The URL can be used to link to this page

Home My WebLink About052208 Capital Financing WorkshopRenton City Council Capital Financing Workshop Thursday, May 22, 2008, 1:00-5:00 p.m. 71h Floor Conferencing Center Renton City Hall AGENDA Time Topic Presenter/Discussion 1:00 Introductions Council President Palmer 1:15-2:00 Regional Economic Overview • State of the economy • Slowdown: real estate and sales tax collections Doug Pedersen • Effect of the credit market on local governments • Other influences for 2008-2009 Discussion - All 2:00-2:30 Renton's 2009 Operating Budget • Preliminary trends and assumptions for 2009 Jay Covington • Implications for labor negotiations Nancy Carlson • Renton Results format for 2009 budget • ICMA National Citizen Survey findings Marty Wine Discussion - All 2:30-4:30 Capital Financing • 2008 Project Updates Marty Wine Terry Higashiyama Current and Future Capital Needs Gregg Zimmerman • Update: Study of Space Needs for City Facilities Alex Pietsch • Fund 316: Municipal Facilities CIP Fund Peter Renner • Fund 317 and Transportation Improvement Peter Hahn Program (TIP) Preview Lys Hornsby • Utility CIP Funds Discussion - All 4:30 Next Steps Council President Palmer City of Renton Business Plan Goals DRAFT 2009-2014 Objectives Objectives represent the activities and initiatives the City will undertake to carry out each of the five business plan goals during 2009-2014. Meet the service demands that contribute to the livability of the community o Develop a long-term strategy to meet staff facility needs including the potential of construction of a new city hall in Downtown Renton (that improves efficiency by centralizing City staff, enhances services and convenience for residents and other customers, and contributes to the continued revitalization of the City's historic business district.) o Design and construct a new Maintenance Facility. o Design and construct a Fire & Emergency Services facility to enhance service levels in Kennydale and other neighborhoods in the northern portion of the City. Develop a plan and funding to acquire land along the Cedar River over time, as it becomes available, for future public purposes. Complete and implement the Parks, Recreation and Open Space Plan which identifies needs and funding for acquisition and development. D Enact the recommendations of the Renton Library Master Plan that provide the desired level of service for library customers. o Develop and implement on-line systems to improve customer service. o Improve the City's Fire Rating to reduce insurance costs. o Establish a CERT Team in each Community Planning Area to better prepare business and residents in the case of a emergency. o Implement a Community Planning initiative to align the City's Comprehensive Plan with related activities by geographic areas of the City through engagement with the communities themselves. o Establish service delivery standards through the development of a Fire and Emergency Services Master Plan. o Complete the Renton History Museum's Master Plan and review the recommendations. Promote strong neighborhoods o Work with the Renton Housing Authority and Renton School District to redevelop the North Highlands Community Center and other publicly - owned properties in the Harrington neighborhood to expand affordable housing capacity, while improving the services and amenities available to the neighborhood. Review the recommendations of the Highlands Task Force and work to improve the quality of life in the neighborhood. Develop and implement an "Affordable Housing" initiative with the goal of increasing the capacity of housing units affordable to people at various income levels throughout the City. Improve the sense of safety in the community. Complete regional trails through Renton including the Lake Washington, Springbrook / Interurban, and Cedar Trails. Improve pedestrian connections including the connection of The Landing to the Harrington neighborhood. Coordinate with the various arts groups in the City to establish a cultural arts master plan. r Achieve "Tree City USA" status. 0 Create forums and strategies to better engage the City's diverse population. Investigate the ways that a historic preservation plan could contribute to maintaining Renton's distinct character. Manage growth through sound urban planning 0 Develop a plan by which Fairwood and other large scale annexations could occur without negatively impacting the existing City over time. Review and update development regulations and mitigation fees to balance sound land use planning, economic development and environmental protection while improving efficiencies. 0 Complete the State -mandated Shoreline Master Program update. Develop "low -impact" and "green" development standards and incentives. Promote citywide economic development Aggressively pursue the redevelopment of the Quendall Terminals and Pan Abode properties to their highest and best use. tAggressively pursue redevelopment of the Sound Ford, Bryant Motors/ Don -a -Lisa Hotel, and Stoneway properties. Aggressively recruit new high -profile and high -wage employers to locate in marquee office development opportunities in Renton. Direct redevelopment of the Landing -Phase II properties to their highest and best use, while mitigating impacts to the surrounding neighborhood. Engage key Downtown property owners and encourage the timely redevelopment and/or renovation of aging buildings. Through a public/private partnership, establish facilities for the use of seaplane and land -based aircraft. Influence decisions that impact the City 2 Work with the State Legislature and King County to extend or develop funding mechanisms to offset the anticipated cost of future large-scale annexations. Aggressively pursue initiatives that encourage The Boeing Company to select Renton as the final assembly location for the next generation of single -aisle commercial aircraft. In partnership with other cities, build a regional misdemeanant correctional facility. Work with the King County Ferry District to ensure a future passenger ferry route on Lake Washington serves Renton. Aggressively pursue development of a Bus Rapid Transit network along the Interstate 405 corridor. Pursue a concept for a streetcar or another mode of meaningful high capacity transit connecting South Lake Washington, Downtown, and the Longacres Commuter Rail Station. Increase the frequency and number of routes connecting the Renton Highlands and The Landing and Downtown Renton. Enhance the partnership between the City and the Renton School District by pursuing joint operating agreements for like services and other potential efficiencies. Develop strategies to improve response times for advanced life support services. Partner with King County and neighbor cities to mitigate the impact of FEMA's updated FIRM map. 3 CITY EVENTS 2007 _ Total of Event City Costs 4t" of July $83,294.56 $55,294.56 FR&v Days $4111611.00 $126,306.00 [—Holiday Lights $82,597.00 $181797.00 $577,502.56 200,397.56 *Differential = $377,105.00 *Does not measure economic support to community as demonstrated in report. Events overall are over 65% supported by donations and other revenues. THE PUGET SOUND 1@i�IIC FORECASTER FORECAST AND COMMENTARY BY DICK CONWAY AND DOUG PEDERSEN Volume 16 Or Not to Be Regional "To be, or not to be, that is the question." Shakespeare's line Outlook from Hamlet keeps coming to mind whenever there is talk of reces- sion. In February, Global Insight called for a short and shallow Forecasting recessions. downturn for the nation, while the Blue Chip panel predicted a nar- Forecasting recessions is not row escape. a strong suit of the economics Clearly, avoiding a recession would mean a lot to President profession. There is the stale Bush and Fed chief Ben Bernanke. But does it matter to the Puget joke about the economist who Sound region, especially since there is in fact no substantial differ- predicted six of the last twodownturns. And the cartoon of ence between the two national forecasts? In either case, the an economist standing in a hole regional economy would fare reasonably well. declaring that there would be Perhaps, we no recession. should be asking There are three reasons why another question: Summary Forecast the dismal science has a poor will the U.S. Annual Percent Change 2006 2007 2008 2009 record of predicting recessions. economy suffer a First, there has been little Puget Sound Region opportunity to practice the art, severe setback? Employment 3.2 3.2 1.8 1.1 as the U.S. economy has had only y y Such a scenario Personal income (cur. $) 7.8 8.4 5.7 5.3 seven downturns in the past fifty is not inconceiv- Consumer price index 3.8 3.8 3.4 2.6 years. Second, most recessions able, given the Housing permits -2.3 2.3 -22.5 -1.4 are short and shallow and at unknown depth Population 1.6 2.0 1.8 1.5 times over before we know it. of the problems United States" The nine -month dip in the national economy in 2001 is a case in point. in the housing GDP ($00) 2.9 2.2 1.7 2.6 Third, recessions are some - and credit mar- Employment 1.8 1.1 0.6 1.1 times triggered by unpredictable kets. In that case, Personal income (cur. $) 6.6 6.2 5.0 5.0 shocks. There have been only we might have Consumer price index 3.2 2.9 3.0 22 two major reversals in the U.S. to write a script Housing starts -12.5 -25.9 -24.3 14.7 economy since the late 1950s. for a regional *Source: Blue Chip Economic Indicators The 1973 bust was caused by the recession. OPEC oil boycotts and price hikes. Despite the pall over the U.S. economy, the outlook is still hope- The 1979-82 downturn, which ful. Most economists, including many who claim that the nation is turned out to be the deepest already in recession, contend that the economy will be expanding recession since the 1930s, was a more complicated affair. In an later this year, having gotten a kick-start from the federal govern- attempt to control raging inflation ment's aggressive fiscal and monetary policies. ignited by If that prognosis is correct, the regional economy will Retail Sales 4 rising energy slow down but stay clear of a recession. Still, the decelera- Construction 5 costs, the tion will be abrupt, as employment growth is expected to Federal Michigan Recession 6 fall from 3.2 percent in 2007 to 1.8 percent in 2008 and 1.1 Reserve percent in 2009. Personal income growth will follow suit, Forecast Detail severely slowing from 8.4 percent to 5.3 percent over the two-year Ieadinglndex 8 restricted the growth period. Thus, it is likely that by 2009 the region will be INSIDE of the money growing no faster than the nation. supply, Number 1 March 2008 THE PUGET SOUND ECONOMIC FORECASTER Regional Outlook causing interest rates to soar and investment to collapse. Since we began publishing this newsletter, we have had just two prior occasions to make a call on a possible recession in the Puget Sound region. The title of our first newsletter, which hit the streets in late 1993, was "On the Edge." Puget Sound and U.S. Real Personal Income Percent Change i2 r`- 1990 1995 2000 2005 2010 Puget Sound W United States Having already lost 20,000 manufacturing jobs in the region between 1990 and 1993, Boeing announced the elimination of 19,000 positions over an 18-month period. Taking into account the multiplier effect, we estimated that the Boeing lay-offs would cost the region 50,000 jobs by 1995. The critical question was whether or not there was enough lift elsewhere in the economy to offset the Boeing losses. Our forecast called for "the continuation of the relatively flat economy —at least in terms of employment growth —that we have experienced the past three years." We predicted job gains of 0.9 percent in 1993 and 0.8 percent in 1994, which turned out to be reasonably accurate. Despite the loss of 19,800 aerospace jobs between the third quarter of 1993 and the third quarter of 1995, regional employment rose 0.8 percent in 1993 and 1.5 percent in 1994. Our second chance at calling a recession was a messy matter. In February 2001, we wrote an article entitled "Not Much to Fear," which opened with the following passage: "Suppose we had a recession and nobody noticed. Something like this may be in the offing." That was prescient for the nation, which succumbed to a brief recession the following month, but it completely mischaracterized what was to befall the region. At the time, the Puget Sound leading index indicated that regional employment would begin to decline in or about the first quarter of 2001, marking the start of a recession. However, this warning was contradicted by preliminary job