HomeMy WebLinkAbout021010 Council WorkshopRenton City Council Workshop
Wednesday, February 10, 2010, 9:30-5 pm
Thursday, February 11, 8:30-5 pm (break 11:30 am-2 pm)
104 Burnett Avenue South, Renton, WA 98057
AGENDA
Time
Topic
Discussion Support
5 minutes
Introductions
• Overview
Council President Persson
• Opening comments, Admin workshop overview
Mayor Law
Wed 9:30 am
Council Discussion Topics
• Future of library services - options
CAO/CS Administrator
• Planning and priorities when economy picks up
Mayor Law, CAO
o Improving community engagement, lower
FIS Administrator
reliance on direct government involvement
Wed noon
o Revenue options
■ 2010 budget reduction impacts
■ Major maintenance allocation
■ Capital priorities
■ Future levies
• Photo enforcement program
Police Chief & City Attorney
o Positive education
o Pending lawsuits, legislation
• Transit center security
Police Chief
o New or different ideas
Wed 5 pm
o Communicating changes in service
Thu 8:30-11 am
• 2017, 2027 Vision for the City of Renton
CAO
• 2011-2016 Business Plan & Departmental Action
Plans
Thurs 2 pm
• Aligning with the Business Plan
o Comprehensive Plan elements, Master Plans
• Biennial budget process & purpose
FIS Administrator
• Updates & What's Coming
o Pending project update
CED Administrator
o Annexation
Asst CAO
o SCORE
Police Chief
o Rainier Avenue
PW Administrator
o Dogs @ Coulon
CS Administrator
Thurs 5 pm
Next Steps
Council President Persson
Homework/advance materials:
• Vision: please come prepared to discuss your vision for Renton in 2017 and 2027. (In 2017 and 2027, Renton will
have/do/be... OR... if you were a reporter covering Renton in 2017/2027, what would your story be?)
• Overview of 2010 budget reduction impacts
• 2009-2014 Business Plan including Goals and Objectives
Renton City Council Workshop
Wednesday, February 10, 2010, 9:30-5 pm
Thursday, February 11, 8:30-5 pm (break 11:30 am-2 pm)
104 Burnett Avenue South, Renton, WA 98057
AGENDA
Time
Topic
Discussion Support
5 minutes
Introductions & Overview
Council President Persson
Mayor Law
Wed 9:30 am
Council Discussion Topics
• Future of library services - options
CAO/CS Administrator
• Planning and priorities when economy picks up
Mayor Law, CAO
o Improving community engagement, lower
FIS Administrator
reliance on direct government involvement
o Revenue options
■ 2010 budget reduction impacts
■ Major maintenance allocation
■ Capital priorities
■ Future levies
Wed noon
• Photo enforcement program
Police Chief & City Attorney
o Positive education
o Pending lawsuits, legislation
• Transit center security
Police Chief
o New or different ideas
Wed 5 pm
o Communicating changes in service
Thu 8:30-11 am
• 2017, 2027 Vision for the City of Renton
CAO
• 2011-2016 Business Plan & Departmental Action
Plans
Thurs 2 pm
• Aligning with the Business Plan
o Comprehensive Plan elements, Master Plans
• Biennial budget process & purpose
FIS Administrator
• Updates & What's Coming
o Pending project update
CED Administrator
o Annexation
Asst CAO
o SCORE
Police Chief
o Rainier Avenue
PW Administrator
o Dogs @ Coulon
CS Administrator
Thurs 5 pm
Next Steps
Council President Persson
Homework/advance materials:
• Vision: please come prepared to discuss your vision for Renton in 2017 and 2027. (In 2017 and 2027,
Renton will have/do/be... OR... if you were a reporter covering Renton in 2017/2027, what would your
story be?)
• Overview of 2010 budget reduction impacts
0 2009-2014 Business Plan including Goals and Objectives
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ANNUAL COUNCIL RETREAT
MEETING DATE FEBRUARY 11, 2010
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MEETING DATE FEBRUARY 10, 2010
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Future of Renton Library Services
February 10-11, 2010
• If voters reject... / if voters approve...
• 2010 Budget implications
0 Status of KCLS Agreements
o Reciprocal agreement
o Benson Hill annexation funding
o Cross -use payment and future study
• Renton's current options
o Relative to all priorities
• Think ahead to Fairwood election
Summary of Major Library Reductions for 2010
Staff reductions: $81,163
6 part-time positions eliminated (1 Librarian Intern, 1 Clerk, 4 Pages)
Reduced hours for 4 part-time positions
75% reduction in funding for substitutes/vacation relief
Service Impact:
Reduction in open hours at Main Library from 60 to 50 per week
Reduction in open hours at Highlands Library from 42 to 34 per week
Less flexibility for staff absences for vacations and/or training opportunities
Books and Materials reduction: $82,000
30% reduction in library materials budget
Service Impact:
Fewer copies of high -demand items will result in longer wait -times for borrowers
Fewer new titles purchased will result in more frequent referrals to other libraries for
materials patrons want.
Regional Courier Service elimination: $6,233
Twice -weekly pick up and delivery of materials borrowed through Interlibrary Loan will
cease; materials will be sent via US mail instead.
Service Impact:
Library patrons will have reduced limits on the number of items they can borrow
through Interlibrary Loan.
Some loaning libraries will not send books by mail. This will make it more difficult for us
to obtain needed books for our customers, even though reduced funding for books and
materials will increase public demand for this service.
Other Reductions: $54,323
Small equipment, operating rentals, staff travel, training, and professional memberships
are all zero -funded. Funding for equipment repairs and maintenance was reduced by
75%, and operating supplies by 15%. Funding for paid performers for children's
programs was reduced by 75%.
Service Impact:
Travel and training reductions will make it more difficult for staff to grow professionally,
to stay current with changing trends in library services, and to exchange ideas for
services and programs with other libraries.
Minor equipment repairs will be accomplished on high -priority items only.
The library staff will be performing all programs for children, which will impact the
variety of programming and may reduce the number of programs offered.
Total 2010 budget Reductions: $223,719
Library Schedule changes for 2010
Renton Downtown Library
Hours Reduction for 2010 =10 hours
Current Schedule (60 hours): Monday -Thursday 1 Oam-9pm
Friday and Saturday 10am-6pm
Closed Sunday
2010 Schedule (50 hours): Monday -Wednesday 10am-8pm
Thursday and Friday 1Oam-5pm
Saturday 11am-5pm
Highlands Library
Hours Reduction for 2010 = 8 hours
Current schedule (42 hours): Monday -Thursday 1 Oam-7pm
Saturday 10am-4pm
Closed Friday and Sunday
2010 Schedule (34 hours): Monday and Thursday 12-7pm
Tuesday and Wednesday 1 Oam-6pm
Saturday 12-4pm
Closed Friday and Sunday
Included in 2009 Original Budget
2009 Budget Amendment -Final
KCLS Benson Hill Annexation Funding
2008 2009 2010 Total
Revenue:
KCLS Payments -Benson Hill Annexation 251,017 511,503 990,206 1,752,726
Total Revenue 251,017 511,503 990,206 1,752,726
Expenditures:
Outreach Librarian (LT) 2009-2010 - (90,492) (81,863) (172,355)
Library Materials - (50,000) - (50,000)
KCLS Cross -Use Payment - (278,000) (278,000) (556,000)
Consultant - (15,000) - (15,000)
Total Expenditures - (433,492) (359,863) (793,355)
Ending Balance 251,017 329,028 959,372 959,372
Notes:
KCLS Payments: Four payments of $495,103, plus interest, less cross -use payments
Payments scheduled for 12/1/08, 6/1/2009, 12/1/2009, 6/1/2010
First two payments received, two more remaining. December 1, 2009 payment not expected until 2010.
2010 Outreach Librarian cost derived from Position Budgeting (Position #02490/004)
2010 Revenue calculated based on two payments of $495,103
2010 Cross -Use estimated payment based on 2009 figure
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LIBRARY COOPERATIVE USE AGREEMENT
This agreement made and entered into this 30th day of November, 1995 by and
between the City of Renton, 200 Mill Avenue South, Renton, Washington, hereafter
referred to as "Renton Public Library" and the King County Rural Library District, 300
Eighth Avenue North, Seattle, Washington, hereafter referred to as the "King County
Library System."
In consideration for the mutual conditions in this agreement, the parties agree
as follows:
1)PURPOSE
The parties agree and understand that the purpose of this agreement is for the
Renton Public Library and the King County Library System to provide reciprocal library
use privileges to the residents of both jurisdictions beginning on January 1, 1996. The
parties agree that the reciprocal use will be permitted without payment of individual
non-resident user fees by the respective jurisdicitons and without payment by the
libraries or their political subdivisions for any other services received or given.
2) RECIPROCAL USE
The parties agree that patrons requesting cards from the neighboring
organization need first to have a valid card from the library facility in the jurisdiction in
which they reside.
3) LOSSES
The parties agree and understand that neither jurisdiction will be financially
responsible for any losses incurred by that jurisdiction as a result of the reciprocal
library use privileges granted to the patrons of the other jurisdiction.
4) CROSS USE STUDY
The parties agree to conduct a study during the first year of this agreement to
analyze the use of the libraries by patrons of the other jurisdiction. This study will
include but not be limited to information about circulation, visits, and reference
services at the libraries.
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5) EFFECTIVE DATE/TERMINATION
This agreement shall become effective on January 1, 1996. The agreement
may be terminated by either party for any reason upon providing written notice of such
termination. The parties agree and understand that cancellation of this agreement by
the parties will not immediately affect the privileges granted to the nonresident card
holders. The nonresident card holders will be alto ed to use the reciprocal privilegesf
until the expiration date provided on their respect' cards.
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Peter Hiatt, Presi bnt Wanda Strugar Oiompson, P sideht
King County Library System Renton Public Library
Board of Trustees Board of Trustees
Bill Ptacek, Director Clark Peterson, Director a
King County Library System Renton Public Library -
Enclosure (1)
City of Renton — 2010 Budget Reduction Impacts
Departmental Summary of Reductions, Expected Service Impacts & Management Approaches
Fire & Emergency Services
Left a Deputy Fire Chiefs position vacant; eliminated Lead Fire Inspector and Fire Inspector position.
Service adjustments include:
• Realignment of job responsibilities between the Fire Chief, Deputy Fire Chiefs, and Emergency
Management Director.
• Prioritize participation in interdepartmental activities.
• Fire Inspections prioritized on a 1-11 scale. (See attached matrix.)
• Highest priority will be on Level 1— 5.
• Response Operations personnel shall be responsible for conducting initial inspections on Non -
Permitted R1 occupancies, (Hotels and Motels), Adult Family Care Facilities and Non -Permitted
R2 occupancies (Apartment Complexes).
The inspection level of prioritization is as follows:
LEVEL 1- New Construction & Tenant
Those occupancies with either New Construction or
Improvement Occupancies
Fire Systems permits and in which Corey Thomas is
requesting assistance from CRR Inspectors Haydock,
Cappelletti or Hertlein.
LEVEL 2 - New Business License
Requiring Inspections due to the hazardous nature
of the business, Hazardous Material being used or
first time inspection as assigned by Lead Inspector.
LEVEL 3 - Operational Permitted Occupancies as
Initial Permitted Inspections: This includes the 3 R1
Noted in Section 105 of the International Fire
occupancies & those Apartments or Condos which
Code.
are Permitted Occupancies, but not assigned to the
Engine Company.
LEVEL 4 -Operational Permitted Occupancies —
1st, 2"d & subsequent Re -Inspections of permitted
with noted violations
occupancies with code violations to be corrected.
LEVEL 5 — Engine Company Inspections
Assigned Response Operations Inspections
(Non Permitted 111, R2, AFH, & Misc.)
LEVEL 6 —All Engine Company Re -inspections
Re -inspections of all Response Operations
Inspections
LEVEL 7 — Various Non Permitted Occupancies
Fixed Fire Suppression Systems requiring semi to
Having:
annual confidence testing.
LEVEL 8 —Various Non Permitted Occupancies
Fire Suppression and/or Fire Detection systems
Having:
requiring annual confidence testing.
LEVEL 9 — Various Non Permitted Occupancies
In the past 5 years, repeated Fire Code violations or
Having:
had a significant fire.
LEVEL 10—Various Non Permitted Occupancies
Exempt amounts of hazardous materials. Example —
Having:
nitrous oxide and/or pool chemicals. Not enough to
permit.
LEVEL 11—Various Non Permitted Occupancies
Previously conducted Engine Company inspections
(Mainly B2 Light Hazard)
which do not meet the first 10 sets of inspection
criteria (listed above).
1
Public Works
PUBLIC WORKS ADMINISTRATION
Savings: $29,389
Reductions: Lay off (0.5 FTE Office Assistant position), reduce budget for temporary staffing, overtime.
Impacts: Not visible to general public, main loss is financial analyst support so that turn -around times
will be slower and little capability to take on new work. This impacts rate setting process and all support
functions PW provides to FIS.
