT N/A COR N/A DDS 6.11 As part of the current infrastructure planning process, ensure there is adequate sewer, water, and stormwater capacity for future development. MLT TBD COR CIP, Outside Funding Sources QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 60 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources TRANSIT MANAGEMENT STRATEGIES TS 1 Restructure Transit Route 101 to start and end at the South Renton Park & Ride while serving the Downtown area on its way to and from Downtown Seattle. QW $150K in capital KC Metro, COR KC Metro TS 2 Move bus layover currently on the Transit Street and Burnett Avenue S. to new on-street spaces west of the Civic Core and Downtown, to on- street spaces along Shattuck Avenue S. and/or to the South Renton Park & Ride. ST Downtown layover: $900K- $1.8M capital $850K-1.1M annual operating costs South Renton layover: $600K- $1.2M capital $2.5M-$3.5M annual costs KC Metro, COR KC Metro TS 3 Restructure route alignments to use new on-street stops on S. 3rd Street, S. 2nd Street and consolidated stops on Burnett Avenue S. Close the Transit Street and only use Logan Avenue S. for F line westbound routing. ST $570K - $820K KC Metro, COR KC Metro Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources TS 4 Establish minimum design standards for all stops within the Civic Core and Downtown to include amenities such as covered shelter, informational signage, litter receptacles, seating, and lighting. ST $100-$150K KC Metro, COR KC Metro TS 5 Ensure the same or better level of transit service in Downtown Renton. Evaluate transfer walk distances under revised routing to ensure riders can still make existing transfers between routes. ST N/A KC Metro, COR KC Metro TS 6 Consolidate bus layover at the new South Renton Transit Center constructed for I-405 BRT. MLT $900K-$1.2M capital $2.5M-3.5M annual costs KC Metro, COR KC Metro, Sound Transit TS 7 Identify opportunities to coordinate stop locations and future development in the Civic Core and Downtown to better serve the area. MLT N/A KC Metro, COR N/A QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 61 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources PARKING MANAGEMENT STRATEGIES PS 1 Provide pedestrian, vehicular signage and improved marketing that directs both motorists and pedestrians to the location of available parking in the City Center Parking Garage or other off-street lots. QW see DDS 1.1 COR CIP PS 2 Improve streetscape connections with better lighting to/from the City Center Parking Garage and under- utilized surface lots. ST see DDS 2.18 COR CIP PS 3 Extend the free parking time from two to four hours in the City Center Parking Garage. This would enable more “park once, shop twice” activity by extending the free time. ST Minimal in lost parking revenues (< $1K annually) COR N/A, But Could Affect Revenue Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources PS 4 Change on-street and off-street time limits. Shorten parking maximums to 90 minutes for on-street spaces and two hours for off-street lots and extend the time limit for on-street and off- street spaces to 8:00 pm. ST $5K-$10K for signs $15K for enforcement COR General Fund, CIP PS 5 Revise the parking code. ST N/A COR N/A PS 6 Increase enforcement to improve parking turnover. ST $60K in vehicle costs $35K in annual costs (1/2 FTE) COR PBIA PS 7 Implement employee parking programs through reduced monthly pricing or other means to increase the use of the City Center Parking Garage. ST N/A (reduced revenue per permit is balanced with increasing permits) COR N/A, But Could Affect Revenue PS 8 Identify potential parking spaces for short-term (up to 15 minute) time limits to allow for freight and goods delivery and passenger pick-up and drop-off. ST Minimal (< $5K)COR General Fund QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 62 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources PS 9 Install parking meters that can control multiple spaces on a block and charge hourly rates for on- street parking. MLT $150-200K to install $15K annual operations and maintenance COR PBIA PS 10 Remove or reduce the minimum parking standard for residential development within the Civic Center and Downtown Zone. Other options include in-lieu fees. MLT N/A COR N/A PS 11 Evaluate the feasibility of enacting parking agreements with new development to use the excess space at the City Center Parking Garage. MLT N/A COR N/A PUBLIC FACILITIES MANAGEMENT STRATEGIES PF 1 Complete the Strategic Facilities Plan (SFP) that is currently underway. It should include the location, capability, utilization, and condition of all City-owned or leased assets. ST In Process (completion in 2018) COR General Fund Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources PF 2 Include 24-hour City Center Parking Garage in security patrols and cleanups using police patrols or a private security service. The City should enhance existing police patrols in the short-term. ST Up to $100K per year COR, Business and Property Owners, Downtown Residents General Fund, PBIA PF 3 Restructure the Pavilion lease agreement as a management contract. ST TBD COR Event Revenues, Pavilion Lease PF 4 Convert the King County Metro Park and Ride parking spaces in the Metropolitan Place Apartments to active retail space. MLT TBD, potentially up to $2M for property conversion Private Property Owners, KC Metro, COR Future Lease Revenues from New Retail Space, Private Development or Funding PF 5 Plan and implement capital improvements to the Pavilion Event Center. MLT See DDS 2.5 and 2.6 COR CIP, Pavilion Lease, Event Revenues PF 6 Solicit a developer and redevelop the Transit Street once the transit layover functions move to the South Renton Park-and-Ride. MLT See DDS 2.14 COR General Fund QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 63 Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources ORGANIZATIONAL STRATEGIES OS 1 Strengthen the Renton Downtown Partnership OS 1.1 Merge with other relevant organizations, hiring salaried staff as possible, and increasing funding. ST $50-$75K Renton Downtown Partnership, Piazza Renton, COR General Fund, membership dues, Event Revenues, PBIA, Main Street Tax Credit Program OS 1.2 Designate Downtown Renton as a Main Street through Washington’s Main Street program. Once designated, businesses can contribute and get a tax credit against their State B&O taxes through the Main Street tax credit incentives program. ST see OS 1.1 Renton Downtown Partnership Membership Dues, Event Revenues, PBIA, Main Street Tax Credit Program OS 2 Assign existing staff or hire new staff as a City Downtown Manager. The Downtown Manager should report directly to the Economic Development Director and work in conjunction with the wider Renton community. ST $50-$75K annually COR General Fund Study Action Items Time frame Cost Primary Responsibility/ Partners Potential Funding Sources OS 3 Perform a study to determine the feasibility of forming a Parking and Business Improvement Area (PBIA), where the Civic Core and Downtown business owners assess themselves to provide funding for extended services aimed at the economic enhancement of the area. ST $50K for feasi- bility study and implementation Renton Downtown Partnership, Business and Property Owners, COR General Fund OS 4 Apply for and utilize funding for capital improvements, such as grants, and other programs. ST/ MLT TBD COR N/A A G E N D A I T E M # 1 0 . a ) A G E N D A I T E M # 1 0 . a ) Appendix A S e c t i o n s LOGAN AVENUE BETWEEN 2ND AND 3RD EXISTING CURBLESS PEDESTRIAN PROMENADE WITH TREE GRATES 10 ft.12 ft. 14 ft.14 ft.8 ft. 15 ft.15 ft.12 ft. 10 ft.10 ft.8 ft. 58 ft. Total 58 ft. Total WILLIAMS // WELLS AVENUE EXISTING RIVER STREET TWO WAY CONVERSION 12 ft.12 ft.11 ft.11 ft.7 ft.7 ft. 10 ft.10 ft.11 ft.11 ft.9 ft.9 ft. 60 ft. Total 60 ft. Total SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 66 BURNETT BETWEEN 2ND AND 3RD TYPICAL SECTION PROTECTED BIKE LANE AND PEDESTRIAN SCALE IMPROVEMENTS 12 ft.4 ft.5 ft.8 ft.7 ft. 10 ft.12 ft.11 ft.8 ft.11 ft. 88 ft. Total EXISTING 17 ft.17 ft.12 ft. 12 ft.12 ft.12 ft.6 ft. 88 ft. Total 12 ft. BURNETT BETWEEN 2ND AND 3RD CROSS SECTION AT BUS STOPS 8 ft.11 ft.10 ft.11 ft. EXISTING 17 ft.17 ft.12 ft. 12 ft.12 ft.12 ft.6 ft. 88 ft. Total 12 ft.11 ft.13 ft. 88 ft. Total 12 ft. SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 67 BURNETT BETWEEN 3RD AND 4TH EXISTING BUFFERED MULTI-USE PATH WITH OFF-STREET PARKING 8 ft. OFF-STREET PARKING 10 ft.12 ft.12 ft.10 ft. 12 ft. 9 ft.12 ft. 140 ft. Total 140 ft. Total 12 ft.11 ft.11 ft.12 ft. width varies 8 ft.12 ft.17 ft.21 ft. (width and use varies)(compact 45˚)(full-size 45˚ angled) 16 ft. SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 68 BURNETT BETWEEN 4TH AND 5TH EXISTING BUFFERED MULTI-USE PATH AND LINEAR PARK WITH ON-STREET PARKING LINEAR PARK OFF-STREET PARKING 10 ft. 10 ft.10 ft. 10 ft.5 ft.5 ft. 17 ft. 7 ft.22 ft. (60˚ angled) (8 ft.) (10 ft.) 7 ft. 11 ft.12 ft.8 ft. 18 ft. total 20 ft.12 ft. (width varies)(width varies) SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 69 3RD STREET EXISTING ONE WAY TWO WAY CONVERSION 12 ft.8 ft.8 ft.12 ft.12 ft.12 ft. 12 ft.8 ft.8 ft.12 ft.12 ft.12 ft. 64 ft. Total 64 