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HomeMy WebLinkAbout052009 Council Budget Process WorkshopRenton City Council Budget Process Workshop Wednesday, May 20, 2009, 2:00-5:00 p.m. 71h Floor Conferencing Center Renton City Hall AGENDA Time Topic Presenter/Discussion 2:00 Introductions Council President Corman Mayor Law 2:00 2009 — 2010 Financial Forecast • Recap of 1Q financial report Iwen Wang • Preliminary trends and assumptions for 2010 Jay Covington • State of the economy • Influences on Renton's budget 3:00 1 2010 Budget Process Overview • Renton Results/Priorities of Government Mayor Law process Jay Covington • Overview of 2010 Marry Wine • Council priorities, discussion All 4:45 Next Steps Council President Corman _ - U.S. Recession 7 2 U.S. Unemployment 5.7 million jobs have been lost, 8.9% unemployment in April, highest sint 1983. (Source: US Bureau of Labor Statistics} Month City of $1 3 projected Time me o covert'... Financial Failures Employment Abate I Bottoms Foreclosures House Prices Peak Resume Rising Stock Market Housing Starts Fed Tightens Bottoms I Bottom -0&qI '08g2 '08g3 T8g4 09g1 09g2 '09g3 '09g4 'I0gI I'I0q2 '10g3 '10g4 Oil Prices Peak Home Sales Bottom Jobless Rate House Prices Peaks Bottoms Extraordinary Writedowns $ Rises End Source: Moody's December 2008 4 Local and Regional Outlook Comparative Growth Rates, 2009 — 2011 Average Annual Percent Change United States Employment -0.2 Population 0.9 Puget King City of Sound County Renton -0.3 -0.5 -1.6 1 0.8 1.7 Source: Douglas H. Pedersen, Doug Pedersen & Associates Feb 2009 City of i .:. ppplp— first Quarter Revenue — Key "Variances Sales Tax ■ io% below 20o8, 4.4% below budget at the end of March (5.1%at the end or April). Expect 6% below budget by year end. loq% 4M 20% 0% -20% CONSTRUCTION I III •:?T"'f .i ii. ii I ql q3 1 93 q� 0 ql 43 ql 0 H q3 ql q3 q1 0qL 99 i 00 01 I 02 I 03 01 I 06 06 07 I 09 fill AUTOMOTIVE of. uarter Revenue Building Permit and REET 80% 60% 40% 20% 0% I -20% -40% -60% Permit & Plan Review 40% 30% 20% 10% 0% -10% -20% -30% 40% -50% -60% I m m m 0 0 0 0 oo 0 0 o 8 m m ,m4 rm1 N N N N N N N N N 0 N y-varrances Real Estate Excise Tax m n m a o a m m m a 0 0 0 0$$ 0 0 0 0 •1 r1 .1 .1 N N N N N N N N N N Permit and Plan Review fees: 3 % below zoo8, 35% under budget at the end of Vt qtr (42% as of April). Project 46% below budget for og. REST: 46% below 2oo8 and 28% below budget at the end of March (ApHl receipts 73%below budget, rro 43%below budget.) Anticipate 5o% below budget. - City of 61, . 7 Est Quarter Revenue — Key Variances Admissions Tax & Interest Earning Admissions Tax: 6o% below projection due to over estimate of net gain from new movie theater. Correction to reflect actual. Investment Interest:16% below projection. Anticipated to worsen as higher yield investments mature and new investments yield substantially less. r 'Amity of 8 1� ''• Impact of 2009 Legislation Temporary pension rate reduction for PERS employees for state's 2009-2 oll biennium ( July 2009 - June 2011) Brokered natural gas "fix" did not materialize. Potential (case is appealed to the state supreme court) refund of si million past taxes already collected and no future tax collection in the magnitude of $258k in 2009 and $34ok per year in future years. � 70T,tya— PT`Rposed Mid-2009 Revenue Adjustment -$6.01 million Revenue Reduction Budget Adjustment %of Bet Sales Tax $ 20,702,610 (1,200,000) -6% Annexation Sales Tax 2,400,000 (141,000) -6% Admissions Tax 606,420 (365,000) -60% Brokered Natural Gas 338,000 (258,000) -76% Real Estate Excise Tax 3,000,000 (1,500,000) -50% Building Permits 2,575,206 (1,200,000) -47% Plan Review Fees 1,092,700 (500,000) -46% Interest Earning 921,616 (500,000) -54% Police/Court Service Charges 656,620 (150,000) -23% Parks/Recreation Service Charges 2,391,078 (100,000) -49-6 Other Misc Revenue (donation, etc) 247,400 (100,000) -40% Balance of GG Revenue 65,935,378 0% $100,867,028 $ (6,014,000) -6% cC1r�,C �� O Expenditure Adjustment: -$4.05 million Dent amount Administrative &Judicial Services (74,000) Human Resources (20,000) City Attorney (10,000) Fire & Emergency Services (678,000) Police (610,000) Public Works (122,000) Community & Economic Development (275,000) Community Services (163,000) Finance & Information Services (250,000) Citywide Position vacancies (190,000) Department Budge! Re uction(2,392,000) Citywide Pension Rate Reduction(460,000) Citywide Wages Concession (1,200,000) Citywide age Ben Modification (4,052,000) Additional Gap $1.96 million will be tilled using Fund Balance. 2010 Revenue Outlook Regional economy reaches bottom in 3rd quarter 2009. Renton employment is projected to decline by 2.2% in 2olo after 3% drop in 2009. Growth is not anticipated until 2011. • Local Sales Tax to drop by another 0.5% from revised 2009 level due to weak employment and construction. Property Tax is expected to grow by 1% (net of 1% allowed growth, 0.5% new construction offset by 0.5% delayed collection from substantially higher level of refunds/appeals). REET, Admissions Tax, and miscellaneous revenues to remain at 2009 levels. Revenue growth expected to be weak in 2011. Overall: A f 1at General Fund revenue in 2010. of , 12 2010 Expenditures o Very low inflation or potentially deflation in 2009. • Lower PERS pension contribution rate (temporary). o Early indicator of medical benefit cost increase:10% -14% (-ri%-1.5% of our operating budget) Mid-2oo9 expenditure reductions are mostly "i-time" meaning need to identify savings/reductions in 2010 budget. "Across the board" reduction does not address services priorities. Structural change needed for sustainable services. city or 13 p � 'J Questions? 