Approach: Shifting responsibilities so that remaining staff pick up essential workload
TRANSPORTATION SYSTEMS DIVISION
Savings: $808,997
Reductions: 4.0 FTE (CE-III, MW-11, CE-11, ES -III); reduce office supplies, equipment budgets, electricity
line item, intermittent salaries, consultant budgets, size of TIP program; delay equipment purchase.
Impacts: Eliminate future planning for sidewalks and trails, reduce support to Maintenance Services
Division for overlay and sidewalk program management, reduce maintenance of signs, street markings
and signals, delay TIP projects airport reduce intermittent salaries and consultant budget.
Impacts/ Approach:
• Reduced TIP projects proportionately with reduced head tax, gas tax and transportation
mitigation fee revenues and also with reduced staffing (-1.0 FTE) in design section. Still, the
2010 TIP remains strong and the highest priority projects are not impacted. 2010 project
reductions: $223,000 out of NE 3rd/41h Corridor Improvements; $150,000 out of Garden Ave. N.
widening; $80,000 out of Walkway program; $25,000 out of Intelligent Transportation Systems;
$195,000 out of Transit program; $12,000 out of Barrier Free Transition Plan Implementation.
• Loss of 1.0 FTE in planning and consultant funding will slow down updating of sidewalk and trails
plans and will slow down response to members of the public with requests or questions in this
area. However, since these plans have recently been updated they will not require further
updating in 2010. Staff can use existing plans. Reduced coordination with the School District on
the Safe Walk to School program. Slower response on needed traffic studies. Transportation
planning focus must continue on TIP and transportation grants and 1-405 coordination.
• Loss of 1 FTE in traffic operations - engineering will reduce progress in electronic upgrades of
the City traffic signal system (i.e. improved signal synchronization, traffic cameras, upgrades of
signal boxes, etc.). Loss of 1 FTE in traffic maintenance will require re -allocating workload to
other staff, resulting in reduced response times for sign maintenance, pavement marking, signal
problems, graffiti abatement, and City special event support. Generally these reductions will
increase our response time on citizen traffic complaints.
• In general, health/safety issues and emergency response will receive priority.
• Elimination of intermittent salaries at airport will result in no staffing for evenings or weekends.
Reduction of professional services budget will result in no professional consultant usage at
airport. Monitor and revisit in 2010 as needed.
MAINTENANCE SERVICES DIVISON
Savings: $816,917
Reductions: 1.0 FTE MSW-III in Streets, 1.0 FTE MSW-1 in Solid Waste (litter collection), 1.0 FTE MSW-III
in Water; do not fill open 1.0 MSW-III position in Wastewater; do not fill open 1.0 Mechanic Assistant
position in Fleet. Reduce temporary staffing, office supplies, water testing equipment budget, operating
rentals budget, and delay $274,175 in equipment purchase.
Impacts: Cut litter collection city-wide in half
Impacts/ Approach:
2
• Reduction and re -allocation of staff workload will further reduce pavement Overall Conditions
Index (OCI) rating for City Streets from current 66 down to 60 over time. We will need to shift
pavement preparation work into the annual asphalt overlay contract rather than have the City
crews do it to free up more crew time for other maintenance responsibilities. Added cost of
pavement preparation to contract will reduce amount of streets we can overlay yearly.
• Reductions in water and wastewater staffing levels will reduce maintenance levels. Overall
water maintenance response level and customer service response will be reduced. However,
health/safety issues will continue to be prioritized; no service reductions in this area.
• For the Public Works fleet, elimination of the vacant Mechanic Assistant position will increase
repair needs for vehicles over time due to delayed preventive maintenance on vehicles. It is
estimated that the fleet continues to operate at a 30% reduced level of service in the preventive
maintenance schedule. Purchase of a vactor truck and street sweeper is being deferred a year,
potential for more down time for existing vactors and street sweepers.
• As is the case in Transportation Systems, the same level of focus will be preserved for
health/safety issues so there will be no reduction in this important area.
UTILITY SYSTEMS DIVISION
Savings: $1,074,206
Reductions: Eliminate vacant 0.5 FTE OA-II position, lay off 1.0 FTE CE-II position in Water; eliminate
vacant 0.7 FTE ES -II position in Surface Water. Reduce repairs and maintenance budget; eliminate Solid
Waste Clean Sweep program , reduce intermittent staffing, water conservation budget, and aquifer
testing education budget; reduce professional services and NPDES education funding in the Surface
Water Utility. Technical Services staff transferred to FIS and CED departments, resulting in elimination
of an open engineering specialist position (FIS), an open property services specialist position (CED), and
laid off a 1.0 FTE Property Services Specialist. This list will not address the impact of these services
reductions transferred to other departments.
Impacts/ Approach:
• The elimination of Clean Sweep ($225,000) in 2010 will eliminate the free curbside garbage
removal event that has been offered to Renton single family residents over the last several
years. The focus of the Solid Waste Utility in 2010 will be on providing the traditional core
services (garbage and recycling collection and removal).
• The laid off CE-II position in Water managed the City's Aquifer Protection program. Only
minimal regulatory efforts are available to assure compliance with the Aquifer Protection
Ordinance. Other Water staff members will assume these duties to a limited extent. Since the
businesses with Renton's aquifer recharge area all operate under permit, the work load
associated with this program is down from earlier years and much of it is record keeping and
maintenance. There will be no new education materials or purchase of water saving devices for
customers.
The elimination of the 0.7 FTE open ES -II position in the Surface Water Utility will reduce the
speed and level of compliance with the City's NPDES Permit.
Reductions to the 2010 utilities capital improvement program include:
Surface Water:-$50,000 for Springbrook Creek Wetland and Habitat Mitigation
Surface Water:-$200,000 Hardie SW Underpass Storm System Improvements
Wastewater:-$700,000 Summerwind/Stonegate Lift Station Replacement
Water:-$500,000 Highlands Reservoir Design
Water:-$500,000 Watermain Replacement
Water:-$1,000,000 Automatic Meter Reading Conversion
Water: - $40,000 Regulatory Compliance It is expected that the reduction that will be felt most
by residents is the elimination of the 2010 Clean Sweep program Other utility staff will fill in as
needed to provide support in the areas in which service is being reduced, but will not be able to
provide 2009 levels of service in these areas. As with the other Public Works Divisions, Utility
3
Systems will emphasize health/safety issues and there will be no reduction of service in this
area.
Police Department
Elimination of Patrol Secretary position
• Added as part of the Benson Hill annexation
• Duties were dispersed to the other four department secretaries. Impact is mostly internal
• Both secretaries an command staff will be impacted
Elimination of one Evidence Technician
• Added as part of the Benson Hill annexation
• Duties were dispersed to the other two evidence technicians
• Impact externally — potentially slowing down the release of items stored in evidence to owner
• Impact internally — potentially will reduce our rate of releasing and destroying property stored in
evidence to stay on top of the storage issues, one less evidence technician available for crime
scene call out which in turns puts more work load on detectives and other evidence technicians.
The evidence destruction statistics are tracked monthly, so we will be able to gauge the impact.
Community Services Department
Golf Course
• Potential Reduction could include seasonal staff reduction by 10% - equates to four (4)
employees ($34,175)
• Service Impacts: Detail work will be reduced - edging, blowing off walkways, clubhouse lawns
and beds, fall leaf removal and sand bunker maintenance - all may affect revenue.
Picnic Shelter maintenance
• Recreation and scheduling
o Recreation will schedule shelters as follows: All day or 8:30am to 1:30pm/and again
from 3:30pm to 8:30pm, this will help with shelter prep. Post signage designating 1:30-
3:30 for cleaning.
o Shelters will not be rented in the month of April
Facilities availability/ maintenance:
o Will perform pre -season clean-up/maintenance
o Special events will be on a case by case basis
Parks Maintenance availability/maintenance:
o Will post signs stating "you pack it in, please pack it out" in all parks (approx) as well as
added to contract language and in Recreation Picnic Planner
o Parks to post Electricity/Water usage signage — (Recreation to add to contract) in effort
to reduce additional maintenance
o The additional time between rentals will allow more flexibility for cleaning shelters,
signage or sandwich board placed in shelter between rentals time to allow for
maintenance
Ballfield Maintenance
• Recreation and Parks scheduling and suggestions:
• Reducing # of preps per day —
n
o Weekdays-8 preps reduced to 7 per day
o Weekend — 8 preps reduced to 4 preps
Eliminate multiple field preps on weekends (returning to the same field later in the day)
Eliminate 'outside' weekend softball tournaments
Sani-cans/Park restrooms:
• Switched - P.A. restroom to remain open and Maplewood restroom to close due to volume
• Cedar River Trail restroom remains open - Boathouse restroom closed
• Facilities maintenance schedule for Parks/RCC/lock-up route.
• Coulon staff / boat launch staff to check restrooms for restock during shift (afternoons)
• NO Fencing around closed restrooms — will install IF needed
• Team is evaluating number of Sani-cans/service visits at closed sites
• Clear signage posted on closed restrooms
• This is a '1st half plan' for Facilities and adjustments to schedule will be evaluated for 2nd half.
Vandalism/ Graffiti — repair / expectations:
• Parks will purchase additional. supplies from '09 budget if available
• Reduced response for clean-up by Parks — goal by 48 hours? (item listed on "response card")
• Reduced response for clean-up by Facilities — goal by 48 hours? (item listed on "response card")
• Emergency directories and call sheet being revised
Parks
• Adjusting schedules in routes for weed crew, garbage crew
• Concentrate on safety and regular maintenance, no additional "projects"
• Crew to perform pressure washing on courts
• Reducing/ adjusting irrigation in Level 2 parks by half
• Goose Control — utilizing WDFW to perform a 'round -up', use bird -bangers to disrupt, and
grapeseed oil on turf
• Coordinate with partnership groups on special events, Farmers Market, Car Show, RRD, 4th of
July
Planning and Natural Resources Division
Contract landscape maintenance for 33 locations (ROW's, Springbrook Trail, fire stations,
libraries) reduced by 50%. Service frequency reductions, elimination of maintenance for
identified areas and notifying private property owners that landscape maintenance will be
turned back (as supported by code) are being evaluated. In areas where landscaping will be
turned back to private land owners, the trees and irrigation will continue to be maintained by
the City.
Elimination of flower bed plantings at Liberty Park (3), City Hall (1), and Heritage Park (1). Beds
will be mulched in the event the program is reinstated, sponsored or adopted as part of an
ongoing volunteer program.
Elimination of flower planter/pot plantings at Liberty Park (3), Park Avenue Shop (6), Main
Library (5), City Hall Plaza level (9) and City Hall Lobby level (8). Unless the plantings and on-
going maintenance are sponsored or adopted as part of a volunteer program, pots will be
removed from Liberty Park and the City Hall Plaza level and stored. Removal of the planters on
the City Hall Lobby level will be investigated and removed if possible. The pots at the library will
be removed and the 2 planters will remain in place and mulched.
5
• Separate tracking of vandalism expenditures (supplies and labor) and homeless camp removal
expenditures (contracted services) in open space areas will occur with the possible transfer of
funds in 2011 from the Parks Operating Fund to the Natural Resources Operating Fund.
• Separate tracking for irrigation expenditures (supplies, labor and water consumption) in
contract maintained areas will occur with the possible transfer of funds and resources from the
Parks Operating Fund to the Natural Resources Operating Fund to facilitate management.
• As the Division is new, separate tracking for tree maintenance and planting expenditures
(supplies and labor) will occur with the possible transfer of funds and resources from the Parks
Operating Fund to the Natural Resources Operating Fund.
• While the Parks Operating Fund will be reducing irrigation by 50% in Level 2 Parks, trees and
shrubs will need to be monitored during extended dry periods. While turf will go dormant, trees
and shrubs will not and irrigation may need to be adjusted accordingly to prevent loss.
Community Resources and Events
Resource and Funding - Volunteers
• Many of the departments have indicated that they want to engage volunteers to help meet
service demands. Those who currently have established programs should be able to adapt or
expand with ease. Those who do not have a history of working with volunteers will need more
guidance and support.
• Meet with prospective program providers to outline what can be done, and the required
processes to integrate volunteers into their operations.
• Tools include: Volunteer coordinator's guide and resources through current park program. Work
closely with HR. (Example: Water Utilities, has now established a volunteer program to help
with the buttons or markers for storm water drain identification.)
• Work closely with Parks to determine what can be supported by volunteers, and expand and
market the individual park volunteer program. Tools include: New park guide, tool kits for check
out to individual volunteers.
• We anticipate that there will be an increased interest in volunteering by the public in late spring
once they recognize the impacts of the reductions in service, yet many areas including
recreation have reduced opportunities, due to the elimination of programs. Simply wanting to
volunteer to lead games or crafts at a park are not feasible without impacting other services
such as parks or facilities. To capture their enthusiasm and encourage and engage volunteerism
we must think now about ways we can redirect their interest internally, and expand on our
efforts to connect them with community opportunities.
o Work with recreation to determine those programs that can be adapted to include more
volunteers, such as Play Day in the Park.
o Working with UNKC volunteer match, we will be creating a link with specific features
and filters for those programs that are seeking volunteers for Renton Area programs.
o Spotlight Community Volunteer opportunities will be expanded.
o Eagle Scouts interest will be expanded to include community opportunities.
o Work with local groups to host volunteer network, with a goal of supporting efforts.
