HomeMy WebLinkAboutCouncil Retreat Agenda for 02/15/2018
AGENDA
City Council Retreat
8:30 AM - Thursday, February 15, 2018
Maplewood Greens
8:00 am - Continental Breakfast
8:30 am - Welcome, Review and Confirm Agenda
1. Economic Development Update
2. Family First Center Update
YouTube Link
3. Public Safety Update
Technology: use of cameras, drones
Staffing Update
Strategy to better enforce street racing in the valley
10:15 am - Break
4. Current Topics
Changes to Public Records Acts
• Guidelines
• Policy
• Presentation
Clarification on Committee Referrals
2018 Council Meeting Calendar
5. Emerging Personnel Issues
Initiative 1433 Impacts
Compensation Policy - Introduction of Topic
LEOFF II: Off-duty work
• Inclusion of off-duty compensation in retirement calculation
6. Valley Zoning Review
12:00 Noon - Break for Lunch
Resume Current Topics - Valley Zoning Review
7. Transit/Transportation
• Review 2-way Street Conversion - Including cost, schedule benefits
2:30 pm - Break
8. Civic Core Plan - Discussion on Next Steps
More of/Less of from Administration
5:00 pm - Adjourn
ECONOMIC DEVELOPMENT UPDATE
Background (2017):
Major Development Project Accomplishments:
IKEA
Hyatt Regency Lake Washington
Hampton Inn & Suites
Kaiser Permanente Northwest
Lofts at 2nd & Main
2nd & Main Gateway Intersection
Carmax
Strategic Work Accomplishments:
Goal One: Support the Retention of Existing Businesses
Worked with multiple local businesses on data, contacts, and locations. Hosted storefronts
training for Downtown merchants. Did extensive work with property owners and developers to
attract tenants. Provided support for several foreign investor delegations.
Goal Two: Market Renton and Attract New Investment
Reinvigorated the Renton Community Marketing Campaign. Created a new business attraction
website. Built developer marketing materials and conducted outreach. Hosted a Renton tour
for Site Selectors Forum.
Goal Three: Complete Strategic Development Projects
Packaged and brought forth a new 200 Mill redevelopment solicitation. Made significant
advancement of extension of Park Blvd.
Goal Four: Revitalize Downtown Renton
Saw the opening of Lofts at 2nd & Main. Civic Core plan adoption. RDP support. Three
completed façade projects. New website and digital marketing campaign.
Goal Five: Develop Infrastructure Critical to Business Activity
Adoption of Civic Core Plan sets the stage for the relocation of the transit center, construction of
a new park, construction of a festival street, enhanced downtown infrastructure. Aided SECO
Development in street renaming and wayfinding project.
Goal Six: Develop a Healthy Tech and Innovation Ecosystem
New business training opportunities are now provided in Renton. In collaboration with Port of
Seattle, State of Washington and Eastside partners, we worked to send businesses to Mobile
World Congress in Barcelona, Spain.
Goal Seven:Lead Regional Partnerships, Coordination and Policy
We partnered with Renton School District on Renton Innovation Zone project and collaborated
with Eastside communities on Startup 425 initiative. We are active participants with EDC
Seattle/King County, RTC Advisory Council, Renton Chamber of Commerce, Washington Tech
Cities, Washington Economic Development Assoc., Washington Main Street, Housing
Development Consortium, Aerospace Futures Alliance, and many others.
Goal Eight: Drive Tourism Development
Continued the refinement of Renton’s LTAC process and added more hoteliers and community
representatives. We developed Renton’s first visitor website (visitRentonWa.com) and launched
a digital marketing campaign to boost events and tourism
AGENDA ITEM # 1.
Goal Nine: Build a Livable and Sustainable Community with Vibrant Arts, Culture and History
Art display cabinets were installed downtown, along with new street banners. Several new
place-making opportunities were created, including the plaza at 2nd & Main. Several new murals
were commissioned with façade projects and in support of code compliance.
Goal Ten: Promote Inclusion, Opportunity and Involvement
We provided extensive support provided to RHA, HDC and others on advancing affordable
housing in Renton. We formed the Sunset Area Transformation Resource Council and staff
quarterly meetings of diverse citizens group. We provided support to the Mayor's Inclusion Task
Force, including a digital marketing campaign for the Renton Multicultural Festival.
Current Work (2018):
Major Development Project Pipeline:
Merrill Gardens
Renton Commons (LIHI)
Sartori Elementary School
Southport Office
VIA 405 Apartments
UW Valley Medical Building and Garage
Marriott Residence Inn
Fire Station 15 and Reservoir
Avana Trails Apartments
Greater Hi-Lands Redevelopment
Sunset Neighborhood Park
Next Steps/Strategic Opportunities for 2018:
Develop and execute a Retail Attraction Strategy for Renton
o Using resources from the Port of Seattle partnership, identify and court new retail
businesses downtown, near the Landing and near IKEA
Execute an Exclusive Negotiating Agreement with selected 200 Mill Developer
o Come to terms on Development and Disposition
Implement the Wayfinding Plan
o Select vendor to finalize designs and locations, fabricate and install signs in conjunction
with City Shops
Prioritize and implement as many Civic Core “Quick Wins” as possible
Prioritize and begin work on Civic Core “Short Term” and “Medium Term” projects
o Identify staff needs and project funding within City budget process
o Identify and secure alternative sources of capital for larger projects
AGENDA ITEM # 1.
February, 2017
Community &
Economic
Development
Cliff Long, Economic Development Director
City Council Retreat 2018 AGENDA ITEM # 1.
2017 Accomplishments
•IKEA
•Hyatt Regency Lake
Washington
•Hampton Inn & Suites
•Kaiser Permanente
Northwest
•Lofts at 2nd & Main
•2nd & Main Gateway
Intersection
•Carmax
AGENDA ITEM # 1.
CED Strategy
In 2018, CED will continue to build on the
accomplishments of the previous year by adhering to
goals that encourage collaboration, marketing and the
promotion of inclusion, opportunity and involvement.
Creating New Opportunities
Implementing Change
Marketing Renton
Strengthening Partnerships
AGENDA ITEM # 1.
Strengthening
Partnerships
Support retention of Existing
Businesses
Revitalize Downtown
Lead Regional Partnerships,
Coordination & Policy
Promote Inclusion, Opportunity &
Involvement
AGENDA ITEM # 1.
Market Renton & Attract
New Investment
Three new websites to market Renton.
•An Economic Development site to attract
new businesses.
•A tourism website to draw in new
audiences
•A Downtown website to promote
businesses and events in the Civic Core
of the City.
A digital advertising campaign to raise
awareness of Renton among
economic development target audiences.
A digital advertising campaign to raise
awareness of Renton among
tourist target audiences
A social media advertising campaign to
promote downtown through the summer and
fall AGENDA ITEM # 1.
Marketing through Arts,
Culture and History Placemaking
Street Banners
Murals
AGENDA ITEM # 1.
Multi-media Marketing Facebook Ad Campaign
(910,033 impressions, Over 1,000 Clicks)
Digital Lead Generation Campaign
Six Month SEO Campaign
Workforce Messaging & Digital
Campaign
Business Champions Videos
•Digital Search & Display Advertising
•Search Engine Optimization
•Monthly Reporting and Management
•Additional Content Development
AGENDA ITEM # 1.
New Opportunities Startup425 –partnership between the
cities of Bellevue, Issaquah, Kirkland,
Redmond and Renton
The Retail Coach –Retail recruitment and
Development plan
•Retail Attraction Strategy for Renton
•Help founders and small business
owners create more financially
sustainable companies
•Support existing businesses
•Market Renton to retailers &
developers
AGENDA ITEM # 1.
Implementing Change
Strategic Opportunities for 2018 Civic Core Vision and Action Plan
(adopted January 8, 2018)
200 Mill Development•Civic Core –“Quick Wins,” “Short Term”
and “Medium Term” projects
•Implement Wayfinding Plan
•200 Mill Development
AGENDA ITEM # 1.
Merrill Gardens Expansion
Renton Commons
Sartori Elementary School
Southport on Lake Washington
VIA 405 Apartments
Valley Medical Offices
Residence Inn by Marriott
Fire Station 15 & Reservoir
Avana Ridge Apartments
Sunset Neighborhood Park
CarMax Renton
Kaiser Permanente Campus AGENDA ITEM # 1.
POLICE DEPARTMENT
M E M O R A N D U M
DATE: February 9, 2018
TO: Ed Prince, Council President
Members of Renton City Council
CC: Denis Law, Mayor
Jay Covington, Chief Administrative Officer
FROM: Kevin Milosevich, Chief of Police
STAFF CONTACT: Kevin Milosevich
SUBJECT: Technology: Use of Cameras and Drones
Program
The Renton Police Department’s use of small unmanned aerial systems (sUAS) program
has been operational since March of 2016. We currently have 3 operational drones and
3 training drones. We utilize the DJI Mavic Pro for operations and the 3DR Solo for
training. In that time we have conducted over 100 missions. The primary use of the
drone has been for mapping of major crash scenes and crime scenes. The Renton Police
drone has also been used for officer involved shootings and dozens of SWAT operations.
We operate under an FAA Certificate of Authorization and utilize software called
"Kittyhawk" to manage all of our operations including mission planning, flight logs,
maintenance and FAA reporting. Our use of drones are considered commercial in
nature. In order to operate a drone commercially, you must either obtain a commercial
operator’s license (Part 107, issued per pilot) or obtain a Certificate of Authorization
(issued per agency). COA’s are only issued to governments and allow governments to
operate as a “Public Air Operation”. We currently have 8 pilots who each received 24
hours of training. We are capable of training and certifying our own pilots so there is no
additional cost.
Mapping
The use of drones for mapping purposes has reduced our-on scene time by about two
thirds. As an example, we recently had a car v. bicyclist collision on Rainier Ave. The
total time from dispatch, the time we investigated, mapped and cleared the scene was
42 min. Using our previous system, this scene would have taken at least 3 hours to
process. Additionally, the final product we get from using the sUAS based system is far
more accurate and literally 1,000,000% denser.
AGENDA ITEM #
SWAT
We utilize drones on most SWAT missions for scouting, over watch and for interior
searching activities. The use of drones for these purposes makes SWAT missions safer
for the officers and the threat being addressed.
Potential
We are currently working with the City’s Emergency Management (EM) team to
incorporate drone use in the management of significant events. Earth quake damage,
flooding and land slide assessment are examples.
In addition to EM use there are opportunities to increase Patrol Officer safety by using
the sUAS during K9 tracks, foot pursuits and burglary responses.
Success
Renton Police Department is the first department in the State to successfully create,
deploy and continually use a sUAS program. Recently our Traffic Division became the
first Department to testify in court using the results of the sUAS (officer involved
shooting). Several jurors from that case noted that the product generated by the sUAS
greatly influenced their decision.
AGENDA ITEM #
POLICE DEPARTMENT
M E M O R A N D U M
DATE: February 9, 2018
TO: Ed Prince, Council President
Members of Renton City Council
CC: Denis Law, Mayor
Jay Covington, Chief Administrative Officer
FROM: Kevin Milosevich, Chief of Police
STAFF CONTACT: Kevin Milosevich
SUBJECT: Current Staffing
Staffing for both commissioned and non-commissioned employees continues to be a
priority for the Department. With every Law Enforcement agency in the Country facing
shortages, Renton has maximized its efforts in recruiting. Officer bonus pay, additional
leave time for laterals and high attendance at recruiting fairs have proven successful but
the reputation of Renton has been our biggest attractor. “Word of mouth” through the
academy, through neighboring agencies and our emphasis on community engagement
have generated interest not seen in years. A recent example is 3 academy classmates of
one of our recent hires have applied for Renton from other agencies within the State.
Currently we have 122 commissioned employees out of 128 authorized and 30.4 non-
commissioned employees out of 32.9 authorized.
Hiring progress for our commissioned staff currently stands at 3 conditional offers
(waiting for candidate to pass final testing) and 3 for our non-commissioned. We are
currently backgrounding 23 applicants; 13 Entry Level Officers, 5 Specialists and 5
Parking Enforcement candidates.
The current wait time for reserving an Academy date stands between 6 to 7 months. We
continue to select a mix of entry level and lateral candidates as there are advantages to
both. Laterals come in with a measure of experience and are able to begin
unaccompanied Patrol 5-10 months faster than an entry level candidate who must
attend the State Academy (5 months). Entry level candidates bring a new sense of
excitement and energy to the Department with Renton being the only Police culture and
Department they know. The excitement of their first Law Enforcement job becomes
contagious throughout the Department.
AGENDA ITEM #
As our staffing begins to reach our authorized level, specialty positions are beginning to
be filled which have not been staffed in the last two years. The Traffic unit, Detectives
and our Direct Enforcement Team (DET) are getting closer to their authorized levels. As
our new officers become trained and are released on their own in Patrol, selected
veteran officers then fill those specialty vacancies increasing our coverage, ability and
opportunities for better service.
AGENDA ITEM #
POLICE DEPARTMENT
M E M O R A N D U M
DATE: February 9, 2018
TO: Ed Prince, Council President
Members of Renton City Council
CC: Denis Law, Mayor
Jay Covington, Chief Administrative Officer
FROM: Kevin Milosevich, Chief of Police
STAFF CONTACT: Kevin Milosevich
SUBJECT: Street Racing Enforcement
For decades, Renton has been dealing with illegal street racing. Each year the police
department employs various enforcement strategies in an effort to deal with the
problem. Most efforts have resulted in temporary and marginal effectiveness. In 2017,
Renton partnered with other Valley agencies and WSP in street racing emphasis patrols.