14 Reality: Changing Times • Financial crisis = challenge for local government Reduction instead of expansion for annexation • One-time revenues • Costs grow faster than revenues • Predictable revenue sources structurally broken • Public distrust • Need to fund major maintenance & capital development city Of 1s S��' f i C What Renton Needs Now • Change long-term focus • Sustain service levels with fewer resources Set priorities • Build foundation for future discussions • Build public trust • Communicate effectively City of ti-I Earl A New Business Model "The wrong way forward in a structural break during hard times is to try more of the same. The break and hard times are sure indications that an old pattern has already been pushed to its limits and is destroying value. In ordinary hard times, the traditional moves are reducing fixed costs, scope and variety. But in hard times accompanied by structural breaks, you must rethink the way you manage." - Richard Rumelt, professor of strategy at UCLA's Anderson School of Management r Of , 18 1�5_1J�� Starting Point: Renton Results Build from 2007 effort. Who are our customers? What do they expect? Aim - simply explain: • What we do; • Why we do it; • How well we use resources to deliver results Next phase + aoio budget process = set priorities • Focus every dollar the city receives toward priority results • Starting point to introduce new ways of doing business that redefine core services, improve efficiency with fewer resources, still find ways to enhance quality of life Rthftwrl 19 Budget by Priority, for Results • Meet the community expectations. • Focus on what services provide the desired results. Align resources with identified priorities. Measure progress towards priorities. City of 20 1•� Address 4 Basic Questions What priorities matter most to Renton? What strategies (causes) work best to achieve desired priorities? How much the community is willing to pay to attain the results? How do we determine/measure whether we are achieving these priorities? } City of i Compare with Traditional Process Budget for Results • Zero dollar base Build budget to meet specific "priority" and meet results Priority centric Traditional Budpet Add to existing/last year's base budget Changes are made on the margin (% cuts/new proposals) Department based 22 J, 6 Teams with a total of 65 staff participate Coundl ravier projected Council review updated resources; Priority of Resources and Priomy Gwaimmem framework recommendations and 'request Im results' {May 20j r . .. Prepare 'Request for Prepare Offers for specific Prioritize proposals Prepare Ba;an: ed Revieu and Adopt Results- with: rerults: - Prioritize proposals Budget Budget • Cause and effect map • Write "offers'to provide based on purchasing Priontix services Review budget • Key resu:s for service services that responds to strategies and ability and revenue options submittal areas U-e •aquest to f-d t+. to achieve Identified li-pare balance Direct sraff make • Key performance . Re-butd the program at results budget desired changes Indicators for success the minimum service Submit Submit preliminary Conduct public • Purchasing level with options to recommendation w/ budget to Ccunca hearing Strategies/evaluation meet the request- how rationale to city Adopt budget as ontefra for selecting w+Il the Clay deliver this administration amended offers service? • Proposal submittal . luent+ty 3 performance form; format indicators that demonstrate the City is accomplishing requested rCrYltt 23 ix Priority Areas 24 Safety and Health: "I want Renton to be a safe and healthy community." Perception of a crime free community and sense of security and protection. Well prepared for emergency/disaster. Timely, effective responses to requests for services. Services that support physical, mental, environmental, and financial health. 007"Coi—t! of t 25 (a e L a u s e a n a ttre ct m a p A visual representation of the cause and effect to reach an outcome ��c of ri1 Mobility: "Safe and efficient access to all desired destinations, now and in the future." • A linked network of regional, community, and neighborhood streets, sidewalks, trails, and airport that connect to public and major facilities in a coordinated, safe, and accessible manner. • Satisfactory condition of the mobility infrastructure (streets, sidewalks, trails, transit, and airport). • Optimal and safe utilization of a mobility network (streets, sidewalks, trails, transit, and airport). i� City or 32 Utilities and Environment: "I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service." • All activities/projects comply with environmental laws, standards, BMPs. • Conduct and participate in educational programs designed to raise awareness of environmental issues and concerns. ■ Safe, clean, attractive, and well -maintained environment that optimizes the use of low impact landscape standards. • Expand, preserve and protect open space and natural systems to meet present and future needs. • Operate, maintain, and plan for and improve the City's piped utility infrastructure. • Collect and remove garbage, refuse, and recycled material from Renton. City UP ivable Community: "Provide access to high quality facilities, services, and public resources that enrich the lives of everyone in the community." Vibrant and diverse economy. Managed growth. Avenues for residents to meet social, educational, personal, and professional needs including community engagement and dialogue. • Arts, culture, and intellectual enrichment opportunities. • Clean, safe, healthy, well -maintained, and accessible public places that connect communities. �= City of r rt I: . Representative Government:"/ Want Renton to be a responsible and responsive government." Policy and program decisions reflecting community values. Opportunities for the public to be engaged in operations, understand, and influence City government. • Community interests in regional, state, and federal forums. • Open, accessible, and consistent decision process. • Clear and effective two-way communication using a variety of methods. : - Policy and fiscal accountability to stakeholders. pCity of 35 . �., i ►�JS� Internal Support: "Provide City Departments with the means to operate efficiently and effectively." • Highly qualified, healthy, well trained, and productive workforce. • Functional work environment. • Fiscal accountability. • Safeguard public interests and assets. • Equipment and data that is reliable and accessible. } city or , 36 au Next Steps • Issue "Request for Results" to City departments. • Departments to develop offers responsive to the RFRs. • CSA Team to rank offers (a rounds) and submit recommendation to Executive Team. • Executive team prepare and present balanced budget to Council. • Council conduct public hearing and make modifications and adopt budget. • Collect data for dashboard/performance reporting. cly or C c .I _ 5tn0 37 Current Resource Allocation Total Operating Resources General Government Operations Internal Support 751, Saletyand Representathr Safety and Health e Health 54% Government 36% Internal 5% Support 8% Representatl ve Government Utilitiesand _ Mobility 8% Environment 7% 32% Wble Community Uvable �MoblI by 13% Community 11% 19% 40"C-try Of 38 Price of Government: All Taxes+Fees+Rates/Aggregate Personal Income 010 0-00 o 0s 007 — 006 005 - �+ — a ■ - e� Sm1C County 004 �— Re-eannd fiF Only 001 0-00 1997 IM 1"0 2000 2001 2002 2003 2004 2005 2006 troo, .