estimates pub- lished by Washington Employment Security Department (ESD), which showed that employment was still rising at mid -year. Follow-up data revisions revealed that, as a consequence of the dot-com bust, the regional economy had indeed fallen victim to a recession at the beginning of the year. Then came September 11, which resulted in 20,000 layoffs at Boeing over a two-year period. Thus, it was not until November that we declared that the region was in "a sharp recession, much like the 1981-82 downturn." By the time that we prepared our annual ten-year outlook in September 2002, we had a pretty good handle on not only when the recession would play out but also how strong the recovery would be. We predicted that employment would stabilize by the end of 2002 and then accelerate rapidly over the next four years. Employment growth would average 2.0 percent per year between 2002 and 2006, peak at 3.3 percent in 2006, and create 137,500 jobs along the way. In actuality, employment bottomed out in early 2003, grew at a 1.7 percent annual rate over the four-year period, and peaked at 3.2 percent in 2006. Overall, the region added 115,900 jobs. A third chance. We now face our third challenge of forecasting —or not forecast- ing —a recession. The task should be easier this time around if for no other reason than that we have better jobs data from ESD, which has implemented improved sam- pling and benchmarking proce- dures. We are also unlikely to be shocked by anything like 9/11. On the other hand, the uncertain fate of the housing and financial markets over the next six months has generated considerable fog in our crystal ball. We first turn to the national economy. As the largest market for Puget Sound exports, it has a big say in the region's future. Following the report that U.S. non- U.S. Real Gross Domestic Product Annual Percent Change 5 11 1 1 1 1 1 J I I 2007.1 2007.2 2007.3 2007.4 2008.1 2008.2 2008.3 2008.4 — Blue Chip — Global Insight farm payroll employment had fallen by 17,000 in January, we delayed preparing the March fore- cast until we had learned what the Blue Chip economists thought of that development. Not surpris- ingly, the panel of national fore- casters appreciably lowered its projection of economic growth over the next two years. According Page 2 March 2008 THE PUGET SOUND ECONOMIC FORECASTER Washington Real Exports and Foreign Exchange Rate Percent Change March I 40 30 20 10 0 -10 in Barring a severe national recession, the 973=100 Puget Sound economy 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Real exports* (1) - Foreign exchange rate (r) 120 should escape a down- 110 turn by a good margin. Providing a boost both l0o regionally and nationally 90 is strong foreign demand. As Global Insight points B0 out, the big improvement 70 in international trade is a 60 "key reason why our 'Excludes exports of services, including royalty payments for software. to the February consensus forecast, real Gross Domestic Product will advance 1.7 percent in 2008 and 2.6 percent in 2009. These revised growth rates are down 0.7 and 0.3 percentage points, respectively, from the December 2007 outlook. The downward revisions notwithstanding, the Blue Chip panel is still not predicting a national recession. In contrast, Global Insight now anticipates a short and shallow downturn during the first half of 2008 because of tightening credit conditions. Despite different calls on the recession, these two forecasts are not far apart. Both groups of economists are predicting a pick-up in the growth rate later this year because of the $152-bil- lion fiscal stimulus package passed by Congress and the antici- pation of further interest rate cuts by the Federal Reserve. By the fourth quarter of 2008, the Global Insight forecast of real Gross Domestic Product is lower than the Blue Chip prediction, but the difference is a trivial 0.3 percent- age points. In this respect, it apparently does not matter whether the nation has a recession or not. (U.S.) baseline shows only a mild recession." The weak dollar coupled with healthy growth overseas, especially in Asia, will benefit the Puget Sound region even more, as evident by the recent growth of Washington real foreign exports. Because of the plummeting value of the dollar, real foreign exports jumped 35.3 percent in 2006 and 20.3 percent in 2007, according to WISERTrade tabulations. Note that WISERTrade estimates exclude billions of dollars in for- eign royalty payments for Microsoft software. Nevertheless, in 2007, Washington ranked fourth nationally in foreign exports ($66.2 billion), trailing only Texas ($168.0 billion), California ($134.1 billion), and New York ($69.3 billion). We should also point out that not all of the recent growth is attributable to the Boeing rebound. In constant dollars, Washington foreign exports excluding transportation equip- ment expanded at a 13.9 percent annual rate between 2002 and 2007, twice as fast as U.S. over- seas sales. End -of -year benchmarking of state job estimates indicates that Puget Sound employment grew more slowly in 2007 (perhaps 2.7 percent) than what is currently reported (3.2 percent). In any event, due to the national slow- down and local housing woes, our regional forecast calls for job growth to decelerate to 1.8 per- cent in 2008 and 1.1 percent in 2009. While this implies that there will be no regional recession, it does suggest that the local economy will weaken substantially over the next few quarters. Consequently, in 2009, we expect that the region will be expanding at about the same rate as the nation, at least in terms of employment and personal income. This also suggests that the regional economy could be vulner- able to a recession by the end of the year (see the leading index article). What could prompt a slide? Probably a combination of things: a deeper national down - Forecast Probabilities False alarm 10 percent Baseline 55 percent Downturn 35 percent turn, a total collapse of the local housing market, and a halt to hiring at Boeing because of the loss of the Air Force tanker contract. Downturn Scenario Annual Percent Change Employment Personal income (cur. $) Consumer price index Housing permits Population 2007 2008 2009 2.7 0.5 -1.0 7.7 4.6 3.0 3.8 3.2 2.4 2.3 -45.0 -7.5 1.8 1.4 0.9 Page 3 March 2008 THE PUGET SOUND ECONOMIC FORECASTER Retail Sales Pick your poison. It is a tough environment for retailers at the moment: slowing employment and income growth, higher unemployment, declining housing starts, shrinking home values, reduced credit availability, record gasoline prices, and plung- ing consumer sentiment. Total U.S. retail sales, which rose 6.2 percent in 2006, advanced only 4.1 percent in 2007. Moreover, retail sales weakened over the course of the year. Excluding sales at gasoline stations, which bulged due to surging gas prices, retail sales rose at a 0.8 percent annual rate in the fourth quarter, well below the 2.4 percent inflation rate for the U.S. consumer price index (excluding energy). Puget Sound retailers face nearly an identical set of constraints, but the region's stronger economic growth has so far provided a comfortable cushion. After rising 6.3 percent in 2006, regional retail sales climbed 7.2 percent in 2007, holding up reasonably well even at the end of the year. Looking down the road, however, the anticipated slow- down in regional economic activity will begin to weigh on local retail spending. Our forecast calls for retail sales to rise at an average rate of 4.7 percent in 2008 and 2009, down about 2.0 percentage points from the prior two years and down 0.6 percentage points from our September forecast. Sales of durable goods are now expected to grow 2.8 percent per year, down 1.9 percentage points from our September prediction. Will the federal stimulus package, which promises $110 billion in personal tax rebates, make much of a difference? The impact will be temporary and possibly modest if much of the rebate is saved or used to pay Puget Sound Retail Sales and Personal Income Annual Percent Change 10 9 8 1 6 5 4 3 2 I 1996 1998 2000 2002 2004 2006 2008 - Retail sales - Personal income down debt. The $110-billion rebate amounts to 1.1 percent of nominal personal consumption expendi- tures. If half of it were spent in the third and fourth quarters of this year, it would provide a two -quar- ter lift to nominal consumer spending amounting to about one percentage point. The growth rate for retail sales, about 40 percent of consumer spending, would also increase one percentage point during the six-month period, other things being equal. We expect the same relative impact here. Years 2007 2008 2009 Retail sales (bils. $) 61.424 62.430 63.088 63.672 64-429 56.867 60.964 64.060 66.768 Building materials 4.943 5.026 5.040 4.950 4.942 4.664 4.984 4.973 5.095 Motor vehicles and parts 13.687 13.907 14.001 14.059 14.175 12.639 13501 14.115 14.376 Furniture and electronics 3.488 3.582 3580 3.594 3.641 3.237 3502 3.621 3.759 General merchandise 7.609 7.735 7.849 7.982 8.110 7.024 7.542 8.039 8512 Food and beverage 7.577 7.662 7.733 7.808 7.883 7.160 7526 7.845 8.115 Gasoline stations 5,820 5.931 6.028 6.115 6.207 5.255 5.761 6.161 6.498 Clothing and accessories 3.044 3.084 3.118 3.159 3101 2.836 3.022 3.178 3.306 Food services and drinking 5.773 5-847 5.917 6.006 6.087 5.374 5.732 6.039 6.330 Other retail sales 9.482 9.656 9.822 9.999 10.183 8.679 9.394 10.089 10.779 Taxable retail sales (bits. S) 74.998 77.060 77.819 78.161 79.015 69.964 75.333 78.704 82-300 Retail trade 31.790 32.782 33.266 33.430 33.805 30.848 32-218 33.669 35.223 Other taxable sales 43.208 44.279 44-553 44.731 45.210 39.117 43.116 45.035 47.077 Annual growth (%change) Retail sales 4.6 6.6 4.2 3.7 4.8 6.3 7.2 5.1 4.2 Taxable retail sales -1.6 11.0 3.9 1.8 4.4 9.1 7-7 4.5 4.6 Quarterly data are seasonally adjusted and expressed on an annual basis. Page 4 March 2008 THE PUGET SOUND ECONOMIC FORECASTER Construction and Real Estate The path of home prices. Some things are worth repeating. In 2006, The Economist said that "if you could watch just one indicator to gauge America's economic prospects over the next few years you should pick house prices." As U.S. home prices dropped last year, the erosion of home equity, the jump in mortgage defaults, the cutback in housing construction, and a mount- ing nervousness among consumers brought the national economy to the brink of recession. How bad it gets in the coming months depends on how far home prices fall. The National Association of Realtors predicts that U.S. existing home prices in the United States will bottom out this quarter. If that prognosis pans out, national home prices will have declined 8 percent from their peak in late 2005. Fundamentally, the Puget Sound housing market is stronger than its national counterpart because of a high household formation rate. Thus, we would expect regional house prices to fall somewhat less than national prices. From peak to trough, we are now forecasting that the average home price in the region will slip from $433,500 in the third quarter of 2007 to $415,800 in the second quarter of 2008, a 4.1 percent decline. But there is another perspective on home prices that suggests that we might not be so lucky. Since 1975 Seattle area prices have dou- bled as a ratio of national prices, according to OFHEO home price indexes. Between 2005 and 2007, a spurt in local prices raised the ratio from 1.4, the average for the prior ten years, to 1.6. Will the ratio return to 1.4? If that hap- pened, the region would see home prices drop a total of 12 percent. Our preferred perspective on home prices is housing affordabil- ity, which we define as a new 2008 1 2 3 Puget Sound Home Price and Housing Affordability Puget Sound to U.S. Home Price Ratio 1.9 - Percent -1 35 0.1 1975 1980 1985 1990 1995 2000 2005 - Home price ratio (1) - Housing affordability* (r) Mortgage payment as percent of household income. homeowner's first -year mortgage payment as a percent of average household income. Based on cur- rent forecasts of home prices (down 1.9 percent in 2008 and up 1.7 percent in 2009), mortgage rates (increasing to 6.2 percent by the end of 2009), and household income (rising 3.6 percent per year), the housing affordability indicator will drop from 21.1 per- cent in 2007 to 19.1 percent in 2009. This puts it just above the 1970-07 average of 18.8 percent, providing support for our outlook. Housing permits (thous.) 