Results throughout the Valley, to include Renton, were hundreds of citations issued,
dozens of arrests and vehicles impounded, stolen vehicles recovered and trespass
admonishments issued. Weekend racing attendance continued to draw hundreds of
vehicles to the City of Renton and neighboring jurisdictions.
New Strategy
The additional strategy we will be adding will deprive the racers from access to the
“racetracks”. The illegal street racers primarily use three roads in Renton:
• Oakesdale Ave SW between SW 16th St and SW 41st St
• SW 27th St between Lind Ave SW and Oakesdale Ave SW
• SW 34th St between Lind Ave SW and Oakesdale Ave SW
Our plan is to close these streets on Friday and Saturday nights from 2300-0400 while
controlling a single access point to the area at Lind Ave SW and SW 34th St. Business
owners and patrons will still be able to access the roads through the controlled access
point but all others will be denied access.
Prior to the implementation of this additional strategy, all businesses in the area will be
notified and given instructions on how to access their properties. We will also have to
purchase some additional barricades to accomplish the closures.
AGENDA ITEM #
In addition to this new strategy, we will continue to deploy officers in an enforcement
capacity. They will focus on aggressively enforcing all traffic and other laws that the
racers may violate. The primary goal in this strategy is to make Renton undesirable for
racers.
AGENDA ITEM #
Public Records
Data Reporting
Last updated: November 17, 2017
Guidance for state and local
agencies on tracking of public
records data and performance
metrics for annual reporting
Provided by the Joint Legislative Audit
and Review Committee
AGENDA ITEM #
INTRODUCTION
1 | Page
In 2017 the state Legislature directed certain state and local agencies to report annually on
performance metrics related to public records retention, management, and disclosure. The
Joint Legislative Audit and Review Committee (JLARC) is responsible for providing a method for
reporting, and for establishing standardized metrics for these reporting requirements.
Pursuant to this legislative directive, JLARC, in consultation with state and local agencies has
created guidance for agencies to follow when reporting their public records data. JLARC is
providing this comprehensive handbook to be used by the public records professionals and
others in state and local agencies who will be responsible for documenting the information that
is submitted to JLARC annually.
The handbook is separated into two main parts: Chapter 1 covers the guidance to agency public
records professionals when developing and maintaining their systems to collect the data
necessary to comply with reporting requirements. Chapter 2, which is not yet developed, will
provide detailed guidance on how to submit the data through JLARC’s data collection system.
That system is currently being procured. Once it is in place and fully configured, detailed
instructions on its use will be provided. This information is expected to be available in the
spring of 2018.
WHICH AGENCIES ARE REQUIRED TO REPORT?
Each state and local agency with at least $100,000 of staff and legal costs associated with
fulfilling public records requests in the preceding fiscal year is required to report; state and
local agencies that spent less than $100,000 may voluntarily submit reports. [See ESHB 1594,
Sec. 6(5)]
What is an “agency”
According to the Public Records Act (PRA), "State agency" includes every state office,
department, division, bureau, board, commission, or other state agency. "Local agency"
includes every county, city, town, municipal corporation, quasi-municipal corporation, or
special purpose district, or any office, department, division, bureau, board, commission, or
agency thereof, or other local public agency. [RCW 42.56.010(1)]
In most cases, it is clear whether an organization is considered an “agency” for the purposes of
the PRA. In some cases, however, it may be less apparent. For example, each city is considered
a separate agency. However, a county may be comprised of several “agencies” as each
separately elected official may control an independent department that would qualify as an
agency. In that case each of the separate county agencies would make its own determination
about whether it meets the $100,000 threshold for required reporting.
How to determine whether an agency meets the $100,000 threshold
In order to determine whether an agency meets the $100,000 spending threshold, the agency
should consider the following cost components:
• Public Records Staff Compensation. This typically includes Public Records Officers
(PROs) and other staff whose duties as set forth in their job description specifically
AGENDA ITEM #
INTRODUCTION
2 | Page
include responding to public records requests. Costs should include the base wages and
benefits per FTE, based on the percent of their time spent on public records requests.
Once a total amount for base wages and benefits is identified, an assumed overhead
rate should be applied to generate a total staff compensation cost.
•Staff compensation for staff for whom responding to public records is not a primary
duty. It is important to capture an estimate of the cost attributable to other staff who
participate in identifying records for disclosure. In most organizations today, properly
assisting in the response to records requests is a responsibility shared by most staff, not
just the public records officers. Agencies that have not kept detailed timekeeping for
staff for whom public records is not a primary duty should use a reasonable estimating
methodology to establish a cost estimate for this work. For example, a random sampling
of public records requests could be selected for detailed timekeeping and the resulting
information then could be used to extrapolate. As with the staff compensation above,
these costs should include base wages, benefits and an assumed overhead rate.
•Legal costs associated with responding to public records. This includes the costs
incurred through the use of outside counsel or in-house chargebacks to advise on
exemptions, review responses, etc. Costs incurred in responding to litigation do not
need to be included in determining whether the agency has met the $100,000 reporting
threshold. (If the agency is reporting, however, that data will be needed to respond to
one of the performance metrics.)
In an effort to make it easier for agencies to complete this reporting threshold analysis, JLARC
has prepared a simple excel-based calculation worksheet. [COST ESTIMATION WORKSHEET –
THRESHOLD ONLY] Use of this worksheet is completely discretionary and is provided only as a
tool. This is for your agency’s internal use only. NOTE: Agencies are NOT REQUIRED to use this
worksheet nor are they required to submit the calculations they use to determine whether they
meet the $100,000 threshold. Agencies will only be required to attest that they have completed
an analysis of their costs and they do, or do not, meet the $100,000 reporting threshold.
ALL AGENCIES WILL BE REQUIRED TO SUBMIT AN ATTESTATION
All agencies must submit to JLARC an attestation that:
•The agency has conducted a reasonable assessment of their public records-related
expenditure.
•Based on that assessment the agency has determined either
o The agency did not spend more than $100,000 responding to public records
requests in the past fiscal year and, therefore, the agency is not subject to the
annual reporting requirement for this reporting period.
o The agency did not spend more than $100,000 responding to public records
requests in the past fiscal year, however the agency will voluntarily submit a
report.
AGENDA ITEM #
INTRODUCTION
3 | Page
o The agency did spend $100,000 responding to public records requests in the past
fiscal year and will submit a report.
Agencies will be able to submit this attestation via the reporting system once it is in place.
Alternate methods of submitting an attestation for those agencies that will not be reporting
may also be made available after the end of the initial reporting period (December 31, 2017.)
DATA QUALITY IS THE RESPONSIBILITY OF EACH REPORTING AGENCY
JLARC will be collecting the data reported, and providing a method for the public and the
legislature to view and analyze the data. JLARC will not, however, be auditing the accuracy of
the data submitted. Each agency is ultimately responsible for the accuracy and completeness of
its annual reported data. It is therefore essential for agencies to take steps to ensure they are
adequately tracking all of the information necessary to complete the annual report sections
detailed below. Agencies that use a tracking or case management system for this purpose are
responsible for ensuring the system they are using can produce accurate data that is in
compliance with the law and this guidance. Accordingly, agencies should exercise due diligence
in testing the systems they are using to produce the data for reporting and correct any
identified deficiencies.
PROCESS FOR ANNUAL REPORT COMPLETION
The annual reporting period will be based on a calendar year. For this initial reporting period,
the data to be reported by July 1, 2018 will cover the period July 23, 2017 (the date the
legislation went into effect) to December 31, 2017. Reports submitted in future years will be for
the entire prior calendar year. Because JLARC guidance was not published until mid-November,
JLARC recognizes that many agencies did not collect data in a manner consistent with these
guidelines. With that said, agencies should make a good faith effort to provide the best quality
data available.
JLARC expects that there will be many insights gained from the initial reporting cycle that can
be used to improve the guidance in the future.
As noted above, JLARC is currently defining and procuring a data collection system. Once that
system is in place, additional guidance will be provided to explain how and when to submit your
data.
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
4 | Page
State law requires some state and local agencies to report on numerous performance metrics
regarding their administration of the public records act each year. The successful production of
each agency’s data depends on the agency’s ability to properly track the data. This chapter is
designed to provide assistance to public records professionals and others assisting with this
effort to collect data in a standardized way.
GENERAL GUIDANCE
Each agency will submit a single report: To ensure data is submitted in a consistent way, and to
avoid duplication or confusion, only one report will be accepted for each agency. Although the
reporting system is expected to be designed to accommodate edits or corrections to be made
to a submitted report, multiple reports for the same agency will not be accepted. Each agency
should identify a single individual to be responsible for that task.
Data Quality: All agencies should take adequate steps to ensure that the information regarding
the number of public records requests, their status and dispositions, as well as the time spent
processing them is accurate so as to provide a meaningful report of such activities.
Calculating Number of Days: For the purposes of calculating the number of days for the report,
the day the request is received is considered “day 0.” Agencies should only count
working/business days in their calculation on the five-day response, and should use calendar
days for all other calculations involving dates.
Less than One Day: When an agency is calculating the number of days it takes to respond to a
request, the day after the request is received is considered “day 1” of the statutory response
period. If an agency receives, processes, and responds to a request all on the same day, the
time it takes to do so constitutes less than one day (<1), but it is not zero days. When
calculating average days, agencies should treat <1 as a value of 1.
SPECIFIC GUIDANCE
The new law specifies public records performance metrics that agencies are required to report
on. Most metrics require two or more data points in order to calculate a total (such as staff and
legal costs) or to calculate an average. The guidance below will provide the metric being
measured. The specific data points needed to respond to the metric are identified and
additional guidance or clarifying information is also provided as appropriate.
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
5 | Page
AGENCY INFORMATION AND BASELINE DATA
Your agency will be asked to provide basic identifying information.
• Agency Name
• Agency Type (city, county, special district, school district, etc.)
• Name, title, and contact information of the individual responsible for Public Records
Data reporting
• Alternate contact (in the event JLARC has to contact the agency and the primary
reporting individual is unavailable.)
• Attestation that the agency has evaluated their staff and legal costs and has determined
that they are or are not required to submit an annual report.
For those agencies that are required to submit a report, or will be submitting a report
voluntarily, the following additional baseline data will be required. The baseline data will be
used by the reporting system to automate some of the calculations included in the reporting
tool. By automating calculations where possible, JLARC hopes to reduce the burden on agencies
and avoid calculation errors.
• Total number of open public records requests at the start of the reporting period
• Total number of public records requests received during the reporting period
• Total number of public records requests closed during the reporting period
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
6 | Page
• METRIC 1: Leading practices and processes for records management and retention
implemented, including technological upgrades
[ESHB 1594, Sec. 6(5)(a)]
JLARC is gathering information on leading practices being used in agencies to improve the
quality and efficiency of records management and retention. Information provided by agencies
in the 2018 reporting cycle will help establish a baseline for future reporting. Please indicate
what, if any, leading practices your agency uses in the following areas:
• Responsibility Assigned – A single individual in the agency has been assigned overall
responsibility for overseeing the management and retention of records.
• Policies and Procedures Exist – The agency has written policies and procedures for
managing and retaining records.
• Tools Available – The agency has tools for managing, retaining and searching records.
• Staff Trained – The agency staff have received training on how to manage and retain
their records.
• Retention Requirements Understood – The agency knows how long each type of record
needs to be retained.
• Records are Inventoried – The agency knows what records they have, where they are
and what formats they are in.
• Records are Organized – The agency keeps records organized to help with access,
security and destruction / transfer.
• Records are Kept for Required Time Periods – The agency keeps records for the
minimum retention period in the approved records retention schedules.
• Records are Destroyed / Transferred – The agency destroys “non-archival” records and
transfers “archival” records to Washington State Archives at the end of minimum
retention period.
• Disaster Preparedness – The agency has plans and backups of records needed to
resume critical operations in the event of a disaster.
• Other – If your agency is implementing a records management practice that you believe
is a leading practice but is not included in the list above, please describe below. [Your
response is limited to 250 characters.]
NOTE: JLARC is continuing to work with the Secretary of State’s Office to develop further
definition around these leading practices.
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
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• METRIC 2: Average time to respond to a public records request
[ESHB 1594, Sec. 6(5)(b)]
This metric is asking for the average number of days it took your agency to respond to public
records requests pursuant to RCW 42.56.520 received during the reporting period.
To respond to this metric an agency will need the following:
• Total number of requests received during the reporting period (this information will be
provided with the baseline data.)
• Total number of days it took to respond to each request. All of these should be added
together to calculate the total number of days it took the agency to respond to all
requests.
• The reporting system will automatically calculate the average time to respond based on
the information provided.
Example: if an agency received 10 requests, three were responded to the same day
received (counted as 1), five were responded to on Day 3, and two were responded to
on Day 5:
3 x <1 day = 3
5 x 3 days = 15
2 x 5 days = 10
Total = 28
28 total days divided by 10 requests = 2.8 days on average to respond to a public
records request.
• For purposes of responding to this metric, the term “respond” is used consistent with
RCW 42.56.520. That statute requires that within five days of receiving a public record
request an agency must respond in one of five ways:
1. Provide the record;
2. Provide an internet address and link (or provide copies or a way to view
copies);
3. Acknowledge the request and provide a reasonable estimate of the time it
will require to respond;
4. Acknowledge the request and request clarification; or
5. Deny the request.
• Some agencies have not tracked the number of days between the date the request is
received and the date of the agency’s response, choosing instead to track only that a
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
8 | Page
five-day response was sent out within the appropriate time. If your agency does not
currently track the date the five-day response is sent out, please indicate that and
provide the total number of requests for which a five-day acknowledgment letter was
sent out after the five-day period expired.