�Cli�y Of s 39 Bottom line • A budget focus on what adds most value not the cuts: Low -value spending is eliminated from budget. • General interest trumps special interest. • Build in accountability for performance. • Promote continuous improvement. • More transparent government. ccy of 40 Questions/Comments 41 Renton Results Service Areas Desired Outcomes and Draft Indicators Service Area RESULT INDICATORS DATA TO BE COLLECTED (EXAMPLES) 1. Livability of homes & structures • Code enforcement • Housing repair • Preparedness • Inspections 2. Increasing feeling of community & individual . Preparedness plan Safety and Health: I want Renton to be a safe and safety • Community Survey 3. Timely responsiveness "projection of effort" . Police healthy community. • Fire • Code enforcement 4. Well maintained public spaces • Recreation/and recreation participation • Park access • Perception of crime free community Mobility: Safe and efficient access to all desired destinations, now and in the future. 1. Good Condition of the Infrastructure • OCI pavement condition numbers 2. Progress on planning and building the mobility infrastructure . Participation in regional forums in transportation planning and funding; monitoring of project progress and fiscal status; 3. Safe Operation of the existing infrastructure . Accident Data; speed reports; violations at photo enforcement sites; operational data on traffic volumes and signals. 1. Quality cleanliness & appearance of • Customer survey Environment Utilities and Environment: 2• Number/amount of paid claims against • Number of claims submitted, dollar amount of claims I want to live, learn, work and play in Utility Systems infrastructure 3. Sustainable utility rates . Renton water/sewer/garbage rate for average Residential user a clean and green environment with reliable, affordable utility service. compared to other local jurisdictions 4. Reduction in peak water use • Peak day and week water usage; Irrigation volume 5. Code compliance cases completed • Number of open cases compared to completed/closed cases 6. Satisfaction score on open space distribution . Customer survey 1. Vibrant and Diverse Economy • No single employment sector exceeds 40% of the total number of jobs in the City 2. Managed Growth • GMA/King County growth targets met • Short, mid-, and long-term actions established and completed in community and comprehensive plan. • Meet established benchmarks for timely processing of land use and building permits. Livable Community: Provide access to high quality facilities, services, and public resources that enrich the lives of everyone in the community • # of projects that demonstrate quality development. 3. StrongSense of Community ty • Support for / attendance at community programs, activities, and events . Community satisfaction with arts / culture / recreation / events (survey) . Public -private partnerships 4. Diverse Learning and Enrichment • Support for / attendance at learning and enrichment Opportunities opportunities • Community satisfaction survey • Collection / resource care and maintenance S. Nothing but Clean, Safe, Healthy, Well- . Community satisfaction survey maintained places • Program request and completed orders • Complies with codes and standards • Information in languages other than English 1. Customers experience timely response in an . Survey data, number of complaints, number of concerns, accessible, fair, and respectful manner number of language presentations 2. Achieve the City's desired outcomes at the • Agenda items delivered state, regional, and federal levels 3. Build community pride and capacity through • Report pride and positive associated image, number of Representative Government: volunteer and community partnerships volunteers and volunteer time, amount of money or in -kind I want Renton to be a responsible services leveraged/donated, number of partnerships 4. Effective and responsive communications . Items sent out, press releases, attendance at Council and other and responsive government. that supports and values dialogue meetings, surveys - do they feel they influence decisions, complaints vs. population, correspondence, web analytics, response to notifications, use of referendums and initiatives 5. High degree of confidence in stewardship of • Balance budget, bond rating, meaningful and transparent, City resources. survey questions, code of ethics, meet legal mandates, number of lawsuits and claims against the City 1. Price of Government • Total city taxes & fees/aggregate personal income 2. Sustainable Resources • Annual debt to capital investment ratio 3. Citywide productivity loss due to sick -leave . Disability and sick -leave usage x hourly rate Internal Support: 4. Facility cost per sq ft • Offices M&O & Major maintenance cost/sf Provide City Departments with the means to operate efficiently and 5. Fleet cost per vehicle • Total M&O & RR (in -lieu of depreciation) cost/vehicle effectively. 6. IT cost per employee • Total M&O & PC replacement cost per employee 7. Online services availability . On-line mapping, Permits and Billing 8. Customer satisfaction on having means to • Customer Survey operate effectively and efficiently City of Renton 2010 Request for Results Safe and Healthy Community Desired Results I want Renton to be a safe and healthy community. Indicators of Progress INDICATORS DATA TO BE COLLECTED Livability of homes & structures Code enforcement Housing repair Preparedness Inspections Increasing feeling of community & individual Preparedness plan safety Survey Timely responsiveness Police "projection of effort" Fire Code enforcement General government Well maintained public spaces Recreation/and recreation participation Park access Perception of crime free community Cause and Effect Map A visual representation of the cause and effect to reach an outcome. Perception of a crimefree community and sense of security and protection Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe and health place to live, work, learn, play and visit include: • Perception of a crime free community and sense of security and protection • Well prepared for emergency/disaster • Timely, effective responses to requests for services • Services that support physical, mental, environmental and financial health Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking offers that encourage community to self help as well as programs that promote prevention and education. • Organize and support of community based prevention, self-help, and recovery assistance programs such as Community Emergency Response Team (CERT), Community Organizations Active in Disaster (COAD), and other community partnerships ....... • Neighborhood based programs that promote communication/connection, safety, and clean and attractive neighborhoods. • Education