24.2 26.5 231 21.1 207 270 276 214 Single-family 12.1 101 111 12.4 121 157 130 119 Multi -family 12.1 16.3 12.0 86 8.5 113 146 94 Housing permits (mils 4271.5 4352.2 4059.9 3961.9 39152 44997 4705.1 39654 Single-family 2846.6 2340.8 2576.9 2889.6 28438 32414 2922.9 2787.4 Multi -family 1425.0 2011.5 1483.0 10724 10714 12583 1782.2 11780 Average home price (thous $) 433.5 417.9 416.5 415.8 4184 3944 426.6 4186 Active home listings (thous.) 29.1 30.3 31.5 310 312 18.7 27.1 31.3 Home sales (thous ) 58.9 50.2 53.3 59.8 597 74.4 62.0 58.0 21A 12.2 8.9 4102.5 2938.3 1164.2 425.7 31.5 59.1 Apartment vacancy rate (%) 3.8 3.7 3.7 3.8 3.9 4.7 4.0 38 3.9 Average apartment rent 938 957 975 989 1002 854 925 995 1045 Annual growth (%change) Housing permits (mils. $) -28 6 7.6 -26.9 -9 7 4.7 -0.6 4.6 -15.7 3.5 Average home price 2.3 .14.4 -1.3 -0.7 2.5 13.4 82 -19 1.7 Average apartment rent 10.5 8.1 7.4 57 55 54 8.3 7.6 5.0 Quarterly data are seasonally adjusted and expressed on an annual basis 31 21 23 19 15 II Page 5 March 2008 THE PUCET SOUND ECONOMIC FORECASTER Special Topic: Michigan Recession A dreary decade. Washington and Michigan have a number of things in common: borders with Canada, beautiful peninsulas, and NCAA football championships. The two states also sport large transportation equipment industries that dragged them into recession in 2001. But the similarities stop there. While Washington has fully recov- ered from the slump, Michigan has continued in a downward spiral. Last year marked the seventh straight year that the Great Lakes State has lost employment. Since 2000 the state has shed 396,000 jobs, one -twelfth of its total employment. This includes about 140,000 autoworkers. Michigan's past reliance on the volatile auto industry makes the state no stranger to recessions. Led by 116,600 layoffs at the Big Three automakers-General Motors, Ford, and Chrysler -the state lost 443,000 jobs between Michigan and Washington Economies 1979 and 1982, skyrocketing the unemployment rate to 17 percent. The current recession in Michigan is unusual in two respects. Except for the Great Depression, it is the longest employment downturn on record. Moreover, much of it has taken place in the environment of an expanding national economy. Hence, it has been dubbed the "Single -State Recession." Unfortunately, the nightmare seems far from over. Even assum- ing that the U.S. economy holds together this year, Michigan gov- ernment economists are predicting two more years of job declines. Who is at fault for Michigan's dreary decade? According to the pundits, almost everybody deserves some of the blame. But catching most of the flak are the three leading players in this eco- nomic drama: the car companies, whose management lacks new ideas; factory workers, whose pay - Average Percent 2000 2007 Change Michigan Employment (thous.) 4676.0 4279.5 -1.3 Transportation equipment employment (thous.) 342.6 197.1 -7.6 Unemployment rate (%) 3.7 7.2 - Personal income (bils. $)' 294.2 352.4 2.6 Per capita personal income ($) 29551 34994 2.4 Population (thous.) 9956.7 10071.8 0.2 Home price index* (1980.1=100) 257.6 309.3 2.6 Washington Employment (thous.) 2711.3 2936.6 1.1 Transportation equipment employment (thous.) 99.6 92.7 -1.0 Unemployment rate (%) 5.0 4.7 - Personal income (bils. $) 187.9 262.6 4.9 Per capita personal income ($) 31775 40595 3.6 Population (thous.) 5912.0 6468.3 1.3 Home price index* (1980.1=100) 274.0 507.4 9.2 `Source: Office of Federal Housing Oversight - Michigan Employment Change and Net Migration Thousands 120 80 40 0 40 -80 -120 1999 2001 2003 2005 2007 = Employment change = Net migration checks and benefits are bloated; and government, whose taxes and regulations are burdensome. Whatever the reasons, the automakers have embarked on a protracted process ofrestructur- ing and downsizing, one that has inflicted great pain in Michigan. Coincidently, Bill Virgin, colum- nist of the Seattle Post-lntelligencer, recently penned a thoughtful piece on the same topic. The headline read, "Midwest's troubles started when ideas stopped." He cau- tioned the Pacific Northwest not to become complacent about its abil- ity to innovate. Could Washington stumble like Michigan? It seems unlikely, but it is not unimaginable. Consider what would have happened if Boeing had decided to build the 787 in Alabama or Texas. That could have signaled the end of the company in Washington and the loss of more than 200,000 jobs over a ten-year period. Although the state probably would have avoided an extended recession, it certainly would have lost much of its economic vitality. Growing at an anemic rate, Washington would have had many of the symptoms of its weaker Midwest cousins, such as out -migration, a lifeless housing market, and fewer dollars to pay for education, infrastructure, and other public necessities. Page 6 March 2008 THE PUGET SOUND ECONOMIC FORECASTER 0I:42WA%19M9 2007 2008 Years 3 4 1 2 3 2006 2007 2008 2009 Employment (thous) 1837.4 1848.3 1855.1 1860.8 1867.7 1774.0 1830.6 1863.6 1884-7 Goods producing 326.0 329.6 329.9 329.3 330-0 3041 322-6 3296 328.1 Natural resources and mining 11 1.3 1.2 1.2 1.2 1.1 1.2 11 11 Construction 134.8 136.9 1366 135.0 134-4 120.1 132.5 134.9 133.9 Manufacturing 190.0 191.4 192.1 193.1 194-4 183.0 188.9 193.4 193.0 Aerospace 78.0 791 80.5 81.8 83.5 714 77.1 82.5 83.7 Other durable goods 74.9 75.3 74.9 74.6 741 73.6 74.8 74-3 72.9 Nondurable goods 37.1 36.9 36.7 367 36.7 38.0 37.1 36.7 36.4 Services producing 1511.4 15188 1525.2 15315 1537.6 1469.8 1508.0 1534.0 15566 Wholesale and retail trade 278.9 2784 278-3 278.1 2782 270.7 278.5 278.1 2787 Transportation and public utilities 64.4 649 64.8 65.0 65.1 63.0 64.3 65.0 652 Information 88.3 89.0 89.8 907 91.6 83.3 87.8 91 1 94.1 Financial activities 108.9 109.5 110.5 111.4 111.6 108.7 108.8 111.3 1112 Professional and business services 246.7 248.0 249.8 250.7 2520 234.7 245.8 251.4 2573 Other services 442.1 444.3 446.4 448-9 451.4 428.0 440.5 450.0 459.6 Government 282.1 284-5 2856 286.6 287.7 281.4 282.3 287.1 2904 State and local 233.1 2351 236.7 237.7 238.7 232.2 233.4 238.2 241.3 Federal 49.0 48-8 48.8 48.9 48.9 49.2 48.9 48.9 49.1 Unemployment rate (%) 43 4.1 4.2 4.3 44 4.5 42 43 4.5 Personal income (bils. $00) 142.1 1426 143.4 145.1 1465 133.6 141.2 145.5 149.9 Personal income (bile. $) 167-5 169.7 171.E 174.7 177.3 1532 166.1 175.6 185.0 Wage and salary disbursements 1020 103.4 1045 105-8 107.1 93.1 101.3 1064 1120 Other income 655 66.4 67.2 68.9 702 60.0 64.8 69.2 73.0 Per capita personal income ($) 46764 47170 47481 48109 48628 43704 46483 48270 50101 Consumer price index (82-84 = 1.000) 2.160 2.187 2.207 2 220 2 235 2076 2155 2.228 2 284 Housing permits (thous.) 24.2 26-5 23.2 21.1 207 27.0 27.6 21.4 21 1 Population (thous.) 3582.1 3598.7 3614.9 36308 36463 3504.1 3572.8 3638.3 36917 Net migration (thous.) 467 43.5 41.8 41.0 39.1 37.2 48.3 397 23-3 Three-month treasury bill rate (%) 4.3 3.4 2-5 22 2.3 4.7 4.4 24 30 Conventional mortgage rate (%) 66 6.2 5.7 57 5.8 64 6.3 5.8 62 Annual growth (%change) Employment 3.1 2.4 1.5 1.2 1.5 32 32 18 11 Personal income (cur $) 7.2 5.3 4A 7.1 6.0 7.8 8.4 5.7 5.3 Consumer price index 0.7 5.0 3.7 2-4 2.6 3.8 38 3.4 26 Housing permits -26.7 37.5 -50.4 -36-6 -7.4 -2.3 2.3 -22.5 -1 4 Population 1.9 1.9 1.8 1.8 1.7 1.6 2.0 1.8 15 Quarterly data are seasonally adjusted and expressed on an annual basis. Page 7 March 2008 THE PUGET SOUND ECONOMIC FORECASTER 1.20 1.15 1.10 1.05 1.00 0.95 0.90 0.85 Leading Index Sooner or later? The Puget Sound leading index slipped 1.1 percent in the fourth quarter of last year, the second straight quarterly decline. The forward -looking index has dropped 1.3 percent since peaking in the second quarter, but this falls far short of signaling an imminent recession. Prior to past economic downturns, the quarterly index has retreated an average of 5.9 percent over 4.3 quarters. The decline over the last two quarters is consistent with the track of our monthly leading index featured on this newsletter's web site, which has fallen in five of the past six months. Three components of the leading index (manufacturing hours, the Boeing backlog -delivery ratio, and real durable goods spending) improved last quarter, while four components (help - wanted ads, housing permits, the interest rate spread, and initial claims for unemployment insurance) worsened. There is no indication that the current weakness among the seven components is becoming more widespread. Nevertheless, as the risk of a national recession mounts, the likelihood of a regional downturn also climbs. Based on its historical perfor- mance, if the leading index Puget Sound Index of Leading Economic Indicators 1974 1978 1982 1986 1990 1994 1998 2002 2006 Shaded areas show recessions or periods of economic stagnation. continues to decline, though at a more rapid rate, job growth could begin to falter sometime in the third quarter of this year. Our forecast calls for the net creation of 12,500 jobs in the first half of the year and 10,000 in the second half. This includes cuts in construction and trade payrolls, weaker job growth in manufactur- ing, and flat employment in transportation and financial activities. All things considered, it is hard to imagine that overall job creation could turn negative so soon. Thus, if a regional recession is on the way, it would more likely begin in early 2009. Boeing Backlog -Delivery Ratio 104 1M 1.00 0.98 0.96 0.94 0.92 0.90 1981 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 Puget Sound Help -Wanted Advertising 0.90 1981 1989 190 1993 199S 1991 1999 2001 1003 2005 2007 Copyright'0 2f1i18 by Conway Pedersen Economics, Inc. Reproduction without permission Is prohibited. The Puget Sound Economic Forecaster [755N 1520-723(f) is published four times a year. A one-year subscription to the newsletter 3s $395. A one-year subscription to the newsletter and web site is $695. For additional Information, please visit www.economieforecasterAx m. You may also contact Dick Conway or Doug Pedersen at Conway Pedersen Economics, Inc., P. O. Box 2241, Seattle, WA 98111-2241. Telephone (206) 329.1707. We would like to thank Blue Chip Economic Indicators, The Northwest Multiple listing Service, and Dupre + Scott Apartment Advisors for permission to use copyrighted Information. We attempt to be as accurate as possible with the information presented In the Puget Sound Economic Forecaster. However, Conway Pedersen Economics, Inc., dons not guarantee the accuracy, adequacy, or completeness of any information or forecast in the newsletter, and is not responsible for any errors or omissions or the results obtained from the use of such information or fort <e_ast. Design: Gage Design Page 8 March 2008 National Citizen Survey City of Renton CjNATIONAL RESEARCH C E N T E R inc. Leaders at the Core of Better Communities About the Survey • Collaborative effort: IC /IA, NRC, jurisdictions • Statistically valid survey: resident opinions of local government services • 120o randomly selected Renton households 3/o8 • 281 completed surveys, 24% response • Margin of error +/- 6 • Comparison to benchmarks (5-305 jurisdictions) About the Survey • 8 dimensions — Community Quality — Community Design — Public Safety — Environmental Sustainability — Recreation and Wellness — Community Inclusiveness — Civic Engagement — Public Trust • 3 unique questions — Level of preparedness for major emergency — Willingness to fund service enhancements with property tax increase — Types of online services that residents would use Dmmunitv C 4 L , 4 4--j4 - Community Quality Overall quality of life Renton as a place to live Recommend living in Renton 0% 20% 40% ■ Excellent ❑ Good 60% 80% 100% jsXM* ' .. p 0% 20% 40% 60% 80% 100% Community Design Transportation Ease of walking Ease of bicycle travel Ease of car travel Availability of paths and walking trails Traffic flow on major streets � 3 Street repair and maintenance Street cleaning Traffic signal timing Amount of public parking 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% ■ Excellent ❑ Good 1 uv -to Community Design Housing Availability of affordable housing 20% 40% 60% 80% 100% ■ Excellent o Good laur mmunity Design Land Use and Zoning appearance fining/zoning 0% 20% 40% 60% 80% ■ Excellent ©Good 100% Community Design Economic Sustainabili Employment opportunities 1 Much to( �^ 3% Retail 0% 20% 40% 60% 80% 100% ■Excellent ©Good 0% 20% 40% 60% 80% 1000/0 0 --mp- A4 ate. . Q117M., --- y 14- a 'I Public Safety Downtown Renton during the day Downtown Renton after dark Your neighborhood after dark Your neighborhood during the day 0% 20% 40% 60% 80% 100% ■ Safe o Somewhat Safe Public Safety Police services Fire services EMS/ambulance