• “Received” means being received within standard business hours. (Typically, standard
business days are Monday through Friday, excluding holidays, and standard business
hours are 8:00 a.m. to 5:00 p.m. An individual agency’s standard business hours may
differ.)
AGENDA ITEM #
CHAPTER 1 – GUIDANCE FOR TRACKING DATA
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• METRIC 3: Percent of requests completed within five days of receipt and the percent
of requests where an estimated response time beyond five days is provided
[ESHB 1594, Sec. 6(5)(c)]
To respond to this metric, agencies will need to provide the following data:
• Total number of public records requests received during the reporting period. (This data
is provided in the baseline data.)
• Number of public records requests received during the reporting period that were
closed within five days of receipt of the request. (For example, requested records were
provided in full to the requester, a link was provided to the specific records requested,
or the request was denied in full based on an exemption.)
• Number of public records requests received during the reporting period for which the
requester was provided an estimate of anticipated response time beyond five days of
receipt of the request.
• Number of public records requests fulfilled within five days of receipt of request, but the
requester did not provide sufficient information (address, email, phone, etc.) to transmit
the requested records.
• The reporting system will automatically calculate the average time to respond based on
the information provided.
• For the purpose of responding to this question, “closed” means that all the public
records requested were either:
o delivered to the requester in person, postmarked, or otherwise sent out by the
agency;
o made available upon payment;
o made available for on-site review;
o made available for pickup;
o the requester was sent a response informing the requester the agency has no
responsive records or the records requested are exempt from disclosure.
Note: If the requested records were sent by private or public delivery service (e.g., US
Postal Service, FedEx, etc.) they may be received by the requester outside the five-day
period. In-transit days should not be included in this calculation.
• “Closed” does NOT include requests that were provided an estimated response time
(beyond the five days) or requests that required clarification (unless, once clarified, they
were completed/closed within five days.)
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► Metric 4: Average number of days from receipt of request to the date of final
disposition of request.
To respond to this metric, agencies will need to provide the following data:
• The total number of requests for which there was a final disposition during the
reporting period.
• For each request for which there was a final disposition during the reporting period, the
number of days between the date the request is received and the date of final
disposition for each request. This metric can be derived from data maintained in an
agency’s Public Records Requests log. ESHB 1594, Sec. 6(4) requires that public agencies
must maintain a log that tracks, among other data, the date each request is received
and the date of final disposition of each request.
• These should be added together to calculate a total number of days to final disposition.
• For purposes of this metric, the “date of final disposition” is considered the same as the
date the request is closed. If you choose to calculate the data required for this metric
using a source other than the Public Records Request log, please calculate the number
of days between the date the request is received and the date the request is closed.
(See Metric 3 for a more detailed definition of the term “closed.”)
• The reporting system will calculate an average number of days to final disposition based
on these two data points. (Number of days to final disposition ÷ Number of requests =
Average number of days to final disposition.)
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► METRIC 5: Average time estimate provided for full disclosure as compared to average
actual time to provide full disclosure
[ESHB 1594, Sec. 6(5)(d)]
To respond to this metric an agency will need to provide the following information:
• Number of public records requests where the agency’s initial response provided an
estimate of when full disclosure of the responsive records would be provided. Of this
subset of public records requests, also provide:
o Average time estimate provided for full disclosure
o Average actual time taken to provide full disclosure.
• Please include in the count only those that received an estimate of when full disclosure
would be provided. Do NOT include in this count requests that were closed within five
days of receiving the request or those requests that received an estimate of when the
first installment would be made.
• To determine the average initial estimated time provided to the requester, add together
the initial estimated time for full disclosure provided for each request. Divide that figure
by the number of requests where an initial estimate of time for full disclosure was
provided. The result will be the average initial estimated time for full disclosure. Follow
the same approach for determining the average actual time taken to provide full
disclosure. For example:
In this example, the average estimated time
to full disclosure would be 21.5 days (215
total days ÷ 10 requests) and the actual
time to full disclosure would be 20 days
(200 total days ÷ 10)
Request Estimated
Time to Full
Disclosure (in
days)
Actual Time
to Full
Disclosure (in
days)
1 10 6
2 10 8
3 21 22
4 21 20
5 21 21
6 21 15
7 21 18
8 30 30
9 30 30
10 30 30
TOTAL 215 200
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► METRIC 6: Total number of public records requests for which the agency formally
sought additional clarification from the requester
[ESHB 1594, Sec. 6(5)(e)]
To respond to this metric an agency will be asked to provide the number of requests for
which the agency formally sought additional clarification from the requester.
• For the purposes of responding to this metric, include in your count only those
requests where, without further guidance from the requester, you would not be able
to fulfill the request in part or in full.
o In some cases, one portion of a request may be clear and the agency proceeds
to fulfill it. But another portion may require clarification before the agency can
proceed. Requests like these should be included in the count because the
agency cannot fulfill some portion of the request without further clarification.
• The count provided for this metric should include any request for which the agency
formally sought additional clarification made during the reporting period, regardless
of when the request was received.
• When a request is received that is unclear, some agencies will communicate to the
requester that the agency is interpreting the request to mean a certain thing and is
fulfilling the request based on that interpretation. If that interpretation is inaccurate
or incomplete, the requester is asked to clarify. In an event such as this, if the agency
continues to attempt to fulfill the request based on the assumed interpretation it
should not be included.
• In most cases, “formal” request for clarification will be a written communication (e.g.,
email or letter.) There may be some cases where formal clarification will be
documented in some other way. For example, if a requester provided only a phone
number (no email address or physical address), the request may be made orally and
documented in a log. In such cases please include in the count for this metric.
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► METRIC 7: Total number of requests denied and the most common reasons for
denying requests
[ESHB 1594, Sec. 6(5)(f)]
To respond to this metric, agencies will be asked to provide two numbers:
o Number of requests closed in the reporting period that were denied in full
o Number of requests closed in the reporting period that were denied in part and/or
where records provided included one or more redactions
In addition, agencies will be asked to provide the agencies’ five to 10 most common reasons
for denying requests during the reporting period.
• For the purpose of responding to this metric “denied in full” means there are
responsive records but all records are withheld.
• “Denied in part” means that one or more responsive records are provided to the
requester, but one or more records are withheld.
• “Where records provided included one or more redactions” means that records were
provided but were redacted.
• Please do not count each individual redaction as a separate denial. If the responsive
records being provided to the requester include one or more redactions, please simply
count that as one request.
• Do not include requests where there were no responsive records.
• There are multiple reasons for denying a request in full. Some reasons for denials in full
might include:
o A categorical exemption applies
o The agency is prevented from disclosing records because of a court injunction
o The request was determined to be a “bot” request
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► METRIC 8: Total number of requests abandoned by requesters
[ESHB 1594, Sec. 6(5)(g)]
To respond to this metric, agencies will be asked to provide the total number of requests
abandoned by requesters during the reporting period.
Examples of when a request may be considered abandoned include:
• The requester explicitly withdraws the request at any time during the fulfillment of the
request.
• The requester fails to claim or review the records or an installment in a timely way.
• The requester fails to pay for requested files.
• The requester fails to respond to a request for clarification in a timely way.
• The requester does not timely provide a signed declaration that a list of individuals, as
requested, will not be used for a commercial purpose. (See RCW 42.56.070, Sec. 8)
For purposes of responding to this metric, a request may be considered abandoned at any
appropriate time, up to the time when full disclosure would have been provided had not one of
the examples above occurred.
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► METRIC 9: Total number of requests, by type of requester
[ESHB 1594, Sec. 6(5)(h)]
To respond to this metric, agencies will be asked to indicate the number of requests received
by type of requester, to the extent known by the agency.
• The reporting system will require a breakdown of the number of requests by the
following requester types:
o Individuals
o Law firms
o Organizations
o Insurers
o Governments
o Incarcerated persons
o Media
o Current or former employees
o No information or insufficient information provided
o Other
• Agencies should only include data that is provided by the requester voluntarily, without
prompting. Agencies should not query requesters about who they are or whether they
represent any type of organization in order to respond to this metric.
The JLARC system is expected to include a validation edit to ensure that the number of
claims identified on this chart match the total number of requests received identified in the
baseline data and will alert the reporter if there is an inconsistency.
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► METRIC 10: Percent of requests fulfilled electronically compared to the percent of
requests fulfilled by physical records
[ESHB 1594, Sec. 6(5)(i)]
For the public records requests closed in the reporting period, an agency will need to provide
five data points:
• Total number of requests closed in the reporting period (provided in the baseline data)
• Total number of requests fulfilled entirely by electronic means (includes, but is not
limited to, email, memory sticks, CDs, file transfer sites, links to on-line documents, etc.)
• Total number of requests fulfilled entirely by providing physical records
• Total number of requests fulfilled by a combination of electronic means and physical
records
• Total number of requests closed where there were no responsive records or the request
was closed for some other reason without being fulfilled.
A request is “fulfilled” when an agency makes the records available for inspection, pick-up, or
delivery by some other means upon payment. If a requester abandons a request by not coming
to inspect or paying for the records, the request is still considered fulfilled for purposes of this
metric.
Agencies will only need to provide totals. The JLARC system will be designed to calculate the
percentages automatically.
Note: When totaled, these last four data points should equal the “total number of requests
closed during the reporting period” provided in the baseline data. The JLARC system is expected
to provide a flag if these numbers do not match to alert the reporter that there is an
inconsistency.
Requests that are fulfilled by inspection of records should be included in the categories listed,
based on how they are provided for inspection. For example:
• Paper records that are provided for inspection would be included in the “total number
of requests fulfilled entirely by providing physical records.”
• If the requester asks that some of these paper records be scanned in and produced by
the agency after inspection is complete, count the request as “fulfilled by a combination
of electronic means and physical records.”
• However, if paper records are produced for inspection, and the requester photographs
or scans the document into their personal scanner, count the request as “fulfilled
entirely by providing physical records.”
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► METRIC 11: Total number of requests where one or more physical records were
scanned to create an electronic version to fulfill disclosure
[ESHB 1594, Sec. 6(5)(j)]
To respond to this metric, an agency will need to provide the number of requests closed that
involved the scanning of one or more physical records to create an electronic version in order
to fulfill the disclosure request.
• In calculating a total, the reason for scanning does not matter. The total number
reported for this metric should include both:
o the number of requests where documents were scanned because the requester
required the records in an electronic format, and
o the number of requests where the agency scanned the documents because
production of the electronic version is preferred either by the agency or the
requester.
• In responding to this question, please include the total number of requests that
involved document scanning, not the number of documents scanned. For example, if
Agency A received a single request in the reporting period that asked for 10 one-page
documents that are currently retained by the agency in paper form, and the agency
scanned those 10 pages to provide to the requester, the response to this question
would be “1”, not “10”.
• This metric focuses only on instances when a paper document is scanned to create an
electronic version of the document (e.g., a PDF). It does NOT include electronic records
that are converted to another electronic format. (For example, converting an email to a
PDF document.)
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► METRIC 12: Average estimated staff time spent on each public records request
[ESHB 1594, Sec. 6(5)(k)]
To respond to the metric an agency will only need to provide the total estimated amount of
agency staff time spent on public disclosure requests. The JLARC system is expected to be
able to automatically derive an average staff time per request based on the data reported
using the time data provided here, and the total number of requests provided in the baseline
data (open requests at the start of the reporting period plus the number of requests received
during the reporting period.)
• Responses should include a single total estimate of staff time for all agency staff. The
total estimate should include both:
o staff who are designated to respond to public records requests (Public Records
Officers and other staff whose primary job duties as set forth in their job
description specifically includes responding to public records requests) AND
o staff for whom responding to public records requests is not one of their primary
job duties in their job description (e.g., business staff, line staff, managers,
supervisors, administrative staff, etc.).
• Please note agencies will not be required to submit subtotals by staff type. Agencies will
only be required to submit a total estimate of staff time. The distinction between staff
type is made in this guidance to ensure agencies understand that time associated with
both types of staff must be included in the total estimated time reported.
• Some agencies maintain detailed timekeeping of staff time associated with public
records related work. Other agencies do not currently have timekeeping systems in
place and will need to estimate the amount of staff time spent on responding to public
records requests. There are many ways of estimating staff time and JLARC does not
require a specific method.
• Example:
o Agency A has three staff assigned to work half-time on public records requests.
Each of the three staff are estimated to have spent 800 hours on public records
during the reporting period, for a total of 2,400 hours estimated designated staff
time.
o During the reporting period 50 non-designated staff members spent 500 total
estimated hours of non-designated staff time.
o Total estimated staff time for Agency A for the reporting period was 2,900 hours
(2,400 hours of designated staff time plus 500 hours of non-designated staff
time).
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o The JLARC system will derive an average of staff time spent per request by using
the total estimated staff time, and dividing by the number of requests from the
baseline data (number of open requests at start of reporting period plus number
of requests received during the reporting period.)
• The examples above show two possible ways of estimating staff time per request. Your
agency may use alternative methods of estimating staff time. Care should be taken to
develop time estimates that are as accurate as possible. If your agency does not
maintain a timekeeping system that captures this information, your agency may want to
consider using estimating techniques to develop this data. For example, your agency
may conduct detailed timekeeping on a sample of records requests and use the results
to estimate across all requests.