and outreach programs that help the community better prepared for physical, environmental, financial threats and events. Purchasing Strategy 2. We are seeking offers that provide timely, responsive help when the community at large, cannot help themselves. • Response to calls. • Response to major incidents/disasters. • Plan and train for orderly and safe evacuations. • Provide for emergency human service needs and or provide for the basic needs. Purchasing Strategy 3. We are seeking offers that aids in recovery & restoration for individuals and business after disaster strikes. • Provide temporary shelters. • Programs that would help individual and businesses more self reliant during and after disasters. • Programs that would expedite the reconstruction, restoration, and recover processes • Programs that would help businesses and individuals retune to productive, contributing members of the community • Provide information and referral services of resources available. • Programs that link residents to services/information & referral 3 Purchasing Strategy 4. We are seeking offers that encourage residents and businesses to comply with local, state and federal laws such as: • Code enforcement • Prosecution • Probation Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or city service area. 3. Improve customer and public services. 4. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage resources. 7. Innovative and creative results with an emphasis on cost effectiveness are encouraged. 4 City of Renton 2010 Request for Results Mobility Desired Results Safe and efficient access to all desired destinations, now and in the future. Indicators of Progress INDICATORS DATA TO BE COLLECTED (EXAMPLES) Linked mobility network that connects to Participation in regional forums in planning public and major facilities and funding; monitoring of project progress and fiscal status; Customer surveys Well -maintained condition of the mobility Pavement condition; Square feet of pavement infrastructure maintained and repaired, Square feet of ROW landscape maintained Optimal and safe operation of mobility Incident reports, Accident data; speed reports; infrastructure violations; operational data Sq. Ft. sidewalks/trails constructed/re-constructed; Customer surveys Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. EU Well maintained 5 Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to ensuring Renton has safe and efficient access to all desired destinations, now and in the future includ: • A linked, comprehensive network • Well maintained • Optimal and safe utilization Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1.: We are seeking proposals that provide for the development of a linked network of regional, community, and neighborhood streets, sidewalks, trails, and airport that connect to public and major facilities in a coordinated, safe, and accessible manner. Specifically, proposals should: • Meet basic core needs for business, personal travel, movement of goods, and recreation; • Meet the growth needs of the community; • Integrate the city's mobility network with that of the region; • Fill gaps in the existing infrastructure; • Maintain high level of quality assurance in providing new facilities; • Support the city's business plan. Purchasing Strategy 2. We are seeking proposals that provide well -maintained mobility infrastructure (streets, sidewalks, trails, transit, and airport). Specifically, proposals should: • Consider life -cycle costs; • Minimize disruptions to existing system use; • Maintain the infra -structure • Reduce unsafe conditions; Purchasing Strategy 3. Optimal and safe utilization of a mobility network (streets, sidewalks, trails, transit, and airport). Specifically, proposals should: • Optimize the utilization of the existing network; • Account for aesthetic s and the environment • Maximize safety without the use of enforcement; • Utilize enforcement to proactively achieve compliance for safety; • Where applicable, manage demand for the mobility infrastructure through heavier utilization of transit, promotion of non -motorized travel, or other means. 6 Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies 2. Demonstrate a clear and direct contribution to achieving the core or city service area. 3. Improve customer and public services 4. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. S. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Identify and Leverage external resources (grants, local improvement or benefit districts, volunteers, labor, equipment, e.g.) 7. Consider innovative and non -conventional ("out of the box") approaches to delivery of results. 8. Ensure that any disruptions to the existing network— repairs, special events, new construction —are well coordinated with citizens, businesses, and public safety agencies. City of Renton 2010 Request for Results Utilities and Environment Desired Results I want to live, learn, work and play in a clean, green, and protected environment with reliable, affordable utility service. Indicators of Progress INDICATORS DATA TO BE COLLECTED Quality cleanliness & appearance of Customer survey Environment Number/amount of paid claims against Utility Number of claims submitted, dollar amount Systems infrastructure of claims Sustainable utility rates Renton water/sewer/garbage rate for average Residential user compared to other local jurisdictions Reduction in peak water use Peak day and week water usage; Irrigation volume Code compliance cases completed Number of open cases compared to completed/closed cases Satisfaction score on open space distribution Customer survey Cause and Effect Map A visual representation of the cause and effect to reach an outcome. vee% and protected enwhon, ZAWell -maintained protection of open- • properttes and • environment spaces/acquisition • • • Environmental Operate and maintain • education/outreach Utility infrastructure r•SY;� • A clean, green, and protected OWN , with reliable, program affordable utility 8 Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a clean, green, and protected environment with reliable, affordable utility service include: • Compliance with environmental standards and laws • Environmental, conservation education, and outreach • Well -maintained neighborhoods, properties and environments • Protection of open space/acquisition • Operate and maintain piped utility infrastructure • Manage solid waste Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. Develop a program to ensure compliance with environmental Standards and laws by • Proper implementation of SEPA process • Timely response to code enforcement issues • Implementing