services Crime prevention services 0% 20% 40% 60% 80% 100% a Excellent ®Good 11 '0 Environmental Sustai*nabI*IitY Quality of overall natural environment Cleanliness Preservation of natural areas 0% 20% 40% 60% 80% 100% ■ Excellent Q Good #: 3 �lIIII�I' � F wr— T • l TAT 77 JKecreatlon anci vvenness 87% visited a neighborhood or City park in the past 12 months Recreational opportunities City Parks Recreation programs/classes Recreation centers/facilities Educational opportunities Public library services 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% ■ Excellent o Good 100% ciusivene, INWA Community Inclusiveness Sense of community Services to seniors Openness and acceptance of the community toward people of diverse backgrounds 0% 20% 40% 60% 80% 100% ■ Excellent ® Good elptysirsi We" Lz 7iki� 0 x�l Civic Engagement Opportunities to participate in community matters Opportunities to volunteer Y 0% 20% 40% 60% ■ Excellent o Good 80% 100% Civic Engagement 75 % of respondents were registered to vote 86% of respondents had read the Renton Newsletter 62% of respondents had visited the City of Renton Website �., ,s �i. •#=� •. .. .4 � µ : ors': - , �•i � 5 • o lc ues to ions On-line services likely to be used Police Incident Report Recreation/facility sign-up Street maintenance request Utility bill payment/lookup Library catalog 27% 36% 33% I 34% 34% °o 41% °MOM 39% 2° 0% 20% 40% 60% ■ Very Likely ri Somewhat Likely Level of Emergency Preparedness At least 3 days, ---,---- ~" 30% Less than 3 days, 29% Up to a weel 18% 1 week + team, 4% Not at all, 19% fw:, � Policy Questions Support enhancing services? With property tax increase? PE Libre c� s = Special eve W Street Beauty Parks i h Libraries . _� 43% a 0 L i a Special events _ „- 1- 33% 3 Street Beauty 46% 0% 20% 40% 60% 80% Strongly support Somewhat support 100% Poli,ocy uestions Oppose enhancing each service? With property tax? Parks 6% 4) Libraries 7% cc_..-- .c w Special events 31/6 13% C- H a 0 L a 3 Street Beauty ° 6% Parks 81Y° 11 % Libraries 15% Special events 221y° 31 % Street Beauty µ 811/0 21 % 000 10% 20% 30% 40% 50% 60% Strongly oppose Somewhat oppose Public Trust, City Staff Renton's overall image Listening to citizens Renton's overall direction Value of services / taxes paid 0% 20% 40% 60% 80% 49 % had in -person or phone contact with a Renton employee Overall impression Courtesy Responsiveness Knowledge 100% 0% 20% 40% 60% 80% 100% Excellent ■ Goad Next Steps • Finalize report, distribute to Council • Work with NCS - Questions — Benchmarks Comparison to past surveys where appropriate What matters? Adjust efforts/programs Discuss service enhancements for 2009 budget Outlook for the Puget Sound Economy May 2008 Doug Pedersen Conway Pedersen Economics, Inc. www.economicforecaster.com THE PUGET SOUND ECONOMIC FORECASTER 0 El q I -2 U.S. Real Gross Domestic Product Annual Qercent chance -year average grcridh r e (3.1 0/1 4i— If � r �i 2000 2002 2004 2006 2008 Source: Blue Chip Consensus Forecast, May10, 2008 Baseline --- High ----• Low THE PUGET SOUND ECONOMIC FORECASTER Change in U.S. Wage and Salary Employment 4 Millions .3 .2 as us -.1 -.2 -.3 ----.-------------------------------------------------------- ------------------------------------- ' I --------------------------------- Note: 3-month moving average 2000 2001 2002 2003 2004 2005 2006 2007 THE PUGET SOUND ECONOMIC FORECASTER 5 E 3 2 1 0 U.S. Consumer Inflation 2000 2001 2002 2003 2004 2005 2006 2007 �� CP I - CPI ex. food and energy --- PCE ex. food and energy THE PUGET SOUND ECONOMIC FORECASTER U.S. New and Existing Homes Sales and Prices 9.0 Units, millions, ann. rate $ Thous 7.5 7.0 6.5 M 5.5 5.0 � A Vx A � y 1999 2000 2001 2002 2003 2004 2005 2006 2007 350 300 250 K IJ 150 New and existing homes sold (1) --- New average price (r) New median price (r) THE PUGET SOUND ECONOMIC FORECASTER U.S. Housing Starts 2 4 Units, millions, ann. rate Wei i". 1.2 M: 1999 2000 2001 2002 2003 2004 2005 2006 2007 — Total starts Single-family permits --- Single-family starts THE PUGET SOUND ECONOMIC FORECASTER Puget Sound and U.S. Employment 6 rCILAClll U I Idl IL4V 5------------------------------------------------------- - 4---------- ----- ---------------------------------------- 3 --4*►, -- -------------------------------------- --- ---- - - 2 - --- - /-- ----------------------------- 1----------------------------------- l-�----- 0---------------------------- N ------------------ ------------------------------- ----------------- -2------------------------------- ___________________ __ -3 Lj --- j -- - - --- --- --- ---- --- -- I --- I --- L-1 --- L---L --- Li 1993 1995 1997 1999 2001 2003 2005 2007 2009 — Puget Sound --- United States THE PUGET SOUND ECONOMIC FORECASTER Puget Sound Employment, Net Migration, and Household Formation 80 Thousands M 20 [I7 -20 .m ------------------------------ -------------------- 1993 1995 1997 1999 2001 2003 2005 2007 2009 Employment change -Net migration ---Household formation THE PUGET SOUND ECONOMIC FORECASTER 1.20 1987 = 1.0 1.15 1.10 1.05 1.00 0.95 Puget Sound Leading Index - - - - - - - - - - - - - --------------------------------------------- -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - --------- f ------ 1970 1975 1980 1985 1990 1995 2000 2005 Shaded areas show recessions or periods of economics tagnation. THE PUCET SOUND ECONOMIC FORECASTER 7000 6500 5500 5000 4500 4000 3500 Puget Sound Home Sales and Housing Inventory Jnits, monthly rate Units 36000 fir` ~�►� L 3 20 00 N I 2 80 00 2 40 00 2 00 00 16000 12000 1998 2000 2002 2004 2006 — Home sales (1) --- Active home listings (r) THE PUGET SOUND ECONOMIC FORECASTER Puget Sound Average Closed Sales Price 450 $ Thous. U00 300 250 200 150 --------------, - - - - - - - - - - - - -' I --- -- - - -- - - --- - -- -- - --- - -- -- - ------ -- - --- --- -- ---I 1998 2000 2002 2004 2006 THE PUGET goUND ECONOMIC FORECASTER Ratio: Puget Sound Average Home Price to Seattle CPI (ex. housing) 2.8 Index 1982-84 = 1.0 2.4 2.0 1.6 1.2 0.8 0.4 19902nd gtr._qap =_17% 1979 3rd gtr_ga = 22�_o � \ i..' 20071 stqtr. gap = 26% ------------ Trend: 1976-2007,, 3.3% per err____ 1980 1985 1990 1995 2000 2005 THE PUGET SOUND ECONOMIC FORECASTER M 3.5 3.0 2.5 2.0 1.5 Ratio: Puget Sound Average Home Price to Puget Sound Household Income 2007 2nd qtr. gap = 17% --------------------------------------------- — . - 1990 2nd qtr. gap _ 14% _r1� ...................o................_------ �--_W..--------------__--_----- 1979 3rd qtr. gap = 24 /o r r� ----------- - ------------- ----------------------- TTrend:1970-200712.2% per yr. 1.0 - - ---- -- 1970 1975 1980 1985 1990 1995 2000 2005 THE PUCETsoUND ECONOMIC FORECASTER Puget Sound Housng Permits units. annual rate 30000 20000 10000 0 1970 � v 1 '- r ---� ----------- - ------- P. r o ea our -qua er moving ave age 1975 1980 1985 1990 1995 2000 2005 - Total --- Single-family --- Multi -family THE PUGET SOUND ECONOMIC FORECASTER Puget Sound Real Estate Excise Tax Monthly Activity 17000 1 Number _ _ $ mil. 5500 16000 15000 14000 13000 12000 11000 10000 ----------------------------------------------- 1 ---------------------------------------------.- I � I --------------------------------- - - - ,,� --- ---- ' ------------------------------ ----- --A ----------- r 1 /A ----------- -------------- j,---------------------- - r�� Lr r f Note: 3-month moving average 9000 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 5000 4500 Mfe, 3000 2500 K11111] 1500 Transactions (1) --- Taxable real estate excise activity (r) THE PUGET SOUND ECONOMIC FORECASTER Puget Sound Taxable Retail Sales r ear -over -year percent cnan A I 2000 2002 2004 2006 2008 - Total --- Retail trade ----• Other THE PUGET SOUND ECONOMIC FORECASTER Summary Forecast May 2008 Annual Percent Change 2006 2007 2008 2009 Puget Sound Region Employment 3.2 2.8 1.6 0.6 Personal income (cur. $) 9.0 8.0 5.7 4.7 Consumer price index 3.8 3.8 3.9 2.6 Housing permits -2.2 2.4 -33.0 3.7 Population 1.6 1.7 1.6 1.4 Taxable retail sales (cur. $) 9.1 7.2 2.2 4.2 United States GDP($00) 2.9 2.2 1.4 2.0 Employment 1.8 1.1 0.1 0.7 Personal income (cur. $) 6.6 6.2 5.0 4.5 Consumer price index 3.2 2.9 3.7 2.5 Housing starts -12.6 -25.8 -29.4 9.4 Source: Blue Chip Economic Indicators, May 10, 2008 The Puget Sound Economic Forecaster, June 2008 THE PUGET SOUND ECONOMIC FORECASTER 12008 ANNUAL BUDGET CAPITAL IMPROVEMENT PPROGRAM The Capital Improvement Program of the City of Renton is supported by Transportation Systems, the Waterworks Utility and the City -owned Renton Airport and Maplewood Golf Course. The CIP Financial Participation table on page 6-4 summarizes the financial support and projected investment in capital improvements. The tables on pages 6-5 through 6-13 provide a more detailed look at the projected total investment. Capital Improvement Program 6-1 Impact of Capital Improvements on Operatinz Budket Impact of Capital Major Project Summary 2008 Budget Improvements on Operating (thousands) Budget Information Services Division: Information Services (IS) has identified ten major $ 2,571 Proposed programs are in development projects for the year 2008 and four major maintenance projects to support of improved delivery of improve citywide communication and technology. constituent services, product quality and lowered costs of conducting the city's business. Downtown Wayfinding and Intra-city Transportation Study: Signage to provide $ 300 No impacts to operating budget. clear, consistent directions for auto and pedestrian traffic to various destinations, attractions, and landmarks. A wayfinding system may include gateway, kiosks, directional signs, or banners in a unified manner, enhancing the area's unique identity and creating artistic elements in Downtown. This will help residents and visitors feel comfortable and confident about coming Downtown, whether it is for business, culture, or entertainment. In addition, a wayfinding system in Downtown should be expanded to guide people from The Landing to Downtown. This system provides an opportunity for Downtown businesses to benefit from The Landin 's regional draw. Operational Facilities Major Maintenance: This project list includes the major $ 866 Bathroom renovations will maintenance required to preserve the value of City assets. reduce annual maintenance slightly. Security upgrades will increase annual maintenance slightly. Public Facilities Major Maintenance: The major maintenance Items that are $ 1,543 No impacts to operating or necessary in the continuing effort to keep City buildings in sound operating order. The maintenance budgets, projects findings of Acquisition, design, and construction of a new maintenance facility and are designed to maintain asset storage yard to replace and consolidate two existing sites. Both existing sites are value. Expect sprinkler testing located in the Aquifer Protection Zone and have no room for expansion. The first impact of +/- $1000 maintenance site is along the lower Cedar River, where there are higher and better uses for the land. The second shop is located in Cedar River Park and will be displaced by a widening project on Hwy 169 in 2007. New Maintenance Facility Acquisition, design, and construction of a new $ 7,800 Construction will commence in maintenance facility and storage yard to replace and consolidate two existing sites. 