• Time estimates should include time spent responding to requests and time spent on
public records litigation.
• Time associated with invoicing and collection should be included here.
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►METRIC 13: Estimated total costs incurred by the agency in fulfilling records requests,
including staff compensation and legal review and average cost per request
[ESHB 1594, Sec. 6(5)(l)]
To respond to this metric an agency will need to provide the agency’s total estimated costs
incurred in fulfilling public records requests during the reporting period for staff
compensation, legal review and supplies and services.
•Please provide the total costs only. The JLARC system will be designed to generate the
average cost per request, using the cost data provided here and the baseline data
provided previously (total open requests at start of the reporting period, plus the
number of requests received during the reporting period.)
•Please provide the total estimated costs for staff compensation, legal review, and any
supplies or services procured for the purpose of responding to public records requests
during the reporting period. If your agency does not currently maintain detailed data on
staff time and costs associated with public records you may use reasonable estimating
techniques to determine the amount of time (captured in Metric 12) and the associated
cost of that staff time. Care should be taken to develop cost estimates that are as
accurate as possible.
•Supplies and services may include items such as External services (e.g., printing services,
large format printing), mailing costs, supplies (CDs, DVDs, USB sticks, etc.), recurring software
licensing, and other professional services (non-litigation related).
•A worksheet is available to help you determine these costs for reporting purposes.
[PUBLIC RECORDS COST ESTIMATION WORKSHEET] You are not required use or to
submit the estimation worksheet. It is provided solely as a tool to use at your agency’s
discretion. Agencies using this worksheet should include in the total cost reported here
the sum of:
o Agency staff costs (cell C6)
o Legal costs – non-litigation (cell C7) and
o Supplies and services
•Costs of staff time associated with invoicing and collection should be included.
•Do NOT include costs associated with public records requests litigation as these costs
will be captured separately in Metric 15.
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► METRIC 14: Total number of claims filed alleging a violation of Chapter 42.56 or other
public records statutes during the reporting period, categorized by type and
exemption at issue (if applicable)
[ESHB 1594, Sec. 6(5)(m)]
To respond to this metric, an agency will need to provide the number of claims filed in court
during the reporting period that allege a violation of chapter 42.56 RCW or other public
records statutes in the reporting period involving the agency, categorized by type and
exemption at issue.
• A claim type may include claims such as the agency did not provide a timely response,
the agency failed to complete a thorough search, failure to produce an exemption log,
unreasonable charges, etc.
• An exemption refers to a statutory exemption. A list of statutory exemptions to the
public records act is provided by the Washington Code Reviser. [Link to Code Reviser’s
List of Statutory Exemptions.]
• Claims should only be included if they were filed during the reporting period. Do not
include on-going claims that were opened prior to the reporting period.
• Claims that are filed and subsequently withdrawn should be included in this number.
AGENDA ITEM #
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► METRIC 15: Total costs incurred by the agency litigating claims alleging a violation of
Chapter 42.56 RCW or other public records statutes during the reporting period,
including any penalties imposed on the agency
[ESHB 1594, Sec. 6(5)(n)]
To respond to this metric, an agency will need to provide the total costs incurred in the
reporting period litigating claims alleging a violation of chapter 42.56 RCW or other public
records statutes, including any penalties imposed on the agency.
• Costs may include:
o Estimated costs of agency staff time incurred while responding to litigation (e.g.
responding to discovery, participating in depositions, attending mediation)
o Attorney fees for agency attorney
o Other costs for agency representation (e.g. costs associated with production of
documents, purchasing deposition transcripts)
o Settlement amounts
o Total penalties awarded by Court
o Attorney fees (for requester’s attorney) awarded by Court
o Costs (for requester’s litigation) awarded by Court
• Include only those costs incurred after a claim has been filed in court.
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► METRIC 16: Estimated costs incurred by the agency with managing and retaining
records, including staff compensation and purchases of equipment, hardware,
software, and services to manage and retain public records or otherwise assist in the
fulfillment of public records requests
[ESHB 1594, Sec. 6(5)(o)]
To respond to this metric, an agency will need to provide estimated costs associated with
managing and retaining records.
• Costs should be broken down into four categories as follows:
o Cost of agency staff whose primary/major component of their duties involves the
managing/retaining of records (such as records officers/managers, data custodians,
etc.);
o Costs associated with the purchase, lease and maintenance of agency systems
whose primary/major function involves the managing/retaining of records (such as
enterprise content managements (ECM) systems, email storage/vaulting systems,
social media capture tools, recording systems, etc.);
o Costs associated with services purchased in relation to managing/retaining records
(such as hosted/software as a service (SaaS) services, Public Records Efficiency,
Preservation, and access central services charges for state agencies, records
destruction services, etc.);
o Costs associated with systems/services whose primary/major function involves the
fulfillment of public records requests (such as records request tracking systems,
redaction software, etc.).
• For purposes of responding to this metric, please include costs associated with systems
specifically or predominantly designed to assist with managing and retaining records.
• Staff costs should include base wages plus benefits, plus the agency’s overhead,
calculated for the portion of time they spend on relevant activities.
o Example: Staff Member A is designated as the agency’s Records Manager and Public
Records Officer, and is compensated at $100,000 per year inclusive of base wages
and benefits.
o The agency’s overhead rate is 35%, bringing the total full-time cost of Staff Member
A to $135,000.
o If Staff Member A devotes 50% of her time to Records Management activities during
the period of this report, the cost would be reported as $67,500 ($135,000 x .5). The
remaining 50% of Staff Member A’s time is devoted to responding to public records
requests. That time is not calculated in here, but instead is reflected in Metric 12.)
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• System costs may include the costs incurred during the reporting period on the
purchase or lease, and maintenance of hardware, software, software licenses, vendor
staffing for implementation and servicing relevant systems.
• Service costs may include payments made to third-party vendors during the reporting
period for records management and retention services.
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► METRIC 17: Total expenses recovered by the agency from requesters for fulfilling
public records requests, including any customized charges
[ESHB 1594, Sec. 6(5)(p)]
To respond to this metric, agencies will need to provide:
• Total amount of expenses recovered during the reporting period from requesters for
fulfilling public records requests.
• Of the recovered expenses reported, total expenses recovered through customized
service charges used during the reporting period.
• Agencies will also need to describe customized service charges implemented.
• Examples of expenses that may be recovered include:
o Physical copies (e.g., photocopies or printed copies See RCW 42.56.120 (2)(b)(i))
o Scanned copies (See RCW 42.56.120 (2)(b)(ii))
o Electronic files or other on-line delivery (See RCW 42.56.120 (2)(b)(iii))
o Transmission using agency equipment to send electronically (See RCW 42.56.120
(2)(b)(iv))
o Digital storage media, including delivery (See RCW 42.56.120 (2)(b)(v))
o Flat fee charged by agency (See RCW 42.56.120 (2)(d))
AGENDA ITEM #
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► METRIC 18: Measures of requester satisfaction with agency responses,
communication, and process relating to the fulfillment of public records requests
[ESHB 1594, Sec. 6(5)(q)]
To respond to this metric, an agency will be asked to identify the measures the agency
considers to determine customer satisfaction, as well as the methods the agency uses to collect
data on those measures.
For example, measures of customer satisfaction might include:
• Timeliness of response
• Completeness of responses
• Customer service attitude
• Others (please describe)
Some methods of collecting data about those measures include:
• Customer satisfaction survey
• Review of complaints received
• Internal appeals filed
• Claims filed
• Other (please describe)
AGENDA ITEM #
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27 | Page
NO. METRIC DATA REQUIRED
NA BASELINE DATA – this information will be
used to assist with automatic calculation
of some metrics
• Total number of open requests at the start
of the reporting period
• Total number of requests received during
the reporting period
• Total number of requests closed during the
reporting period
1 Identification of leading practices and
processes for records management and
retention, including technological
upgrades
Leading practices and processes used in the
agency
2 Average time to respond to a public
records request.
• Total number of requests received during
the reporting period (see baseline)
• Number of business days it took to
respond to each request
• Total number of business days it took to
respond to all requests
3 Percent of requests completed in five
business days of receipt and the percent
of requests where an estimated response
time beyond five business days is
provided
• Total number of requests received during
the reporting period (see baseline)
• Number of public records requests
received during the reporting period that
were closed within five business days of
receipt of the request
• Number of public records requests
received during the reporting period for
which the requester was provided an
estimate of anticipated response time
beyond five business days of receipt of the
request
• Number of public records requests fulfilled
within five business days of receipt of
request, but the requester did not provide
sufficient information (address, email,
phone, etc.) to transmit the requested
records
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NO. METRIC DATA REQUIRED
4 Average number of calendar days from
receipt of request to final disposition of
request
• Total number of requests for which there
was a final disposition during the
reporting period
• Number of calendar days between the
date the request is received and the date
of final disposition for each request.
• Total number of days to final disposition
for all requests
5 Average time estimate provided for full
disclosure as compared to average actual
time to provide full disclosure
• Number of public records requests where
the agency’s initial response included an
estimate of when full disclosure of the
responsive records would be provided
• Of this subset of public records requests,
o Average time estimate in calendar
days provided for full disclosure
o Average actual time in calendar take
to provide full disclosure
6 Total number of public records requests
for which the agency formally sought
additional clarification from the requester
Number of requests for which the agency
formally sought additional clarification from
the requester
7 Total number of closed requests denied
and the most common reasons for
denying requests
• Number of closed requests denied in full
• Number of closed requests denied in part
and/or where records provided included
one or more redactions
• Five to 10 most common reasons for
denying requests closed during the
reporting period
8 Total number of requests abandoned by
requesters
Number of requests abandoned by requesters
during the reporting period
9 Total number of requests, by type of
requester
Number of requests received, by type of
requester
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NO. METRIC DATA REQUIRED
10 Percent of requests fulfilled electronically
compared to the percent of requests
fulfilled by physical records
• Total number of requests closed during the
reporting period (provided in baseline
data)
• Number of requests fulfilled entirely by
electronic means
• Number of requests fulfilled entirely by
providing physical records
• Number of requests fulfilled by a
combination of electronic means and
physical records
• Number of requests where there were no
responsive records or request was
otherwise not fulfilled
(Percentages will be system generated)
11 Total number of requests where one or
more physical records was scanned to
create an electronic version to fulfill
disclosure
Number of requests received that involved the
scanning of one or more physical records to
create an electronic version in order to fulfill
the disclosure request
12 Average estimated staff time spent on
each public records request
Total number of open requests and requests
received during reporting period (provided in
baseline data)
Total hours of staff time spent on public
disclosure requests
(Averages will be system generated)
13 Estimated total costs incurred by the
agency in fulfilling records requests,
including staff compensation and legal
review and average cost per request
• Total estimated staff compensation costs
• Total estimated legal review costs
(excluding litigation costs)
14 Total number of claims filed alleging a
violation of Chapter 42.56 or other public
records states during the reporting
period, categorized by type and
exemption at issue (if applicable)
Total number of claims filed, categorized by
type and exemption at issue
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NO. METRIC DATA REQUIRED
15 Total costs incurred by the agency
litigating claims alleging a violation of
Chapter 42.56 RCW or other public
records statutes during the reporting
period, including any penalties imposed
on the agency
Total costs incurred by the agency litigating
claims during the reporting period
16 Total costs incurred by the agency with
managing and retaining records, including
staff compensation and purchases of
equipment, hardware, software, and
services to manage and retain public
records or otherwise assist in the
fulfillment of public records requests
• Estimated staff compensation costs for
staff whose duties involve managing and
retaining records
• Estimated costs associated with the
purchase, lease and maintenance of
agency systems whose primary/major
function involve managing/retaining
records
• Estimated costs associated with services
purchased in relation to
managing/retaining records
• Estimated costs associated with
systems/services whose primary/major
function involves fulfillment of public
records requests
17 Total expenses recovered by the agency
from requesters for fulfilling public
records requests, including any
customized charges
• Total expenses recovered for fulfilling
public records requests
• Total expenses recovered through
customized charges
• Description of the customized charges, if
any
18 Measures of requester satisfaction with
agency responses, communication, and
process relating to the fulfillment of
public records requests
• Measures of customer satisfaction
• Methods of measuring customer
satisfaction
AGENDA ITEM #
31 | Page
If you have questions or would like additional information, please email
JLARCPublicRecStudy@leg.wa.gov or call us (360) 786-5171.