ft. Total 2ND STREET LONG-TERM ALTERNATIVE 11 ft.11 ft.12 ft.12 ft.10 ft. TWO WAY WITH CYCLE TRACK AND PARKING 63 ft. Total EXISTING ONE WAY 8 ft.8 ft.11 ft.11 ft.11 ft.11 ft. 60 ft. Total 7 ft. 2ND STREET SHORT TERM ALTERNATIVE 11 ft.11 ft.12 ft.12 ft. TWO WAY CONVERSION WITH ON-STREET PARKING 60 ft. Total EXISTING ONE WAY 8 ft.8 ft.11 ft.11 ft.11 ft.11 ft. 60 ft. Total 7 ft.7 ft. SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 70 LOGAN AVENUE BETWEEN 2ND AND 3RD EXISTING CURBLESS PEDESTRIAN PROMENADE WITH TREE GRATES 10 ft.12 ft. 14 ft.14 ft.8 ft. 15 ft.15 ft.12 ft.10 ft.10 ft.8 ft. 58 ft. Total 58 ft. Total WILLIAMS // WELLS AVENUE EXISTING RIVER STREET TWO WAY CONVERSION 12 ft.12 ft.11 ft.11 ft.7 ft.7 ft. 10 ft.10 ft.11 ft.11 ft.9 ft.9 ft. 60 ft. Total 60 ft. Total SECTION LEGEND 0 5 10 15 25 FEET SIDEWALK BIKEWAY TRANSIT ROUTE VEHICULAR LANE ON-STREET PARKING STORMWATER PLANTER A G E N D A I T E M # 1 0 . a ) Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 6 Pedestrian Directory / Kiosk FRONT BACK 1 PEDESTRIAN DIRECTORY / KIOSK SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' DowntownRenton i Where the Action Is Downtown is the heart of Renton. It is now a thriving, urban environment where people live, work, and play. It is a central locale with access to restaurants, shops and other amenities. The City-owned Pavilion Building, the Piazza and the Renton IKEA Performing Arts Center are exciting new entertainment venues in Downtown. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street Internally illuminated steel box, faux painted as weathered steel. Icon is water jet cut out of steel panel face and backed with frosted acrylic Powder coated aluminum graphic panel PMS 382 PMS 7455 Appendix B W a y f i n d i n g A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 72 Renton Downtown Core | | December 20, 2017 2 P Piazza Public Library IKEA Arts Center FRONT 1 RENTON WAYFINDING SYSTEM SCALE: 3/8"=1'-0"ELEVATION 0 6'' 1' 2' VEHICULAR DIRECTIONAL PEDESTRIAN DIRECTORY / KIOSK INTERPRETIVE PANEL PEDESTRIAN DIRECTIONALDOWNTOWN GATEWAY MONUMENTADVANCE DIRECTIONAL Piazza Information Public Library PavilionDowntown Renton i DowntownRen ton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, o-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street N W O T N W O D Cedar River The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 73 Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 4 Downtown Gateway Monument 3/4 VIEWBACK FRONT R 1 DOWNTOWN GATEWAY MONUMENT SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' D O W N T O W N D O W N T O W N D O W N T O W N Steel box, faux painted as weathered steel. Renton letters etched and paint filled. Powder coated aluminum graphic panel back lit with LEDs for halo illumination. Acrylic letters pushed through graphic panel are illuminated from behind. Monotone photo features historic image relevant to downtown. A different photo to be used for each gateway. Blue color based from Renton brand guides: PMS 7455 Direct print historic photo with protective clear coat. A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 74 Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 5 Vehicular Directional P Piazza Public Library IKEA Arts Center P Piazza Public Library IKEA Arts Center R 1 VEHICULAR DIRECTIONAL SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' BACKFRONT Painted steel panels with applied reflective vinyl letters, icons, and arrows mount to steel backer plate. Steel backer plate painted to match gateway monument, mounts to existing light pole. Direct print image of historic photo. Protective clear coat applied. PMS 7455 PMS 382 A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 75 Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 3 Vehicular Advance Directional BACK FRONT 1 VEHICULAR ADVANCE DIRECTIONAL SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' Downtown Renton Downtown Renton Painted steel panels with applied reflective vinyl letters, icons, and arrows, bolt to steel tube. Painted square steel tube PMS 7455 PMS 382 A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 76 Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 6 Pedestrian Directory / Kiosk FRONT BACK 1 PEDESTRIAN DIRECTORY / KIOSK SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' DowntownRenton i Where the Action Is Downtown is the heart of Renton. It is now a thriving, urban environment where people live, work, and play. It is a central locale with access to restaurants, shops and other amenities. The City-owned Pavilion Building, the Piazza and the Renton IKEA Performing Arts Center are exciting new entertainment venues in Downtown. Title Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. Title Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. TitleLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna. i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street i DowntownRenton Cedar River Trail Regional Trail 17.43 miles 12.55 miles paved The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. At 17 miles in length the CRT is a paved, off-road trail for the first 12 miles, and features a soft surface for the last 5. The trail follows a historic railroad route along the river and State Route 169, and passes through or near Renton, Maplewood, Cedar Mountain, Maple Valley, and Rock Creek. 4.80 miles soft-surface 0.08 miles on-street Internally illuminated steel box, faux painted as weathered steel. Icon is water jet cut out of steel panel face and backed with frosted acrylic Powder coated aluminum graphic panel PMS 382 PMS 7455 A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 77Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 8 Pedestrian Directional FRONT BACK 1 PEDESTRIAN DIRECTIONAL SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' Piazza Information Public Library Pavilion Piazza Information Public Library Pavilion Piazza Information Public Library Pavilion Painted steel panels with reflective vinyl letters, icons, and arrows. Painted square steel tube to match Gateway monument PMS 7455 PMS 382 A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 78 Renton Downtown Core | | December 20, 2017 7 Interpretive Panel FRONT BACK 1 INTERPRETIVE PANEL SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2' Cedar River The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. Cedar Rive r The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. Powder coated aluminum graphic panel Painted square steel tube PMS 7455 PMS 123 Cedar River The Cedar River Trail follows the Cedar River from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed. Opportunity for new on-street parking in front of retail on Burnett Ave S. Potential for consolidation to one stop northbound and one stop southbound on Burnett Ave S. Only F Line southbound routing on Logan Ave S. S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Park Ave N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Factory Ave N Ta y l o r A v e N W Meadow Ave N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Nelson Pl NW Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Acces s R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St 101 105 240 342 167 240 342 560 566 101 106 167 566 107 143 560 169 F Line F Line 342 143 105 566 N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING LEGEND DOWNTOWN TRANSIT SHORT-TERM ROUTING POTENTIAL OR EXISTING BUS STOP DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT BUS LINES# Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r N 0 300’ 600’Feet A G E N D A I T E M # 1 0 . a ) Opportunity for new on-street parking in front of retail on Burnett Ave S. Potential for consolidation to one stop northbound and one stop southbound on Burnett Ave S. Only F Line southbound routing on Logan Ave S. S 3rd St N 3rd St R a i n i e r A v e S C e d a r R i v e r T r a i l We l l s A v e S S 4th St Ha r d i e A v e S W Wi l l i a m s A v e S S 5th St Ma i n A v e S Sh a t t u c k A v e S N 1 s t S t Re n t o n A v e S Park Ave N Bu r n e t t A v e S Lo g a n A v e S House r W a y S Mi l l A v e S S 2nd St Wells Ave N Factory Ave N Ta y l o r A v e N W Meadow Ave N Be n s o n R d S Bron s o n W a y N Sm i t h e r s A v e S SW Victoria S t SW 5 t h P l B u r n e t t P l S Ho u s e r W a y N NW 2nd St SW 2nd St NW 2nd Pl Nelson Pl NW Li n d A v e S W SW 2nd Pl Wh i t w o r t h A v e S S R i v e r s i d e D r NW 3rd St N Brooks St S 134th St SW Sunset Aly 89 t h A v e S SW 4th Pl I-40 5Acces s R d N 2nd St Mi l l A v e S Lin d A v e S W Mo r r i s A v e S N 2nd St Renton Ave S C E D A R R I V E R Bron s o n W a y S N R i v e r s i d e D r Ce d a r A v e S Re n t o n A v e S S Tillicum St S Tobin St 101 105 240 342 167 240 342 560 566 101 106 167 566 107 143 560 169 F Line F Line 342 143 105 566 N 0 300’ 600’Feet DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS RAIL RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING LEGEND DOWNTOWN TRANSIT SHORT-TERM ROUTING POTENTIAL OR EXISTING BUS STOP DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT BUS LINES# Renton H.S. IKEA Performing Arts Pavilion Library Museum Car c o Re n t o n Co m m u n i t y Ce n t e r N0 300’ 600’Feet Appendix C T r a n s i t L a y o v e r A l t e r n a t i v e A G E N D A I T E M # 1 0 . a ) A G E N D A I T E M # 1 0 . a ) Draft Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton 81 "W RentonTransitCenter !"