2008 with site development Both existing sites are located in the Aquifer Protection Zone and have no room for elements and some facility expansion. The first maintenance site is along the lower Cedar River, where there are construction. However, the higher and better uses for the land. The second shop is located in Cedar River Park new maintenance shop will not and will be displaced by a widening project on Hwy 169 in 2007, be occupied until very late in the year or early in 2009. Therefore, we expect no significant impact to the 2008 operating budget. Parks Major Maintenance: Major maintenance projects are necessary to maintain $ 730 No impacts to operating budget. City parks in a safe, good working order. Projects will extend the life of existing facilities, increase safety, and reduce routine maintenance costs. Runway 15133 Resurfacing: Resurface Runway 15/33 to repair the one (maybe two) $ 1,370 No impact to general fund - dips in the runway near Taxiways Kilo and Delta at the south end of the runway, and Project is federally funded - near Taxiway Gulf near the north end of the runway- 95/5 reimburseable basis w. Airport buget funding 5% federal match. Duvall Ave NE: Widening roadway to 5 lanes, includes: curbs, sidewalks, stone $ 5,682 No impacts to operating budget drainage, street lighting, channelization, and bikeway from SR-900 to the North City limits, in 2008. I Rainier Ave -Grady Way to S 2nd: Rainier Ave is a critical corridor in central Renton $ 10,200 No impacts to operating budget with existing operational problems and in need of infrastructure enhancements to in 2008. provide greater ease of non -motorized and transit -based travel. Remove barriers. eliminate sub -standard conditions, control and consolidate access points to existing major businesses, provide an enhanced pedestrian environment. Capital Improvement Program 6-2 f I Impact of Capital Improvements on Operating Budget (continued) Strander Blvd/ SW 27th St Connect: This project provides a critical four/five lane $ 8,426 Estimated impact on the Street arterial that will serve as a connector to West Valley Highway (SR-181) and East fund is $3,400 annually. Valley Road, as well as an arterial connector to SR-167 from the south. The project will provide a grade -separated crossing at the Union Pacific Railroad (UPRR) and Burlington Northern Sante Fe (BNSF) railroad tracks. Segments 1 and 2 include from West Valley Hwy to East Valley Road. Donated right-of-way (not shown below) includes: Boeing - $2.5 million, Tukwila - $1.2 million, Sound Transit - $55,000 in addition to funded right-of-way. Capita! Improvement Program 6-3 CIP Financial Participation (in thousands of dollars) Participation by Department 2008 2009 2010 2011 2012 2013 Total General Government 3,181 3,368 10,203 2,168 1,811 1,920 22,651 Community Services 12,748 13,452 4,100 5,203 3,658 6,883 46,044 Transportation 30,279 21,011 13,155 17,217 12,825 27,333 121,819 Airport 1,895 5,040 2,750 925 420 700 11,730 Golf Course 220 330 1,140 220 195 170 2,275 Water Utility 8,875 2,195 2,695 2,945 6,035 6,185 28,930 Wastewater Utility 3,125 2,625 2,625 2,625 2,625 2,625 16,250 Surface Water Utility 3,527 2,577 2,226 2,700 2,050 2,800 15,880 Total CIP by Department 63,850 50,598 38,893 34,003 29,619 48,616 265,578 "Indicates funds reserved Development by Department 2008 2009 2010 2011 2012 2013 Total General Government 3,181 3,368 10,203 2,168 1,811 1,920 22,651 Community Services 8,435 8,505 2,850 3,720 2,520 3,695 29,725 Transportation 28,979 19,636 12,093 15.778 11,807 26,316 114,609 Airport 310 4,600 1,300 245 20 20 6,495 Golf Course 50 140 980 50 0 75 1,295 Water Utility 6,100 300 550 900 4,100 4,100 16,050 Wastewater Utility 2,700 1,000 0 0 0 0 3,700 Surface Water Utility 2,385 1,650 1.360 2,060 1,060 860 9,375 Total Development by Department 52,140 39,199 29,336 24,921 21,318 36,986 203,899 Major Maintenance by Department 2008 2009 2010 2011 2012 2013 Total Community Services 4,313 4,947 1,250 1,483 1,138 3,188 16,319 Transportation 1,300 1,375 1,062 1,439 1,018 1,018 7,210 Airport 1,585 440 1,450 680 400 680 5,235 Golf Course 170 190 160 170 195 95 980 Water Utility 2,610 1,740 2,010 1,710 1,700 1,850 11,620 Wastewater Utility 405 1,625 2,625 2,625 2,625 2,625 12,530 Surface Water Utility 675 560 500 500 850 1,650 4,735 Total Major Maintenance by Department 11,058 10,877 9,057 8,607 7,926 11,106 58,629 Regulatory Compliance by Department 2008 2009 2010 2011 2012 2013 Total Water Utility 165 155 135 335 235 235 1,260 Wastewater Utility 20 0 0 0 0 0 20 Surface Water Utility 467 367 366 140 140 290 1,770 Total Regulatory Compliance by Department 652 522 501 475 375 525 3,050 U 0 Capital Improvement Program 6-4 General Governmental CIP Development 2008 2009 2010 2011 2012 2013 Total Fire Station 13 LLL 0 990 3,900 0 0 0 4,890 Fire Station 15 0 350 5,000 0 0 0 5,350 III Information Services Division I Neighborhood Grant Program L 2,571 77 1,651 77 1,723 80 2,C73 95 1,711 100 1,800 120 11,529 549 Downtown Wayfinding 300 0 0 0 0 0 300 South Correction Entity (SCORE) 250 0 0 0 0 0 250 Total Development 3,198 3,068 10,703 2,168 1,811 1,920 22,868 Total General Government CIP 3,198 3,068 10,703 2,168 1,811 1,920 22,868 Capita! Improvement Program 6-5 Community Services CIP Development 2008 2009 2010 2011 2012 2013 Total Black River Riparian Forest 0 85 100 200 2,000 0 2,385 a Henry Moses Aquatic Center 0 120 120 120 120 120 600 Grant Matching Program 100 250 250 250 250 250 1,350 Maplewood Community Park 0 100 300 3,000 0 3,000 6,400 New Maintenance Facility " 7,800 4,500 350 0 0 0 12,650 North Highlands Community Center 0 750 1,250 0 0 0 2,000 Parks, Recreation, & Open Space Plan 150 0 0 0 0 175 325 Regis Park Athletic Field Expansion 300 2,500 0 0 0 0 2,800 Urban Forestry Program 60 60 60 60 60 60 360 Park Master Planning 0 90 90 90 90 90 450 D Highlands Library Natural Area 0 50 230 0 0 0 280 Integrated Pest Management Program 0 0 100 0 0 0 100 Tiffany Park Recreation Building 25 0 0 0 0 0 25 Total Development 8,435 8,505 2,850 3,720 2,520 3,695 29,725 Major Maintenance Operational Facilities 866 824 69 71 71 71 1,972 Leased Facilities 366 2,000 0 0 0 0 2,366 Parks General Major Maintenance 730 5B5 330 560 280 2,340 4,825 Public Facilities 1,543 603 241 222 257 227 3,093 Irrigation Renovation & Conservation 227 425 250 250 250 150 1,552 Irrigation Automation & Conservation 60 60 60 60 60 60 360 Parking Lot and Drive Repairs 75 90 90 50 50 60 415 Ball Field Renovation Program 0 100 50 75 50 50 325 a Pathway, Sidewalk, Patio & Boardwalk Repairs 200 190 90 25 40 90 635 Court Repairs 40 20 20 120 20 80 300 RCC Readerboard Replacement 156 0 0 0 0 0 156 D Tree Maintenance 50 50 50 50 60 60 320 Total Major Maintenance 4,313 4,947 1,250 1,483 1,138 3,188 16,319 Total Community Services CIP 12,748 13,452 4,100 5,203 3,658 6,883 46,044 -Indicates funds reserved i 8 Capital Improvement Program 6-6 O F Transportation CIP Development 2008 2009 2010 2011 2012 2013 Total 1 % for the Arts 30 30 50 30 30 30 200 Arterial Circulation Program 200 250 250 250 250 250 1,450 Barrier Free Transition Plan 50 50 50 50 50 50 300 CBD Bicycle and Pedestrian Conn 18 18 110 80 80 80 386 Duvall Ave NE 2,149 1,433 0 0 0 0 3,582 Duvall Ave NE NE 7th to Sunset 0 0 5 515 2,750 1,980 5,250 Duvall Ave NE - King County 3,533 0 0 0 0 0 3,533 Environmental Monitoring 50 30 30 30 30 30 200 Garden Av N Widening 500 500 0 0 0 0 1,000 GIS Needs Assessment 20 20 20 150 150 150 510 Houser Wy S - Main to Burnett 350 350 350 0 0 0 1,050 Intersection Safety & Mobility 400 250 250 250 250 250 1,650 Lake Wash. By -Park to Coulon Pk 0 0 82 138 0 0 221 Lind Av - SW 16th-SW 43rd 5 5 0 1,914 626 0 2,550 Logan Av Concrete Panel Repair 0 0 460 0 0 0 460 May Creek Bridge Replacement 20 550 160 5 0 0 735 Missing Links Program 30 30 30 30 30 30 180 Monterrey/NE 20th Wall Repair 0 0 0 30 0 0 30 NE 3rd/NE 4th Corridor 2 320 4,050 1,770 1,640 1,640 9,422 NE 4th SUHoguiam Av NE 33 0 0 0 0 0 33 Project Development/Predesign 148 200 200 200 200 200 1,148 Rainier Ave -Grady Way to S 2nd 10,200 6,800 3,700 1,300 0 0 22,000 Ripley Lane 447 0 0 0 0 0 447 RR Crossing Safety Prop. 5 5 0 0 0 10 20 Sam Chastain Lk WA Tr Connect 0 50 650 4,300 0 0 5,000 School Zone Sign Upgrades 100 0 0 0 0 0 100 South Renton Project 2 0 0 0 0 0 2 SR 169 HOV - 140th to SR 900 1,545 0 0 2,550 0 0 4,095 Strander By/SW 27th St Connect. 8,426 8,210 1,097 1,627 5,082 20,961 45,403 TDM Program 65 65 65 65 65 65 390 Traffic Efficiency Program 50 50 50 30 30 30 240 Traffic Safety Program 20 20 40 40 40 40 200 Trans Concurrency 40 10 10 40 10 30 140 Transit Circulator 150 0 0 0 0 0 150 Transit Program 75 75 74 74 74 70 442 Walkway Program 250 250 250 250 380 380 1,760 WSDOT Coordination Program 65 65 60 60 40 40 330 Total Development 28,979 19,636 12,093 15,778 11,807 26,316 114,609 Capital Improvement Program 6-7 Transportation CIP Major Maintenance 2008 2009 2010 2011 2012 2013 Total Arterial Rehab. Prog. 470 310 264 636 220 220 2,120 Bridge Inspection & Repair 100 330 50 55 50 50 635 Loop Replacement Program 20 25 30 30 30 30 165 Pole Program 20 20 25 25 25 25 140 Sign Replacement Program 5 5 8 8 8 8 40 Street Overlay Program 685 685 685 685 685 685 4,110 Total Major Maintenance 1,300 1,375 1,062 1,439 1,018 1,018 7,210 Total Transportation CIP 30,279 21,011 13,155 17,217 12,825 27,333 121,819 Capita! Improvement Program 6-8 I r Renton Airport CIP Development 2008 2009 2010 2011 2012 2013 Total Airport Layout Plan Update 20 0 0 0 0 0 20 Air Side / Land Side Separation 0 150 0 100 0 0 250 608 Hangar Expansion 0 50 1,050 0 0 0 1,100 Precision Approach 0 150 150 20 20 20 360 Apron Redevelopment 0 150 100 0 0 0 250 US Customs Facility 0 1,100 0 0 0 0 1,100 820 Building Demolition 290 0 0 0 0 0 290 820 Building Reconstruction 0 3,000 0 0 0 0 3,000 Demolition of Chamber of Commerce Building 0 0 0 125 0 0 125 Total Development 310 4,600 1,300 245 20 20 6,495 Maior Maintenance 622 Hangar - Rehabilitation 0 100 1,100 0 0 0 1,200 Runway 15/33 Resurfacing 1,370 0 0 0 0 0 1,370 Maintenance Dredging and Shoreline Mitigation 115 100 0 0 0 0 215 Airport Office Renovation 0 40 0 0 0 0 40 Cedar River Hangar Roof Replacement 0 100 0 0 0 0 100 Pavement Management Program 0 0 50 500 50 50 650 Surface Water System Rehabilitation 0 0 50 50 50 500 650 Fire Water System Rehabilitation 0 0 0 30 200 30 260 Seaplane Launch Ramp Replacement 0 0 150 0 0 0 150 rrr--- Major Facility Maintenance 100 100 100 100 100 100 600 Total Major Maintenance 1,585 440 1,450 680 400 680 5,235 Total Airport CIP 1,895 5,040 2,750 925 420 700 11,730 1 I Capital Improvement Program 6-9 Maplewood Golf Course CIP Development 2008 2009 2010 2011 2012 2013 Total Reconstruction of the 13th and 15th Greens 0 120 0 0 0 0 120 Reconstruction of the 1st and 3rd Tee Boxes 0 20 0 0 0 0 20 Feasibility Study - Maintenance 50 0 0 0 0 0 50 Irrigation Mainline Replacement 0 0 850 0 0 0 850 Reconstruction of Hole #3 Green 0 0 0 0 0 75 75 Hole #3 Hillside Drainage 0 0 0 50 0 0 50 Total Development 50 140 980 50 0 75 1,295 Major Maintenance Golf Course Major Maintenance 170 190 160 170 195 95 980 Total Major Maintenance 170 190 160 170 195 95 980 Total Golf Course CIP 220 330 1,140 220 195 170 2,275 Capita! Improvement Program 6-10 Water Utility CIP Development 2008 2009 2010 2011 2012 2013 Total New Reservoirs & Pump Stations 50 150 500 800 4,000 4,000 9,500 Hazen 565 Zone Reservoir 6,000 0 0 0 0 0 6,000 Supply Development and Water Quality Improvements 50 150 50 100 100 100 550 Total Development 6,100 300 550 900 4,100 4,100 16,050 L C Maior Maintenance Water Main Replacement 2,100 1,300 1,000 1,000 1,000 1,000 7,400 1-405 Utilities Relocation 100 0 320 0 0 0 420 Automatic Meter Reading Conversion 200 100 500 500 500 500 2,300 Water Utility Maior Maintenance 210 340 190 210 200 350 1,500 Total Major Maintenance 2,610 1,740 2,010 1,710 1,700 1,850 11,620 Regulatory Compliance Regulatory Compliance Program 165 155 135 335 235 235 1,260 Total Regulatory Compliance 165 155 135 335 235 235 1,260 Total Water Utility CIP 8,875 2,195 2,695 2,945 6,035 6,185 28,930 Capita! Improvement Program 6-11 Wastewater Utility CIP D Development 2008 2009 2010 2011 2012 2013 Total Central Plateau Interceptor Phase II 1,150 0 0 0 0 0 1,150 Heather Downs Interceptor Capacity Improvements 0 1.000 0 0 0 0 1,000 Duvall Interceptor Summerwind/Stonegate Lift Station 0 0 0 0 0 0 0 Replacement 2,700 0 0 0 0 0 2,700 Total Development 3,850 1,000 0 0 0 0 4,850 D Major Maintenance Major Maintenance Miscellaneous/Emergency Protects 100 100 100 100 100 100 600 Sanitary Sewer Hydraulic Model 180 100 100 100 100 100 680 lacement Renton Hill Sewer RReplacement 50 350 1,000 1,000 1,000 700 4,100 (1 en on ewer Phase IV 0 0 0 0 0 1.100 1,100 Earlington Sewer Replacement 50 400 1,000 1,100 1,000 0 3,550 Earlinglon Sewer Extension Mr31rR8TT7 0 0 0 0 0 0 0 UO M hu upyr Model 25 25 25 25 25 25 150 Telemetry Upgrade 0 0 100 0 0 0 100 WSDOT 1-405 Relocations 0 50 0 0 0 0 50 SW 34th Street Interceptor 0 100 0 0 0 0 100 rl Westview Lift Station Rehabilitation 0 300 0 0 0 0 300 Maior Maintenance U Lind Avenue Lift Station Replacement 0 0 0 0 200 600 800 Denny's Lift Station Rehabilitation Airport Lift Station Rehabilitation 0 0 0 0 0 0 0 300 200 0 0 0 200 300 Total Major Maintenance 405 1,425 2,325 2,625 Z625 Z625 12,030 Regulatory Compliance D 2008 Long -Range Wastewater Management Plan 20 0 0 0 0 0 20 Total Regulatory Compliance 20 0 0 0 0 0 20 Total Wastewater CIP 4,275 2,425 2,325 2,625 2,625 Z625 16,900 9 D Capital Improvement Program t%12 I r, Surface Water Utility CIP ' Development 2008 2009 2010 2011 2012 2013 Total Springbrook Creek Wetland and C Habitat Mitigation Bank 100 100 100 100 100 100 600 Storm System Improvement and Replacement 2,150 1,200 1,250 1,800 250 550 7,200 Springbrook Creek Improvements 0 0 0 0 0 200 200 