AGENDA ITEM #
POLICY&PROCEDURESubject:PublicRecordsAct12/30/20151.0PURPOSE:PublicRecordsAct:ThepurposeofthePublicRecordsActistoprovidethepublicwithfullaccesstoinformationconcerningtheconductofgovernmentwhilebeingmindfulofindividuals’rightstoprivacyandthegoalofefficientadministrationofgovernment.ThePublicRecordsActprovidesastatutoryframeworktoadministeraccesstopublicrecords.2.0ORGANIZATIONSAFFECTED:AllCityofRentonemployees,officials,andvolunteers,andallCityofRentonrecords,regardlessofformat.3.0REFERENCES:RCW40.14Preservation&DestructionofPublicRecordsRCW42.56PublicRecordsActWAC44-14PublicRecordsAct—ModelRules4.0POLICY:ThepurposeofestablishingthefollowingpolicyandprocedureistoprovideastandardbywhichCitystaffwillreviewandrespondtorequestsforpublicrecordswithintheguidelinesprovidedbythePublicRecordsActofWashingtonState.Theinformationcontainedinthisdocumentisdesignedtoaidboththoserequestingpublicrecordsandthoserespondingtotherecordsrequests.Thepolicyandprocedureshouldassistinguidingexpectationsofrequestorsandprovidingnoticeofamechanismtoappealarecordsdecisionifnecessary.TheCityshallprovideforinspectionandcopyingofrequestedpublicrecordsasprovidedinthispolicyandprocedure,unlesssuchrecordsateexemptfromdisclosureunderRCW42.56orotherlawunderwhichdisclosureinregulated.Citystaffshallprovideassistancetorequestorsinobtainingthepublicrecordsbeingsought.EffectiveDate:Supersedes:Index:AdministrationAGENDA ITEM #
PublicRecordsActp.25.0DEFINITIONS:5.1PublicRecordsOfficer:TheCityClerk,ordesignee,isthedesignatedPublicRecordsOfficer(PRO).IntheabsenceoftheCityClerk,aDeputyCityClerkmayactinhis/herplace.TheCity’sPROwilloverseecompliancewiththePublicRecordsActanditsprocedures.ThePROmaydelegatetheresponsibilitiesofprocessingrequeststootherstaff.Departmentsmayalsodesignaterecordscoordinatorswithineachdepartmenttofacilitateaccesstopublicrecordswithinthatdepartment,solongaseachcoordinatorisidentifiedtothePRO.5.2CityAttorney:TheCityAttorney’sOfficeshallprovidelegaladvicetothePROordesigneeonthoseoccasionssuchadviceissought.5.3CityStaff:CitystaffwillprovideassistancetorequestorsbyensuringthepublicrecordsareprotectedfromdamageordisorganizationtopreventfulfillingpublicrecordsrequestfromcausingexcessiveinterferencewiththeessentialfunctionsoftheCityofRenton.Citystaffwillnotdirectlysendresponsiverecordstotherequestor.CitystaffwillcompilethepublicrecordsforreviewbytheCityClerk’sOffice.5.4Requestors(GeneralPublic):WhilerequestorsarenotrequiredtospecificallynamethePublicRecordsActwhenmakingarequest,theymustgivereasonablenoticethattherequestisbeingmadepursuanttotheact.RequestorsmustrequestidentifiablerecordsorclassesofrecordsthattheCitycanreasonablylocateeventhoughtheyarenotrequiredtospecificallystatetheexactrecordsought.TheCityClerk,ordesignee,mayseekclarificationfromtherequestorintheeventtherequestisunclear.WhileCityemployeesaremorethanwelcometomakepublicrecordsrequests,theymustdosoasaprivateindividual.Citytimeandresourcesmaynotbeusedtoinitiatethepublicrecordsrequest.5.5PublicRecordDefined:AsdefinedinRCW40.14.100“...Theterm“publicrecords”shallincludepaper,correspondence,completedform,boundrecordbook,photograph,film,soundrecording,mapdrawing,machine-readablematerial,compactdiscmeetingcurrentindustryISOspecifications,orotherdocumentregardlessofphysicalformorcharacteristics,andincludingsuchcopiesthereof,thathavebeenmadeorreceivedbyanyagencyoftheStateofWashingtoninconnectionwiththetransactionofpublicbusiness...”RCW42.56.020definesapublicrecordas“...anywritingcontaininginformationrelatingtotheconductofgovernmentortheperformanceofanygovernmentalorproprietaryfunctionprepared,owned,usedorretainedbyanystateorlocalagencyregardlessofphysicalformorcharacteristics...”AGENDA ITEM #
PublicRecordsActp.3Ifthereisaconflictinthetwodefinitions,theCity,subjecttolegalreview,willapplythebroadestdefinition.5.6Email:Electronicmail(email)isaninformationaltransfersystemwhichusescomputersforsendingandreceivingmessages.Emailmessagesarepublicrecordswhentheyareprepared,owned,used,orretainedbytheCityandrelatetotheconductofgovernmentorperformanceofanygovernmentalproprietaryfunction.Publicrecordsarepublicrecordsregardlessofwheretheyarestored.5.7Writing:RCW42.56.020states:“Writingmeanshandwriting,typewriting,printing,photostating,photographing,andeveryothermeansofrecordinganyformofcommunicationorrepresentationincluding,butnotlimitedto,letters,words,pictures,sounds,orsymbols,orcombinationthereof,andallpapers,maps,magneticorpapertapes,photographicfilmsandprints,motionpicture,filmandvideorecordings,magneticpunchcards,discs,drums,diskettes,soundrecordings,andotherdocumentsincludingexistingdatacompilationsfromwhichinformationmaybeobtainedortranslated.”6.0PROCEDURES:TheCityofRentonisaWashingtonmunicipalcorporationthatprovidesafullrangeoftraditionalmunicipalservicestoitscitizensthroughvariousdepartments.CityHall,thecentraloffice,islocatedat10555.GradyWay,Renton,WA98057.6.1MakingapublicRecordsRequest:AllpublicrecordsrequestorsareencouragedtosendrequeststothePublicRecordsOfficerattheCityClerk’sOffice.RequestformsareavailableonlineattheCityClerk’swebpageoftheCity’swebsite.TheCity’smostefficientmeansofintakeforpublicrecordsrequestswouldbethroughemailatcityclerktecords@rentonwa.gov,TheCityalsoreceivesrequestsviafaxat(425)430-6516ormailtobedeliveredat:CityClerkCityofRenton1055S.GradyWay—7thFloorRenton,WA98057-3232Hours:MondaythroughFriday,8a.m.to5p.m.,excludingstateandfederalholidays.IfitisnotpossibletosendtherequesttothePublicRecordsOfficer,anyCitydepartmentmayreceivetherecordsrequest.AGENDA ITEM #
PublicRecordsActp.4Arequestorisnotrequiredtostatethepurposeoftherequest.However,ininstanceswhereadditionalinformationisrequiredbylaworinanefforttoclarifyorprioritizearequestandprovideresponsiverecords,thepublicrecordsofficerordesigneemayinquireaboutthenatureorscopeoftherequest.6.2ProcessingPublicRecordsRequests:ThePublicRecordsOfficer,ordesignee,willprocessrequestsintheorderallowingthemostrequeststobeprocessedinthemostefficientmanner.Withinfivebusinessdaysofreceiptoftherequest(dayoneisthefirstworkingdayaftertherequestisreceived),thePublicRecordsOfficer,ordesignee,willacknowledgereceiptoftherequestanddooneormoreofthefollowing:a)Maketherecordsavailableforinspectionorcopying;orb)Identifyaninternetlocationwheretherecordcanbeaccessed.RequestorswhocannotaccesstheinternetmaybeprovidedhardcopiesoraccesstoaCitycomputertoinspecttherecord;orc)Ifcopiesarerequestedandpaymentofadepositforthecopies,ifany,ismadeortermsofpaymentareagreedupon,sendthecopiestotherequestor;ord)Provideareasonableestimateofwhenrecordswillbeavailable;ore)Iftherequestisunclearordoesnotsufficientlyidentifytherequestedrecords,requestclarificationfromtherequestor.ThePublicRecordsOfficer,ordesignee,mayrevisetheestimateofwhenrecordswillbeavailable,orf)Denytherequestandprovideexplanation.6.3InspectionofRecords:TheCityofRentonwillprovideaspaceforpersonstoinspectpublicrecordsintheCityClerk’sOfficeonthe7thfloorofRentonCityHall.Nomemberofthepublicmayremoveadocumentfromtheviewingareaordisassembleoralteranydocument.TherequestorshallindicatewhichdocumentsheorshewishestheCitytocopy.PartieswishingtoinspectelectronicrecordsmaybeprovidedcopiesoftherecordsonaCDorotherstoragedeviceordirectedtoaninternetaddresswheretherecordscanbeaccessed,ormayreceiverecordsbyemail.Ifarequestorcannotaccessrecordsintheseways,theCitymayprovidehardcopies,withapplicablefeesassessed,orallowarequestortoviewcopiesonanagencycomputer.AGENDA ITEM #
PublicRecordsActp.5Appointmentsarerequiredtoreviewrecordscompiledinresponsetoapublicrecordsrequest,inordertoprovidethemostefficientuseoftimeandpublicresources.Therequestormustmakearrangementstoclaimorinspect/reviewtheassembledrecordswithinthirtydaysofnotificationthattherecordsareavailableforinspectionorcopying.Iftherequestorfailstoclaimorreviewtherecordswithinthethirty-dayperiodormakeotherarrangements,theCitymayclosetherequestandre-filetheassembledrecords.Intheeventtherequestorsubmitsanewrequestforthesameoralmostidenticalrecords,thepublicrecordsrequestprocesswillstartover.6.4ArrangingProductionofRecords:Afterinspectioniscomplete,thePublicRecordsOfficer,ordesignee,shallmaketherequestedcopiesorarrangeforcopying.Therequestorshallpayanyapplicabledepositpriortocopiesbeingmade.Fullpaymentforcopiesmustbereceivedpriortodeliveryoftherequestedcopies.6.5ProvidingRecordsinInstallments:Whentherequestisforalargenumberofrecordsorwhenaportionoftheresponsiverecordsismorereadilyavailablethanothers,thepublicrecordsofficerordesigneemayprovideaccessforinspectionandcopyingininstallmentsifheorshereasonablydeterminesthatitwouldbepracticaltoprovidetherecordsinthatway.If,withinthirtydays,therequestorfailstoinspecttheavailableinstallments,thePublicRecordsOfficer,ordesignee,maydiscontinuehisorhersearchfortheremainingrecordsandclosetherequest.6.6CompletionofResponsetoRecordsRequest:Whenthesearchforrequestedrecordsiscompleteandallrequestedrecordsareprovidedormadeavailableforinspection,thePublicRecordsOfficer,ordesignee,willindicatethattheCityhascompletedareasonablesearchfortherequestedrecordsandmadeanylocated,non-exemptrecordsavailableforinspectionorhassenttherecordstotherequestor.6.7ClosingWithdrawnorAbandonedRequests:Whentherequestoreitherwithdrawstherequestorfailstofulfillhisorherobligationtotimelyinspecttherecordsorfailstopaytherequiredamountdueforrequestedcopies,thePublicRecordsOfficer,ordesignee,willclosetherequestandindicatetotherequestorthattheCityhasclosedtherequest.AGENDA ITEM #
PublicRecordsActp.66.8LaterDiscoveredDocuments:If,aftertheCityhasinformedtherequestorthatithasprovidedtheresponsiverecords,theCitybecomesawareofadditionalresponsivedocumentsexistingatthetimeoftherequest,itwillpromptlyinformtherequestoroftheadditionaldocumentsandprovidethemassoonaspossible.However,ifthepublicrecordsrequesthasbeenclosed,andtherequestordesiresadditionalrecordscreatedorobtainedbytheCityafterthedateoftheoriginalrequest,therequestormustsubmitanewrequest.6.9CompletionofRequest:TheCity’sresponsetoarequestshallbedeemedcompletedupontherequestor’sinspectionoftherecordsoruponnotificationthatcopiesofalloftherequestedrecordshavebeensentelectronicallyorareavailableforpaymentanddeliveryorpick-up,orthatnoresponsiverecordsexist.6.10NoDutytoCreateNewRecords:TheCityisundernoobligationtocreateanewrecordtosatisfyarecordsrequest;rather,theCitymustproduceexistingrecordsforreviewandcopying.Also,theCityisnotrequiredtocompileinformationfromvariousrecordssothatinformationisinaformthatismoreusefultotherequestor.However,theCitymay,atitsdiscretion,createsuchnewrecordstofulfilltherequestwheretheCitydeemsthatmethodofresponsemoreexpedient.6.11ProcessingofPublicRecordsRequests—ElectronicRecords:Theprocessforrequestingelectronicrecordsisthesameforrequestingpublicrecordsinhardcopy.Whenarequestorseeksrecordsinanelectronicformat,thePublicRecordsOfficer,ordesignee,willprovidethenon-exemptrecordsorportionsofsuchrecordsthatarereasonablylocatableinanelectronicformatthatisusedbytheagencyandisgenerallycommerciallyavailable,orinaformatthatisreasonablytranslatablefromtheformatinwhichtheagencykeepstherecord.ThecostofprovidingelectronicrecordsisaddressedinWAC44-14-07003.Itprovidesinpart,“...Aswithchargesforpapercopies,“actualcost”istheprimaryfactorinchargingforelectronicrecords.Inmanycases,the“actualcost”ofprovidinganexistingcopyoftherecordisdeminimis.However,iftheagencyhasapaperonlycopyoftherecordandtherequestorrequestsanAdobeAcrobatPDFcopy,theagencyincursanactualcostinscanningtherecord(iftheagencyhasascanneratitsoffices.)”AGENDA ITEM #