#405 P e l l y A v e NS Tillicum St W e l l s A v e N S 6 t h S t Br on s on W a y S SW Langston R d S 134th St Renton C e n t e r W a y SW 2nd St Pa r k A v e N Sm i t h e r s A v e S Wh i t w o r t h A v e S N 1 s t S t R a i n i e r A v e S W S u n s e t Blvd Tobin St Ce d a r A v e S Beacon Way S Ho u s e r W a y N Mo r r i s Re n t o n A v e S Houser Wa y S Bronso n W a y N B u r n e t t A v e S Re n t o n C e n t e r W a y S W L o g a n A v e S M i l l A v e S S 5th St ai n A v e S S 4 t h St We l l s A v e S S 2nd St Wi l l i a m s A v e S S 3rd St Sh a t t u c k A v e S R ai n i e r A v e H a r d ie A v e S W 6 0 f t 30 0 f t 150ft 120f t Downtown Renton Layover Alternative Locations: Draft Concept Existing TransitCivic Core AreaDowntown Business DistrictPotential On-Street Layover Locations 0 0.125 0.25Miles 20 0 f t Consider potential travel lane/curb cut conflicts A v e S Parking in front of unused curb cut Existing on-street layover This location previously was used for layover prior to Renton TC construction This concept is a near-term solution (possible in fall of 2018) for relocating existing Renton Transit Center layover by using on-street space in areas west of downtown Renton. The map highlights the available on-street areas that would provide suitable capacity for layover. Total layover need is approximately 600 to 700 feet. The estimated additional deadhead service hours required for this concept are approximately 6,000 to 8,000 annual hours. Additional time may be required due to added walk time for drivers to reach a comfort station. W 2nd St Route Maximum Layover Need (feet) 105 60 106 100 107 60 153 100 167 60 169 100 240 60 342 60 907/908 60 Likely requires protected crossing and additional lighting 60ft 60ft A G E N D A I T E M # 1 0 . a ) JANUARY 2018 PREPARED BY: A G E N D A I T E M # 1 0 . a ) 1  CITY OF RENTON, WASHINGTON    ORDINANCE NO. ________    AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTION  4‐6‐090 OF THE RENTON MUNICIPAL CODE, CLARIFYING REGULATIONS AND  EXEMPTIONS FOR UTILITY UNDERGROUNDING REQUIREMENTS, AND  PROVIDING FOR SEVERABILITY AND ESTABLISHING AN EFFECTIVE DATE.     WHEREAS, overhead utilities exist in many portions of the City of Renton; and  WHEREAS, overhead utilities can have an undesirable visual impact upon the character  and quality of neighborhoods; and  WHEREAS, as a prominent part of the streetscape, overhead utility lines may detract from  the visual quality of the City; and  WHEREAS, undergrounding utilities may encourage a more active and healthy life for  residents by creating more attractive streetscapes for pedestrians; and  WHEREAS, certain provisions of the Renton Municipal Code need amending to clarify  instances when exemptions from undergrounding requirements may be granted; and  WHEREAS, this matter was duly referred to the Planning Commission for investigation  and study, and the matter was considered by the Planning Commission; and  WHEREAS, pursuant to RCW 36.70A.106, on November 15, 2017, the City notified the  State of Washington of its intent to adopt amendments to its development regulations; and  WHEREAS, the Planning Commission held a public hearing on November 15, 2017,  considered all relevant matters, and heard all parties in support or opposition, and subsequently  forwarded a recommendation to the City Council;  NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO  ORDAIN AS FOLLOWS:  AGENDA ITEM # 10. b) ORDINANCE NO. ________  2  SECTION I. Section 4‐6‐090 of the Renton Municipal Code is amended as follows:  4‐6‐090 UTILITY LINES – UNDERGROUND INSTALLATION:  A. PURPOSE:  The purpose of these provisions is to ensure the health, safety, and welfare of  the residents of the community and to establish minimum requirements and  procedures for the underground installation and relocation of electrical and  communication facilities within the City.  B. ADMINISTERING AND ENFORCING AUTHORITY:  The Community and Economic Development Administrator is responsible for  the general administration and coordination of this Section.  C. APPLICABILITY:  1.  All new electrical or communication facilities shall be required to be  installed underground, pursuant to the standards of this Section.  2.  Existing overhead power and utility facilities abutting a development or  redevelopment site triggering street frontage improvements under RMC 4‐6‐060,  shall be required to be relocated underground, pursuant to the standards of this  Section.      D. EXEMPTIONS:  1. The following are exemptions to the requirements of this Section:  a. Overhead power and utility facilities adjacent to a redevelopment  site where a street modification under RMC 4‐9‐250.D is granted to keep the  existing overhead power and/or utility facilities above ground.  AGENDA ITEM # 10. b) ORDINANCE NO. ________  3  ab. Electric utility substations, pad‐mounted transformers and  switching facilities not located on the public right‐of‐way.  bc. Electric transmission systems of a voltage fifty five (55) kv or more  (including poles and wires) and equivalent communication facilities where the  utility provider providing electrical energy provides at its expense an underground  street lighting circuit (including all conductor and conduit) to a point on the poles  at least forty feet (40') above ground to serve utility provider owned street lighting  fixtures to be mounted on the poles at said location.  cd. Ornamental street lighting standards.  de. Telephone pedestals and other equivalent communication  facilities.  ef. Police and fire sirens, or any similar municipal equipment, including  traffic‐control equipment.  fg. Replacement of overhead facilities for a distance of three (3) or  more fewer spans (four (4) poles) or five hundred feet (500') exclusive of  replacements due to casualty damage,.  gh. Extensions, duplications, relocations or rebuilds to existing  overhead electrical and communication facilities under the following conditions:  i. When there are continuing requirements for poles, such as  services to residences of King County when those residences are not required to  be undergrounded. However, if there is a reasonable likelihood that  undergrounding would occur in the foreseeable future, conduit for underground  AGENDA ITEM # 10. b) ORDINANCE NO. ________  4  crossings should be installed whenever feasible as part of any ongoing street  construction, reconstruction or overlayment project.  ii. When there are existing overhead electrical or communication  facilities that will not be removed (such as high tension wires), and the electrical  and communication facilities to be removed by undergrounding are parallel to  facilities that will not be removed.  iii. When an existing single family home is served with overhead  electrical power lines from a pole that also serves other properties.  However, this  exemption is merely a deferral; the property owner shall sign a recordable  covenant agreeing to participate in undergrounding when the majority of the  other properties served from the pole are undergrounded.     hi. Installations where the Administrator determines:  i. There is a technological difficulty associated with the particular  facility, or the particular real property involved; or  ii. The cost of undergrounding such a facility outweighs the general  welfare consideration implicit in underground installation; or  iii. The growth pattern of the area has not been sufficiently  established to determine the ultimate service requirements or major service  routes.   E. PERMITS:  1. Permit Required: All new or replaced electrical or communication  facilities shall require a permit from the City of Renton prior to construction.  AGENDA ITEM # 10. b) ORDINANCE NO. ________  5  2. Fees Required: Fees shall be set forth in the City’s Fee Schedule  published and on file with the City Clerk.  3. As‐Built Plans Required for Underground Projects: As‐built, project  drawings in a form and scale conforming to generally accepted engineering  practice shall be submitted in duplicate to the Development Services Division of  the Department of Community and Economic Development within thirty (30)  calendar days of the completion of any underground project within the City.   F.  DESIGN STANDARDS:  1. Standards Applicable: All conductors, switches, transformers, and  regulating devices shall be installed in accordance with the applicable national,  State, and local safety standards. All structural devices shall be designed in  accordance with the provisions of the latest edition of the International Building  Code, subject to the provisions of the immediately following subsection. All  conduit installation shall comply with City of Renton standards.    2. Coordination with Other Facilities Required: All underground facilities  shall be installed to coordinate with other underground facilities, i.e., water,  sewer and gas pipelines, traffic control and other signal systems. When  coordination requires installation practices that are more restrictive or demanding  than the minimum standards required by applicable national, State and local  codes and safety standards, the requirements of coordination shall be governing  and controlling.  