Funding/Sponsorships
• Work with divisions to identify new match opportunities. With the reduction of recreation
programming, we need to expand / think outside the box in order to provide appropriate
matches for small and large sponsorship opportunities.
• Meet with recreation staff ... expand on the idea of sponsor opportunities at the pool.
• Join efforts with other event sponsorship opportunities throughout the city, i.e. Farmers Market
and a create web page & brochure with sponsor packages.
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• Market the on line opportunities to give.
Community Relations & Events
4th of july
• The event scope, quality, and public safety for 4th of July is contingent upon LOS from
supporting divisions and departments (i.e., Police, Park Maintenance, Facilities, and Recreation).
• However, event sponsor funding has surpassed budgeted targets and reduction of event scope
or features will decrease or jeopardize appeal to sponsors.
• City staff will begin meeting in early 2010 to review possible LOS issues and options to mitigate,
such as increasing event volunteers to augment City services (i.e. litter pickup). Discussion will
also include event hours and duration of stage entertainment and activities for children.
• One of the key issues with the 4th of July is that the park begins to fill in the early morning
hours, so staff is required at the onset and throughout the day. Decreasing stage entertainment
or children's features does not help reduce staff costs. Reducing event hours and keeping the
park completely closed until a later "open time" would help reduce staff costs.
• Consideration to charge for children's activities will be explored; help offset expenses and
potentially generate revenue.
Renton River Days
• The event scope, quality and public safety for Renton River Days is contingent upon LOS from
supporting divisions and departments (i.e., Police, Park Maintenance, Facilities, and Recreation).
• City staff has begun meeting with Renton River Days organizers to review possible LOS issues
and options to mitigate, such as increasing event volunteers to augment City services (i.e. litter
pick up, custodial services).
• Renton River Days may define, fund, and utilize a new Festival Volunteer Coordinator position,
in anticipation of significantly growing volunteerism required to augment City services and
increase community participation (recruitment, training, scheduling, managing, and
recognizing).
• Kids' Day has been eliminated starting in 2010; activities and resources will be redirected (as
possible) to enhance the Friday -Sunday 3-day weekend in Liberty Park for families and children.
• The decision and strategy behind eliminating Kids' Day was to minimize the set-up take -down
duplications which were previously required with having different features and layouts between
Kids' Day and the 3-day weekend; this decision also makes a fundamental and philosophical shift
to better align available resources, re -energize, and improve the integrity, event features, and
image of River Days.
• Another potential impact identified MAY be a location change for the Senior Day Picnic (SDP);
set-up is labor intensive for Facilities for the SDP at the Renton Community Center; options are
being considered to re -locate the SDP to the Senior Activity Center; smaller venue would mean
250 attendees instead of 500+ attendees
• Many other individual relationships or festival features may be impacted with decreased LOS or
the change to consolidate to a 3-day weekend in Liberty Park; these issues will be addressed
with ongoing discussions between City staff and festival volunteers
Holiday Lights
• Managed and coordinated through the Recreation Division. The budget expenditure for Holiday
Lights is reflected in Community Resources & Events Division budget. Consideration to reduce
or eliminate features or locations of Holiday Lights may be necessary.
Sister City Program
7
• Funding for the City of Renton's Sister City Program has been cut 88% (from $8,000 to $1,000)
between the reduction efforts to help balance 2009 and program offers for 2010.
• In 2010, City staff will work with volunteer committee members to review objectives, guidelines,
and relevancy for the scope of the City's Sister City Program.
• It is incumbent upon the Sister City Committees to generate program funding through donations
and fundraisers. These funds will be directed to the Sister Cities Fund at the Renton Community
Foundation for current and future projects.
Annual All -Employee Recognition Breakfast/Annual City Volunteer Recognition Banquet
• For the past several years, this event has been coordinated as a holiday season catered
breakfast event. Management and coordination of an all -employee recognition event will
transfer to Human Resources in 2010. Other concepts or ideas may be considered such as a
park picnic with BBQ and games.
• Other concepts or event formats may be explored which take into consideration the desire to
re -energize or "change up" volunteer recognition and/or in light of Community Resources &
Events Division budget reductions.
Human Services
• Prioritized printing requests with Communications Division. High priority is resource directory.
Placed printing orders for next year. Will update in March 2011.
• Web pages for Human Services will have current resources. Need to address time it will take to
keep web updated as this has been a low priority.
• Due to the volume of calls we get from City staff in other departments and not knowing what to
do, Karen will be going to staff meetings to train front line staff on community resources and
where to go for additional help.
• Housing Repair — current staff trained on hand-held computers. The service agreement renewed
for 2010. Working with City of Kent on improvements to software — and will share costs in
future.
• Exploring use of volunteers for translating/interpreting
• Contacted George about possibility of a phone tree for all the wrong numbers HS gets.
• Exploring if we need to modify King County contract for 20k09 for Housing Repair due to not
having one of two staff positions for 2 months. Can underperform by 10% without modifying
contract.
• Due to increase in calls and walk-ins, human services staff covering lunch hour. Working on
safety procedures if one person is in the office, the front door will be closed/locked. Contacted
other sites to see what they do for office coverage.
• Moving facilities technician from general fund to CDBG. Confirmed with King County no
supplanting issues.
• Started Online donations with four programs — utility assistance, food bank, housing repair, and
scholarships. Matches Renton Gives campaign. See how it goes in terms of donations before
expanding.
• Developing a plan of how to raise additional funds for Housing Repair— using the Community
Reinvestment Act (banks).
• Work on identifying where the gaps are — for replacing the parks that had summer lunch
programs. Help identify community partners to fill gaps — and match with other community
resources — like churches — to help. Work with facilities/recreation on Maplewood Apartments
and use of shelter at Heritage Park.
Recreation Division
0 Recreation Specialists will work until closing two nights per week.
• If RCC part time budget projections are not maintained, FTE's will need to work the front desk
4pm to 8pm on an alternating basis.
• Wednesday, Friday, and Sunday church services at North Highlands Neighborhood Center will be
eliminated.
• Eliminate RCC evening drop -in gym programs i.e., badminton. Replace with fee -based program.
• Close HMAC when Renton School District resumes classes or Labor Day whichever comes first.
• Working with Facilities/Parks to address picnic and ball field scheduling.
• Eliminate FTE staying overnight for Special Olympics at Fort Lewis.
• Elimination of five special events at the Senior Center.
• RCC morning staff - set-up aerobics.
• RMAC staff liaison will open Carco Theatre for their events.
• Inform those that reserve picnic shelters that depending on location participants may have to
use port -a -potties.
• Recreation needs to look at how we schedule to limit set-up/tear down requiring Facilities staff.
• Work with other City of Renton divisions for set up/break down of internal events.
• Recreation staff will empty own trash and vacuum/dust own work areas (offices, cubicles)
• Provide Facilities/Parks with "refresher" training in Facility Booking.
Museum
In 2010 the Museum will lose one part-time staff member, our Research Specialist, as well as
experiencing as -yet -to -be -determined cuts to printing services. In addition, the Renton Historical
Society has reduced operating funds for 2010 to cover decreases in earned income in 2009.
The Museum will be unveiling a new Museum Master Plan in the first quarter of 2010, which will
substantially change museum operations in late 2010 and beyond, although we do not yet know
what recommendations the consultants will make. The fiscal goal will be to increase the
Museum's earned income and grant funding, in addition to substantially increasing
memberships.
Anticipated level of service changes:
o Loss of our Research Specialist will result in longer response time for public research
inquiries
o Existing policy establishes a free 30 minutes of research for any member of the public;
after 30 minutes we will be charging $25.00 per hour. We have waived this research fee
in the past, but will be enforcing this policy.
o We will only provide digital copies of photos; no hard copies of photos will be available.
o Photo fees will no longer be waived, although the Membership Committee is
considering adding a certain number of free photos to the membership benefits for
business members.
o The Museum Committee will be working on a site rental policy and fee schedule.
o We will be working toward shifting more of our members to a digital newsletter.
o Following the completion of the Master Plan, we will be re-evaluating Museum open
hours to find the hours of highest traffic that can be effectively staffed with a small staff.
Community & Economic Development
Economic Development
• The elimination of the Economic Development Specialist position, which was unfilled in 2009,
will result in the Economic Development team having limited capacity to grow its business
retention, recruitment and marketing efforts. While we strive to promptly handle inquiries and
individual case management, we will continue to need to be more efficient in order to act
W
nimbly as challenged businesses emerge and opportunities arise. This work will be primarily
reactive in nature, with little ability to proactively recruit new businesses.
• Additionally, we have reduced our sponsorship of enterpriseSeattle, the King County Economic
Development Council (EDC), from $20,000 to $5,000 for 2010. It is unknown how this will
impact business referrals from the state Commerce Department, which are typically routed
through the EDCs, however, we have not historically received a significant number of
recruitment referrals from this process. We will continue to have to aggressively seek and
follow up on business recruitment leads independent from this process, again, primarily, in a
reactive way.
Neighborhood Program
• The Neighborhood Program Assistant position was reduced from full-time to half-time, which
will place increased duties on the Neighborhood Program Coordinator, volunteer liaisons and
community neighborhood leaders. Although we will do our best to be responsive,
communication with neighborhoods and the resulting improvements to City projects and the
overall community will suffer. The ability to expand the program to neighborhoods currently
not served by the Program will also be limited.
• The City has historically brought out the City -driven "welcome wagon" for neighborhood picnics,
yet in 2009 we learned that long-term community development is enhanced when we began to
taper City leadership and responsibilities and increase the expectations placed on neighborhood
leaders to shape, promote and clean up their own events. The connections that are fostered
with increased neighborhood ownership of picnics and other events are long-lasting and only
strengthen communities. This effort to taper City staffing also helps reduce City staffing levels
and costs.
Arts & Culture
• The Renton Municipal Arts Commission (RMAC) will not offer grants to the community to
enhance arts and culture in Renton. This reduced the 2009 budget by approximately $7,500,
including contributions which have historically been made to Renton River Days and the Renton
Youth Symphony. This will result in reduced arts and culture services provided to Renton
residents.
• As part of its efforts to catalyze more community -based arts leadership and activity, the RMAC
has increased use of Commission members to communicate, organize and implement Arts
Commission tasks. In addition, the Commission is working to increase the networking
opportunities between arts organizations, artists and others interested in the arts to enhance
partnerships and allow for greater efficiencies with the Commission's limited resources. The
Commission is also working to grow its funding base, and has submitted an application to
4Culture to replace lost City grant funding.
Renton Farmer's Market
• The Renton Farmer's Market has been directed to become "self-sustaining" by the end of 2010,
and we are helping to move Piazza Renton and the Market volunteers toward that goal. We are
have raised $9,000 of a goal of $15,000 in private sponsorships, doubling last year's raised
levels, with three existing sponsors agreeing to double their contributions from 2009, and
several sponsorship solicitation meetings are scheduled for the next few weeks. The Market will
also be instituting a new season registration fee for vendors and increasing stall fees.
• The level of service experienced by customers at the Market should not change with these fee
increases, but some vendors may choose not to participate due to the increased fees.
• Significant economic development efforts are made to increase visitors to Downtown through
the Farmers Market, and to connect those Market visitors with Downtown retail and dining
options, including radio advertising coordinated with the tourism arm of the Renton Chamber of
10
Commerce, Renton Visitors Connection. Beyond 2010, it is the goal of CED to continue to staff
the Market in a manner that is cost neutral to the City. Absent such a scenario, there is a risk
that the connections between the City's economic development efforts Downtown and the
Market will suffer. There are also concerns that financial accountability and managerial
transparency has suffered in previous periods when the City was less involved with managing
the Market. It will be critical that Market volunteers coordinate closely with relevant City staff
given the economic development nexus and use of City facilities.
Development Services Division
Development Services had significant staff reductions in all three service areas (Building Plan Review and
Inspection, Public Works Plan Review and Inspection, and Code Compliance) which we are responding to
by reassignments of work and minor reorganization of the Division structure. We do not anticipate
major decreases in achieving our overall performance measures, as many of our development related
work activities have been reduced due to market conditions. We expect to have occasional minor
service reductions when service requests spike or when we have staff absences due to vacations,
training or illness. These may include:
• Occasional inability to respond to requests for building permit inspection within 24 hours. We
have been able to maintain this high standard nearly 100% of the time for several years. When
we have a high number of inspection requests at the same time we have absent inspectors, we
may not complete some of the inspections until the second day.
• Delayed response times to certain code enforcement service requests, due to reductions in
supporting staff in other inspection groups. The number of code enforcement inspectors has
been maintained in this year's budget, allowing us to continue to respond to all of our code
enforcement issues. In prior years we have relied on the public works inspectors for support on
construction related complaints, and the building inspectors for building related complaints.
Our ability to provide this extra support is reduced with the recent staff reductions.