PublicRecordsActp.76.12Exemptions:ThePublicRecordsActprovidesthatanumberoftypesofdocumentsareexemptfrompublicinspectionandcopying.Inaddition,documentsareexemptfromdisclosureifany“otherstatute”exemptsorprohibitsdisclosure.RequestorsshouldtakenotethattherearemanyexemptionscontainedoutsideofthePublicRecordsActthatmayrestricttheavailabilityforinspectionorreleaseofsomedocuments.ManysuchexemptionsarelistedontheCitywebpage.Thislistisforinformationalpurposesonlyandfailuretolistanexemptionshallnotaffecttheefficacyofanyexemption.ThePublicRecordsActsdoesnotauthorizetheCitytodiscloselistsofindividualsforcommercialpurposes.6.13CostsofProvidingCopiesofPublicRecords:Thereisnofeeforinspectingpublicrecords,andarequestormayobtainblackandwhitephotocopiesatthecostpublishedinthecurrentCityofRentonFeeSchedule.Actualcostsofsuppliesandservicesarebillable,suchasDVD/CD,mailing/packingsupplies,onlinefiledeliveryservice,postage,etc.6.14OrganizationofPublicRecords:TheCityfindsthatmaintaininganindexasprovidedinRCW42.56.070(3)forusebythepublicwouldbeundulyburdensomeandwouldinterferewithagencyoperationsgiventhehighvolume,variouslocationsandtypesofpublicrecordsreceived,generatedorotherwiseacquiredbytheCity.TheCityiscomprisedofnumerousdepartments,theirdivisionsandsubdivisions,manyifnotallofwhichmaintainseparatedatabasesand/orsystemsfortheindexingofpublicrecords,andbecauseeachdepartment,itsdivisionsandsubdivisions,maintainrecordswhichatediverseandspecifictoeachdepartment,andbecausevariousdepartmentswithintheCityhavenothistoricallymaintainedthetypeofindexdescribedinRCW42.56.070(3),theCityfindsitwouldbeundulyburdensome,ifnotphysicallyimpossible,tocreateormaintaineitherahistoricaloracurrentindexofalltheCity’spublicrecordsexistingsincedateofincorporation,aswellasthefactthatnewrecordsarebeingcreatedeveryday.TheCityClerkmaintainsalimitedindexconsistingofordinancesandresolutionsoftheCityCouncil,currentandhistoricalCityCouncilappointedboardandcommissionrosters,landuseapplications,andallcontracts,franchises,deeds,easements,andleasesandsimilardocuments.AGENDA ITEM #
PublicRecordsActp.86.15ReviewofDenialsofPublicRecordsRequests:AnypersonwhoobjectstotheinitialdenialorpartialdenialofarecordsrequestmaypetitioninwritingtotheAdministrativeServicesAdministratorforareviewofthedecision.ThepetitionmustincludeacopyoforshallreasonablyidentifythewrittenstatementbythePublicRecordsOfficer,ordesignee,denyingtherequest.TheAdministrativeServicesAdministrator,ordesignee,willimmediatelyconsiderthepetitionandeitheraffirmorreversethedenialwithintwobusinessdaysfollowingreceiptofthepetition,orwithinsuchatimeastheCityandtherequestormutuallyagree.6.16DepartmentalProceduresforHandlingPublicRecordsRequests(Internal):IfapublicrecordsrequestisreceivedbyadepartmentotherthantheCityClerk’sOffice,thatdepartment’srecordscoordinatormustimmediatelydatestamptherequestthedayitwasreceivedandforwardittotheCityClerk’sOffice.TherewillalsobeinstanceswhentheCityClerk’sOfficemayaskforadepartment’sassistanceinlocatingorcompilingrecordstofulfillapublicrecordsrequest.Whenthisoccurs,therecordscoordinatormustkeepthefollowinginmind:a)Allrecordscoveredbythepublicrecordsrequestmustberetained,includinganyrecordsthatmaybescheduledfordestruction.Citystaffmaynotdestroyorotherwisedeletecoveredrecordsuntiltherequestisfulfilled.b)Anyrecordprepared,owned,usedorretainedbytheCityofRenton,andthatconcernsCitybusiness,isconsideredapublicrecordandmustbeprovidedtotheCityClerk’sOffice.c)Thedefinitionof“record”isverybroadandincludescorrespondence,hand-writtennotes,forms,electronicrecords(suchasemailanddatabases),researchrecords,visualrecordssuchaspicturesCD(s)orvideos,audiorecordings,etc.d)Requestedrecordsmaynotbedestroyedoraltered.ThisincludesrecordsthatexistatthetimeapublicrecordsrequestisreceivedbytheCityeventhoughitmayhavepasseditslegalrecordsretentionperiodorisrequiredtobedestroyedbyacontract.e)TheCityislegallyrequiredtoidentifyallresponsiverecords,eventhoseitmightchoosetowithholdfromdisclosureunderoneofthePublicRecordsActpermissibleexemptions.Thus,allrecordsmustbecollectedandsenttotheCityClerk’sOffice,eventhoseconsideredconfidentialorAGENDA ITEM #
PublicRecordsActp.9personal,thoseanoutsidepartyconsidersconfidential(suchasavendororlicensee)orpersonal,orthoseconsideredcoveredbytheattorney-clientprivilege.TheCitymightnotreleasesuchrecordsiftheyfallwithinoneoftheexemptionstothePublicRecordsAct,butitmustprovidetherequestoraredactionlogthatidentifiesallrecordsthatarepartiallyorwhollyexempt.f)Iftherequestorseeksapotentiallylargevolumeofrecords,theCityClerk’sOfficemustbeimmediatelynotifiedsothatitmaydetermineaprompttimelineforcollectionoftherecords.TheCityClerk’sofficemayexplorewiththerequestorclarifying,narrowing,orprioritizingtherequest.Thedepartmentstaffmembershallnotcontacttherequestordirectly.g)CertainrecordsmaybefoundinmorethanonelocationwithintheCity.Donotassumethatsomeoneelseisgoingtoproviderecordsunderdepartmentalordivisionalcontrol.h)WhenrespondingtotheCityClerk’srequestfordepartmentalrecords,sendtherecordsdirectlytotheCityClerk’sOffice.Ifthepublicrecordsrequestissenttomultipledepartments,donotcombineresponseswithanotherdepartment,theCityClerk’sOfficemustreceiveindividualresponsefromeachdepartmenttodeterminewhetherthereareresponsiverecordsfromeachdepartment.6.17RecordsRequestQueues:Recordsrequestsshallbemaintainedandtrackedinrecordrequestqueues.Thequeuesshallidentifythestatusoftherecordsrequestsas“pending,”“active,”or“completed.”ThePublicRecordsOfficer,ordesignee,willmanagethequeues.6.18CommunicationswithRequestors:TheCitywilluseitsbesteffortstoproviderequestorswithaccurateandreasonableestimatesofhowlongitwilltaketoproviderecordsresponsivetoarequest.litheCitylearnsadditionaltimeisneededtorespondtotherecordsrequest,thePublicRecordsOfficer,ordesignee,willpromptlycommunicatetheneedforadditionaltimetotherequestor,informtherequestorofthereasonadditionaltimeisrequired,andprovideanestimatednewtimeirameforrecordsdelivery.6.19CityEmployeeResponsibilities:AllCityemployeesareresponsibleforassistinginidentifyingresponsiverecordsandfacilitatingthoroughcollectionofrecords.AGENDA ITEM #
PublicRecordsActp.10TheCitywillprovidetrainingtoCityemployeesontheirobligationsunderthePublicRecordsAct,includingtheresponsibilityofallemployeestoretainrecordsaccordingtotherelevantretentionschedule.FormostCityemployees,producingrecordsinresponsetorecordsrequestsisaresponsibilityassignedinadditiontotheirprimaryassigneddutiesandfunctions.6.20PublicRecordsPerformanceReport:NolaterthanJanuary31ofeachyear,theCityClerkwillsubmittoCouncilareportontheCity’sperformanceinrespondingtopublicrecordsrequestsduringtheprevioustwelve(12)monthperiod.Thereportshallincludeataminimum:a)Openrecordsrequests(queue)atthebeginningoftheperiod.b)Numberofrequestsreceivedduringtheperiod.c)Numberofrequestsclosedintheperiod.U)Amountoftimeexpendedbystaff(forwhomrespondingisaprimaryresponsibility)intheperiod.6.21Validity:IfanySection,Subsection,sentence,clause,phrase,partorportionofthispolicyisforanyreasonheldtobeinvalidorunconstitutionalbyanycourtofcompetentjurisdiction,suchdecisionshallnotaffectthevalidityoftheremainingportionsofthispolicy.AGENDA ITEM #
Recent Changes to the
Public Records Act
City of Renton
Council Retreat
February 15, 2018
Renton, WA
Presenter: Jason Seth
City Clerk/Public Records Officer AGENDA ITEM #
•Passed in 1972 –Initiative 276
•RCW 42.56 (formerly 42.17)
•Most recent amendments –
•ESHB 1594 (Chap. 303, 2017 Laws);
•EHB 1595 (Chap. 304, 2017 Laws).
Washington’s Open Public Records Act
(PRA)AGENDA ITEM #
•Legislative work group met in summer and fall of 2016.
•These two bills passed in 2017; effective July 23, 2017
•Now codified in Chapter 42.56 RCW, available online at:
http://apps.leg.wa.gov/rcw/default.aspx?cite=42.56
•And codified in Chapter 40.14 RCW (records retention) at:
http://app.leg.wa.gov/RCW/default.aspx?cite=40.14
•Several RCW citations were amended. Our Public Records Act
•Attorney General’s Office Model Rules and other AGO materials are
being updated to reflect the new changes from ESHB 1594 and EHB
1595
ESHB 1594; EHB 1595 (2017)AGENDA ITEM #
•Records of certain volunteers are excluded from the definition of
public record. They are exempt if:
•Records not otherwise required to be retained; and
•Are held by volunteers who:
•Do not serve in an administrative capacity; and
•Have not been appointed by the agency to an agency board, commission, or
internship; and
•Do not have a supervisory role or delegated agency authority
RCW 42.56.010(3)
New Definition Exclusion -Volunteers
AGENDA ITEM #
•No official format for submitting requests is required.
•Agencies can recommend requesters use City forms or websites.
•Requests must be made for “identifiable” records.
•No “bot” requests allowed –if they meet certain criteria:
•“Bot” request means a request for public records that an agency
reasonably believes was automatically generated by a computer or script.
•A bot request is one of multiple requests from a requestor to the agency
within a 24-hour period, if the agency establishes that responding to the
multiple requests would cause excessive interference with the other
essential functions of the agency
•The multiple requests must be received within a 24-hour period, otherwise
not considered a “bot” request even if verified as being computer
generated
RCW 42.56.080(2)
New (or revised) PRA Procedures
AGENDA ITEM #
•Agencies can charge actual costs following appropriate procedures,
public noticing, and public hearing; or
•Default statutory costs following a declaration of undue burden in a
rule or regulation; and publication of the list of costs; or
•Alternative flat fee up to $2 for an entire request
•Charging actual costs requires the City to conduct an extensive study to
determine actual costs to charge residents.
•Council adopted the default statutory fee schedule with the most recent
budget amendment for 2018.
RCW 42.56.070(7); RCW 42.56.120; RCW 42.56.550
New Fees Procedures –Electronic Copies
AGENDA ITEM #
•Agencies can seek clarifications of a request if it is not reasonably clear, or does not request
“identifiable records.”
•If requestor does not respond to a request for clarification within 30 days, the agency can close the
request. However, agencies must respond to the parts of the request that are clear.
•The City has five business days to respond to a public records request:
•Acknowledge receipt of the request and provide a reasonable estimate for further response; or
•Fulfill the request; or
•Provide an internet address and link to the actual records on the agency’s website or other
website; or
•Acknowledging the agency has received the request and asking the requestor to provide
clarification for a request that in unclear, and providing to the greatest extent possible, a
reasonable estimate of the time the agency will require to respond to the request if it is not
clarified (new); or
•Deny the request with an accompanying written statement of the specific reasons
RCW 42.56.520
Provisions for Clarifying Requests
AGENDA ITEM #
•Open Government Trainings Act –RCW 42.56.150; RCW 42.56.152;
RCW 42.30.205:
•Requires all public records officers to take training within 90 days
of appointment as Public Records Officer with a refresher training
required every four years thereafter.
•Training must address the following issues:
•Retention of public records (new)
•Production of public records
•Disclosure of public records
•Updates on new and improved technologies related to retention
and disclosure of public records (new)
New PRA Training Requirement
AGENDA ITEM #
•Log: The City must keep a log of PRA requests:
•Identify the requestor if provided
•Date of receipt
•Text of the request
•Description of the records produced
•Description of the records redacted/withheld and reasons; and
•Date of final disposition
(We had already been doing this.)