AGENDA ITEM # 10. b) ORDINANCE NO. ________  6  3. Wheel Load Requirements – Minimum: All vaults, handholes,  ventilation gratings, and access covers and conduit in public rights‐of‐way shall be  strong enough to withstand a minimum ten thousand (10,000) pound wheel load.  This wheel load requirement may be restricted to traveled street areas, provided  the utility provider assumes responsibility for upgrading facilities beyond the  original traveled street areas if subsequent widening occurs.  4. Grading of Streets: Streets shall be graded to subgrade prior to the  installation of underground facilities.  5. Joint Trenches: The utilization of a single trench (a joint or common  trench) by all utility providers and/or franchise holders is authorized and  encouraged.  a. Delay of Permit Issuance: If at the time of application for an  underground permit it does not appear that all utility providers involved in the  undergrounding project have made appropriate arrangements for common  trenches, the Administrator may delay issuance of the permit until all utility  providers involved in the relocation have provided satisfactory justification to the  Administrator for not utilizing the common trench.   b. Provision for Joint Services Across Public Right‐of‐Way Required:  Where new structures require underground services that extend into or across  public right‐of‐way to existing overhead distribution systems the property owner,  owner’s agent or other persons applying for underground services shall provide  adequate provisions and capacity for joint service usage in a trench with conduit  AGENDA ITEM # 10. b) ORDINANCE NO. ________  7  or other required facilities for present and future service extensions to the  structure.  c. Responsibility for Notice: The principal utility to initiate the street  crossing by owners, owners’ agent or other persons’ request shall notify the  remaining electrical or communication utility when the common trench is  available.  6. Standards for Above‐Ground Installations: Any equipment exempted in  subsection D of this Section, or otherwise permitted to be installed above‐ground  shall:  a. Be placed within an enclosure or part of the building being served,  or  b. Be screened with masonry, decorative panels, and/or evergreen  trees, shrubs, and landscaping sufficient to form an effective sight barrier within a  period of five (5) years. The utility provider shall be responsible for the installation,  maintenance, repair, or replacement of the screening materials when the above‐ ground facility is located on real property owned by the utility provider. When an  above‐ground facility is located on non‐utility owned real property, the owner(s)  shall bear the expense of installation, maintenance, repair or replacement of  screening materials.  c. Be constructed with space frames and structural arrangements for  holding equipment that is designed to have an uncluttered and neat appearance.  AGENDA ITEM # 10. b) ORDINANCE NO. ________  8  7. Standards for Above‐Grade Pole Line Installations: If above‐grade pole  line installations are permitted under the variance procedures of this Section,  conductors shall be placed in vertical alignment or any other alignment designated  by the Public Works Administrator or designee.  G. VARIANCES:  Requests to vary from undergrounding requirements that do not meet the  above exemption criteria shall be processed as variances. See RMC 4‐9‐250.   H. APPEALS:  Any decisions made in the administrative process described in this Section may  be appealed pursuant to RMC 4‐8‐110, as it exists or may be amended.  I. VIOLATIONS OF THIS SECTION AND PENALTIES:  Unless otherwise specified, violations of this Section are code violations  subject to RMC 1‐3‐2, as it exists or may be amended.  SECTION II. If any section, subsection, sentence, clause, phrase or work of this  ordinance should be held to be invalid or unconstitutional by a court or competent jurisdiction,  such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other  section, subsection, sentence, clause, phrase or word of this ordinance.  SECTION III. This ordinance shall be in full force and effect five (5) days after publication  of a summary of this ordinance in the City’s official newspaper.  The summary shall consist of this  ordinance’s title.      AGENDA ITEM # 10. b) ORDINANCE NO. ________  9  PASSED BY THE CITY COUNCIL this _______ day of ___________________, 2018.                         Jason A. Seth, City Clerk    APPROVED BY THE MAYOR this _______ day of _____________________, 2018.                         Denis Law, Mayor    Approved as to form:             Shane Moloney, City Attorney  Date of Publication:      ORD:2005:12/21/17:scr  AGENDA ITEM # 10. b) 1 CITY OF RENTON, WASHINGTON ORDINANCE NO. ________ AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SUBSECTION 4-6-030.J AND SECTION 4-6-100 OF THE RENTON MUNICIPAL CODE, AMENDING ILLICIT DISCHARGE REGULATIONS INCLUDING AMENDING THE DEFINITIONS FOR ILLICIT CONNECTION, ILLICIT DISCHARGE, MUNICIPAL SEPARATE STORM SEWER SYSTEM, AND STORMWATER; AND PROVIDING FOR SEVERABILITY, AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City is required to comply with the requirements of the 2013 -2018 Western Washington Phase II Municipal Storm Permit (Permit) section S5.C.3.b to update the regulatory mechanism and definitions related to illicit discharges into the “Municipal Separate Storm Sewer System”( MS4) for consistency with the Permit; and WHEREAS, Renton Municipal Code 4-6-030 regulates illicit stormwater discharges to the Municipal Separate Storm System (MS4); and WHEREAS, this matter was duly referred to the Planning Commission for investigation and study, and the matter was considered by the Planning Commission; and WHEREAS, pursuant to RCW 36.70A.106, on November 8, 2017, the City notified the State of Washington of its intent to adopt amendments to its development regulations; and WHEREAS, the Planning Commission held a properly noticed public hearing on November 15, 2017, considered all relevant matters, and heard all parties in support or opposition, and subsequently forwarded a recommendation to the City Council; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO ORDAIN AS FOLLOWS: SECTION I. Subsection 4-6-030.J of the Renton Municipal Code is amended as shown below. All other provisions of RMC 4-6-030 remain in effect and unchanged. AGENDA ITEM # 10. c) ORDINANCE NO. ________ 2 J. DISCHARGE PROHIBITION: 1. Prohibition of Illicit Discharge: Materials, whether or not solids or liquids, other than surface water and stormwater shall not be spilled, leaked, emitted, discharged, disposed or allowed to escape into the storm sewer and/or drain system, surface water, groundwater, or watercourses. a. Examples of illicit discharge include but are not limited to the following: i. Trash, debris or garbage; ii. Construction materials or wastewater; iii. Petroleum products, including but not limited to oil, gasoline, greases, fuel oil or heating oil; iv. Antifreeze, brake fluid, windshield cleaner and other automotive products; v. Metals in either particulate or dissolved form; vi. Flammable or explosive materials or substances; vii. Radioactive materials; viii. Acids or batteries of any kind; ix. Alkalis or bases; x. Paints, stains, resins, lacquers, or varnishes; xi. Degreasers, solvents or chemicals used in laundries or dry cleaners; xii. Drain cleaners; AGENDA ITEM # 10. c) ORDINANCE NO. ________ 3 xiii. Pesticides, herbicides and fertilizers; xiv. Steam cleaning wastes; xv. Soaps, detergents, ammonias; xvi. Swimming pool or spa cleaning wastewater and filter backwash containing water disinfectants (chlorine, bromine, or other chemicals); xvii. Heated water; xviii. Domestic animal waste; xix. Sewage; xx. Recreational vehicle wastewater or sewage; xxi. Animal carcasses; xxii. Food waste; xxiii. Bark and other fibrous material; xxiv. Collected lawn clippings, leaves, branches or other yard waste material; xxv. Silt, sediment or gravel; xxvi. Dyes, except as stated in subsection b.xiii of this section; xxvii. Chemicals not normally found in uncontaminated water; xxviii. Wastewater or process water (including filtered or purified); xxix. Any pollution or contaminant as referenced in the Stormwater Pollution Prevention Manual; and AGENDA ITEM # 10. c) ORDINANCE NO. ________ 4 xxx. Any hazardous material as defined in RMC 4-11-080, or waste not listed above and any other process-associated discharge except as otherwise allowed in this Section. b. Allowable Discharges: The following types of are examples of allowed discharges shall not be considered illicit discharges by this Section if the discharges do not contain pollutants and unless the Administrator evaluates and determines that they are causing an adverse impact the type of discharge, whether singly or in combination with others, is causing or is likely to cause significant pollution of surface water or groundwater: i. Diverted stream flows; ii. Spring water; iii. Rising groundwater; iv. Uncontaminated groundwater infiltration (as defined in 40 