• Possible early plan review communication problems with ongoing projects, as the projects are
re -assigned from the original plan reviewers to the remaining staff. Our projects are assigned to
the same plan reviewer for the duration of the project, which is of great benefit to the
applicant. We will minimize these potential gaps as the original plan reviewers will still be
available for discussion elsewhere in the organization.
• Decreased time and ability to provide inspection communication prior to construction in both
the public works and building areas. This may result in additional incorrect construction and
correction requests by the inspectors after construction is completed.
• Our reduction in inspection services for franchise permits (electrical, gas, phone, cable, etc.) may
result in delays in pavement repairs, delays in responding to complaints of the neighbors to
projects, longer lane closures, slight delays in permit issuance and increased possibility of
damage to existing utilities.
• Longer response times to requests for flexibility on standard project requirements.
We have implemented several changes to respond to the staff reductions. These include the following:
• The code enforcement support role and occupancy process has been moved to the half-time
Permit Tech position.
• The franchise intake and issuance role has been moved to Development Services
Representatives on a shared basis.
• The franchise billing has been reassigned to Administrative Secretary.
• Additional backup support for the receptionist position for lunch time is being provided by
administrative support staff in the other divisions.
• Development Engineering Supervisor will be responsible for all pre -application and land use
related reviews for the public works section.
11
• All ongoing projects for the three former plan reviewers have been reassigned to the remaining
plan review staff.
• The ongoing public works inspection projects for the two former construction inspectors have
been reassigned to the remaining inspection staff.
• The public works inspection group will be managed by the Lead Inspector who will now report
directly to the Director.
• The franchise inspections will be reassigned to multiple inspectors, with the coordination issues
covered by the Lead Inspector.
• We will utilize support staff as needed from the Maintenance and/or Utility Divisions of Public
Works for spot inspection support on particularly busy days.
• The Building Official and Building Plans Reviewer will be providing assistance as -needed for
building inspections.
• All staff evaluations will be completed by the Director to free up time for the section managers
to move into their new assignments.
• Management will closely monitor work load indicators to request additional staff support when
development activities increase, including associated revenue increases.
Planning Division
Due to the reduction in development activity due to market conditions, the impacts of these reductions
will not be perceived by the general public.
• Long-range Planning: The elimination of an unfilled planning position will limit the group's ability
to take on additional projects, particularly an inability to initiate additional Community Plans
and major Title IV revisions, such as sign code reform. The focus will be on completing State -
mandated items and a prioritized list of backlogged projects. Significant work and increased
cross -training has been accomplished by utilizing Current Planning staff to complete what would
have traditionally been long-range planning projects.
• Current Planning: The elimination of an Associate Planner position may impact customer service
and timely review and response for discretionary land use permits. However, with the current
economic downturn and corresponding reduction in development activity, we expect to be able
to meet slightly downward adjusted performance measures (from 90% success rate to 80%) for
customer service response and development application reviews. If a backlog develops, we will
shift staff resources from Long-range Planning to maintain the new performance standards.
• Property & Technical Services: The 2010 budget consolidated Property & Technical Services staff
from the Public Works Department in to CED. Two Property Services Technician positions (one
filled and one unoccupied) were eliminated. Additionally, a Planning Technician position from
CED was eliminated. Given the current reduced workload due to a lack of development activity,
the reduction in resources is not having an effect in subdivision review. However, should the
number of subdivision applications pick up, review times will increase. If such a situation occurs,
Planning staff from either Current and/or Long-range work groups will be assigned to this work.
The loss of the Planning Tech position has reduced the work group's ability to deliver maps and
other GIS projects, as well as data tracking and collection that was previously readily available.
This will impact staff in the other CED divisions as well as other departments who request these
types of products.
Executive Department
Communications Division
Print and mail operator position eliminated
Mail delivery operator reduced from 30 hours/week to 20 hours/week
Communications Specialist 1 eliminated
12
Reduction in community relations budget, which impacts printing and mailing costs for city
newsletter
Previous reduction and re -focus of staff from multi -media cable production
Impacts:
o Significant staffing constraints in print shop, which reduces capacity by almost half
o Significant delays in print shop orders and need for increased need for departments to
assume some copy jobs - some cost impacts for copies to be made in departments
o Overall reduction in volume and variety of citywide print and publications and increased
reliance on electronic communications
o Reduced mail delivery service and the need for department staff to assume mail pick-up
and delivery from print shop
o Reduced frequency of city newsletter; elimination of direct mail of newsletter to multi-
family households
o Reduced in-house multi -media capability including video production, web and electronic
design (part of the function of the now eliminated communications specialist position
was to be re -directed to more multi -media functions)
o Reduced emphasis on public education programs for Fire & emergency Services
Department and other community relations functions
o Reduced travel, training and professional development budget
• Approaches:
o Citywide prioritization of print jobs with an effort to eliminate projects (began in 2009)
o Technology upgrades to print shop to help reduce staff time
o Communications Specialist II to take over some of the print shop functions related to
coordination, organization and management to allow Print shop coordinator to focus on
print operations
o Re -organization of walk-in hours, production schedules to streamline print process
o Refining mail delivery routes and hours to maximize efficiency within 20 hour schedule
o Staff in City Hall departments responsible for mail pick-up and drop-off to print shop
o Partner with What's Happening brochure for Renton CityNews to leverage distribution
and off -set reduced direct mail
o Work with Puget Sound Access to lease digital equipment for Channel 21 to provide
more efficiency, reduce required staff hours and improve quality
o Implement new contract with Puget Sound Access to expand service of on -call
videographers for Council meetings and channel programming and scheduling
o Expand production of events and programs for Channel 21; Preeti to assume video
producer functions and overall management of channel 21
o Continue to build media relations; use free media instead of paid for communications
o Provide cross -training of communications staff on web functions, graphic design
capabilities and other multi-media/communications functions to share projects and
provide back-up
o Apply for grant and work with Americorps Volunteer for greater outreach to diverse
communities (implemented in 2009)
o Create communications and graphic design manual to provide employee resources to
sharpen citywide communications
o Look for inexpensive training opportunities for staff; invite communications
professionals from the region to speak at staff meetings as a professional development
tool
City Clerk
• Records Management/Multimedia Specialist position eliminated. No in-house microfilming will
be done and only the most essential microfilming will be outsourced up to budget limitations.
13
• Off -site storage may need to be secured for those records needing retention but are no longer
being microfilmed
• Public notice distribution may be scaled back to minimum mandated
• Responses to citizens and staff, and processing of documents may be delayed.
• Office may need to close 1-2 days per year for records disposition.
• Detailed summaries in Council meeting minutes may be reduced
• Staff overtime or comp time may occur when office deadlines demand.
• Indexing content information will be reduced.
• Departments may find delays in transfer/retrieval of records requested from storage.
• Scanning process and records postings to web will be slowed.
• Assistance with audio-visual services may be reduced.
Mayor's Office
Secretary II position reduced to half-time. Reception coverage shared with remaining staff.
Certain duties eliminated or transferred to other departments; including ROW application
processing/coordination; asking Departments to generate some certificates and documents;
liquor license application processing; less involvement in Renton Gives Committee, Special
Events Committee, and Wellness Committee.
Cable administration, Comcast senior discount liaison work with Comcast to shift from
contractor to Mayor's Office (Assistant CAO).
Municipal Court
• Reduction of one vacant Probation Clerk position, plus numerous efforts to streamline
operations
Probation
• Public phone not always answered. Caller instructed to call back — messages discouraged.
• When Probation Officer is out, probation office is closed
• Some cases that would have been referred to the Probation Office for in -person monitoring are
now being monitored by Judicial Specialists electronically with no personal contact. This
number will grow to be approximately one-half the current probation caseload. The court
cannot continue to absorb more work.
• Increased potential for a case related task to be overlooked. This increases the likelihood of
getting into a situation that could cause liability problems.
• Clerical task are being done sporadically or not at all
• When probationers appear for appointments case file and Case Management System may not
be complete possibly leading to improper conclusions about subsequent needs for probationer.
• Shift some tasks away from Probation Office.
• Gradually reduce caseload to half of 2006 to 2009 level (300 to 150)
• Continue to pursue new Probation Case Management System to replaced 20 year old DOS based
system now in use
• Employ volunteers as possible
Streamlining Efforts
• Stopped setting DWLS III cases for review hearings upon violations of conditions to reduce
unproductive hearings
• Passport acceptance function moved to Finance Department
• Equipped all desks with label makers to eliminate typing on envelopes
14
• Installed second credit card machine at public counter to avoid having half the clerks leave their
workstation and walk to other side of counter to process credit cards
• Two workstations now have dual screens. Five more have been requested.
• Eliminate typing on in -court dockets
• Do not note returned Jury summons in Jury Master data -base
• Do not docket time pay statements returned as undeliverable
• Installed an in -court copier in courtroom #2.
• Eliminated staff answering of all phone calls by implemented an electronic phone answering
system
• Eliminated copying citations for use as worksheets in court. Note on extra copy of calendar
instead.
• Review of criminal history done by judge in court instead of clerk prior to court.
• Preparation of Readiness Calendar is delayed from 3 weeks to 1 week. This avoids setting the
50% of the cases that settle in the two intervening weeks.
• Instituted on-line credit card payments of fines and eliminated phone payments. Fewer
interruptions of staff during the work day. Some payers do not have computers.
• Two clerks attend court for mitigation hearings to reduce impact on front counter.
• When fines on criminal cases are delinquent, the case is set for a review hearing rather than
going to collections. At end of jurisdiction the judge can immediately order pay -or -serve rather
than pulling away from collections and setting a review hearing to order the fine paid and
another for non-payment fine.
• The court conducts mitigation hearings by mail if requested by the defendant. This frees up
courtroom time because the judicial officer reviews the case in -chambers. It does not save
clerical time.
• Instituted interpreter calendar in Outlook rather than past pen and ink practice. Available for
viewing by all clerks from their own desks. Billing method simplified to save accounts payable
entry time.
• We transport daily finance information to first floor rather than using outside vendor.
• Streamlined daily cashier's cutoff and eliminated some month —end statistics.
• Beginning February 1, 2010 the court will have only one public counter window open from 12:00
noon until 1:00 PM.
• The number of cases set on half -day court calendars has been increased from 60 to 80 for
infractions and from35 to 50 for pre -trials.
• The number of weekly court calendars has increased from ten to twelve.
• The above items consist largely of items we have changed in order to avoid negative impacts on
court users.
• The court has experienced a 30% increase in "old" business (To 24,000 annual case filings) and
the addition of "new" business of more than 27,000 photo enforcement tickets in 2009.
Regardless, the inconvenience of waiting in longer lines, listening to a phone repartee system
prior to getting a "live person", waiting longer for cases being called in court etc. are mentioned
to court employees regularly.
• The effect of operational changes in most court processes has been a somewhat more brief
record of some details of case processing. Negative effects are very minimal.
City Attorney
Expenses were limited in five main areas:
• Supplies. A culling of old files and aggressive recycling of existing files is should provide the
necessary savings. Fewer mailings are also anticipated.
15
• Professional services. The use of expert witnesses and conflict or consulting counsel will be
limited.
• Postage. Fewer mailings due to the increased use of scanning an emailing will result in savings.
Also savings will be realized by requiring defense attorneys to provide self addressed, stamped
envelopes for discovery.
• Travel and training. Expenses will be limited by use of local free or limited cost seminars such as
those offered by WCIA.
• Membership and dues. Elective memberships will be eliminated or limited to one attorney, with
one very low cost exception ($10 per attorney).
Finance & Information Technology
• The reduction of 3 FTEs in finance area required us to reassign many tasks and each area is
picking up additional work load or have less support than previously.
• The biggest service impact immediately noticeable is in the utility billing area. The reduction of
the one Accounting Asst. position reduced the support available to Utility Billing by
approximately 0.25 FTE (around 2 hours a day); and the temporary locating passport function on
the 3rd floor improved customer service to court users but reduced coverage on the first floor.
• Solutions underway:
o Revise Final Notice criteria (implemented higher thresholds for December, but need to
follow up in January and further refine), one driver of call volume.
o Closer monitoring of Utility Billing staff performances.
o Train and add additional staff to backup UB phone calls and emails.
o Working with WM regarding solid waste customer calls.
o Move passport office to the first floor after the proposed lobby improvement (and UB
counter improvement) is complete.
o Delay in ability to research and follow up on various reporting issues
Human Resources & Risk Management
• Have restructured functions in response to reduction of 2 FTE in 2010 budget.
• Giving 3 recruiters each a few areas of focus for at least 2 years and develop generalists instead
of specialists. Focus includes labor and investigations/discrimination; better use of
technology/online applications and website; workers compensation, risk.
• Struggling with front desk coverage and most professionals are doing all their own
administrative work. Have taken away one HR staff person from their job one day a week to
cover; forced Department to organize differently, with help from recreation staff during specific
times. Likely slower production time for all requests.