Cedar River Basin 0 0 0 150 700 0 850 Green River Ecosystem Restoration 135 350 10 10 10 10 525 Total Development 2,385 1,650 1,360 2,060 1,060 860 9,375 ` Major Maintenance Small Drainage and Emergency Storm Projects 250 260 250 250 250 250 1,510 Lower Cedar River Sediment Management 425 300 250 250 600 1,400 3,225 Total Major Maintenance 675 560 500 500 850 1,650 4,735 Regulatory Compliance Surface Water Utility Plans and Programs 240 140 140 140 140 290 1,090 Storm System Field Mapping Project (NPDES) 227 227 226 0 0 0 680 Total Regulatory Compliance 467 367 366 140 140 290 1,770 Total Surface Water CIP 3,527 2,577 2,226 2,700 2,050 2,800 15,880 Capital Improvement Program 6-13 This page is intentionally left blank Capital Improvement Program 6-I4 Revenues - Taxes City of Renton Long Range Financial Planning Tool CPI Assumption 3% 1 3% 1 3% 1 3% 1 3% 1 3% 2005 2006 2007 2008 2009 2010 2011 2012 2013 Actual Actual Budget Budget Forecast Forecast Forecast Forecast Forecast Property Taxes Assessed Value Growth 7.90% 14.0% 15.9% 5% 5% 5% 5% 5% Raise Levy X% 1 1 1 1 1 1 1 1 New Construction (million) 197 312 262.96 284.48 250 200 200 200 200 Annexation Assessed Value (million) 0.835 13.6 99.28 93.51 10 10 10 10 10 Levy Lid Lift? No No I no I no No No No No No How much? 0.25 0.5 0.5 0.5 0.5 "The Landing" $1,002,079 2.7% 2.8% 2.7% 2.6% Total Change 5.8% 5.2% 18.8% 2.7% 2.8% 2.7% 2.6% Tax Levy Rate 3.237706 3.044303 2.80671 2.5957639 2.6019847 2.501928 2.410597 2.322328 2.237052 Sales Taxes Auto 11.52% 9.05% -2.94% General Retail 11.95% -11.24% -1.80% Services 3.53% 114.92% 9.94% Construction -5.53% 7.74% 44.97% Wholesale -27.63% -0.85% 6.550/ Other -9.72% -15.69% 18.63% "The Landing" 2.5% 3.0% 3.0% 3.0% 3.0% 3.0% 3.5% 4.0% 3.0% 3.0% 3.0% 3.0% 4.4% 6.0% 6.0% 6.0% 6.0% 6.0% -10.0% 3.0% 2.0% 0.0% 2.0% 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% $ 865,306 $1,730,611 3.0% 3.0% 3.0% 3.0% Total 2.73% 9.25% 8.83% 0.7% 3.8% 3.3% 3.0% 3.4% 3.7% Utility Taxes Electricity 7.11 % 14.53% Transfer Station -5.61 % -8.55% TV Cable 16.72% 16.23% Telephone -3.73% -10.82% Cellular Phone -1.35% 11.29% City Utilities 13.60% 5.21 % Natual Gas 24.42% 27.36% "The Landing" 4.62% 12% 5% 5% 5% 5% 5% 7.51 % 4% 4% 4% 4% 4% 4% 1.08% 10% 4% 4% 4% 4% 4% -3.29% -2% -2% -2% .2% -2% -2% 8% 4% 4% 4% 4% 6% 4% 4% 4% 4% 0% M4% 3% 3% 3% 3% $ 76.480 4% 4% 4% 4% Total 7.83% 10.07% 11.01 % 16.7% 3.5% 3.5% 3.6% 3.6% 3.6% Admissions Tax "The Landing" -45.50%-15.14% 24.10% 3% 1 3% 3% 3% 3% 1 3% $ 186,921 1 $ 373,841 3% 3% 3% 1 3% Draft dated: 5/22/2008 City of Renton Long Range Financial Planning Tool Franchise Fees 3.37% -22.08% Leasehold Excise -17.14% -19.77% EMS Levy - King Co 3.11 % 3.46% Gambling Tax 9.14% -10.60% Real Estate Excise - Debt Svc -43.73% -1.33% Revenues - Non -Taxes Business License Fee 19.24% 65.72% Building Permits 12.68% -5.55% Other License / Permits 3.81 % -15.68% Block Grants 55.22% Other Federal / State Grant 27.77% 83.51 % State Shared Revenue 5.80% 0.30% Other Intergovernmenta 8.36% -5.27% Charges for Service 3.70% 11.04% Fines and Forfeits -29.74% 27.75% Interest Earnings 111.94% 9.50% Miscellaneous Revenue -33.27% 19.52% Non -Revenue Other Financing Sources Interfund Revenue 2.42% -30.60% Use YTD Actuals for Drivers? yes - --neage Expenditures Personnel Costs Escalator Public Safety Non Public Safety Change in Workforce (FTEs) Public Safety Non Public Safety Employee Benefits Medical Benefits Retirement (using DRs Rate Table) Other Non Personnel Costs 46.54% 3% 3% 3% 3% 3% 3% 0.09% 3% 3% 3% 3% 3% 3% 2.83% 4% 3% 3% 3% 3% 3% 1.11 % 3% 0% 0% 0% 0% 0% 31.63% 0% 0% 0% 0% 0% 0% -29% 5% 3% 3% 3% 3% 3% 32% 3% -5% 5% 5% 5% 5% -23% 3% 3% 3% 3% 3% 3% -15% 0% 0% 0% 0% 0% 0% -89% 0% 0% 0% 0% 0% 0% 12% 4% 3% 3% 3% 3% 3% 7% 3% 3% 3% 3% 3% 3% -4% 4% 0% 0% 0% 0% 0% 4% 10% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% -12% 4% 0% 0% 0% 0% 0% 268% 0% 0% 0% 0% 0% 0% -7% 3% 3% 3% 3% 3% 3% yes yes yes yes yes yes 0 0 0 0 280TO 8.80% 3.50% 5.00% 5.00% 5.00% 5.00% 5.00°% 11.03% 3.50% 5.00% 5.00% 5.00% 5.00% 5.00% 0000000 26% 26% 10% 10% 10% 1 10% 1 10% 10% 55% 44% -2% 0% 0% 32% 27% 21.06% 3.00% 3.00% 3.00% 1 3.00% 1 3.00% 3.00% Draft dated: 5/22/2008 City of Renton Long Range Financial Planning Tool Escalator 1 16% 1 2% 1 3% 1 3% 1 3% 3% 1 3% Other: (millions) 1 Fire Compensation Cost Savings 2 Debt Service - 2006 LTGO included in debt service lin 3 The Landing Revenues included as separate line it Draft dated: 5/22/2008 120,000,000 110,000,000 100,000,000 VII txilili> I (III tII I 70,000,000 E= Revenue i Expenditure -fir—Fund Balance Chart 16,000,000 14,000,000 12,000,000 10,000,000 4,000,000 2,000,000 60,000,000 - 2005 2006 2007 2008 2009 2010 2011 Revenue 70,959,369 74,378,269 83,281,311 94,392,133 101,717,056 104,534,072 107,408,981 Expenditure 70,704,068 72,538,376 81,965,052 95,092,183 102,357,989 108,629,714 113,785,840 Fund Balance 11,223,149 12,131,147 13,929,716 13,229,666 12,588,733 8,493,091 2,116,231 Page 1 Renton's Major Capital Needs 2009-2019 (Cost ranges are approximate) • The list below outlines capital needs that have not been fully identified or funded in the City's CIP for 2009 and beyond. • The needs and uses listed here could be planned and combined to meet multiple needs, including space that serves the community, public and employees, such as fire stations with public meeting spaces, a joint maintenance facility used by across multiple departments, or a mixed -use development for library or city hall. New Maintenance Facility ($13.1 M) The consolidation of two existing sites to construct a new maintenance facility and storage yard is an existing project planned in the City's 6-year CIP. The purchase of the King County property is nearly complete and site development could proceed in 2008. Preliminary estimates of site development, building construction and associated costs for the facility could exceed available reserves. Council approved Ordinance 3938 in March allowing for bonded indebtedness to reimburse the costs of certain projects. A question facing Renton is whether the New Maintenance Facility is a candidate for some bonded indebtedness instead of pay -as -you go financing in order to make capital resources available for other projects. SCORE (Misdemeanant Jail) Facility ($16 M) Renton, Federal Way, Auburn, Tukwila, Des Moines and (maybe) Kent are evaluating sites and plan to I build a misdemeanant jail facility to accommodate their prisoners by the year 2012. April, 2008 estimates show a potential capital construction cost of $90 M for 808 beds; $82 M for 650 beds; and $68 M for 500 beds. Operational cost estimates are estimated by analysis provided by DLR where annual operating costs were estimated to be approximately $21.8 M for 808 beds; $20 M for 650 beds and $19 M for 500 beds. These costs could be shared by member cities under two models. Under equal ownership, all six cities would own equal numbers of beds and share equally in the payment of debt and annual operating costs of the facility. The pro rata model would provide ownership unequally ranging from 4% to 27% among the cities, and liability for debt and annual operating costs accordingly. Library Master Plan Recommendations ($2 M - $18 M) Renton's Library Master Plan recommendations are nearly complete and are scheduled for Council Committee of the Whole briefing on June 16. Several options exist to respond to the community's growth, diversity and changing needs and priorities. Plan recommendations are likely to include investment in library improvements, more programs and services, up-to-date facilities that allow for meeting, studying, learning, and reading; longer daily and weekly hours; increased partnership, materials, and staffing. Two options, either maintaining an independent municipal library with improvements in service levels and facilities through expanded expenditure authority and a continued reciprocal borrowing agreement with KCLS; or annexing to the King County Library System (KCLS) were considered. If the City of Renton makes a commitment to remain independent, major upgrades to the two existing branches, and potentially a new branch could be considered. New City Hall (—$30 M - $50 M / unknown) The March 2008 Council workshop included discussion of how to meet the long-term facility needs for City operations. Consultation with a real estate consulting group is underway to evaluate the concept of a new city hall facility, including describing the market value of the existing City Hall property, identifying threshold costs for a new building, and potential options for financing a new facility. Fire Station 13 (FD 40 Former Station 42) ($4 M - $8 M) Asset transfer negotiations with Fire District 40 have commenced and must be completed by March 1, 2009. The minimum asset transfer which could result in the transfer of partial ownership of Station 13 totals approximately $2.5M. The station 's approximate value is $10.5 M. Operationally, a shared ownership situation can be difficult to implement. Depending on the negotiated settlement with FD 40, if Renton wishes to fully own the Benson Hill station, additional investment may be required. Fire Station 15 (—$4.5 M / unknown) Land was purchased to build a fire station in North Renton/Kennydale neighborhood, and medical aid response to this area of Renton does not meet the response time goals of the Fire & Emergency Services Department. Options range from the location of an aid car in the area to the construction of a new station. Available land would allow for a two -bay station that could allow for response by an engine and aid car for the area. While capital facilities funding has been planned for, the operating costs of such a facility have not been identified. Major Maintenance for Parks and Facilities (~$3 M - $5 M annually) Today, Renton does not plan for major maintenance costs as facilities are constructed, with the exception of the Henry Moses Aquatic Center. In practice, the City spends about $3.5 M annually to maintain parks, operational, public and leased facilities, but some maintenance is being deferred each year. For 2009-2010, major maintenance could be funded at the current level, but would exhaust all other capital project funding. Revenue sources for basic major maintenance include REET, which is subject to economic swings, and the source is mingled with major capital project funding. Other cities usually dedicate other sources to ensure major maintenance is funded and the value of City assets is preserved. The major maintenance allocation in Fund 316 will likely exceed the need for future major maintenance. Ron Regis Park Development ($-2.5 M) An existing capital project envisions the phased expansion of capacity and programming flexibility by resolving flooding issues, constructing second ballfields and soccer fields, expansion of parking, addition of restrooms, a children's play area, picnic shelter. The City is seeking grants and working with partner organizations to help fund park development. Phasing is necessary in case a time lag exists before grants are available. A Master Plan effort for the park has been completed and will need to be phased depending on available resources. North Highlands Neighborhood Center ($2 M) At the end of its useful life, this Center needs major work if the facility will continue to be used. Replacement of the Center has been recommended in the CIP and is a prominent feature of the Highlands community redevelopment. Trails and Bicycle Master Plan Needs ($ unknown) The final Master Plan is approximately 80% complete and the City Council will be briefed on draft recommendations this summer. The plan envisions a healthier, walkable community. The plan points to current gaps in trail connections and recommendations are focused on making trail and bike route connections throughout the City. Park Property Acquisition & Development ($ unknown) Renton's Parks, Recreation & Open Space Plan will be completed this year, to include a strategic plan, inventory of existing facilities, service levels, needs assessment, user demands, and surveys to identify future needs. The final plan will likely recommend acquisition of property and park development. Capital Needs in Annexation Areas ($0.5 M - $2.0 M) A preliminary estimate for Cascade Park identified $345,000 in needs for park development in Benson Hill . New projects will be added to our 6-year capital improvement plans to develop parks and trails in Renton's annexation areas, and additional properties such as Renton Park and Boulevard Park will be transferred to the City after King County develops the regional Soos Creek Trail, necessitating additional park development. It is presumed that transportation and surface water capital needs identified for areas that annex to the City will be funded through grants and fees. Additional annexations will prompt planning for additional unfunded capital needs. PfAZZA A, , III 1W IL s Table of Contents Introduction and Acknowledgements ................ page 3 Collaborative Team ............................................ page 4 Site Description .................................................. page 5 Expenses.............................................................. page 6 Funding Sources ................................................. page 7 Community Benefit ............................................ page 8 Summary............................................................. page 9 Plans for the Future .......................................... page 10 Holiday Lights vent Report page 2 3 Introduction and Acknowledgements The City of Renton Holiday Lights program exemplifies the spirit of the season and is eagerly awaited each year by the citi- zens of Renton. The 2007 Holiday Light program was displayed at three loca- tions: ♦ Gene Coulon Memorial Beach Park ♦ Piazza Park ♦ Renton City Hall The program also includes support of the Argosy Cruises Christ- mas Ship. The following report presents an overview of the event includ- ing each City Department role, expenses, personnel costs, spon- sor support, community benefit, and summary. Special Thanks to: Denis Law, Mayor Renton City Councilmembers Jay Covington, Chief Executive Office Terry Higashiyama, Community Services Administrator Mike Bailey, Finance and Information Services Administrator Karl Hurst, Print and Mail Coordinator Cindy Zinck, Finance Analyst Supervisor Parks Maintainence Division Facilities Division Recreation Division Ivar's Inc. Puget Sound Energy oliday Lights Event Report page 3 Collaborative Team Responsibility for the 2007 Holiday Lights program was shared, many City divi- sions contributed their expertise and resources for a safe and successful event. Community Services Department provided: ♦ Leadership for the event ♦ Light installation contract management ♦ Coordination with Piazza Renton ♦ Publicity ♦ Coordination with Argosy Cruises ♦ Coordination with Ivar's Inc. ♦ Erection and dismantling of City owned displays ♦ Coordination of event activities, including hay ride, live entertainment, sing -a -long, and parking control ♦ Provide electrical and area maintenance as needed ♦ Coordination with Rainier Yacht Club ♦ Coordination with media Finance and Information Systems assisted with the success of the event by providing: ♦ Guildance through project accounting ♦ Printed promotional products for the event Economic Development, Neighborhoods and Strategic Planning assisted with the success of this event by securing: ♦ Puget Sound Energy as the lead for sponsor of hay ride and sing -a -long F. 1 Gene Coulon Memorial Beach Park Located at 1201 Lake Washington Blvd. North, lighted areas include Ivar's and Kidd Valley restau- rants including gutter and ridgelines, sequoia trees, deciduous trees, shrubs, water walk, and lighted displays. Site Descriptions Piazza Park Located at 3ia Ave. S. and Burnett Ave. S., lighted areas include, trees, and shrubbe ry. Renton City Hall Located at 1055 South Grady Way, lighted area's include twenty one decidu- ous trees located on the west side of City Hall parallel to Grady Way. oliday Lights ven ort page 5 Expenses Hard Costs Entertainment $1519.00 Contracted services $69,385.00 In house printing $214.00 Supplies $218.00 Total $71,336.00 ♦ Entertainment includes band, sing -a -long, covered wagon ride. ♦ Contracted services includes cost of lights, personnel and equipment costs for the installation, maintenance, and removal of Holiday Lights. ♦ In house printing ♦ Supplies include rope, tape, zip ties, spare light bulbs, etc. Personnel Benefits Total Personnel Costs $7617.00 36 .00 $11,261.00 * Personnel costs include support of events, parking control, lifeguards, daily inspection, coordination with lighting vendor, erection and dismantling of city owned displays. Total cost Expenses and Personnel $82,597.00 Holiday Lights vent sport Apage6 Ml Outside Funding Puget Sound Energy Funding Sources $1400.00 Ivar's Inc. (contractual obligation) Community events $12,400.00 % of unanticipated revenue $50,000.00 Total $63,800.00 City of Renton Funded Personnel and benefits $11,261.00 Entertainment $ 119.00 Supplies $218.00 In House printing $214.00 Balance of contracted services $6985.00 Total $18,797.00 page 7 Community Benefit In order to gauge the impact the Holiday Lights program has within the commu- nity, there needs to be a measurement of the value Renton citizens place on the City's efforts. As a means of determining that value the following were used as a measurement. Due to the demand, the event is typically publicized in the follow- ing ways: Print Publicity: ♦ Renton Reporter - Featured a full front-page photo of Clam Lights and a related article. Another edition featured an article on the Piazza Renton Tree Lighting event at the Piazza. ♦ Renton Magazine - Featured a full color photo ♦ Seattle Times - Featured colored photos and a human-interst story about a local Boy Scout troop visiting Clam Lights at Gene Coulon Memorial Beach Park. t ♦ Greater Renton Chamber of Commerce - featured on events calendar Website Publicity: ♦ Ivar's Inc. ♦ City of Renton ♦ Argosy Cruise Christmas Ship ♦ Ivar's Inc. and Kidd Valley both have a noticeable revenue increase throughout the duration of the event. Summary The Holiday Lights program is an event that thousands of people look forward to each year. Although many communities have tree lighting ceremonies and sea- sonal lighted areas Renton is truly unique. The program includes the contracted service at three sites within the City of Renton. It also includes support of the opening night of "Clam Lights" at Coulon, the Piazza Park Tree Lighting, and the Argosy Christmas Ship. Although typically scheduled close to one another the events give the citizens of Renton a substantial choice of organized activities to choose from in addition to enjoying Holiday Lights at their pleasure on a non-event evening. 77. NP 7 Holiday Lights Ev6n port page 9 Future Plans The lighting vendor is on a two-year contract covering 2007 and 2008. A mini- mum of $60,000 is already secured for the 2008 program and additional funding from Ivar's and sponsorships is expected for the 2008 season. Electrical capacity is at maximum at Coulon Beach Park therefore limiting further lighting expansion. As LED lighting becomes more cost effective additional future lighting and displays may be possible with the same amount of electricity avail- able. The Rainier Yacht Club has enjoyed supporting the opening night of Clam Lights by providing the "Lighted Boat Parade". Argosy Cruises continues to schedule Coulon as a scheduled stop for the annual Christmas Ship. At Piazza Park future plans include a "Santa House". A temporary structure would be erected where children could visit Santa and have photos taken during the holiday season. Equipped with electricity and heat "Santa's House" would serve as an attractive anchor for those visiting the downtown area during the holiday season. The Piazza Park area would be well served by additional lighting on Burnett and Logan Ave's between second and third streets. The present electrical capacity would need to be improved however the end result would be very appealing. O t 2007 IKEA Renton River Days & City of Renton Event Report „K�� :rw-rimier days THE V cn A C11-RENTO-N July 25 & July 27-29, 2007 ■ liberty Park • %` ("'"I ROTAR1 CLLB JjW[R -1 '�'R� FIRST SAVINGS BANK aOFRBTO\ r�JiJ1.1 Seafair s..nh..d r. .:y r... For complete 2007 Festival information call 425.430.6528 or visit www.rentonriverdays.org � HEART ULJ V V)1 OF ,or RENTON Acknowledgements: Denis Law, Mayor Renton City Councilmembers Jay Covington, Chief Administrative Officer Terry Higashiyama, Community Services Administrator Kevin Milosevich, Chief of Police Dave Daniels, Chief of Fire & Emergency Services Administrator Michael Bailey, Finance & IS Administrator Renton River Days Board of Directors & Volunteer Committee Chairs Sonja Mejlaender, Festival Coordinator & Community Relations & Events Bonnie Rerecich, Community Services Resource and Funding Manager Erin Snodgrass, Resource and Events Intern Cindy Zink, Finance Analyst Supervisor Karl Hurst, Print and Mail Coordinator Kathleen McClincy, Commander Table of Contents Introduction 2 Collaborative Effort 3 City Expenses 4 Festival Expenses 5 City Personnel Costs 6 Festival Volunteerism 7 Festival Sponsor Support 8 Festival Revenues 9 Benefit to Community Marketing 10 I nvolvement 11 Charitable Contributions 12 Summary 13 Plans for the Future 14 Appendix A. A Few Survey Statistics 15 B. Survey Tool 16 Introduction Mission Renton River Days is a family -oriented community celebration comprised of events and activities that enhance the positive image and quality of life of the greater Renton community. Since 1986, Renton River Days, Inc., has worked in close association and partnership with the City of Renton to produce Renton's family festival. The festival features events, activities and amenities for youth, families, and seniors, that make Renton a great community in which to live, work, play and raise families. This celebration joins residents, businesses, organizations, and Puget Sound region tourists for a wonderful variety of nearly 45 events and special programs over several days. Average attendance is 45,000 for the multi -day celebration. Annual favorites include: • Arts & Crafts • Juried Fine Arts • Food • Stage Entertainment • Parade • Activities for Kids • Community Booths • Sport Events • Visual & Performing Arts • Rubber Duck Race • Boat and Car Shows "Discover the Heart of Renton" was more than just a theme for 2007 IKEA Renton River Days. It was an invitation to explore the diverse offerings that highlighted Renton's passion for music, art, food and it's active lifestyle. The following report presents an overview of the event including each City department's role, expenses (City and Festival), personnel costs, sponsor support, benefits to community, sum- mary and appendixes showing the survey tool used at the event. W W N ollaborative Effort Festival management consists of Renton River Days Board of Directors, Festival Coor- dinator, event committee volunteers, and the City of Renton. The City serves as the source of support for safety, emergency preparedness, and logistics of parks, facilities, and streets. City departments contribute expertise, resources, and cooperation to en- sure a safe and successful event. Renton River Days: • Develops and executes strategic plan • Ensures financial stability • Safeguards festival mission, values, and image • Provides leadership and direction as needed for dozens of committee chairs and hundreds of volunteers to produce nearly 45 events and pro- grams City of Renton Support: • Police, Fire, and Emergency Manage- ment Services provided: Enforcement of ,� ark rules Incident Action Plan to ensure safety and preparedness during the event S.W.A.T. and an Aid Unit on -site for incident response and first aid Traffic control and monitoring festival permit parking • Planning, Building, and Public Works were instrumental by: Strategically hanging street ban- ners Designing maps of the park Managing road closures & detours Finance and Information Systems as- sisted in the success of the event by: Providing guidance through Project Accounting Printing event promotional materi- als Assisting with web design and up- dates • Community Services provided: Pre and post facility and park maintenance Traffic control Customer service 2007 Hard Costs ($11,755.00) In-house Printing ($2,137.00) Loss of Picnic Shelter Revenue ($2,940.00) Loss of Rental Rev at RCC & ($17,000.00) SAC Total Cost ($33,832.00) • Hard Costs include the City's annual financial contribution of $10,000 and depart- ment materials and supplies. • New in 2007, was the inclusion of printing costs, produced by the City Print Shop. Figures were provided by the Print Shop and Mail Coordinator, Finance and Informa- tion Services. • Picnic shelters at Liberty Park and Gene Coulon Memorial Beach Park are not rented during festival week, therefore, loss of revenue has been included for six days. • The Senior Activity Center and Renton Community Center facilities at not at full rental capacity because of scheduled festival events at these locations. 