CFR 35.2005(b)(20)); v. Uncontaminated pumped groundwater; vi. Foundation andor footing drains; vii. Uncontaminated Wwater from crawl space pumps; viii. Air conditioning condensation; ix. Flows from riparian habitats and wetlands; x. Discharges from emergency fire fighting activities in accordance with the Western Washington Phase II Municipal Stormwater Permit Section S2 Authorized Discharges; AGENDA ITEM # 10. c) ORDINANCE NO. ________ 5 xi. Discharges specified in writing by the authorized enforcement agency as being necessary to protect public health and safety; xii. Irrigation water from an agricultural source that is commingled with stormwater runoff; xiii. Storm system dye testing is allowable, by the City, and any dye testing by others but requires verbal notification to the Public Works Department at least one day prior to the date of the test. The City is exempt from this requirement; xiv. Nonstormwater discharges authorized by another NPDES or State Waste Discharge Permit. c. Activities that may result in illicit discharge, unless the application of best management practices (BMPs) as specified in the Stormwater Pollution Prevention Manual are utilized, include but are not limited to: Conditionally Allowable Discharges: These discharges are allowed if the stated conditions are met, unless the Administrator determines that the type of discharge, whether singly or in combination with others, is causing or is likely to cause significant pollution to surface water or groundwater: i. Discharges from potable water sources, including but not limited to water line flushing, hyperchlorinated water line flushing, fire hydrant system flushing, and pipeline hydrostatic test water. Planned discharges shall be dechlorinated to a total residual chlorine concentration of 0.1 ppm or less, pH- AGENDA ITEM # 10. c) ORDINANCE NO. ________ 6 adjusted, if necessary, and volumetrically and velocity controlled to prevent resuspension of sediments into the MS4; ii. Discharges from lawn watering and other irrigation runoff. These discharges shall be minimized through, at a minimum, public education activities and water conservation efforts; iii. Dechlorinated swimming pool, spa, and hot tub discharges. The discharges shall be dechlorinated to a total residual chlorine concentration of 0.1 ppm or less, pH-adjusted and reoxygenized if necessary, volumetrically and velocity controlled to prevent resuspension of sediments in the MS4. Discharges shall be thermally controlled to prevent an increase in temperature of the receiving water. Swimming pool cleaning wastewater and filter backwash shall not be discharged to the MS4; iii iv. Dust control with potable water; Street and sidewalk wash water, water used to control dust, and routine external building washdown that does not use detergents. The discharges shall be minimized through, at a minimum, public education activities and/or water conservation efforts. iv. Automotive, airplane and boat washing; v. Pavement and building washing; vi. Dechlorinated swimming pool discharges. The discharges shall be dechlorinated to a concentration of 0.1 ppm or less, pH -adjusted and reoxygenized if necessary, volumetrically and velocity controlled to prevent resuspension of sediments in the MS4; AGENDA ITEM # 10. c) ORDINANCE NO. ________ 7 vii. Auto repair and maintenance; viii. Building repair and maintenance; ix. Landscape maintenance; x. Hazardous waste handling; xi. Solid and food waste handling; xii. Application of pesticides; xiii v. Non-stormwater discharge permitted under another NPDES permit; provided, that the discharge is in full compliance with all requirements of the permit, waiver, or other applicable requirements and regulatio ns. vi. Other non-stormwater discharges. The discharges shall be in compliance with the requirements of a pollution prevention plan reviewed by the City/Administrator or designee, which addresses control of such discharges. d. A person does not violate this subsection J if: i. That person has properly designed, constructed, implemented and is maintaining BMPs as required by this Chapter and Section, but contaminants continue to enter surface and stormwater and underground water; ii. That person can demonstrate that there are no additional contaminants in discharges from the site above the background conditions of water entering the site; iii. The discharge is a result of an emergency response activity or other action that must be undertaken immediately or within a time too short to allow full compliance with this Chapter or Section in order to avoid an imminent AGENDA ITEM # 10. c) ORDINANCE NO. ________ 8 threat to public health or safety. The Administrator by public rule may specify actions that qualify for this exemption in City procedures. A person u ndertaking emergency response activities shall take steps to assure that the discharges resulting from such activities are minimized. In addition, this person shall evaluate BMPs to restrict recurrence. e. Any person who knowingly allows or permits any prohibited discharges, as set forth in this subsection J or the Stormwater Pollution Prevention Manual, through illicit connections, dumping, spills, improper maintenance of BMPs or other discharges, that allow contaminants to enter surface and stormwater or groundwater, shall be in violation of this Section. 2. Prohibition of Illicit Connections: The construction, use, maintenance or continued existence of any connection identified by the Administrator, that may convey any pollution or contaminants or anything not composed entirely of surface water and stormwater, directly into the MS4, is prohibited, including without limitation, existing illicit connections regardless of whether the connection was permissible under law or practices applicable or prevailing at the time of connection. 3. Remedy: a. The person and/or property owner responsible for an illicit connection and/or illicit discharge shall initiate and complete all actions necessary to remedy the effects of such connection or discharge at no cost to the City. AGENDA ITEM # 10. c) ORDINANCE NO. ________ 9 b. If the person responsible for an illicit connection or illicit discharge and/or the owner of the property on which the illicit connection or illicit discharge has occurred fails to address the illicit connection or illicit discharge in a timely manner, the Administrator shall have the authority to implement removal or remedial actions following lawful entry upon the property. Such actions may include, but not be limited to: installation of monitoring wells; collection and laboratory testing of water, soil, and waste samples; cleanup and disposal of the illicit discharge, and remediation of soil and/or groundwater. The property owner and/or other person responsible for the release of an illicit discharge shall be responsible for any costs incurred by the Public Works Department or its authorized agents in the conduct of such remedial actions and shall be responsible for City expenses incurred due to the illicit connection or illicit discharge, including but not limited to removal and/or remedial actions in accordance with RMC 1-3- 3. c. Compliance with this subsection shall be achieved through the implementation and maintenance of best management practices (BMPs) described in the Stormwater Pollution Prevention Manual. The Administrator shall initially rely on education and informational assistance to gain compliance with this subsection, unless the Administrator determines a violation poses a hazard to public health, safety, or welfare, endangers any property and/or other property owned or maintained by the City, and therefore should be addressed through immediate penalties. The Administrator may demand immediate cessation of AGENDA ITEM # 10. c) ORDINANCE NO. ________ 10 illicit discharges and assess penalties for violations that are an imminent or substantial danger to the health or welfare of persons or danger to the environment. 