16
Operating Budget By Priority Ranking
City Service Areas (CSA)
Rank
Baseline
FTE Tot Ex $
2010 Adopted Bdgt
FTE Tot Exp $
100000
Safety and Health
357.90
48,892,986
348.90
47,787,283
200000
Representative Government
41.95
5,118,569
41.10
5,082,561
300000
Livable Community
88.17
13,670,378
82.42
12,566,282
400000
Mobility
64.15
8,590,609
58.65
7,811,664
500000
Utility and Environment
107.45
47,518,597
95.25
45,379,538
600000
Internal .Support
101.53
30,044,900
84.63
26,602,656
Total Operating FTE & $
761.15
153,836,038
710.95
145,229,983
Line
No
Package #
Description
Rank
Baseline
FTE Tot Exp $
2010 Adopted Bdgt
FTE Tot Exp $
1
100008.0033
SCORE Startup Costs
-
210,000
-
-
2
100009.0011
Basic Life Support Transport
-
-
-
-
228,000
3
200003.0010
Grant Writing and Reporting
50,000
-
50,000
4
500018.0011
Public Works Trust Fund Loan Debt
-
969,559
-
969,559
5
600020.0006
Operational Facilities MM C20004-C20009
-
137,000
-
137,000
6
600020.0009
Public Facilities MM C20011- C20021
-
361,000
-
361,000
7
100008.0003
Valley Communications - 2
1
1,619,466
-
1,619,466
8
100008.0005
Investigations - 2,4
1
17.00
2,141,200
17.00
2,141,200
9
100008.0019
Patrol Services - 2,4
1
9.00
1,760,022
9.00
1,760,958
10
100008.0021
Auxiliary Services -Jail - 2,4
1 1
16.00
3,705,433
16.00
3,705,433
11
100008.0027
Patrol Operations - 2,4
1
67.00
8,007,143
66.00
7,962,016
12
100009.0003
EMS and Fire/Rescue Svcs for COR - 2,3
1
78.00
9,558,056
78.00
9,437,698
13
200003.0002
Executive Operations
1
5.00
690,720
4.50
651,366
14
500004.0001
Utility Billing and Cashiering
1
4.90
515,456
4.90
515,456
15
500018.0007
Solid Waste Collection
1
1.25
15,000,000
1.25
14,192,551
16
500018.0012
King County Metro Fund
1
-
11,211,935
-
11,211,935
17
500019.0004
Water Maintenance
1
26.30
3,751,215
25.30
3,643,451
18
600004.0013
Network Services
1
2.47
318,194
2.47
318,194
19
600004.0014
Telecommunications
1
1.56
472,521
1.56
449,542
20
600004.0017
General Government Debt
1
-
4,496,333
-
4,496,333
21
600005.0003
Other City Svc - Employee Separation Pay
1
-
436,152
-
436,152
22
600006.0002
City Attorney Administration
1
1 2.00
274,958
2.00
274,601
23
100008.0025
Staff Services - 2,4
17
13.40
1,184,098
13.40
1,184,098
24
100009.0007
EMS and Fire/Rescue Svs for KCFD #40 - 2,3
17
29.00
3,947,872
29.00
3,919,541
25
300007.0010
Economic Development - 1, 3
17
4.25
558,603
3.25
453,905
26
400015.0001
Public Works Administration
17
3.50
397,811
3.00
375,043
27
400019.0001
Street Maintenance
17
19.10
2,115,079
18.10
1,987,250
28
600004.0015
Security Services
17
1.47
247,602
1.47
237,208
29
500019.0003
Surface Water Maintenance
23
11.20
1,058,846
11.20
1,038,625
30
600014.0007
Benefits
23
0.95
1,770,389
0.95
1,706,389
31
100006.0001
City Attorney Prosecution
25
5.90
572,375
5.90
572,375
32
100008.0011
Special Enforcement Team (SET) - 2,4
25
9.00
1,404,159
9.00
1,404,159
33
100008.0022
Electronic Home Detention Program - 4
25
2.00
321,570
2.00
321,570
34
100009.0006
EMS and Fire/Rescue Svs for KCFD #25 • 2,3
25
18.50
2,404,474
18.50
2,432,870
35
200001.0004
Legislative Operations
25
8.00
232,190
8.00
223,715
36
300020.0027
Administration/Corn Svcs-1,2,3,4,5
25
2.00
275,182
2.00
271,365
37
600004.0005
Service Desk Support
25
2.50
610,706
2.50
610,706
38
600004.0007
Payroll
25
2.00
162,101
2.00
162,101
39
600004.0009
Accounting and Auditing
25
1.70
248,623
1.30
209,905
40
600004.0010
Finance Operations
25
6.00
511,449
5.00
434,375
41
600014.0004
Labor Relations
25
1.40
225,780
1.20
206,419
42
600014.0010
HR/RM Administration
25
1.90
231,596
1.70
214,684
43
600004.0011
Finance Administration
37
1.40
193,156
1.50
201,229
DP_listing_CSA_impact_v2 iw.xls/CSA table_value only by rank 1 of 5
Line
No
Package #
Description
Rank
Baseline
FTE Tot Ex $
2010 Adopted Bdgt
FTE Tot Ex $
44
600005.0004
LEOFF 1 Medical Obligation
37
-
2,205,684
-
2,205,694
45
500018.0001
Wastewater Engineering and Planning
39
4.50
1,460,374
4.50
1,460,280
46
500018.0009
Utility Systems Administration
39
3.50
379,227
3.00
325,051
47
500018.0010
Waterworks Revenue Bond Debt
39
-
3,648,770
-
3,648,770
48
500019.0001
Wastewater Maintenance
39
7.95
917,700
6.95
813,993
49
100007.0001
Code Enforcement program - 1, 3,4
43
4.00
399,044
4.00
399,044
50
100008.0012
Valley Narcotics Enforcement Team - 2,4
43
1.00
118,974
1.00
118,974
51
100008.0013
P.A.T.R.O.L. - 2,4
43
1.00
109,142
1.00
109,142
52
200006.0001
City Attorney Civil
43
3.85
525,523
3.85
508,916
53
300007.0013
CED Administration - 1, 2, 3
43
2.00
272,046
2.00
272,046
54
400016.0006
Building the Mobility Network
43
9.96
1,271,956
9.51
1,209,073
55
400016.0010 Trans Operations Engineering Section
43
4.95
550,197
3.95
436,606
56
600004.0006
Asset, Debt, and Treasury Management
43
1.80
265,344
0.90
194,586
57
600004.0008
Budgeting and Financial Planning
43
4.10
408,254
3.30
318,996
58
600012.0001
Records Management
52
2.30
224,867
1-40
150,765
59
600019.0002
Fleet Services Capital Recovery
53
-
2,095,258
-
1,438,949
60
400016.0011
Airport Operations
54
5.19
912,920
5.16
788,361
61
500018.0006
Surface Water Engineering and Planning
54
10.50
1,591,924
9.80
1,537,274
62
600014.0006
Workers' Compensation and Safety
54
1.25
274,686
1.10
273,889
63
100008.0001
Police Administration - 1,2
57
6.00
943,087
6.00
943,087
64
100008.0006
Evidence Function - 4
57
4.00
435,665
3.00
347,692
65
100008.0008
Directed Enforcement Team (DET) - 2,4
57
6.00
807,557
6.00
807,557
66
100008.0018
Administrative Services - 2
57
4.00
583,383
4.00
583,383
67
100008.0028
Training Officer - 2
57
1.00
452,532
1.00
452,532
68
300020.0005
Parks and Trails Program-1,2,3,4,5
57
24.30
3,139,824
24.30
3,099,276
69
300020.0013
Senior Center-4,5,6
57
3.25
606,305
3.25
559,264
70
400016.0007
Bridges and Guardrails
57
033
35,528
0.33
35,528
71
600019.0001
Fleet Services
57
10.00
2,033,283
9.00
1,936,682
72
600020.0003
Custodial Services -2
57
19.00
1,582,231
16.00
1,293,942
73
600020.0004
Facilities Technical Maintenance-2
57
10.50
2,551,553
9.50
2,392,454
74
100008.0032
COPS Hiring Recovery Program
68
6.00
497,513
6.00
497,513
75
200012.0002
Elections and Voter Registration
68
0.14
173,313
0.14
337,313
76
600014.0005
Risk Management
68
1.60
2,128,876
1.10
2,090,088
77
100008.0009
Crime Analysis - 1
71
1.00
98,157
1.00
98,157
78
100009.0002
Administrative Services for F&ES 1,2,3
71
17.50
2,412,488
16.50
2,210,809
79
200002.0006
Criminal Case Processing
71
8.00
783,086
8.00
783,086
80
200003.0007
Court Public Defenders
71
-
409,224
-
409,224
81
200007.0001
Intergovernmental Relations - 1, 2, 3, 5
71
0.25
149,505
0.25
149,505
82
200011.0001
Hearing Examiner
71
1.50
189,221
1.50
189,221
83
300007.0005
Current Planning - 1, 2, 4, 5
71
8.33
871,233
6.33
712,451
84
300007.0009
Neighborhood Program - 3, 4, 5
71
2.00
300,961
1.50
248,320
85
300020.0012
Renton Community Center-3,4.5
71
6.30
1,325,716
6.30
1,296,516
86
400016.0009
Trans Operations Maintenance Section
71
12.40
2,320,160
11.40
2,182,402
87
500007.0001
Public Works Permits and Inspections - 1, 3,
71
17.00
1,728,240
10.00
1,084,711
88
600014.0003
Classification and Compensation
71
0.45
45,989
0.45
45,989
89
500018.0004
Water Engineering and Planning
83
6.80
2,121,346
5.80
1,992,353
90
500019.0002
Solid Waste Litter Control
83
2.00
149,372
1.00
76,648
91
200012.0003
Official Functions and Office Administration
85
0.46
91,290
0.43
60,993
92
600014.0001
Employment Law
85
1.05
129,289
0.85
109,928
93
100008.0024
Parking Enforcement - 4
87
1.00
73,658
1.00
72,722
94
200002.0001
Court Administration
87
2.00
313,785
2.00
313,785
95
300020.0004
Library-1,3,4,5
87
15.00
2,178,734
15.00
1,955,475
96
300020.0011
Recreation Services-3,4,5
87
7.00
1,010,563
6.75
908,745
97
300020.0015
Leased Facilities-0
87
1.50
579,285
1.50
579,285
98
500018.0005
Surface Water NPDES Education
92
0.20
19,572
0.20
17,072
DP -listing- CSA-impact. Q iw xls/CSA table -value only by rank 2 of 5
Line
No
Package #
Description
Rank
Baseline
FTE Tot Exp $
2010 Adopted Bdgt
FTE Tot Ex $
99
500020.0001
Golf Course-5
92
8.50
1,826,877
8.50
1,826,877
100
500020.0003
Golf Course Debt Service-0
92
-
462,589
-
462,589
101
100007.0002
Building Permits & Inspection Program - 1,2
95
14.50
1,561,851
12.50
1,323,378
102
100008.0002
Harbor Patrol / Mercer Island PD Contract -
96
-
39,060
-
39,060
103
100009.0005
Fire Code Inspect/Enforce and Invest - 2,4
96
10.00
1,142,235
8.00
936,700
104
200002.0004
Infraction Processing
96
5.00
475,766
5.00
475,766
105
200012.0001
Legislative Support
96
1.67
209,284
1.65
177,912
106
300007.0003
Long Range Planning - 1, 2, 3, 4, 5
96
7.33
754,179
5.33
567,346
107
300020.0009
Aquatics-3,4,5
96
1.50
880,406
1.50
772,406
108
400019.0002
Public Works Maintenance Administration
96
6.45
687,089
6.45
673,193
109
600004.0004
IT Capital
96
5.15
2,165,006
4.00
1,105,032
110
600014.0002
Recruitment & Selection
96
1.50
194,784
0.90
127,505
111
100008.0007
Domestic Violence Victim Advocate - 1,2,3
105
1.00
107,616
1.00
107,616
112
100008.0016
Community Programs - 1,3
105
2.00
233,625
2.00
233,625
113
100009.0004
Emergency Management for the COR - 1,2,2
105
2.00
296,115
2.00
296,115
114
200003.0001
Communications - External Relations-3,5
105
3.00
378,900
3.00
362,954
115
200020.0001
Community Enga ement-1,2,5,7
105
2.15
244,153
1.90
218,635
116
400016.0003
Sidewalk Program
105
0.88
97,196
0.05
6,630
117
600004.0003
Applications and Database Services
105
5.35
1,170,540
4.50
995,579
118
600007.0002
Technical and Property Services - 4
105
4.33
500,078
2.33
310,054
119
100004.0003
Business Licensing
113
1.10
82,950
1.10
82,950
120
100009.0008
F&ES Health & Wellness Fund
113
-
25,000
-
25,000
121
200003.0005
Cable Communication Fund 1,2,4,5
113
-
85,674
-
85,674
122
300007.0006
HotelMotel Fund - 1
113
-
245,000
-
245,000
123
400016.0008
Street Maintenance (Engineering Support)
113
0.06
7,028
-
-
124
500020.0002
Urban Forestry and Nat'l Resources-1,2,3,4
113
1.90
510,413
1.90
393,504
125
600003.0001
Communication - Multi Media-5
113
5.00
667,196
3.00
514,605
126
600005.0013
Association Dues and Contracted Services
113
-
319,720
-
290,220
127
600014.0008
Wellness
113
0.55
80,704
0.55
80,704
128
600014.0009
Training
113
0.20
58,823
0.05
31,990
129
100008.0026
Animal Control - 2,4
123
2.00
205,257
2.00
205,257
130
100020.0002
Serving vulnerable/low income-1,2,3
123
4.44
949,688
3.44
803,319
131
100020.0009
CDBG-0
123
1.56
293,740
1.56
293,740
132
300020.0007
Com Relations and Events-1,2,3,4,5
123
0.65
181,395
0.65
165,986
133
400016.0004
Trail Planning, Development and Maintenar
123
0.48
54,271
-
-
134
100002.0008
Probation
128
2.00
168,781
1.00
90,528
135
100008.0010
Wipe Out Graffiti -1
128
-
20,000