2007 Festival Managed ($163,430.00) Expenses Sanctioned Event Managed ($121,875.00) Expenses Total Festival Expenses ($285,305.00) • IKEA Renton River Days is financially managed "outside" the City of Renton Finance Department. As an independent 501 c4, the festival carries its own special event in- surance and a host of other expenses such as entertainer contracts, graphic and text services, print promotions, equipment rental, souvenirs, products, and supplies. • Included in the 2007 Festival Managed Expenses are contributions as a result of some of the festival's charitable events (i.e. Golf Tournament and Fun Run & Walk). For 2007, this totaled $21,467.00 in contributions from the festival's budget. • Sanctioned Events manage their own budgets. Indicated in the table above, are 2007 expenses that were not included in the "Festival's" Expenses. • Included in the Sanctioned Events expenses, are contributions of prizes, awards, or donations totaling $15,525.00. City Personnel Cost Staff Costs Cost of Benefits Totals .aI r 2007 ($66,182.00) ($26,292.00) ($92,474.00) • Project accounting was used this year in an effort to be more efficient in capturing staff hours dedicated to the event. Pre and post hours spent on the project are in- cluded in the total. The Finance & IS Department assisted with technology, tracking and also in estimating benefits. 2007 benefits reflect full calculations for Police and Fire Suppression at 47.85% of the value of staff time. Due to the use of part-time employees, the Community Ser- vices and Public Works benefit figures have been based on an average of 36% of the value of staff time (part-time employees do not receive a benefits package). 2007 Renton River Days/City Report 6 Renton River Days Volunteerism Renton .5teri�al5ticie tY Estimated # Estimated # of Volunteer of RRD Volunteers 649 Hours Contributed Hourly Rate* $18.77 TOTAL $131,014.06 *The value of volunteer time is based on the average hourly earnings of all production and non -supervisory workers on private non -farm payrolls (as determined by the Bu- reau of Labor Statistics). Independent Sector takes this figure and increases it by 12 percent to estimate for benefits. This estimated statistic reflects all volunteerism involved with the coordination and im- plementation of the festival including Board of Directors, event committee chairs and their volunteer planning committees. There are numerous ways in which people con- tribute such as setting up art shows, selling souvenirs, assisting with children's activi- ties, and managing entertainment stages and load/unload for hundreds of performers. 2007 Renton River Days/City Report river �D� ROTARY CLUB days �° �r OF RENTON dVftgftl M�LENDON1111!M 1 FIRST SAVINGS BANK lit NARD►tXlP+ INVEST IN POSSIBILITIES WASTE MANAGEMENT Sponsor Festival Title and Co -Sponsors City of Renton Event Sponsors and Festival Contributors Sanctioned Event Sponsors Total Sponsorship Amount of Sponsorship (Financial and In -Kind) $45,000.00 $10,000.00 $75,000.00 $32,000.00 $162,000.00 (Financial and In -Kind) • Since 1986, Renton River Days has benefited from strong sponsor and community support. • Festival management secures Title Sponsor, Co -Sponsor, Event Sponsor and Con- tributor support from the greater Renton community. These funds provide the finan- cial backbone for festival management, volunteer committees and sanctioned events to host nearly 45 events and activities over the multi -day festival. Nearly all activities and events are free to children. • While festival organizers help secure sponsorship for sanctioned events, these com- mittees also procure their own support outside of IKEA Renton River Days. Sanc- tioned event committees strive to be as self-sustaining as possible and minimize re- quests to River Days and the City. Revenue Sources Amount (Fees and Sales) Festival Managed Events $46,850.00 Sanctioned Event Managed $100,000.00 Events Total 2007 Revenues $1463850.00 (Fees and Sales) Festival Management and Sanctioned Event Committees track revenues from sources such as participant and registration fees (i.e. Nibble Food Vendor, Commu- nity Booth Exhibitors, Fun Run & Walk and Golf Tournament team registrations), and sales (i.e. All Teen Musical ticket sales, Rubber Ducky Derby sales or souvenir sales). IKEA Renton River Days marketing includes print promotions and website developments by both festival management and sanctioned event committees, and in -kind publicity from media partners. Too numerous to list individually, primary print pieces for 2007 IKEA Renton River Days included: • 25,000 1/3 sheets inserted into City of Renton Utility Bills • Complete festival information included in 55,000 City of Renton Community Services Summer Rec- reation Guides • 650 11 "x17" storefront posters • 30,000 Festival Schedules (14,000 inserted into Renton School District report cards) • 40,000 Official Guides produced in cooperation with the Renton Reporter Total cost for 2007 festival produced print promotions was $13,275.00. This includes design fees, print- ing, and includes the City's Print Shop "inhouse" expense detailed on page 7. IKEA Renton River Days also benefits from in -kind publicity from media partners. The leveraged value of this publicity for the festival, the City of Renton, and greater Renton community is very significant. Most notable for 2007, were features included in: • Renton Magazine • Renton Reporter • Seattle Times, Seattle Post-[ntelligencer SE Living and Shop SE • Radio promotions due to Boatstock media relationships Value of Marketing *Dollar Value of Impressions or Quantity Media Partner Festival Website *10 cents per hit 29,000 hits In -Kind Print Renton Magazine 2 features Publicity Seattle Times, Seattle PI, SE Liv- 9 features ing and Shop SE Renton Reporter 21 features Radio Live broadcast, announce- KJR-FM, KJR-AM, KFNK, 375 announce- ments, web links, and KUBE, and KNBQ ments; 13 hours email blasts to listener da- of live broadcast tabase City Street Banners *10 cents per car 4 locations 35 days x 88,000 impressions *Information regarding the Dollar Value of Impressions was provided by Ken Saunderson of Hamilton/Saunderson.) Total Value $2,900.00 $3,360.00 $10,140.00 $24,000.00 $48,500.00 Total Value $396,900.00 Renton's community family festival, IKEA Renton River Days, embraces the inclusion of numerous community groups, sponsors, sanctioned event planning committees, and volunteers. The Parade (125 entries and 2,000 participants), Kids' Day (est. 5,000 attendees), stage entertain- ment (60 groups totaling 550 performers), 40 Exhibitor Booths for Kids' Day, 60 Community Booths for the 3-day weekend, and 13 food vendors are organized by festival based committees. Many more events and activities have become part of the fabric of IKEA Renton River Days because of extensive citizen involvement and aligning their existing event to River Days. All totaled, in 2007, the festival was composed of 45 events and programs over 11 days. 2007 festival features organized and directed by their "own" teams include: • All Teen Musical • Art Market • BMW Car Show • Boatstock & Wakeboard Invitational • Canoe & Kayak Regatta • Chalk Art Contest • Downtown Antique Sidewalk Sale • Downtown Window Display Contest • Fun Run & Walk • Golf Tournament • Kids Photo ID Cards • Museum Activities • Pancake Breakfast • Quilt Show • Renton Annual Art Show • Rubber Ducky Derby • Senior Day Picnic • Skate Park Exhibition • Soccer Tournament • Tennis Tournaments • Volkssport Fun Walks In addition to the participation, organization, and attendees involved in the events listed above, is ac- knowledging the volunteerism connected with River Days. As noted on Page 10, River Days had 649 volunteers and 6,980 hours with an accumulative value of $131,014. As a result of IKEA Renton River Days events, activities, and contests, thousands of dollars of net proceeds, donations, awards and prizes funnel directly back into the Renton community and benefit non -profits, art programs, social service agencies, and programs for children. $60,000.00 Charitable Events and Donations Ducky Derby, Fun Run, & Golf Tournaments Soccer Tournament Communities In Schools Sam Chastain Memorial Scholarship Fund Mount Peak Pony Club, Key Club, Renton High cheer Squad And more ... $20,000.00 Juried Art Awards, Art Grant, Contest/Event Awards and Prizes Annual Art Show Awards Doug Kyes Art Grant Program Municipal Arts Commission Coloring Contest Prizes Chalk Art & Quilt Show Prizes Ducky Derby Prizes Downtown Merchant Window Display Contest Prizes Fun Run and Golf Tournament Prizes And more ... $80,000.00 Total � w v� - � RENT�h Summary 2007 City Expenses ($33,832.00) Personnel Costs ($92,474.00) Total Cost to City ($126,306.00) Festival Expenses ($285,305.00) Festival Revenues $146,850.00 Festival Sponsorship $162,000.00 Estimate Total "Net" from $ 23,545.00 All Sanctioned Events 2007 Value of Festival Volunteer Time $131,014.00 (649 Volunteers; 6,980 Hrs) Marketing Benefit 2007 Value of Major $396,900.00 Marketing City & Festival ($13,275.00) Marketing Expenses Benefit/Value $383,625.00 after Cost Charitable Contributions Net Proceeds of Events & Dona- tions Awards, Grants & Prizes Benefit to Community 2007 $60,000.00 $20,000.00 $80,000.00 Future Planning for next year's event begins almost as soon as the current year has con- cluded. With post -event debriefs and after -action reports, the festival's Board of Direc- tors, festival management, event committees, and City staff chart successes, chal- lenges, lessons learned, and considerations for future events. Future plans for Renton River Days include: • Board Development such as Board Member Job & Committee Descriptions and formalizing Nominating process • Develop Event Committee Job Descriptions, Timelines and Task Lists • Develop Festival Policies & Procedures • Develop Rules & Guidelines for festival processes • Long-range planning at annual retreats with facilitator • Continue to work in cooperation with City processes and work to minimize re- quests for City resources and support • Explore ways in which to target Renton's diverse populations, increase their awareness of festival events and activities, and grow participation • Continue to feature culturally diverse stage performers, artists, and food vendors • Explore feasibility, costs, and implementation for strategic placement of recycling bins at festival events • Improve effectiveness of survey by widening the outreach to all event committees for their participants and attendees • Include common landmarks on event map for easy reference and incident re- sponse • Combine separate Police and Fire Incident Action Plans into a combined user- friendly special event format City staff continues to provide critical support to festival organizers and event commit- tees in conducting research, evaluating options, and facilitating effective discussions and decision -making to achieve the best event management possible for future Renton River Days community celebrations in Renton. I - m r r - 2007 Renton River Days/City Report rr. 0/O ' �� r. --• r ' :. :fit' . Wit - Art' Report 15 Appendix B NFO irs %1ol11-)teer check it 2007 IKEA Renton River Days Visitor Survey When did you attend IKEA Renton River Days? ❑Wed ❑Thurs ❑Fri ❑Sat ❑Sun Have you attended the festival before? ❑ Yes ❑ No Are you likely to attend in the future? ❑ Yes ❑ No How did you travel to and from this festival? Please mark all that apply ❑ Private Vehicle ❑Public Transit ❑Shuttle ❑ Dropped Off ❑ Walked/Biked LJOther How many miles did you travel to get to this event? ❑ less than 10 ❑ 10-20 ❑ 20-30 ❑ 30-40 ❑ over 40 Would you have still come to Renton if River Days had not been in progress? ❑ Yes ❑ No How did you hear about the festival? ❑ Friend/Family J Official Guide ❑ Website ❑ Newspaper ❑ Promotlonal Materials ❑Street Banners ❑ Other Please rate the following: 1= poor 3= average 5= great • Entertainment 1 2 3 4 5 • Quality of Arts & Crafts 1 2 3 4 5 • Variety of Food Available 1 2 3 4 5 • Quality of Information Booths 1 2 3 4 5 • Safety 1 2 3 4 5 • Overall Festival Experience 1 2 3 4 5 While visiting Renton for this event approximately how much do/did you anticipate spending? ❑ $20 or less ❑ $20-$40 ❑ $40-$60 ❑ $60-$80 ❑ $80-$100 ❑ $100 or more Including yourself, how many people came in your party? ❑ 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ More Did your party include any children 12 years old or younger? ❑ Yes ❑ No Age? ❑ under 18 ❑ 18-35 ❑ 36-50 ❑ 51-64 ❑ 65+ Suggestions for 2008 festival?