4. Elimination of Illicit Connection and/or Illicit Discharge: a. Notice of Violation: Whenever the Administrator finds that a person has violated a prohibition or failed to meet a requirement of this Section, he or she may order compliance by written notice of violation to the property owner and/or responsible person, by first class and certified mail with return receipt requested. Such notice may require without limitation: i. The performance of monitoring, analyses, and reporting by the violator; ii. The elimination of illicit connections or discharges; iii. That violating discharges, practices, or operations shall immediately cease and desist; iv. The abatement or remediation of stormwater pollution or contamination hazards and the restoration of any affected property; and v. The implementation of source control or treatment BMPs. Any person responsible for a property or premises which is, or may be, the source of an illicit discharge, may be required to implement, at said person’s expense, additional structural and nonstructural BMPs to prevent the furthe r discharge of pollutants to the municipal separate storm sewer system and/or waters of the AGENDA ITEM # 10. c) ORDINANCE NO. ________ 11 State. These BMPs shall be part of a stormwater pollution prevention plan (SWPP) as necessary for compliance with requirements of the NPDES permit. b. Requirement to Eliminate Illicit Connection: The Administrator shall send a written notice, sent by first class and certified mail with return receipt requested, to the property owner and/or the person responsible for the illicit connection, informing the property owner or person responsible for an illicit connection to the MS4 that the connection must be terminated by a specified date. c. Requirement to Eliminate Illicit Discharges: The Administrator shall send a written notice, sent by first class and certified mail with return receipt requested to the property owner and/or the person responsible for the illicit discharge, informing the property owner or person responsible for an illicit discharge to the MS4, whether it be surface water and/or groundwater, that the discharge must be terminated by a specified date. d. Sample and Analysis: When the Administrator has reason to believe that an illicit connection is resulting in an illicit discharge, the Administrator may sample and analyze the discharge and recover the cost of such sampling and analysis from the property owner or person responsible for such illicit connection or discharge pursuant to RMC 1-3-3, as now or as hereafter may be amended, and require the person permitting or maintaining the illicit connection and/or discharge to conduct ongoing monitoring at that person’s expense. AGENDA ITEM # 10. c) ORDINANCE NO. ________ 12 e. Right of Appeal from Administrative Decision: Any person aggrieved by an administrative decision of the Administrator may appeal such decision pursuant to RMC 4-8-110. f. Any illicit connection and/or illicit discharge as set forth in this Section or the Stormwater Pollution Prevention Manual is hereby declared to be a nuisance pursuant to RMC 1-3-3, and as defined in RMC 1-3-3.B.19. 5. Reporting Requirements: a. In the event of an illicit discharge or spill of hazardous material into the stormwater drainage system or waters of the City, State of Washington or United States, said person with knowledge thereof shall immediately notify the emergency dispatch services (911). b. In the event of an illicit discharge of nonhazardous material into the stormwater drainage system or waters of the City, State of Washington or United States, said person with knowledge thereof shall immediately notify the Public Works Department by phone at 425-430-7400, or in person. 6. Record Retention Required: All persons subject to the provisions of this Section shall retain and preserve for no less than five (5) years any records, books, documents, memoranda, reports, correspondence, and any and all summarie s relating to operation, maintenance, monitoring, sampling, remedial actions and chemical analysis made by or on behalf of a person in connection with any illicit connection or illicit discharge. All records which pertain to matters which are the subject of administrative or any other enforcement or litigation activities brought AGENDA ITEM # 10. c) ORDINANCE NO. ________ 13 by the City pursuant to this Code shall be retained and preserved by the person until all enforcement activities have concluded and all periods of limitation with respect to any and all appeals have expired. SECTION II. The definitions for ILLICIT CONNECTION, ILLICIT DISCHARGE, MUNICIPAL SEPARATE STORM SEWER SYSTEM, and STORMWATER in section 4-6-100 of the Renton Municipal Code are amended as shown below. All other definitions remain in effect and unchanged. ILLICIT CONNECTION: Any infrastructure unlawful connection to the municipal stormwater sewer system that is not intended, permitted or used for collecting and conveyings pollution or contaminants or anything not entirely composed of surface water and stormwater or non-stormwater discharges allowed as specified in Section 4-6-030 directly into such facilities. Examples include sanitary sewer connections, floor drains, channels, pipelines, conduits, inlets, or outlets that are connected directly to the MS4. ILLICIT DISCHARGE: Any discharge to the MS4 unlawful conveyance of pollution or contaminants or anything that is not entirely composed entirely of surface water and stormwater directly or indirectly into the municipal stormwater sewer system, whether it be surface water and/or groundwater or of non-stormwater discharges allowed as specified in Section 4-6-030. MUNICIPAL SEPARATE STORM SEWER SYSTEM: A conveyance or system of conveyances (including roads with drainage systems, municipal streets, catch basins, curbs, gutters, ditches, manmade channels, or storm drains): AGENDA ITEM # 10. c) ORDINANCE NO. ________ 14 a. Owned or operated by the City of Renton; b. Designed or used for collecting or conveying stormwater; c. Which is not part of a publicly owned treatment works (POTW) as defined at 40 CFR 122.2; and d. Which is not a combined sewer.; and e. Which is defined as “large” or “medium” or “small” or otherwise designated by Ecology pursuant to 40 CFR 122.26. STORMWATER: Runoff during and following precipitation and snowmelt events, including surface runoff, drainage or interflow. SECTION III. If any section, subsection, sentence, clause, phrase or work of this ordinance should be held to be invalid or unconstitutional by a court or competent jurisdiction, such invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section, subsection, sentence, clause, phrase or word of this ordinance. SECTION IV. This ordinance shall be in full force and effect five (5) days after publication of a summary of this ordinance in the City’s official newspaper. The summary shall consist of this ordinance’s title. PASSED BY THE CITY COUNCIL this _______ day of ___________________, 2017. Jason A. Seth, City Clerk AGENDA ITEM # 10. c) ORDINANCE NO. ________ 15 APPROVED BY THE MAYOR this _______ day of _____________________, 2017. Denis Law, Mayor Approved as to form: Shane Moloney, City Attorney Date of Publication: ORD:1998:11/21/17:scr AGENDA ITEM # 10. c) Y o .,, • EXECUTIVE DEPARTMENT FN-r® MEMORANDUM DATE: January 8, 2018 TO: Ed Prince, Council President Members of Renton City Council FROM: Denis Law, Mayor Jay Covington, Chief Administrative Officer SUBJECT: Administrative Report • Inclement Weather Response Reminder: The Public Works Department would like to remind residents to help us prevent local residential street flooding by monitoring catch basins near your home and keeping them clear of leaves and other debris. Street sweepers are dispatched daily to clean up debris along major arterials. Also, snow is not far away. Please remember that during snow and ice events, the department sanders and snow plows are dispatched to keep major arterials drivable. Visit our website at http://rentonwa.gov/living/default.aspx?id=21258 to view our snow route maps. It is imperative that motorists do not park or abandon their vehicles within any portion of the traffic lanes. Abandoned vehicles impair snow and ice removal and impact response of emergency vehicles. • Information about preventative street maintenance, traffic impact projects, and road closures happening this week can be found at http://rentonwa.gov/trafficimpacts. Preventative street maintenance, traffic impact projects, and road closures will be at the following locations: ✓ Monday,January 8th through Wednesday,January 10th, 9:00 a.m.to 3:00 p.m. The westbound curb lane along NE 4th Street between Union Avenue NE and Monroe Avenue NE will be closed while crews conduct routine sewer system maintenance. Questions may be directed to Rocky Sittner at 425-902-2004. ✓ Thursday,January 11th,8:30 a.m.to 3:30 p.m. Single lane closure along southbound Talbot Road South north of South 43rd Street for construction at the Valley Medical Center. Questions may be directed to Tom Main at 206-999- 1833. ✓ Monday,January 8th through Friday,January 12th,9:00 a.m.to 2:30 p.m. Expect intermittent lane closures and traffic delays along Talbot Road South (SR 515) related to the I-405/SR 167 Interchange Direct Connector Project. Ed Prince,Council President Members of Renton City Council Page 2 of 2 January 8,2018 In addition, northbound and southbound nighttime lane restrictions and closures along SR 167 and 1-405 are also scheduled this week related to the project. The information outlines specific dates and time of the closure. Questions may be directed to Craig Smiley, WSDOT I-405/SR 167 Corridor Communications, at 425- 456-8624 or visit the project website at http://www.wsdot.wa.gov/Projects/1405/SR167ICDirectConnector. ✓ Monday, January 8th through approximately Friday,January 19th. NE 10th Street will be closed between Harrington Avenue NE and NE Sunset Blvd. Sunset Lane NE will be closed just north and just south of NE 10th Street. These road closures affect access to the Renton Highlands Library. The Highlands Library parking garage will be accessible from the south only during these road closures. Questions may be directed to project manager Keith Woolley at 425-430-7318 or via email at kwoolley@rentonwa.gov. ✓ Monday,January 8th through Friday, February 16th. Expect intermittent daytime lane closures along SE 5th Street from the intersection of SE 5th Street and SE 6th Street to Pierce Avenue SE to accommodate sidewalk