appropriate protection measures for erosion control, and wetlands and stream buffers Purchasing Strategy 2. Develop environmental and conservation education programs that • Promote conservation including incentive programs • Promote reduce, reuse and recycle concepts • Promote environmental stewardship and sustainability • Meet regulatory and permit requirements Purchasing Strategy 3. Develop a program that • Provides for safe and well -maintained neighborhoods, properties and environments • Promotes low impact landscape practices • Works with business and property owners to ensure compliance with code and maintenance to create safe healthy and attractive properties throughout the city Purchasing Strategy 4. Provide for enhanced open space within the City by • Developing a plan to identify and acquire open space and natural systems • Preserving and protecting open space and natural systems • Acquiring new open space and natural systems 9 Purchasing Strategy S. Develop a program for the City's piped utility infrastructure that • Operates and maintains the infrastructure so that it works effectively and reduces maintenance costs • Provides for planning, design and construction of infrastructure improvements and upgrades to meet standards, regulations, growth and system sustainability • Complies with federal, state and local regulations Purchasing Strategy 6. Develop a program to efficiently manage the City's solid waste that • Administers and enforces the City's solid waste collection contract • Increases recycling, waste reduction, and reuse as alternatives to disposal • Provides assistance to the public to resolve issues regarding solid waste service Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies 2. Demonstrate a clear and direct contribution to achieving the core or city service area. 3. Improve customer and public services 4. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. leverage external resources 7. Show efficiency, innovation and creativity in approach. 10 City of Renton 2010 Request for Results LIVABLE COMMUNITY Desired Results I want high quality facilities, services and public resources to make Renton a place where people choose to live, learn, work, play and visit. Indicators of Progress INDICATORS DATA TO BE COLLECTED • No single employment sector exceeds Vibrant and Diverse Economy 40% of the total number of jobs in the City. • GMA/King County growth targets met • Short, mid-, and long-term actions established and completed in community and comprehensive plan. Managed Growth • Meet established benchmarks for timely processing of land use and building permits. • # of projects that demonstrate quality development. • Support for / attendance at community programs, activities, and events Strong Sense of Community • Community satisfaction with arts / culture / recreation / events (survey) • Public -private partnerships r • Support for / attendance at learning and pp g enrichment opportunities Diverse Learning and Enrichment Opportunities • Community satisfaction survey • Collection / resource care and i maintenance • Community satisfaction survey Nothing but Clean, Safe, Healthy, Well- • Program request and completed orders maintained places . Complies with codes and standards . Information in languages other than English Page 11 Revised 05/20/2009 9:09 AM Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result Sense of Community Learning and''" Managed Growth Enrichment Opportunites A Vibrant and Diverse ! Economy OF Influences Clean, safe, healthy, well -maintained and accessible places Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a place where people want to live, learn, work, play and visit include: • Vibrant and diverse economy • Managed growth • Avenues for residents to meet social, educational, personal, and professional needs including community engagement and dialogue • Arts, culture and intellectual enrichment opportunities • Clean, safe, healthy, well -maintained and accessible public places that connect communities Page 12 Revised 05/20/2009 9:09 AM Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy. Specifically proposals for/that: • Foster thriving businesses and help create new family wage job opportunities. • Support entrepreneurial activity and innovation. • Enhance tourism through community marketing. • Provide strategically targeted infrastructure in order to spark new private and intergovernmental investment. • Encourage and help create safe, well -maintained and affordable housing. • Provide opportunities for individual professional development and support partnerships to strengthen workforce development. Purchasing Strategy 2. We are seeking proposals that support managed growth. Specifically proposals for/that: • Foster development of vibrant, sustainable, attractive, mixed -use communities throughout the city. • Provide a balance between housing and high -quality jobs • Maintain services to current residents while welcoming annexation areas that desire to become part of Renton • Ensure compliance with all federal, state, and local laws that relate to planning and permitting • Ensure the natural features and environment of the City are enhanced and maintained Purchasing Strategy 3. We are seeking proposals that provide avenues for residents to meet their social, educational, personal, and professional needs and that foster community engagement and dialogue. Specifically proposals for/that: • Are inclusive of all ages, abilities and cultures • Welcome new participants and forge new relationships among residents • Provide diverse recreational, intellectual, cultural, and artistic activities and programs • Strengthen and encourage a sense of belonging through volunteerism and neighborhood involvement • Provide opportunities for social interaction, shared experiences and cultural exchange Purchasing Strategy 4. We are seeking proposals that provide opportunities for learning and enrichment. Specifically proposals for/that: • Provide diverse intellectual, cultural, artistic, and recreational activities and programs that meet the needs and interests of the public. • Promote opportunities for shared experiences, cultural exchange, social interaction, and volunteerism within the community. Page 13 Revised 05/20/2009 9:09 AM • Develop and maintain collections of materials and resources that support the intellectual and informational needs of the public. • Incorporate public art into the design and creation of community spaces. • Support formal education, life-long learning and personal growth Purchasing Strategy 5. We are seeking proposals that create clean, safe, healthy, well -maintained, and accessible places. Specifically proposals for/that: • Clean, safe, well -maintained and accessible parks, open spaces, trails, facilities, right-of-ways and other city properties • Public and private development that are accessible to all, are well -landscaped and easily maintained. • Provide safe, accessible, well -maintained and healthy recreational programming and facilities to engage, challenge and bring together members of the community to promote personal well-being • Incorporate sustainability in design of facilities to adapt to change and meet community needs. • Uphold a high standard of design and property maintenance throughout the City Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies 2. Demonstrate a clear and direct contribution to achieving the core or city service area. 3. Improve customer and public services 4. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources 7. Show innovation and creativity in approach to delivery of results. 8. Ensure communication with internal and external stakeholders. Page 14 Revised 05/20/2009 9:09 AM City of Renton 2010 Request for Results Representative Government Desired Results I want Renton to be a responsible and responsive government. Indicators of Progress INDICATORS DATA TO BE COLLECTED Customers experience timely response in an Survey data, accessible, fair, and respectful manner number of complaints, number of concerns, number of language presentations Achieve the City's desired outcomes at the Legislative agenda items accomplished state, regional, and federal levels Build community pride and capacity through Report pride and positive image, number of volunteer and community partnerships volunteers and volunteer time, amount of money or in -kind services leveraged/donated, number of partnerships Effective and responsive communications that Items sent out, press releases, attendance at supports and values dialogue Council and other meetings, surveys - do they feel they influence decisions, complaints vs. population, correspondence, web analytics, response to notifications, use of referendums and initiatives High degree of confidence in stewardship of Balance budget, bond rating, meaningful and City resources. transparent, survey questions, code of ethics, meet legal mandates, number of lawsuits and claims against the City iV Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. N rj , Reflective Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a responsible and responsive government include: • Policy and program decisions reflecting community values. • Opportunities for the public to be engaged in operations, understand, and influence City government. • Community interests in regional, state, and federal forums. • Open, accessible, and consistent decision process. • Clear and effective two-way communication using a variety of methods. • Policy and fiscal accountability to stakeholders. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking proposals that provide for policy and program decisions reflecting community values. • Informed decisions reflecting community values • Realistic capacity, resources and staffing • Timely responses to requests 16 • Educating customers and staff on what the policies/processes are and what to expect? • Fair and open government • Away to accept ideas and thoughts from our community (intake/outtake process defined) Purchasing Strategy 2. We are seeking proposals that provide opportunities for the public to be engaged in operations, understand, and influence City government. • Timely responses to requests • Create new volunteer opportunities to effectively engage more people in the community • Proactive, accessible communications using a variety of channels to inform and engage the city's diverse population • Provide for support and training of program leaders, volunteers, and commissioners • Process that is timely and fair and communicated to staff and customers • Provide open and transparent decision processes • Provides for the public to participate and influence City government • Provide for the development of partnerships that will assist with or offset the cost of providing services Purchasing Strategy 3. We are seeking proposals that advocate community interest in regional, state, and federal forums. • Increase amount of funding from outside sources • Set strategic internal agendas and policy development • Track successes, not just participation. Should be measured in results and quality, not in quantity of how many forums we participate in • Selective participation • Listen to the community Purchasing Strategy 4. We are seeking proposals that provide open, accessible, and consistent decision processes. • Transparent and consistent decision processes • Answers to inquiries are timely and accurate • Flexible and respectful • Processes that are fair, timely, and communicated to staff and citizens Purchasing Strategy S. We are seeking proposals that provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. • Proactive, accessible communications using a variety of channels to inform and engage residents, businesses, key stakeholders, including the city's diverse population • Two-way flow of information, both internally and externally with opportunities for customers to communicate with City officials, departments and staff • Answers to inquiries are timely and accurate • Relevant and timely communication to residents, businesses and key stakeholders • Allows for the public to provide information and feedback to City officials and staff 17 Purchasing Strategy 6. We are seeking proposals that provide policy and fiscal accountability to stakeholders. • Fiscal accountability, provide financial numbers in way that is understandable and includes what we do, why we do it and how we are doing it • Transparency of numbers • Communicating to customers in a way that they can understand and includes what we do, why we do it and how we are doing it • Not hiding our decisions • Get feedback from public earlier than the budget public hearing stage • Ask the customers what do they want? • Making informed policy decisions, not just quick ones Purchasing Strategy 7. We are seeking proposals that leverage partnerships with members of the public, business community, non profits and faith based organizations, to increase capacity and assist with or offset the cost of providing services. • Develop public -private entrepreneurial partnerships • Create goodwill in the community • Are cost-effective • Provide for acceptance of gifts, grants, endowments Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies 2. Demonstrate a clear and direct contribution to achieving the core or city service area 3. Improve customer and public services 4. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available S. Encourage community, regional, and interdepartmental collaboration and partnerships 6. Leverage external resource 7. Show innovation and creativity in approach to delivery of results 18 City of Renton 2010 Request for Results Internal Support Desired Results Provide City Departments with the means to operate efficiently and effectively. Indicators of Progress INDICATORS DATA TO BE COLLECTED Price of Government Total city taxes & fees; aggregate personal income Debt financing as % of Capital Investments Debt Citywide productivity loss due to disability and sick leave Disability and sick leave usage x hourly rate Facility cost persq ft Offices M&O & Major maintenance cost/sf Fleet cost per vehicle Total M&O & RR (in -lieu of depreciation) cost/vehicle IT cost/employee Total M&O & PC replacement cost/ee Online services availability On-line mapping, Permits and Billing Customer satisfaction on having means to operate effectively and efficiently Survey Cause and Effect Map A visual representation of the cause and effect to reach an outcome. Highly qualified, healthy, well trained and productive workforce Functional work environment --- 3 Fiscal Laccouount ability provide equipffMt data that is reliable arid f,. ' accessible • Cooperative and collaborative relationship; • Quality and cost effective solutions (consider centralded vs. decentralized and contracting service models) • Promotes Innovation r Protect PUblics interests and assets 19 Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton an efficient and effective government: • Highly qualified, healthy, well trained and productive workforce • Functional work environment • Fiscal accountability • Safeguard public interests and assets • Equipment and data that is reliable and accessible All of the above should be delivered in a manner that foster: • Cooperative and collaborative relationship; • Quality and cost effective solutions (consider centralized vs. decentralized and contracting service models) • Promote innovation Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1: Programs provide a highly qualified, healthy, well trained and productive workforce including: • Attract and retain highly qualified applicants and employees. • Encourage and support both professional and personal development. • Ensure a quality work environment both physically and mentally. • Enhance collaborative relationships between city and the labor organizations. Purchasing Strategy 2: Programs that strive to provide a functional work environment • New Buildings and retrofits built to LEED/Energy Star certification standard. • Reasonable environment (temperature, air/water quality, cleanses) Based on government - recommended (GSA) standards. • Efficient, effective and accessible work environment for employees. • CIP and major maintenance decisions made on basis of life cycle cost analysis. Purchasing Strategy 3: Programs ensure Fiscal accountability • Cost effective government services • Transparent, timely and accurate fiscal processes and financial information • Clean audit • Strong bond rating Purchasing Strategy 4: Programs safeguard public interests and assets • Legal counsel and advice to support city legislative and executive operations. • Fair and accurate legal advice to city staff. • Fair and efficient prosecution services. • Manage city exposure to nature and manmade disasters through appropriate balance between risk retention/transfer. • Collect city revenues and manage city funds. • Maintain and preserve city facilities and other public assets. • All land survey public documents are reviewed to ensure City required elements are met. • Protect City's interests in City held properties, easements, and associated rights. • Legislative support Purchasing Strategy 5: Programs provide equipment, data, and support that is reliable accessible and secure. • Appropriate equipment for service delivery. • Technology for efficient communication and operation. • Efficient storage, archival, indexing and retrieval of data and records. • Own, operate, and maintain various data sets, software applications, and user applications for use City wide. • Mapping product services across all City Departments from multiple Agencies and resources. • Standardization of equipment and software applications. • Expand/Enhance online services to internal and external customers. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies 2. Demonstrate a clear and direct contribution to achieving the core or city service area. 3. Demonstrate innovative ("out of the box") approaches in service delivery that will generate cost savings or require less resource without sacrificing quality of service. 4. Improve internal customer and public services. 5. Improve external customer services. 6. Demonstrate options to "scale" the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 7. Encourage community, regional, and interdepartmental collaboration and partnerships. 8. Leverage external resources 21 Natural Resources Reduction in King This measure reflects annual reductions in grsen- County government's house gas emissions compared to 2000 emissions greenhouse gas levels The target is based on the county's participa- emissions bon in the Chicago Climate Exchange carbon market. Percent of chmook salmon restorabon By 2016 King County is committed to completing 136 habitat restoration projects identified in the chxnook ❑ projects completed salmon recovery plans to date Recycling rate The single family recycling rate shows how the county is doing in promoting recycling and by making O recycling services more available This rate is among the highest in the nation Land Use & Transportation Bus ridership Bus ridership reflects Metro Transit's performance in providing a desirable and viable transportation alternative On-bme bus Ensuring that buses arrive and depart on schedule is performance Metro key to maintaining high quality service Transit Access to regional trails This measure reflects the percent of county households that live within 1.5 miles of the county's 175 mile Regional Trail network Building permit Timeliness standards are set in county code timeliness Processing building permits quickly minimizes delays and expenses Safetv & Infrastructure Percent of county iAng County regularly maintains and overlays 21.5% 1.5% roads with pavement in pavement to keep roads in good condition, prevent 88% 80% satisfactory condition potholes, and provide a safe cinving surface. Timely answering for King County monitors how quickly its 9-1-1 call 9-1-1 