New Records Procedures –RCW 40.14
AGENDA ITEM #
•Data Collection & Reporting: (Please see Handout)
•Agencies that expend more than $100,000 per year on PRA activities must
report the following 18 data measures to the Joint Legislative Audit and
Review Committee (JLARC):
1.Leading practices and processes for records management and retention
implemented, including technological updates (Page 6)
2.Average time to respond to public records request (Pages 7-8)
3.Percent of requests completed within five days of receipt and the percent of requests
where an estimated response time beyond five days is provided (Page 9)
4.Average number of days from receipt of request to the date of final disposition of
request (Page 10)
5.Average time estimate for full disclosure as compared to average actual time to
provide full disclosure (Page 11)
6.Total number of public records requests for which the agency formally sought
additional clarification from the requestor (Page 12)
New Reporting Requirements AGENDA ITEM #
•Data Collection & Reporting:
7.Total number of requests denied and the most common reasons for denying requests
(Page 13)
8.Total number of requests abandoned by requesters (Page 14)
9.Total number of requests, by type of requester (Page 15)
10.Percent of requests fulfilled electronically compared to the percent of requests
fulfilled by physical records (Page 16)
11.Total number of requests where one or more physical records were scanned to create
an electronic version to fulfill disclosure (Page 17)
12.Average estimated staff time spent on each public records request (Pages 18-19)
13.Estimated total costs incurred by the agency in fulfilling records requests, including
staff compensation and legal review and average cost per request (Page 20)
14.Total number of claims filed alleging a violation of Chapter 42.56 or other public
records statutes during the reporting period, categorized by type and exemption at
issue (if applicable) (Page 21)
New Reporting Requirements -Continued
AGENDA ITEM #
•Data Collection & Reporting:
15.Total costs incurred by the agency litigating claims alleging a violation of Chapter
42.56 RCW or other public records statutes during the reporting period, including
any penalties imposed on the agency (Page 22)
16.Estimated costs incurred by the agency with managing and retaining records
including staff compensation and purchases of equipment, hardware, software, and
services to manage and retain public records or otherwise assist in the fulfillment of
public records requests (Pages 23-24)
17.Total expenses recovered by the agency from requester for fulfilling public records
requests, including any customized charges (Page 25)
18.Measures of requester satisfaction with agency responses, communication, and
process relating to the fulfillment of public records requests (Page 26)
New Reporting Requirements -Continued
AGENDA ITEM #
1) Update Policy & Procedure 100-05
Revise current reporting requirement to align with new JLARC reporting
requirement:
Update P&P 100-05 as appropriate to align with changes
Send Council a copy of the final report sent to JLARC
This would occur in July instead of January each year as currently required
Staff Recommendations:AGENDA ITEM #
Questions?AGENDA ITEM #
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AGENDA ITEM #
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AGENDA ITEM #
12/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa1234567891011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28February 2018Su Mo Tu We Th Fr Sa1234567891011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31March 2018February 2018Jan 28293031Feb 123456789104:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 111213141516174:00pm Finance Committee, Chair 5:00pm Public Safety Committee, Chair 5:30pm Committee of 7:00pm Council Meeting8:00am City Council Retreat (Maplewood Greens) - Julia Medzegian8:00am City Council Retreat (Maplewood Greens) - Julia Medzegian18192021222324Council Holiday - Presidents' Day3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 25262728Mar 1234:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council MeetingSUNDAYMONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
AGENDA ITEM #
22/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa1234567891011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31March 2018Su Mo Tu We Th Fr Sa12345678 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30April 2018March 2018Feb 25262728Mar 123456789104:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 111213141516174:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting181920212223244:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 252627282930314:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council MeetingSUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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32/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30April 2018Su Mo Tu We Th Fr Sa12345678910111213 14 15 16 17 18 1920 21 22 23 24 25 2627 28 29 30 31May 2018April 2018Apr 12345674:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting891011121314Council Holiday??????4:30pm Finance Committee, Chair 5:30pm Public Safety 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 151617181920214:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting222324252627284:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 2930May 12345Fifth Monday - No Council MeetingsSUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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42/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678910111213 14 15 16 17 18 1920 21 22 23 24 25 2627 28 29 30 31May 2018Su Mo Tu We Th Fr Sa12345678910 11 12 13 14 15 1617 18 19 20 21 22 2324 25 26 27 28 29 30June 2018May 2018Apr 2930May 1234567891011124:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 131415161718194:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting202122232425264:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 2728293031Jun 12City Holiday - Memorial DaySUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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52/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678910 11 12 13 14 15 1617 18 19 20 21 22 2324 25 26 27 28 29 30June 2018Su Mo Tu We Th Fr Sa12345678 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31July 2018June 2018May 2728293031Jun 1234567894:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting101112131415164:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 171819202122234:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting242526272829304:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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62/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31July 2018Su Mo Tu We Th Fr Sa123456789101112 13 14 15 16 17 1819 20 21 22 23 24 2526 27 28 29 30 31August 2018July 2018Jul 12345674:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council MeetingCity Holiday - Independence Day8910111213144:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 151617181920214:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting22232425262728Council Holiday3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 293031Aug 1234Fifth Monday - No Council MeetingsSUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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72/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa123456789101112 13 14 15 16 17 1819 20 21 22 23 24 2526 27 28 29 30 31August 2018Su Mo Tu We Th Fr Sa12345678910111213141516 17 18 19 20 21 2223 24 25 26 27 28 2930September 2018August 2018Jul 293031Aug 12345678910114:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 121314151617184:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting192021222324254:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 262728293031Sep 1Council HolidaySUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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82/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678910111213141516 17 18 19 20 21 2223 24 25 26 27 28 2930September 2018Su Mo Tu We Th Fr Sa1234567 8 9 10 11 12 1314 15 16 17 18 19 2021 22 23 24 25 26 2728 29 30 31October 2018September 2018Aug 262728293031Sep 12345678City Holiday - Labor Day91011121314154:30pm Finance 5:30pm Public Safety 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair 4:00pm Planning & Development 161718192021224:30pm Transportation 5:30pm Community 6:00pm Committee of 7:00pm Council Meeting232425262728294:30pm Finance 5:30pm Public Safety 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair 4:00pm Planning & Development 30Oct 123456SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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92/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa1234567 8 9 10 11 12 1314 15 16 17 18 19 2021 22 23 24 25 26 2728 29 30 31October 2018Su Mo Tu We Th Fr Sa1234567891011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30November 2018October 2018Sep 30Oct 1234564:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting789101112134:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 141516171819204:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting212223242526274:30pm Finance Committee, Chair 5:30pm Public Safety Committee, Chair 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 28293031Nov 123Fifth Monday - No Council MeetingsSUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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102/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa1234567891011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30November 2018Su Mo Tu We Th Fr Sa12345678910111213141516 17 18 19 20 21 2223 24 25 26 27 28 2930 31December 2018November 2018Oct 28293031Nov 123456789104:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair Witschi (Council 4:00pm Planning & Development Committee, Chair 11121314151617City Holiday - Veteran's Day Observed181920212223244:30pm Transportation Committee, Chair 5:30pm Community Services Committee, 6:00pm Committee of 7:00pm Council MeetingCity Holiday - Thanksgiving DayCity Holiday252627282930Dec 1Council HolidaySUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
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112/12/2018 3:45 PMCouncilSu Mo Tu We Th Fr Sa12345678910111213141516 17 18 19 20 21 2223 24 25 26 27 28 2930 31December 2018Su Mo Tu We Th Fr Sa12345678910111213 14 15 16 17 18 1920 21 22 23 24 25 2627 28 29 30 31January 2019December 2018Nov 252627282930Dec 123456784:30pm Transportation 5:30pm Community 6:00pm Committee of 7:00pm Council Meeting3:30pm Utilities Committee, Chair 4:00pm Planning & Development 91011121314154:30pm Finance 5:30pm Public Safety 6:00pm Committee of 7:00pm Council Meeting1617181920212223242526272829City Holiday - Christmas EveCity Holiday - Christmas Day3031Jan 1, 192345SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
AGENDA ITEM #
HUMANRESOURCESANDRISKMANAGEMENTMEMORANDUMDAlE:February9,2018TO:EdPrince,CouncilPresidentMembersofRentonCityCouncilCC:DenisLaw,MayorJayCovington,ChiefAdministrativeOfficerFROM:EllenBradley-Mak,HRRMAdministrator‘%t&_’STAFFCONTACT:WendyRittereiser,HR/BenefitsManagerSUBJECT:Initiative1433BackgroundWiththepassageofInitiative1433,allemployeesintheStateofWashingtonareeligibletoaccrueonesickleavehourforevery40hoursworked,startingJanuary1,2018.Althoughregularemployeesalreadyreceiveasickleavebankthatexceedsthisstandard,thishealthbenefitisnewforthecity’stemporaryandseasonalemployees.Writtenpolicieswillbeadministrativelyadoptedtoaddressnoticerequirements,leaveincrementuse,andtrackingincompliancewiththefinalregulations.Inaddition,in2018theCitywilldiscontinuethepolicyallowinggeneralleavebenefitaccrualfortemporaryemployees,however,currentemployeeswithageneralleavebalanceorwhoearnedgeneralleaveforhoursworkedin2016or2017,willbeabletousetheiravailablebalancesuntilDecember31,2018.Alltemporaryemployeesandtheirsupervisorshavebeennotifiedinwritingofthechangeinleavepolicyandthenewsickleavebenefit.CouncilapprovedthesechangesonDecember4,2017.EstimatedfiscalimpactsofInitiative1433TemporaryStaffThenewlawmandatesthatallemployeesaccrueonehourofpaidsickleaveforevery40hoursworked.Thereisnocashoutprovisionforunusedsickleave.Thevalueoftheaccruedleavewillbe2.5%(l/40th)ofthetotalspendontemporaryemployeewages.Notalloftheaccruedleavewillbeused.Estimatingthefinancialimpactrequiresmakingcertainassumptionsabouthowemployeeswillusetheleave.Thereislimiteddataonsickleaveusagetrendsforthistypeofpopulations.Thispopulationhasahighturnoverrate,sotheywilltypicallynotaccruelargeamountsofsickleavetocoverlengthyillnesses.Weareestimatingthat25%to50%oftheaccruedsickleavewillbeused.Further,thecostofthisinitiativewillbeoffsetbytheterminationofthepreviousGeneralLeaveplan.H:\6-Administrative\4-CouncilRelatedDocuments\CityCouncilcorrespondence/Initiative1433AGENDA ITEM #
CityCouncilPage2of2February7,2018WeestimatethatthecosttotheCityforsickleaveusagewillbe1%oftotaltemporarywages.RegularStaffWehavereviewedrulesforboththeaccrualrates,anduseofsickleaveunderCityPolicyandcollectivebargainingagreementsforcompliancewiththenewStatelaw.InthefewcaseswherewemustprovidegreateraccrualstocomplywithStatelaw,thefinancialimpactwillbedeminimis.TheStatelawismoreliberalthantheCityontheuseofsickleave.Thismayimpactproductivity.Accrualofsickleave:Inmostcases,thesickleaveaccrualunderCityPolicyandcollectivebargainingagreementsismoregenerousthanthenewStatelawrequiringsickleaveaccrual.Generallyspeaking,CityofRentonemployeesaccruesickleaveatabouttwicetheraterequiredunderStatelaw.TherearetwoinstanceswheretheStatelawismoregenerous.Inthesetwocases,wehavemadeadjustmentstoprovideadditionalleaveaccrual.Theamountofadditionalleaveisdeminimis.•CityPolicyprovidesforleaveaccrualforthoseinpaystatusatleasthalfofthepayperiod.Statelawprovidesforaccrualbasedonallhoursworked.WehaveadjustedtoprovideadditionalleaveaccrualsbasedonStatelawforthosewhoworklessthanhalfthepayperiod.•BasedonBargainingUnitagreements,accrualsstopwhensickleavebalancesreach1,060forCommissionedofficers,and1,056fornon-commissioned.TocomplywithStatelaw,wehavesignedMOUsprovidingthataccrualswillcontinue.And,thatatthebeginningofthenextyear,balanceswillbereducedbacktothe1,060or1,056hours.Useofsickleave:TheStatelawhasmoreliberalprovisionsfortheuseofsickleavetocareforfamilymembers.InadditiontoCityPolicy,whichallowsforsickleavetocareaspouse,childrenunderage19,patentsandparents-in-law;theStaterulesallowsickleavetocareforchildrenoverage19,grandchildren,andsiblings.And,Statelawdoesnotrequirethatthefamilymemberhavea“seriousmedicalcondition.”Additionally,Statelawdoesnotpermitemployerstorequestadoctor’snoteuntiltheemployeehasbeenoutformorethanthreeconsecutivedays.Tominimizetheimpact,wearepermittingthemoreliberaluseonlyforhoursassociatedwiththeState’saccruedrates,ratherthanthemoregenerousCityaccrualrates.Payrollstaffhaveimplementedsystemsto“flag”andtrackaccrual/usageofthestate’ssickleave.HRstaffhavealsoworkedwithsupervisorsregardingtheirroleincomplyingwiththisnewlegislation.H:\6-Administrative\4-CouncilRelatedDocuments\CityCouncilcorrespondence/Initiative1433AGENDA ITEM #
HUMANRESOURCESANDRISKMANAGEMENTMEMORANDUMDATE:February9,2012TO:EdPrince,CouncilPresidentMembersofRentonCityCouncilCC:DenisLaw,MayorJayCovington,ChiefAdministrativeOfficerFROM:EllenBradley-Mak,HRRMAdministratorSTAFFCONTACT:KimGilman,HR/LaborManagerSUBJECT:CompensationPhilosophyBackgroundAcompensationphilosophyissimplyaformalstatementdocumentingtheCity’spositionaboutemployeecompensation.Itessentiallyexplainsthe“why”behindemployeepayandcreatesaframeworkforconsistency.Historically,theCityofRentonhasnothadawell-definedcompensationphilosophytouseasaguidelineforcontractnegotiationsandnon-representedcompensationstudies.ProposalHumanResourcesisdraftingacompensationphilosophystatementthatwillanswerthefollowingquestions:•Whatismeantbycompensation?•Whatisconsideredatthemarket,abovethemarketorbelowthemarket?And,incomparisontoothersimilarlysituatedcities,wheredowewanttoplace?•Doweconsideranaverageofthetopstepofthepayrangeorusethemedian?•Whoshouldbeourcomparablecitiesandwhatisthatbasedon?•Shouldinternalequityplayarole?Otherconsiderationswillincludebudgetconditions/constraintsandwhetherornotthecompensationphilosophyshouldbeincorporatedintoourcurrentpolicyoncompensationandpayorastandalonepolicydocument.Asweneartheconclusionofthisproject,wewillpresentinformationtoyouatafuturedate,inexecutivesession.H:\6-Administrative\4-CouncilRelatedDoiments\CityCouncilcorrespondence/CompensationPhilosophyAGENDA ITEM #
HUMANRESOURCESANDRISKMANAGEMENTMEM0RANDUMDATE:February9,2018TO:EdPrince,CouncilPresidentMembersofRentonCityCouncilCC:DenisLaw,MayorJayCovington,ChiefAdministrativeOfficerFROM:EllenBradley-Mak,HRRMAdministratorLC4k,STAFFCONTACT:WendyRittereiser,HR/BenefitsManagerSUBJECT:LEOFF2:EXTRADUTYWORKBackgroundUndertheLEOFF2pensionplan,theStatecontributes3.5%oftotalgrosswagestohelpfundthepensions.ThisStatecontributionisinadditiontotheemployercontributionrate(5.43%)andtheemployeecontributionrate(8.75%).Thestateoperatingbudget,SSB5883Section963requiresthatwhenservicesareperformedbyaLEOFF2memberoutsideoftheirregularjurisdictionforprivateemployers,thattheStatewillnotmakethe3.5%contribution.Thiscontributionmustbemadebytheemployer,bringingthetotalemployercontributionto8.93%(3.5%+5.43%).Thishigheremployercontributionratebecameaffective7/1/2017,andappliesonlytoextra-dutyworkperformedfortheprivateemployers.CurrentstatusWhenRentonpoliceofficersperformingextra-dutyworkforprivateemployerstheCitycollectsafeefromtheprivateemployer,andpaystheOfficerthroughtheCity’spayrollsystem.ThisfacilitatesreportingandcompliancewithSSB5883.InsettingthebillratethattheCitychargesprivateemployers,LEOFF2contributions,55andMedicarecostsareincluded,torecoupourfullcost.However,thecurrentrateshavenotyetbeenadjustedtorecouptheadditional3.5%LEOFFcontributionthatwerepreviouslymadebytheState.NextStepsFinanceisintheprocessofupdatingtheratestructureforprivateemployerstoreflectthe3.5%increasesinthecostofLEOFFcontributions,andwillstartbillingatthenewrate.H:\6-Administrative\4-CouncilRelatedDocuments\CityCouncilcorrespondence/LEOFf2AGENDA ITEM #
VALLEY ZONING REVIEW
Background:
“The valley,” a 1,200+ acre area south of I-405 and west of SR-167, has historically been an area of the
City where the most deleterious of land uses may be permitted (e.g., hazardous material storage,
warehousing, gambling facilities, sexually oriented businesses, etc). However, in recent years the valley
has seen significant investment, such as Kaiser Permanente’s newly built office complex, and business
growth, such as Wizards of the Coast. In anticipation of this trend continuing, a review of the valley’s
zoning is appropriate to determine if there are (1) reasonable opportunities for supporting businesses
(e.g., restaurants), (2) if there is a distinct possibility of incompatible land uses being established or a use
creating conditions that deter the establishment of another use (e.g., hazardous materials storage vs.