-
20,000
136
400016.0002
Transit Coordination/Commute Trip Reduct
128
0.85
141,375
0.70
117,579
137
600014.0011
Employee Recognition and Orientation
128
0.15
20,008
0.15
16,008
138
600016.0001
Trans Operations Internal Support Services
132
1.90
225,164
1.90
223,169
139
500018.0003
Water Education
133
0.20
19,501
0.20
17,501
140
500018.0008
Solid Waste Education
133
0.75
175,680
0.75
151,339
141
300007.0008
Farmers Market - 1, 3, 4
135
-
34,311
-
34,311
142
300020.0010
CarcoTheater-3,4,5
136
1.25
234,104
1.25
219,856
143
200012.0004
Information Center
137
0.93
116,935
0.88
84,494
144
300007.0011
1%for the Arts - 3, 4
138
-
50,000
-
50,000
145
300007.0007
Arts & Culture - 3, 4
139
0.50
59,121
0.50
51,777
146
300020.0003
Museum-3
139
1.00
113,410
1.00
102,953
GRAND TOTAL OPERATING FTE & $$
761.15
153,836,038
710.95
145,229,983
DP_hsting_C5A_impact_v2 iw x1s/C5A table value only by rank 3 of 5
SUMMARY
Al
Projects
Type
LTDThru
1009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Projected
2015
Project
Total
1
Highlands SubArea Plan
E
992
600
-
-
-
1,592
2
Housing Opportunity Fund
E
-
100
100
200
3
S.Lake Wash Redevelopment
E
229
-
229
4
Downtown Waytinding
E
148
148
5
South Correction Entity (SCORE)
G
820
820
6
Parking Garage at the Landing
E
10,350
-
-
10.350
7
Security Upgrades
F
-
90
90
90
90
90
450
8
Henry Moses Aquatic Center
F
5,243
120
120
120
120
120
5,843
9
New Maintenance Facility
F
928
3,600
3,000
10,000
17,528
10
North Highlands Community Center
F
38
2,000
-
-
2,038
11
Leased Facilites
F
2,577
100
260
127
140
3,204
12
Public Restroom Renovations
F
265
120
-
-
385
13
Disaster Repairs
F
-
200
200
200
200
200
200
1,200
14
Grant Matching Program
P/F
250
250
250
250
250
250
250
1,750
15
Black River Riparian Forest
P
-
-
90
100
200
2.000
2,390
16
Maplewood Community Park
P
100
400
4.000
400
4,000
8,900
17
Parks. Recreation, & Open Space Plan
P
371
25
-
180
576
18
Regis Park Athletic Feld Expansion
P
380
300
4.400
350
4.000
9.430
19
Spnngbreak Trail Missing Link
P
711
-
-
711
20
Urban Forestry
P
331
110
60
100
60
200
200
1,061
21
Park Master Planning
P
90
90
90
90
90
450
22
Highlands Library Natural Area
P
-
50
230
-
280
23
Integrated Pest Management Program
P
100
-
100
24
1-405/Talbot Road Streetscape Impr
P
50
-
50
25
OHleash Dog Park Development
P
50
50
26
KC Proposition 2 Cap Exps Levy Id
P
211
160
160
160
160
5
856
27
Parks General Major Maintenance
P
4,211
85
1,035
375
365
695
2,395
9,161
28
Irrigation Renovation & Conservation
P
352
425
250
250
250
400
1,927
29
Irng Automation and Consery
P
ill
60
60
60
60
60
60
471
30
Parking Lot and Drive Repairs
P
132
90
90
50
50
60
472
31
Ball Field Renovation Program
P
50
50
50
50
75
50
325
32
Pathway. Sidewalk, Brdwk Repairs
P
540
50
65
40
90
90
90
965
33
Court Repairs
P
-
20
40
120
20
80
280
34
Tree Maintenance
P
152
70
70
70
70
70
70
572
35
Capital Project Coordination
IP
481
68
70
72
74
76
78
486
Total
1 29,2761
1,753
10,055
10,434
16,439
5,091
12,2031
85,251
#
Resources:
LTD Thru
Projected
Projected
Projected
Projected
Projected Projected
Project
1
User Fee
220
380
247
260
120 -
1,227
2
REET
3
Fuel Tax
4
Utility Tax
5
Bond Proceeds
6
Operating
16.419
-
16 419
7
Grants/Contribution Received
1.110
50
50
50
550
50 1.000
2,860
8
Mitigation Funds Received
711
-
711
9
Granls/Contribution Anticipated
-
10
Mitigation Funds Anticipated
11
Misc/Transfers/Fund Balance
12.050
12,050
12
Interest Income
-
13
KC levy transfer
211
160
160
160
160
5
856
Total
30,501
430
590
457
970
175 1,000
34,123
Balance Available/UnfundedNeeds 1 1 (1,223) (9,563) (19,540) (35,009) (39,925) (51,128) (51,126)
Designated Balance 1 1,2251 1,125
` NOTE. E Economic Development, G General. P Parks, F Facilities
Capital Investment Program - GG
Project Title:
Project Type:
Total Anticipated Project Cost:
Parks General Major Maintenance
Development and Major Maintenance
$ 9,161
Current LOS ❑
Project Number: C32005
Growth ❑ Both ❑
Project Description
Ma or maintenance projects are necessary
to maintain parks
in a safe working order. Identified
projects are listed below:
2009
2010
2011
2012
2013
2014
2015
Total
Playgrounds, Kiosks and Intepretive Sign:
20
-
160
120
100
120
120
620
Light System Upgrades
280
50
200
100
100
110
110
670
Shoreline and Bank Stabilization
125
15
125
200
2000
2,340
Boundary, Topographic & Site Surveys
-
120
30
90
90
90
420
Fencing, Guardrails, Bullrails, Railings
10
20
100
20
20
20
20
200
Landscape Renovation & Repairs
-
105
55
55
55
55
325
Structural Reviews & Repairs
-
-
225
50
-
100
0
375
Total $
435
$ 85
$ 1,035 $
375 $
365
$ 695 $
2.395 $
4,950
2009 Overview
2009 Adopted Budget
Plus Carryforward Funds +1
Mid Year Adjustments date +F
2009 Total
Budget
Actual
Remaining
435
684
1,119
317
802
CIP Expenditures & Resources
Life to Date
P r o I a c t e d
Project
T ru 2009
Total
2010
2011
2012
2013
2014
2015
Expenditures:
Property Acquisition
-
Consultant Services
-
Major Maintenance
4,211
85
1,035
375
365
695
2 395
9,161
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses
4,211
85
1,035
375
365
695
2 395
9,161
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
4,211
4,211
Grants/Contnbution Received
Mitigation Funds Received
Grants/Consnbution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources
4,211
14,211
Balance Available / (Unfunded Needs)
-
(85)
(1,120)
(1,495)
(1,860)
(2,555)
(4,950)
(4,950)
Designated Balance
Impact on Operating Funds
I Ife to Date
Thru 2009
P r o j e c It e d
Project
Total
2010
20111
20121
20131
gL11
2015
Revenue IncreaselDecrease
Expenditure IncreaselDecrease
-
-
(3)
-
(4)
(4)
(5)
(5)
-
(5)
-
(26)
Net Impact
-I
-
Capital Investment Program - GG
5
ray
1.Increase cost recovery
rate on user fees
Development fees
(updated in 2009, may
need to do again in 2010
upgrade technology)
Park/recfees u date
annually based on
market
Fire code (updating 2010
to fund inspector change
from FD40 contract)
Each 1% increase of all
development permits/fees
$34k
Each 1% Park/Rec fees
$25k.
Fire code/permit 33% "
$100k.
REVENUE OPTIONS
Council action but is
limited by economic
conditions.
2. Licenses:
a. Business $5/ee increase — $180k Council action.
b. Animal
(implementing a
multi -year ramp u
to match KC 2009
rates.
$5/pet—$10,000
General purpose ✓ Direct linkage between fees and
cost of services
x Affect users of those services
x May only receive portion of
revenue due to decreased
utilization
x May be viewed as inconsistent
with the economic development
objective
_. _ .... ...................
✓ Current fee established in 1987
General purpose and have never been adjusted
✓ Balance the tax burden between
residential and business
properties.
x Current fee is one of the highest
in the state
x May discourage businesses to get
license and increase enforcement
costs
...........
✓ Current fee is the lowest in the
County
✓ Service level is the highest
h:\finance\budget\icy\council workshop\revenueoptions 2010.doc 6
REVENUE OPTIONS
Source Estimated Amount Approval Process Permitted Use V Pros & x Cons
3. B&O Tax. Up to 0.2% of gross business Council action. General purposes ✓ Balance the tax burden between
receipts. Using sales tax as a residential and business
gauge, 0.1% is anticipated to properties.
generate around $2.4 x Counter to economic
million. development goal
x Few local jurisdictions utilize
x High audit and collection cost
4. Utility Tax: Above 6% 1% rate increase = 16.7%
Council can raise tax on General Purposes.
✓
Balance tax burden from property
increase in collection
cable, and city operated
tax and between residential and
- $2.4M
utilities to over 6%
commercial users.
Electric: $830k
✓
Flexible use (capital &
Gas: $315k
Simple majority voter
maintenance)
Phone: $160k
approval is required for
✓
Generally keeps pace with
Cell: $350k
electric, phone, and gas.
x
inflation
Tax on basic utilities are regressive
Cable: $210k
x
Will likely impact residential areas
W/S/SW/G: $440k
more due to their cable TV use.
S.Property Tax Lid Lift: Up to $3.60/$1000 AV with
Simple majority voter General purposes.
✓
More flexible in election schedule
a. Single Year Lift Library and Fire. (Currently
approval.
x
Perpetuates the imbalance of
our tax rate is around
property tax weight on single
$2.70/$1000 AV. This rate
Can be held at special
family residential properties
elections.
x
Requires annual vote, or will not
could be higher if AV
keep pace with inflation
declines further)
x
Levy subject to $3.6/1,000 limit
It - $115k/1% - $310k
Unless the ballot specifies a
period, it raises the base
permanently.
h:\finance\budget\lcy\council works hop\revenueoptions 2010.doc 7
ODI
REVENUE OPTIONS
b. Multi Year (up to 6)
The ballot can specify
Simple majority voter
Must designate purposes,
✓
Reduces the frequency and cost of
Lid Lift
whether the base is raised
approval.
and cannot supplant current
election
permanently, or reverts
funding.
✓
If specified, will allow revenue to
back to the old base prior to
Primary or general
keep pace with inflation for six
the approved lid lift.
(September or
years at a time
November) elections
x
Perpetuates the imbalance of
only.
property tax weight on single
family residential properties
x
Limited election dates
x
Designated use and non -
supplanting
x
Levy still subject to $3.6/1,000
limit
6. Property Tax, excess
1C " $130k
60% approval, 40%
Capital Acquisition and
✓
The last voter approved levy (for
levy
turnout
Improvement Projects
senior housing) ended in 2008 was
1% - $310k
at 5C/000
✓
A common method of financing
For the duration needed to
capital improvements
retire the bonds only.
✓
Outside the $3.60 local levy limit
x
60% approval requirement is
more difficult to achieve
....... .. ........... - .....
7. Special Taxing District
- -- ----._...-........ ---- - - -..._.
Library district up to 50C/
Simple majority voter
For both operation and
✓
Designated funding sources for
$1000 AV
approval.
capital needs of park and
parks and recreation
recreation programs and
programs/facilities
Parks District: up to 75C/
facilities.
✓
No time limit
$1000 AV
x
Growth is still subject to 1% limit
after levy is in place
Fire Authority up to $1.50/
x
Park levies have not received
$1000 AV. Current the net
overwhelming supported in the
cost of fire dept cost is
past.
around $1.2/ $1000 AV
$14 million a year)
h:\finance\budget\1cy\council works hop\revenueoptions 2010.doc 8
m
REVENUE OPTIONS
Source Estimated Amount Approval Process Permitted Use Pros & x Cons
8. Transportation Benefit No to exceed $20/ vehicle ■ Council action. Transportation purpose. ✓ Easy to administer (via state
District /year and is anticipated to • Estimated at $1 million licensing renewal process.)