calls centers answers calls and the proportion of 9-1-1 calls 91 % 90% 05 6.6% 20% answered within the 10 second national standard Percent of county Structurally deficient and functionally obsolete bridges, bridges that are not while safe. may require significant maintenance or "structurally deficient" or vehicle weigh restrictions, or do not meet modem 68% 68% 54% 55% "functionally obsolete" design standards. King County systematically replaces rehabilitates, or repairs deficient bridges. Social Services MEASURE EXPLANATION RESULTS ACTUAL' TARGET ESULTS ACTUAL' TARGET Percent of youth training King County offers education and training programs program clients that for youth who have dropped out of high school, are at O 76% 78% 110.6M 104.1M increase skills or risk ofdropping out, or have been involved with the get jobs juvenile justice system. O75% 80% 0 69% 69% 0 91 90% Public Health EXPLANATiON RESULTS ACTUAL' TARGET MEASURE Medic One cardiac One of the desired results of the county's Medic One arrest survival rate program Is to improve cardiac arrest patlents'survival. 46% 40% 0 This rate is among the highest in the nation. Percent tuberculosis Despite the small number of patients, completing patents completing treatment for tuberculosis helps prevent transmission O 89% 92% treatment of the disease. Percent of restaurants Because eating even small amounts of trans fats not using trans fats increases the risk for coronary heart disease, O 99% 100% Public Health regulates the use of artificial trans fats in restaurants Percent of eligible The county seeks to enroll eligible children in children enrolled in public insurance programs to ensure they get 16% 12% the Children's Health preventive care. Initiative For more information see our performance Web site at your.kinacounty.00ylaimshiah Percent of emergency Icing County provides a variety of services to improve or transitional housing housing stability, which is an important step toward the 71 % 70% clients moving to more county s goal of ending homelessness. stable housing Percent of attemat;ve- The Community Center for Alternative Programs �� to -detention participants provides court ordered intensive outpatient treatment t 1 100% 100% needing drug treatment for participants with chemical dependency issues. LLLLaaa���+ that receive it Percent of jailed adults This measure shows how mental health services with mental illness who provided to current and formeriad inmates helps reduce their involvement reduce recidivism O 48% 50% With the criminal justice system Governance County's bond rating The bond rating is a measure of the county's financial strength. A high bond rating reduces the interest rate AAA AAA the county pays when borrowing money. The highest possible rating is AAA." Discrepancies per million This measure reflects the county's reconciliation and 23 <50 ballots received accounting efforts for each election PERFORMANCE LEGEND 0 Meeting target OWithin 10% of target F-1 Not within 10% of target Targets are set by county management. Targets are generally based on historical performance, comparisons 'The actuals reported are the most current available, with otherjunsdictions where appropriate, management typically for the calendar year ending in 2007. expectations, or relevant regulatory or industry standards. Summary of Budget -by -Priorities (BP) Indicators High -Level "Dashboard" for BP Process City Council Study Session May 13, 2008 (indicators in italics reflect edits/changes to original proposed indicates from Results Teams) Business % growth in number of employees Measures local business growth from year to year; difficult to access data for total business revenues indicator # of citizens satisfied with the range of businesses Measures progress re: specific concern from February available in Redmond Focus groups # of businesses that have held a Redmond Suggested measure from Greater Redmond Chamber business license over seven years of Commerce Clean and # of acres of developed park land per 1,000 Green residents _ # of streams with Water Quality Index (WQI) rating of 40 or higher each year % of total City waste stream that is being recycle _ ? Safety Crime index: # of Part I (crimes against persons) Measure that captures crimes against persons as well and selected property crimes (auto theft, auto as most frequently occurring property crimes in yowl and identity theft Redmond, per Council/citizen comments % times Fire and EMS meet targets for response time with appropriate equipment % citizens who report they have a family safety Measure of community onnerdency preparedness Ian and supplies for 3 days in case of disaster Community Civic participation index: # people attending public Broader measure from original proposal for and meetings and volunteering in Redmond each year attendance at Council meetings Connection # of people enrolled in Parks and Recreation Broader measure to capture attendance data for programs, plus attendance at major City- several community events sponsored communit events % responding often or sometimes to survey question on community connection Responsible % of community responding positively re- Broader measure fronn biennial community survey, Financial responsibility index (please see note under comments) with individualized training plans tied to performance goals Infrastructure Infrastructure maintenance index. composite data and Growth on pavement conditions, and incidence of water main breaks and sewer overflows Trend rating from annual mobility report card # of dwellings constructed in these categories: cottages, accessory dwelling units, single-family attached, size limited, senior housing, affordable housinq in department offers, per note below Undesignated or designated fund balance serves as a measure of City readiness to respond to unforeseen circumstances, as well as an indicator of (1) financial flexibility to maintain City programs and (2) financial responsibility in maintaining funds for future liabilities Specific measure that ties training to performance goals vs. simply % of employees trained Revised from scheduled maintenance to capture specific outcomes of maintenance conditions for several infrastructure areas Specific measure that is based on annual comprehensive data collection as part of community indicators work Note: All priorities will have additional performance data on specific measures and outcomes that will assist the Mayor and departments in management decisions. These more specific measures will be embedded in the departments' offers that are currently in development, but will be incorporated into the proposed budget document.