rehabilitation and replacement. Questions may be directed to Hebe Bernardo at 206-503- 4194. ✓ Monday,January 8th through August 2018, 8:30 a.m. to 4:45 p.m. Additional construction traffic due to the construction of Sartori Elementary School at the 300 block of Park Avenue North and Garden Avenue North. Questions may be directed to Patrick DeCaro at 425-207-6013. ✓ Monday,January 8th through December 2018. Road Closure on South 14th Street between Smithers Avenue South and Davis Avenue South for utility construction. Questions may be directed to Patrick DeCaro at 425-207-6013. ✓ Monday,January 8th through October 2019. Construction for the Renton Hill Utility project has commenced and is expected to last 20 months, with anticipated completion in May 2019. Following completion of the utility project, an overlay of affected surface streets will be conducted as part of the 2019 overlay project. The overlay is scheduled to be completed prior to October 31, 2019. CITYOF ___.............,--••••Rento ,,• .;,,,, City Council Regular Meeting 7:00 PM -Monday, Council Chambers, 7th Floor, City Hall— 1055 S. Grady Way AUDIENCE COMMENT • Each speaker is allowed five minutes. • When recognized, please state your name &city of residence for the record. PLEASE PRINT CLEARLY 0 1 4 Name: A A ' 1, O./ Name: Q tdu L_ ) ( o . Address: Address: r ti 1CII SC City: �' - 4 4 ip Code: Email: J CityV1 �..1' '1k) Zip Code � ,O /1) Topic: a� I vl c�'t"4 I ,C Topic: 6 < JName: �i11r1Q\\ 1 S Name: '7 iiVi ( 7- v, Address: I1ZS I 7 0\-- Akk ,__3 ._ Address: (0UM = 5i-- City ' r en- Zip Code W City P--e--A--t-on Zip Code Topic: 7i`�SC,hUCA. 7aCtLyok re i''`^pAck fc, ( Topic: Fc-e.Sc �, /i ,,, S �p --'- I Name: > Name: ' r V 1 MA.r-c,(Ai-A-4— _ Address: 3 ( /V+g 37--pi Address: (5-1,5Ed vitax./ jj _ tJ City �.¢,,Ac \ Zip Code 96051 City 1V1 f" Zip Code 91-0947 Topic: li1__c V1, a Topic: P tic?cc(©t- - (CONTINUED ON REVERSE SIDE) 411W. (Continued From Reverse Side— PAGE 2) 7 11 Name: Name: Address: Address: City Zip Code City Zip Code Topic: Topic: 8 12 Name: Name: Address: Address: City Zip Code City Zip Code Topic: Topic: 9 13 Name: Name: Address: Address: City Zip Code City Zip Code Topic: Topic: 10 14 Name: Name: Address: Address: City Zip Code City Zip Code Topic: Topic: 15 16 Name: Name: Address: Address: City Zip Code City Zip Code Topic: Topic: i4A ili(Doed COMMITTEE OF THE WHOLE A �( COMMITTEE REPORT t � U January 8, 2018 Downtown Civic Core Project (Referred on October 3, 2016) The Committee of the Whole recommends concurrence in the Planning Commission and staff recommendation to approve adoption of the Renton Downtown Civic Core Vision and Action Plan dated January 2018. The Committee further recommends that the resolution regarding this matter be presented for reading and adoption. INPY • Prince, Council President 1055 South Grady Way, Renton,WA 98057 • rentonwa.gov fire r/ FIN (\.,0 Al°ANCE COMMITTEE REPORT U4c,1 January 8, 2018 ` IS(IP i APPROVAL OF CLAIMS AND PAYROLL VOUCHERS The Finance Committee approves the following payments: 1. Accounts Payable — total payment of $8,721,088.21 for vouchers 362039, 362055- 362056, 362080-362469, 362473-362475, 362483, 362501, 362539-362787; payroll benefit withholding vouchers 5687-5697, 5706-5716, and 362043-362054, 362487- 362499; and ten wire transfers. 2. Payroll — total payment of $2,660,325.52 for payroll vouchers which includes 1,261 direct deposits and 52 checks (November 16-30, and December 1-15 2017 pay periods). 3. Kidder Mathews — total payment of $254,592.54 for vouchers 1320-1321 and 5529- 5552. Don Persson, Chair Ruth Pere , Vice-Chair 5 Ar . .o Pavone, Member 1055 South Grady Way,Renton,WA 98057 • rentonwa.gov J STAFF RECAP COUNCIL MEETING REFERRALS 1/8/2018 MOTIONS REFERRED TO ADMINISTRATION: Condition of treadmills and other exercise equipment at Community Center to Administration. - Beymer Other Requests: None MOTIONS REFERRED TO COUNCIL COMMITTEE*: • Newcastle Montessori Pre-School Development Concerns to Planning & Development Committee. —Vincent • Condition of treadmills and other exercise equipment at Community Center to Community Services Committee. - Beymer *The consent agenda items were approved as presented. C$TY OF MINUTES City Council Regular Meeting 7:00 PM -Monday,January 8,2018 Council Chambers, 7th Floor, City Hall—1055 S. Grady Way CALL TO ORDER AND PLEDGE OF ALLEGIANCE Mayor Law called the meeting of the Renton City Council to order at 7:00 PM and led the Pledge of Allegiance. ROLL CALL Councilmembers Present: Councilmembers Absent: Ed Prince, Council President None Randy Corman Ryan Mclrvin Armondo Pavone Ruth Perez Don Persson Carol Ann Witschi ADMINISTRATIVE STAFF PRESENT Denis Law, Mayor Jay Covington, Chief Administrative Officer Leslie Clark, Senior Assistant City Attorney Jason Seth, City Clerk Chip Vincent, Community& Economic Development Administrator Gregg Zimmerman, Public Works Administrator Ellen Bradley-Mak, Human Resources/Risk Management Administrative Services Administrator Kelly Beymer, Community Services Administrator Jennifer Henning, Planning Director Angie Mathias, Long Range Planning Manager Commander Tracy Wilkinson, Police Department January 8, 2018 REGULAR COUNCIL MEETING MINUTES SWEARING-IN CEREMONY City Clerk Jason Seth administered the official oath of office to the following individuals: • Randy Corman, Councilmember Position No. 1 • Armondo Pavone, Councilmember Position No. 2 Having been officially sworn-in prior to the Council meeting, Councilmember Ruth Perez's husband, Al Ralston, administered a ceremonial oath of office for her election to Councilmember Position No. 6. PROCLAMATION National Mentoring Month:A proclamation by Mayor Law was read declaring January 2018 to be "National Mentoring Month," and encouraging all citizens to join in this special observance and to consider giving back to our community as mentors. Mara Fiksdal, Program Manager for Communities in Schools of Renton, accepted the proclamation with appreciation. She explained the agency's mission, thanked current and former mentors, and encouraged everyone to consider becoming a mentor. MOVED BY PRINCE,SECONDED BY CORMAN,COUNCIL ADOPT THE PROCLAMATION AS READ. CARRIED. PUBLIC MEETING Lucas Annexation (A-17-003):This being the date set and proper notices having been posted and published in accordance with local and State laws, Mayor Law opened the public meeting to consider the 10% Notice of Intent to Commence Annexation Proceedings petition for the proposed Lucas Annexation; at the eastern portion of City limits, in the vicinity of SE 142nd PI and 154th PI SE. Long Range Planning Manager Angie Mathias began the hearing by reviewing the history of the proponent's previous attempts to the annex this area to Renton. She also noted that the proponent requested a waiver of the $2,500 annexation processing fee due to his previous attempts at annexation, but recommended the fee waiver be rejected. Ms. Mathias reported that the Lucas Annexation site contains single-family homes and vacant property, some steep topography, and no wetlands.She also noted that none of the area's public services would change:the area would stay within the Renton School District, would continue to be served by the Renton Regional Fire Authority, and it would remain within Water District#90 and the Renton Sewer Utility. Reviewing the site's zoning, Ms. Mathias stated that the area is designated in King County's Comprehensive Plan as Urban Residential Medium (four to twelve dwelling units per acre) with R-4 zoning, and the Renton Land Use designation is Residential Low Density which allows for RC, R-1, or R-4 zoning. She reported that the City pre-zoned the site in 2007 with R-4 zoning. January 8, 2018 REGULAR COUNCIL MEETING MINUTES Ms. Mathias reported that there are 20 dwellings within the area with an estimated 57 residents. She reported that it is estimated there would be nine additional dwelling units with an estimated 26 more residents, based on the zoning standards over the next 10 years.She noted that If annexed, a conservative estimate of the fiscal impacts are that there would be a 3.3%annual cost increase and a 2.5%annual revenue increase. Concluding, Ms. Mathias reported that the proposed annexation does not meet City annexation policy L-8 regarding the efficient delivery of services because the proposed annexation boundary excludes several homes within established cul-de-sacs. She also noted that the proposed annexation is not generally consistent with Boundary Review Board objectives because the irregular boundary is likely to be found to constitute a "shoestring" or "corridor" annexation that does not substantially abut City limits.Therefore, she recommended Council reject the Lucas Annexation petition. Public Comment was invited. Steven Beck, Renton, stated he was speaking on behalf of the annexation's proponent, Bill Wressell. Mr. Beck reiterated the proponent's previous attempts at getting this area annexed. He noted that the property is currently stubbed for four additional sewer hook-ups, and explained that the proponent wants to annex in order to subdivide because current City and County ordinances are preventing him from short platting the property. He remarked that although