(Local Option Vehicle generate $1 millionJyr. +/- a year ✓ Direct linkage between fee and
Licensing Fee) services
x Target of various prior voter
initiatives.
9. Special assessment
districts
10. Impact Fees
(Currently under
review. likelv will result
in changes amount
uncertain.
Special assessment levied
Council may initiate by
LID: Capital.
against a property based on
resolution which can
relative benefits from the
be overturned if over
BID: Capital or operating.
60% of owners object
improvement.
to the assessment;
■ Owner can petition
Council to form
LIDS/BIDS with 10%
signature petition and
60% owner approval _..,..-..
...... ..... ._...._....._-_.......�_...
Currently assessing impact
Council action.
For capital facilities that are
/mitigating fee based on
identified in the capital
SEPA and is working on
facilities plan and for
GMA impact fee. The
services demands generated
revenue difference is not yet
from growth
determined.
✓ Does not impact general tax or
debt capacity;
✓ Assessment based on benefits
received
✓ Cost of administration can be
included in the assessment
x Restrictive laws govern process,
billing, terms, etc.
✓ Growth pays for their impact
✓ Easier to administer than current
structure
✓ More predictability for
development
✓ Could be more flexible allowable
projects"
x Replace current SEPA mitigation
fee, net gain is uncertain
x Amount depends on development
activity (hard to predict)
h:\finance\budget\icy\council workshop\revenueoptions 2010.doc 9
POLICE DEPARTMENT TKI.
o 175t
�0.
M E M O R A N D U M
DATE: February 9, 2010
TO: Kevin Milosevich, Chief of Police
FROM: Kent Curry, Commander
SUBJECT: Photo Enforcement Program
Photo Enforcement Goals
• Reduce the number of right angle collisions (most serious type of collision, with
highest injury rate)
• Reduce the number of red light runners
• Increase the efficient flow of traffic at intersections (reduce the number of red
light runners blocking intersections thus preventing the regulated flow of traffic)
• Reduce the overall speed of vehicles through school zones with history of
speeding problems
• Increase the safety of children in school zones
• Increases the efficiency of intersection enforcement
• Increases the efficiency of school zone violations
• Free up Officers for better resource allocation
• Program supported by those who violate the law
• Program is self supported or no cost to the city
Contract Cost
• Approximately 40,000 per month for services and equipment
• $480,000.00 per year.
• Entered contract Sept 2007 — 5 year contract
• City can terminate after 12 month operating period
Associated Expenses
• Court costs (2 FTE's) = $150,000 (1 FTE funded)
• Pro -tern Judge = $50,000
• 2010 Budget decision package to fund Police Department's Traffic Unit =
$1,2000,000
Revenue
• 2008 = $811,469.80
• 2009 = $2,359,134.52
• 2010 year to date = $233,137.00
• Program to date = $3,403,741.00
• 41,934 Tickets issued program to date
• 68.8% recovery rate of payment on total citations issued (28,850)
• Recovering $ 81.16 per ticket (Total number of tickets issued)
• Recovering $118 per ticket (68.8% of total number of tickets issued)
Red light camera enforcement
• Six approaches
• Four intersections
• Began issuing tickets in July 2008
A comparison of red light tickets issued during the last six months of 2008 with the same
time period in 2009 show a 31% reduction in the number of tickets issued. These
numbers reflect a dramatic decrease in the number of motorists violating red lights at
these intersections.
Amber lights at our camera intersections are greater than or equal to 4 second time
interval.
We are currently working with a graduate student intern to complete an analysis on the
effectiveness of our red light system.
Fixed Speed (School Zones)
• Three school zones
• Began issuing tickets in September 2008 for Renton High School and McKnight
Middle School
• Began Issuing tickets in October 2008 for Talbot Hill Elementary School
2007 Speed Study
2010 Speed Study
Renton High School
41% > 25mph
.01% > 25mph
McKnight Middle School
67% > 25mph
6% > 25mph
Talbot Hill Elementary
21% > 25mph
4% > 25 mph
Speed Studies were conducted when flashing lights were activated and school zones
were in effect. These comparisons show a dramatic decline in the percentage of
vehicles speeding through the school zones. The study also showed a decline in the
number of vehicles traveling through the school zones.
There was a 12% reduction in the number of tickets issued from September — December
2008 compared with the same 4 month period in 2009.
H B 2780
• This bill would have reduced the current $124 photo -enforcement fine to $25
• The result would have reduced our 2009 revenue from approximately 2.35
million to approximately $493,00
• This bill appears to be dead in Olympia
Fine Comparison
Officer Enforced
Miles over: Double if in school zone
1-5 $113
$226
6-10 $124
$248
11-15 $154
$308
16-20 $195
$390
RMC Photo Enforcement
1-15 over $124
16 or more $250
Recommendation:
1. Change the signage in the school zones (where flashers are installed) to reflect:
School Speed Limit 20 When Flashing. (Action: would require removing signs at
these locations that read "When Children are Present")
2. Change flashing programming at Renton High School to arrival/departure times
and during lunch periods.
3. No summer school fixed speed enforcement —disconnect cameras but have
flashers programmed.
4. Change in ordinance (meet legal requirements of court rules)
5. Recommend that we continue with the current fine structure.
Photo -Enforcement Speed Studies
Renton High School
An unmarked patrol car conducted a speed study on February 4, 2010. The study involved westbound
traffic on S. 2"d using the two northern lanes. Vehicles observed turning into or leaving school grounds
were not included in this study. This study was conducted between the hours of 6:50 A.M. and 7:30
A.M. while the flashing lights were activated and students were arriving at school.
The results were compared with a similar study that was conducted in 2007, prior to the installation of
photo -enforcement cameras.
Vehicles monitored
# Vehicles exceed 25 MPH
Average speed
Fastest Vehicle
Percentage of Veh > 25mph
Talbot Hill Elementary
2007 2010
243
163 (33% fewer vehicles)
100
3
28.04 MPH
17.3 MPH
35 MPH
30 MPH
41%
.01%
Date: February 4, 2010
Time: 8:45 A.M. — 9:15 A.M., while the flashing lights were activated and students were arriving at
school. Vehicles observed turning into or leaving school grounds were not included in this study.
Vehicles monitored
# Vehicles exceed 25 MPH
Average speed
Fastest Vehicle
Percentage of Veh > 25mph
McKnight Middle School
2007 2010
258
140 (46% fewer vehicles)
57
5
27.85 MPH
17.7 MPH
36 MPH
30 MPH
21%
4%
Date: February 4, 2010
Time: 7:45 A.M. — 8:15 A.M., while flashing lights were activated and students were arriving at school.
Vehicles observed turning into or leaving school grounds were not included in this study.
2007
ie69. 2 0 1 c
Vehicles monitored
200
118 (41% fewer vehicles)
# Vehicles exceed 25 MPH
134
8
Average speed
32.17 MPH
18.5 MPH
Fastest Vehicle
51 MPH
30 MPH
Percentage of Veh > 25 mph
67%
6%
2009 Edition Part 7 Figure 713-1. School Area Signs
Figure 78-1. School Area Signs
School Advance School Crossing School Zone Sign
Crossing Assembly Assembly
S1-1 S1-1 St-1
ALL YEAR 54-71' (optional)
AHEAD W16.9P w16-7P $CHO SA-3P (oplionAl)
OR OR
2fl0 FT W16.2aP
W16-5P (optional)
OR
20� OR
Ef W36.2P
W16.6P (optional)
OR
W16-5P (optional)
OR
W16-6P (optional)
93.1
SCHOOL
SPEED
LIMIT
.20
S5-1
WHEN
FLASHING
FINES R2-6P
HIGHER (optional)
BUS TURN
�, AHEAD o
S3.2
END
SCHOOL
ZONE
END
SCHOOL
SPEED
LIMIT
S5-3
S4•5
BEGIN
HIGHER
FINES
ZONE
R2-10
School Speed
Umit Assembly
H O
S4-3P
SPEED
LIMIT
R2-1
54.1 P
OR
"
S4-2P
OR
S44P
f1ASHI1tG
OR
i ao iao Mg
S4-1 P
MON•FRI
S4-613
20 MPH
IDOL ZC
AHEAD
S4.5a
END
HIGHER
FINES
ZONE
R2-11
Renton: The center Hof opportunity in the .Puget Soun
Region where families and businesses thrive F'
M0 0 The City of Renton, in partnership and
R22ROM communication with residents, businesses,
and schools, is dedicated to:
Providing a healthy, welcoming atmosphere where citizens choose to live, raise families,
and take pride in their community
j Promoting planned growth and economic vitality
Valuing our diversity of language, housing, culture, backgrounds and choices
Creating a positive work environment
Meeting service demands through innovation and commitment to excellence
RUT-01-31 I • 2009-2014
Meet the service
demands that
contribute to the
livability of the
community
Prioritize services
at levels that can be
sustained by revenue
Plan, develop and
maintain quality services,
infrastructure, and amenities
Respond to growing
service demands while
meeting the unique
requirements of diverse
population through
partnerships, innovation,and
outcome management
Retain a skilled workforce
by making Renton the
municipal employer of
choice
Balance development with
environmental protection
Manage growth
through sound
urban planning
Foster development of
vibrant, sustainable,
attractive, mixed -use
neighborhoods in
established urban centers
Uphold a high standard
of design and property
maintenance throughout
the city
Provide a balance between
housing and high -quality
jobs
Maintain services to
current residents while
welcoming annexation areas
that desire to become part
otRenton
RENTON. THE CENTER OF O�Pi ORW
Influence
decisions that
impact the city
Demonstrate leadership by
developing and maintaining
partnerships and investment
strategies with other
jurisdictions that improve
services
Aggressively pursue
transportation and other
regional improvements and
services that improve quality
of life
Advocate Renton's
interests through state and
federal lobbying efforts
Promote
Strong
Neighborhoods
Support the vitality and
positive appearance of
neighborhoods through
community involvement
Encourage and partner in
the development of quality
housing choices for people
of all ages and income levels
Ensure the safety, health,
and security of citizens
through effective service
delivery
Promote pedestrian and
bicycle linkages between
neighborhoods and
community focal points
Promote citywide
economic
development
Promote Renton as the
progressive, opportunity -
rich city in the Puget Sound
region
Capitalize on growth
opportunities through bold
and creative economic
development strategies
Recruit and retain
businesses to ensure a
dynamic, diversfied
employment base
Continue redevelopment
efforts downtown, in the
Highlands, and South Lake
Washington
usiness Plan Actions • 2009-2014
Meet the service demands that contribute to the livability of the community
2009-2014 Actions:
• Develop a long-term strategy to meet staff facility needs including the potential of construction of anew 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)
• Design and construct a new Maintenance Facility.
• Design and construct a Fire & Emergency Services facility to enhance service levels in Kennydale and other neighborhoods in the northern portion of the City.
• Develop a plan to increase public access and enjoyment of the Cedar River through the City's Urban Center.
• Complete and implement the Parks, Recreation and Open Space Plan which identifies needs and funding for acquisition and development
• Enact the recommendations of the Renton Library Master Plan that provide the desired level of service for library customers.
• Develop and implement on-line systems to improve customer service and ncrease options for how residents get City services.
• Improve the City's Fire Rating to reduce insurance costs.
• Establish a CERT Team in each Community Planning Area to better prepare business and residents in the case of an emergency.
• 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.
• Establish service delivery standards through the development of a Fire and Emergency Services Master Plan
• Complete the Renton History Museum's Master Plan and review the recommendations.
Manage growth through sound urban planning
2009-2014 Actions:
• Develop a plan by which large scale annexations could occur without negat;vely impacting the existing City over t me.
• Review and update development regulations and mitigation fees to ba!ance sound land use planning, economic development and environmental protection while improving efficien-
cies.
• Complete the State -mandated Shoreiine Master Program update.
• Develop "low -impact" and "green" development incentives.
Influence decisions that impact the City of Renton
2009-2014 Actions:
• Work with the State Legislature and King County to extend or develop funding mechanisms to offset the anticipated cost of future large-scale annexations.
• Work with The Boeing Company and other aerospace companies to increase the number of industry related jobs in Renton.
• 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. (refer to Transportation Committee)
• Increase the frequency and number of bus routes connecting the Renton Highlands and The Landing and Downtown Renton.
• Enhance the partnership between the City and the Renton School District by pursuing joint operating agreements for like services
and other potential efficiencies.
• Develop strategies to improve response times for advanced life support services.
• Partner with King County and ne ghbor cities to mitigate the impact of FEMAs updated FIRM map.
Promote strong neighborhoods
2009-2014 Actions:
• 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, SpringbrookI Interurban, and Cedar River Trails.
• Through existing capital improvement planning, improve pedestrian connections city-wide, 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.
• Achieve'Tree City USA° status.
• 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.
Promote citywide economic development
2009-2014 Actions:
• Aggressively pursue the redevelopment of the Quendall Terminals and Pan Above properties to their highest and best use.