restaurants) and whether or not a proactive approach is needed to catalyze an evolution of land uses ,
and (3) whether or not there exists reasonably available land suitable for sexually oriented businesses (a
constitutional requirement).
Analysis:
(1) SUPPORTING BUSINESSES – The valley is now home to a substantial workforce which has created demand
for supporting businesses, namely restaurants. Eating and drinking establishments are a permitted use
in all three industrial zones (IL, IM and IH), the Commercial Arterial (CA) zone, and in the Commercial
Office (CO) zone if developed as part of an office building (yet occupying no more than 25% of the floor
area). Other than 133 acres of land zoned Resource Conservation, which is mostly covered by wetlands,
the valley is comprised of just these zones (see zoning map on next page). Most of the valley’s 11 full-
service restaurants (excluding nine limited-service, a.k.a., fast food restaurants) are located along the
southern city limits near IKEA, where Kent’s comparable zoning has resulted in a similar mix of retail,
services, and warehousing. Although there is a dearth of restaurants within the central and northern
parts of the valley, there exist an abundant number of restaurants only a short drive away in Tukwila’s
Southcenter or along Rainer Avenue. Historically, residential uses have been intentionally precluded in
the valley, so while the valley’s workforce may desire options within walking distance of their places of
business, the area lacks key components of a walkable mixed-use district (e.g., small blocks,
concentrations of residential uses, etc.) and continues to serve as a suburban industrial office park.
(2) ECONOMIC DEVELOPMENT AND COMPATIBILITY OF LAND USES – Although new development and business
growth indicates the beginning of a shift in land uses from a purely suburban industrial office park to a
district interspersed with offices, personal services, restaurants and retail, the evolution of the valley is
only beginning to take shape. As land values continue to rise the likelihood of new warehousing or
distribution centers decreases due to market conditions impelling a higher and better use of diminishing
real estate acreage. However, the City Council can direct staff to take a more proactive approach to
further limit the creation or expansion of these low tax-bearing land uses; however, it should be noted
that such action might result in existing warehouses and distribution centers becoming nonconforming.
With regard to compatibility of land uses, the expansive areas of land encumbered by wetlands tends to
create a natural separation between our Heavy Industrial (IH) zone and land zoned Commercial Office;
AGENDA ITEM # 6.
however, further analysis of compatible zoning is recommended if the City Council wishes to take a
more proactive approach to influencing the future of the valley.
(3) SEXUALLY ORIENTED BUSINESSES – In April 1981, the City of Renton enacted ordinance No. 3526, which
restricted the location of any “adult motion picture theater.” Municipal restrictions on “sexually
oriented businesses” raise serious constitutional issues because the first amendment guarantee of
freedom of speech extends to sexually-oriented media as long as the material is merely pornographic
and not considered obscene. The ordinance was challenged and ultimately decided upon in 1986 by the
U.S. Supreme Court, which held that the ordinance is a valid governmental response to the serious
problems created by adult theaters and satisfies the dictates of the First Amendment. In 2010 a
moratorium was put in place for the purpose of conducting a thorough review of pertinent regulations;
subsequently, more restrictive amendments were adopted in 2011. The map below as well as the
attached map show where sexually oriented businesses may locate after mapping the prohibited areas.
Next Steps:
Staff recommends referring these matters to the Planning and Development Committee for further
analysis as a 2018 Docket Item.
AGENDA ITEM # 6.
UV181
UV181
UV181
UV167
UV167
UV167
OakesdaleAveSWS 180th St
SWGrady Way
SW 43rd StLind Ave SWTalbotRd SSW 41st St
SW 16th St
SW 34th St East Valley RdSW 27th St
¥405¥405
Valley Study Area
Adult Entertainment Allowable
Adult Entertainment Prohibited
Wetlands
AGENDA ITEM # 6.
Couplet Conversion Project
Enhancing Downtown Renton as a
Destination
City Council Planning Workshop/Retreat
February 15, 2018 AGENDA ITEM # 7.
Main Avenue S Improvements -
Completed
AGENDA ITEM # 7.
Main Avenue -Opening Day
AGENDA ITEM # 7.
Project Vision
“…to reclaim our downtown as an
economically healthy, people-friendly
place, enhanced by the movement of
pedestrians, bikes, cars, and in support of a
diversity of businesses and places to live…”AGENDA ITEM # 7.
Couplet Conversion Goals
Improve traffic operations and circulation
Provide multiple circulation routes
Reduce thru traffic volumes
Reduce vehicle speeds
Enhance pedestrian experience
Reduce accidents AGENDA ITEM # 7.
Enhance Pedestrian Experience
Pedestrian facilities and enhancements
Raised concrete intersections
Wayfinding
Streetscape standards
Landscaping
Decorative lighting AGENDA ITEM # 7.
Enhance Pedestrian Experience
Open space enhancements
Piazza, Parklets, Public Art
Potential to create a distinct character for
each corridor
Example: Street Festival on South 3rd Street
AGENDA ITEM # 7.
Considerations Impacting
Conversion
Need to secure outside grant money to fund
the conversion
Constrained right-of-way due to existing
buildings
Maintaining access to all businesses during
construction
Street projects must be closely coordinated
with utility and private development projects AGENDA ITEM # 7.
Schedule
Wells Ave & Williams Ave
Design -2018
Construction -2019
Rainier Avenue (S. 3rd Street to S. Tobin Street)
Design & Right-of-Way 2019-2020
Construction 2021 -2022
S. 2nd Street
Design & Right of Way 2020-2021
Construction 2022 –2023
S. 3rd Street
Design & Right of Way 2021-2022
Construction 2023 –2024 AGENDA ITEM # 7.
Schedule
AGENDA ITEM # 7.
Estimated Cost
Wells Ave & Williams Ave
Design -$1M
Construction -$11M
Rainier Avenue
Design & Right-of-Way -$7.5M
Construction -$19M ($8.3M)
S. 2nd Street
Design & Right of Way -$2.3M
Construction -$12M
S. 3rd Street
Design & Right of Way -$3.5M
Construction -$15M AGENDA ITEM # 7.
Wells and Williams Scope of Work
AGENDA ITEM # 7.
Williams Ave S and S 2nd Street
Rendering
AGENDA ITEM # 7.
Rainier Ave S -
South of S 2nd Street Looking North
AGENDA ITEM # 7.
S 3rd Street -
East of Rainier Ave S Looking West
AGENDA ITEM # 7.
Intersection of Rainier Ave S and
S 3rd St
AGENDA ITEM # 7.
Intersection of Rainier Ave S and
S 2nd St
AGENDA ITEM # 7.
S 2nd Street –
East of Williams Ave S
AGENDA ITEM # 7.
S 2nd Street –
East of Williams Ave S
AGENDA ITEM # 7.
S 3rd St at Main Ave
AGENDA ITEM # 7.
CIVIC CORE VISION AND ACTION PLAN IMPLEMENTATION
Background:
Following more than a year of intense planning involving hundreds of local citizens and businesses, the
Renton City Council adopted the Renton Civic Core Vision and Action Plan in December 2017.
Current Work:
While the success of this plan depends on the cooperative actions of the many stakeholders involved in
its creation, Council will need to prioritize the staff, capital and operational resources of the City of
Renton available for its implementation.
Next Steps:
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. Quick Wins build on this energy and 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).
Turning the Vision to Action/Quick Wins:
Pedestrian Wayfinding
Market Façade Program
Identify Art Spaces
Prohibit window screens or non-
transparent windows
Pilot a Food Cart Pod
Provide Programming/Games at Piazza
Market Parking Garage Rooftop Events
Close Logan Avenue S. of Transit Street
for events
Art Installations Renton Connector
Activate the Junction with Pop-up Retail
and Art
Pop up activation of store fronts
Temporary Reading Room at Piazza
Find empty Storefronts for Artists/Craft
uses
Arts Outreach plan
Develop Art Gallery
Arts in Alleyways
Public Art at Performance Areas
Develop a Mural Program
Performing Arts Program
Construct Information Kiosk
Replace missing street trees
Revise Code for Food Trucks
Create Marketing Package for event
attendees
Focused Storefront Improvements
Sign Incentive Program
Parklets/Outdoor Dining
Restructure Transit Route 101
Better signage for parking
Examples of Short-Term (one to five years):
Implement Complete Wayfinding Plan
Implement Adopted Streetscape
Develop Adaptive Reuse Incentives
Affordable housing incentives
Develop Height Bonuses
Allow Rooftop Signs
Encourage Blade Signs
Illuminate Signs Discreetly
Garage Doors for Pavilion
Plan Year-around cultural events
Develop Marketing Plan for Pavilion and
Piazza
Provide Restroom Access
Redesign Pavilion for Partitioned use
AGENDA ITEM # 8.
Coordinate
Organize Food Truck Event
Organize Music Festivals
Lighting and Pedestrian Enhance
Interpretive Signage on River
Help bring events downtown
Collaborate on downtown Arts Space
Acquire Land for Burnett Linear
Increase number of Parklets
Developer solicitation for Big Five Site
Develop housing investment strategy
Marketing Campaign for city parcels
Work to bundle small lots for dev
Hire a retail broker
Use and market develop incentives
Retail Master Plan
7 Parking strategies
Merge organizations (RDP, Piazza)
Attain Main Street Designation
Hire Downtown Manager
PBID Analysis
Seek Grant Opportunities
Examples of Mid/Long-Term (five to ten years):
Consolidate off-street Parking
Plan CIP for Pavilion, Piazza and area
Improvements to Tonkin Park
Implement Regional Trail Recommendations
Improve View and Access to Cedar River
Developer solicitation for Transit Street
Develop parking agreements for development
AGENDA ITEM # 8.
ImplementationThe
Junction
South
Burnett
Linear
Park
North
Burnett
Linear
Park To Cedar River
To Cedar
River Trail
Lake to
Sound Trail Tonkin
Park
AGENDA ITEM # 8.
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.AGENDA ITEM # 8.
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
AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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
redesigned 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
street along Logan
Avenue S. and S.
3rd Street, 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 AGENDA ITEM # 8.
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 Backyard.
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 AGENDA ITEM # 8.
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
Range of $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.
MLT $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 AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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., using the
adopted Downtown
Streetscape Design
Standards and
Guidelines for
streetlight design.
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 bicycle
facilities 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 AGENDA ITEM # 8.
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 uses.
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.
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 AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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, and 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 AGENDA ITEM # 8.
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 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.
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 AGENDA ITEM # 8.
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 AGENDA ITEM # 8.
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 City
staff or hire new staff as
a Downtown Manager.
The Downtown Manager
should report directly
to the Economic
Development Director
and work in conjunction
with City departments
and 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
AGENDA ITEM # 8.