Council was likely to reject the annexation, he encouraged them to review the City ordinances that are preventing Mr. Wressell from subdividing his property. There being no further public comment, it was MOVED BY MCIRVIN,SECONDED BY PRINCE,COUNCIL CLOSE THE PUBLIC MEETING.CARRIED. MOVED BY MCIRVIN,SECONDED BY WITSCHI,COUNCIL REJECT THE 10%NOTICE OF INTENTION TO COMMENCE ANNEXATION PROCEEDINGS FOR THE PROPOSED LUCAS ANNEXATION. CARRIED. ADMINISTRATIVE REPORT Chief Administrative Officer Jay Covington reviewed a written administrative report summarizing the City's recent progress towards goals and work programs adopted as part of its business plan for 2017 and beyond. Items noted were: • Inclement Weather Response Reminder:The Public Works Department would like to remind residents to help us prevent local residential street flooding by monitoring catch basins near your home and keeping them clear of leaves and other debris. Street sweepers are dispatched daily to clean up debris along major arterials.Also, snow is not far away. Please remember that during snow and ice events, the department sanders and snow plows are dispatched to keep major arterials drivable. Visit our website at http://rentonwa.gov/living/default.aspx?id=21258 to view our snow route maps. It is imperative that motorists do not park or abandon their vehicles within any portion of the traffic lanes. Abandoned vehicles impair snow and ice removal and impact response of emergency vehicles. January 8, 2018 REGULAR COUNCIL MEETING MINUTES • Preventative street maintenance will continue to impact traffic and result in occasional street closures. AUDIENCE COMMENTS The following individuals spoke to concerns about the permitting and zoning, potential lien action, and Transportation Mitigation Fee related to Newcastle Montessori School located at 4018 NE 12th St.Additionally, some individuals spoke to community benefits related to preschools. • Janell Stover, Renton • Darcy Stalport, Renton • Heidi Lloyd, Renton • Phil Huynh, Renton • Meena Merchant, Renton Mayor Law emphasized that the City does not plan to lien the property. He indicated that the City is willing to do everything it can legally do to waive or reduce fees. He encouraged Ms. Stover to contact Community and Economic Development Administrator Chip Vincent, who was in attendance. Council President Prince stated that he would like this matter to be reviewed by the Planning and Development Committee. MOVED BY PRINCE,SECONDED BY CORMAN,COUNCIL REFER THE PERMITTING, ZONING,TRAFFIC MITIGATION FEE,AND OTHER RELATED CONCERNS ABOUT THE NEWCASTLE MONTESSORI PRESCHOOL TO THE PLANNING AND DEVELOPMENT COMMITTEE. CARRIED. CONSENT AGENDA Items listed on the Consent Agenda were adopted with one motion,following the listing. a) Approval of Council Meeting minutes of December 11, 2017. Council Concur. b) AB-2060 Administrative Services Department recommended approval to hire a GIS Analyst II at Step E of Grade a23, effective February 1, 2018. Refer to Finance Committee. c) AB-2058 Community Services Department recommended approval of a contract with The Davey Resource Group, Inc., in the amount of$124,000,to fund a Consulting Certified Arborist Inspector for 2018. Refer to Finance Committee. d) AB-2059 Human Resources/Risk Management Department recommended adjusting salary grades, effective January 1, 2018,for the following positions:Assistant Airport Manager, Airport Operations and Maintenance Supervisor, Water Utility Maintenance Supervisor, Civil Engineers I, II and II, Legal Assistant, Network Systems Specialist and Senior Network Systems Specialist, Systems Analyst and Senior Systems Analyst per the Memorandum of Understanding-2017 AFSCME Salary Review.The budget will be adjusted at the next quarterly budget adjustment. Council Concur. e) AB-2056 Public Works Administration requested approval to hire a Maintenance Services Division Maintenance Services Worker III at grade a12,Step D.There is sufficient funding in the department's 2018 budget to absorb the salary increase. Refer to Finance Committee. January 8, 2018 REGULAR COUNCIL MEETING MINUTES f) AB-2057 Public Works Administration requested authorization to convert a vacant Maintenance Services Division Secretary II (grade a07) position to an Administrative Secretary I (a09) position.There is sufficient funding in the department's 2018 budget to absorb the salary increase. Refer to Finance Committee. g) AB-2054 Transportation Systems Division requested authority to execute Change Order No. 13 to CAG-16-177, Main Ave S (5 3rd St. to Mill Ave S) project, contractor Jansen, Inc., in the amount of$209,892.93, required in order to mitigate unforeseen utility conflicts.The change order does not exceed the overall project budget. Council Concur. h) AB-2055 Transportation Systems Division submitted JOC-03-003, NW 4th Street/Taylor Avenue ADA Ramps Construction, contractor Saybr Contractors, Inc., and requested acceptance of the project, and approval of the final pay estimates totaling$5,717.47, subject to receipt of all required authorizations. Council Concur. MOVED BY PRINCE,SECONDED BY PERSSON,COUNCIL CONCUR TO APPROVE THE CONSENT AGENDA,AS PRESENTED.CARRIED. UNFINISHED BUSINESS a) Committee of the Whole Chair Prince presented a report concurring in the staff recommendation to approve adoption of the Renton Downtown Civic Core Vision and Action Plan dated January 2018.The Committee further recommended that the resolution regarding this matter be presented for reading and adoption. MOVED BY PRINCE,SECONDED BY PERSSON,COUNCIL CONCUR IN THE COMMITTEE RECOMMENDATION. CARRIED. b) Finance Committee Chair Persson presented a report concurring in the staff recommendation to approve claims and payroll vouchers payments: 1. Accounts Payable—total payment of$8,721,088.21 for vouchers 362039, 362055- 362056, 362080-362469, 362473-362475, 362483, 362501, 362539-362787; payroll benefit withholding vouchers 5687-5697, 5706-5716, and 362043-362054, 362487- 362499;and ten wire transfers. 2. Payroll—total payment of$2,660,325.52 for payroll vouchers which includes 1,261 direct deposits and 52 checks (November 16-30, and December 1-15 2017 pay periods). 3. Kidder Mathews-total payment of$254,592.54 for vouchers 1320-1321 and 5529-5552. MOVED BY PERSSON,SECONDED BY PEREZ, COUNCIL CONCUR IN THE COMMITTEE RECOMMENDATION. CARRIED. LEGISLATION Resolution: a) Resolution No.4330:A Resolution was read adopting the Renton Downtown Civic Core Vision and Action Plan. MOVED BY PRINCE,SECONDED BY CORMAN,COUNCIL ADOPT THE RESOLUTION AS READ. CARRIED. January 8, 2018 REGULAR COUNCIL MEETING MINUTES Ordinance for first reading: b) Ordinance No.5875:An ordinance was read amending Section 4-6-090 of the Renton Municipal Code, clarifying regulations and exemptions for utility undergrounding requirements, and providing for severability and establishing an effective date. MOVED BY MCIRVIN,SECONDED BY PEREZ,COUNCIL REFER THE ORDINANCE FOR SECOND AND FINAL READING AT THE NEXT COUNCIL MEETING.CARRIED. Ordinance for second and final reading: c) Ordinance No. 5873: An ordinance was read amending Subsection 4-6-030.J and Section 4-6- 100 of the Renton Municipal Code, amending Illicit Discharge Regulations including amending the definitions for Illicit Connection, Illicit Discharge, Municipal Separate Storm Sewer System, and Stormwater; and providing for severability, and establishing an effective date. MOVED BY MCIRVIN,SECONDED BY PEREZ, COUNCIL ADOPT THE ORDINANCE AS READ. ROLL CALL:ALL AYES. CARRIED. NEW BUSINESS Please see the attached Council Committee Meeting Calendar. Councilmember Persson remarked that he had received several emails regarding the condition of the treadmills and other exercise equipment at the Renton Community Center. MOVED BY PERSSON,SECONDED BY PEREZ,COUNCIL REFER CONDITION OF TREADMILLS AND OTHER EXERCISE EQUIPMENT AT THE RENTON COMMUNITY CENTER TO THE COMMUNITY SERVICES COMMITTEE AND THE ADMINISTRATION. CARRIED. ADJOURNMENT MOVED BY PRINCE, SECONDED BY PAVONE,COUNCIL ADJOURN. CARRIED.TIME: 8:05 P.M. Jason .Seth, C , ity Clerk Jason Seth, Recorder Monday,January 8, 2018 January 8, 2018 REGULAR COUNCIL MEETING MINUTES Council Committee Meeting Calendar January 8, 2018 January 11,2018 Thursday CANCELLED Utilities Committee, Chair Witschi 4:00 PM Planning & Development Committee, Chair Mclrvin - Council Conf. Room 1. Emerging Issues in CED • Multi-Family Property Tax Exemptions 2. Newcastle Montessori Pre-school Development Concerns January 15, 2018 Monday NO MEETINGS Martin Luther King Jr. Day - City Holiday January 22, 2018 Monday 4:00 PM Finance Committee - Council Conference Room, Chair Persson 1. Maintenance Services Worker Hire at Step D 2. Professional Services Agreement - Arborist Inspection Services 3. Convert Maintenance Services Secretary II Position to Admin. Assistant I 4. Compensate GIS Analyst II, Steve Kincaid, at Step E 5. Vouchers 6. Emerging Issues in Revenue Streams 5:00 PM Public Safety Committee - Council Conference Room, Chair Pavone 1. Emerging Issues in Public Safety 5:30 PM Committee of the Whole - Council Chambers, Chair Prince 1. 2017 Community Survey Results 2. Small Cellular Wireless Facilities 3. Bicycle and Trail Master Plan Public Input Update