• Aggressively pursue redevelopment of the Sound Ford, Bryant MotorslDon-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 properly owners and encourage the fimely redevelopment
and/or renovation of aging buijdings.
• Through a publiolprivate partnership, establish fadlites
forthe use of seaplane and land -based aircraft ��Y O�
RENTON. THE CENTER OF OPPORxo
City of Renton
Business Plan Goals & Actions
2011- 2016
Action to be deleted
Action to be revised
Action to be added
Meet the service demands that contribute to the livability of the community
Existing Action
Lead Dept
Status
Suggested Revision
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
Need to determine whether projected staffing requirements for
other customers, and contributes to the continued
FW and WH annexations can be facilitated In existing structure.
revitalization of the City's historic business district.)
Community Services and CED
Regardless, seems unlikely In current economic climate.
Consider deleting
No funding available. Currently considering purchase of
Develop a strategy and funding for construction of a new Parks
Design and construct a new Maintenance Facility
Community Services
Bronson & Park property as long-term temporary solution
maintenance facility
Design and construct a Fire & Emergency Services facility to
Land on N 30th purchased in 2001. Sufficient budget for staff a
enhance service levels in Kennydale and other neighborhoods
full fire station unlikely in the six year time frame Consider a
in the northern portion of the City
F&ES and Community Services
facility to house an aid car only.
Key element of the City Center Community Framework Plan.
Develop a plan to increase public access and enjoyment of the
implementation strategy to be developed in City Center
Cedar River through the City's Urban Center.
CED and Community Services
Community Implementation Plan.
Complete and implement the Parks, Recreation and Open
Space Plan which identifies needs and funding for acquisition
and development.
Community Services
Not yet initiated.
Enact the recommendations of the Renton Library Master Plan
KCLS annexation vote In Feb. '10. Consider revising to reflect
that provide the desired level of service for library customers.
Community Services, Executive
outcome.
Revise to reflect outcome of 2/9/10 KCLS annexation vote
eGov on-line building permit live in 2009. Participating in eGov
online permitting planning, NWmaps.net development. Online
Develop and implement on-line systems to improve customer
HR tools deployed. Business license renewals online, but still
service and increase options for how residents get City services.
FIT, All
need new applications.
Improve the City's Flre Rating to reduce Insurance costs
FES
Scheduled consult with Survey and Rating Bureau In 2010
Consider deleting
Need more communication/outreach efforts, as last two classes
canceled for low enrollment. Next CERT class scheduled to
Establish a CERT Team in each Community Planning Area to
begin in Spring 2010. More planning needed to establish
better prepare business and residents in the case of an
timeline and benchmarks for the long-term goal of a CERT team
emergency.
FES (Emergency Management)
in each planning area.
Implement a Community Planning Initiative to align the City's
Comprehensive Plan with related activities by geographic areas
City Center Community Framework Plan draft under review. Q2
Continue to Implement the Community Planning Initiative to
of the City through engagement with the communities
2010 adoption. Initiate City Center Community Implementation
better align the City's planning efforts with the services It
themselves
CED
Plan. Next plan underway in 2011
provides and the desires of the community
Establish service delivery standards through the development
of a Fire and Emergency Services Master Plan.
FES
In FES' 2010 work program
BRB hearing scheduled for April 2010 or later, Council has30
days to del"mine whether question will be placed before
voters. Initial funding partners meeting held January 8.
Develop and Implement a West Hill Community Transition Plan
Pursuing funding options through state and federal
- a long-term strategy to enlist Intergovernmental, non-proftt
appropriations sources. Developing a specific funding ask of
and corporate support fnr the revltaRzadon of the West HIII
King County. and an outreach strategy to engage the
Potential Annelradon Area
Executive
community for Implementation In 2010-2011
Influence decisions that impact the City of Renton
Action
Lead Dept
Status
Suggested Revision
Work with the State Legislature and King County to extend or
develop funding PuKbanlsms to offset the anticipated cost of
future large -sole annexations.
Executive and CED
See annexation discussion above.
Consider deleting.
Regular coordination meetings established with Boeing. Airport
lease negotations underway and expected to be complete In Ql
Work with The Boeing Company and other aerospace
2010. Actively participating In Ar.fospace Futures Alliance and
companies to Increase the number of Industry related Jobs In
State advocacy to support the Industry. Have Increased
Renton.
CED, PW, others
engagement with other Renton aerospace companies.
Move to "Promote dtywide economic development" Goal
In partnership with partner dries, facilitate the successful
In partnership with other cities, build a regional
SCORE facility under construction and expected to open In
opening of the SCORE regional misdemeanant correctional
misdemeanant correctional facility.
Police
2011.
facility
Work with the King County Ferry District to ensure a future
Funding for Ferry District redirected to bus service. Not Ilkety, to
passenger ferry route on Lake Washington serves Renton.
CED, PW. and Community Services
re-emerge In six year window.
Delete
Aggressively pursue development of a Bus Rapid Transit
Work with METRO to plan for the successful launch of Renton -
network along the Interstate 405 corridor.
PW
METRO RapldRide route planned for 2013 implementation.
SeaTac-Burlen RapidRlde bus rapid transit service
RapidRide scheduled for implementation In 2013 ST Renton -to -
Pursue a concept for a streetcar or another mode of
Burlap Light Rail planning to begin in 2015 City Center Plan
meaningful high capacity transit connecting South Lake
calls for area wide transportation plan to Include transit
Plan for future high capacity transit Investments and ensure
Washington, Downtown, and the Longacres Commuter Rail
modes/routes and, specifically, consideration of a streetcar on
that they are built In a timely manner, consistent with
Station.
CED and PW
Park Ave.
community desires
Increase the frequency and number of bus routes connecting
the Renton Highlands and The Landing and Downtown
TransItNow partnership for Route 110 abandoned in 20D9.
Renton.
PW and CED
Needto address Highlands needs. Strategy not apparent.
Consider deleting.
Enhance the partnership between the City and the Renton
School District by pursuing Joint operating agreements for like
services and other potential efikiencies
I Executive, Community Services, Police, others
Many meetings with RSD with little progress
Consider deleting
Develop strategies to Improve response times for advanced
Ability to influence Medic One Is limited, but reduced response
life support services.
FUS
times for basic fife support Is a goal.
Revise and move to "Meet Service Demands" goal
In cooperation with other cities, the county, state, and federal
governments, support efforts to permanently fortify the
Howard Hanson Dam and certify the Green River levies and
Partner with King County and neighbor cities to mitigate the
New FIRM map anticipated to be released In Q3 2010 Howard
mitigate the Impacts of FEMA's revised 100-year floodplain
Impact of FEMA's updated FIRM map-
PW
Hanson Dam/Green River Levy situation needs to be addressed.
map
Promote citywide economic development
Action
Lead Dept
Status
Suggested Revision
Master plan submitted Quendall Terminals In 20D9. EPA record
of decision as early as 2010 and site ready for development in
2012. Pan Abode. development proceeding. First phase (hotel)
Aggressively pursue the redevelopment of the Quendall
to be completed 2011/12. $1.7 mill State Capital Budget
Terminals and Pan Abode properties to their highest and best
appropriation secured for water line, sidewalk Improvements
use.
CED
and May Creek Trail extension.
Consolidate In to new broadened development action below
Ongoing marketing of Sound Ford site. Don-A-Usa hotel was
removed In 2008. CA Zone amendments completed In 2008
support mixed use vision for Bryant Motors site. Comp Plan
Amendment to Increase allowable housing density at Stoneway
site (CDR zone) under consideration In 2009. Market may rwt
support development of these sites In near term. There are
Aggressrv* pursue redevelopment of the Sound Ford, Bryant
other high profile development sites as well (e g., Southport,
Motors/Don-adlsa Hotel, and Stoneway properties.
CED
Longacres, Sunset Bluffs, Lakeshore Landing)
Consolidate in to new broadened development action below
Pursued Russell Investments opportunity. Microscan and PS
Blood Center completed expansions. ATF relocating here In
Aggressively recruit new high -profile and high -wage employers
2010. Other major recruitment efforts Included C❑Instar,
Aggressively recruit new high -profile and high -wage employers
to locate in marquee office development opportunities In
Aviation Partners. GM Nameplate, Schwartz Bros., and FAA
to locate in Renton, while working with existing employers to
Renton.
CED
(retention) are ongoing.
retain and expand the number of jobs in the community
Direct redevelopment of the Landing -Phase 11 properties to
Significant efforts with Duke Realty and Marriott developments
heir highest and best use, while mitigating Impacts to the
failed due to national economic crisis. Engage community
surrounding neighborhood.
CED
through City Center Community Plan.
Consolidate In to new broadened development action below
Engage key downtown property owners and encourage the
Met with several property owners and potential developers.
timely redevelopment and/or renovation of aging buildings.
CED
Economic realities make near term redevelopment challenging.
rough a public/prtvate partnership, establish facilities for the
Received conceptual Interest from Northwest Seaplanes In
use of seaplane and land -based aircraft.
PW, CED
2008.
Consider deleting
esslvely pursue the redevelopment of key large and hlgh-
profile properties
CED
Explore feasibility of establishing the NW Salmon Discovery
Depending outcome of KCIS annexation, Identify partners to
Center
CED
fund a fvimibillly study
Moved from "Strong Neighborhoods" goal and revised to
Enact the recommendations of the Arts & Culture Master Plan
CED
reflect anticipated completion of the Plan In mid 2010.
I
Moved from "Influence Decisions" Goal. Regular coordination
meetings eftabllshed with Boeing. Alfpo•t lease negotatlems
underway and expected to be complete In 01.2010. Actively
Work with The Boeing Company and other aerospace
participating In Aerospace Futures AtMnce and State advocacy
companies to Increase the number of aerospace Industry
to supM t the Industry. Have Increased engagement with other
related jobs In Renton.
CED, PW, others
Renton aerospace companies.
BIENNIAL BUDGET PROCESS OVERVIEW
LEGISLATIVE AUTHORITY AND HISTORY
All cities and towns are allowed to prepare budgets on a biennial basis instead of an
annual basis since 1985. The adaptation of biennial budgeting was initially slow, with only
three cities statewide that practiced biennial budgeting by the mid-90's: Vancouver
(initiated in 1985-86 budget cycle), Tacoma (1991-92), and Mercer Island (1991-92).
More cities/towns moved to biennial budgets starting in the 1997-98 budget cycle, and
currently nearly 13 of the 38 King County cities chose biennial budgeting, and a similar
ratio is also observed throughout the state.
Under the state law, cities and towns may only start a biennial budget on an odd -
numbered year, and it must adopt the enabling ordinance at least 6 months before the
start of the biennium. Therefore if the City chose to move forward with 2011-2012
biennial budget, City Council must pass an ordinance by June 30, 2010. The legal
requirement for the initial preparation of a biennial budget is almost identical to that of
an annual budget. The statute also requires a mid -biennial review to occur no sooner
than eight months after the start (September 1, 2011) or later than the end of the first
year of the biennium (December 31, 2011).
KEY ADVANTAGES
Time Saving is by far the most noted advantage of a biennial budget process. Developing
a two year budget requires more time during the first year, but not substantially more,
while requiring substantially less time in the second year, which is where the time saving
comes from. A typical budget calendar for both years is attached to illustrate the
different in process.
The estimated time savings by Finance is 1 to 1.5 FTE, which is part of the department's
staffing reduction made in the 2010 budget. There will be time savings by direct service
departments as well. The time saved in those cases would primarily be for management
and support staff, and their efforts can be redirected to strategic planning and other
management and service delivery issues.
Longer Planning Horizon is probably a more important characteristic for biennial
budgeting than time saving. This is accomplished in two ways: 1) by expanding the
budget horizon to two years; and 2) by allowing time during the "off-year" to focus on
strategic planning efforts.
The longer planning horizon provides a more complete view of the long term fiscal impact
of new programs or any changes in existing programs or conditions, which are not always
fully visible under an annual budget environment. This is why it is easier to balance the
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first of the two year budget than to balance the second year; and it contributes to
sustainable budget practice.
KEY CHALLENGES
The longer planning horizon while is the key benefit of biennial budget, it also brings the
most challenges of the biennial budget process.
Revenue Projection Accuracy. For annual budgets, we typically project revenues 6 to 18
months into the future. Biennial budget requires us to extend the projection horizon into
30 months in advance. The further out the projection period, the less reliable and more
chance for errors. The truth is, conditions can change quickly and the best way to
manage revenue projections is to monitor them closely and make adjustments as soon as
practicable.
Ability to Address Changes. Once a budget plan is set, changes, particularly budget
reductions, are frequently difficult and require a long process to implement. Again, while
this is a valid concern, it is not unique to biennial budget. Budget changes may be
necessary due to changes in financial, natural, or legislative environments regardless
what type of budget process we use. Depending on the size and duration of the
modifications needed, quick correction may not always be practical, and that a
contingency fund may be needed in order to backfill a gap temporarily to allow time for a
smooth and thoughtful process to implement changes.
DIFFERENT FORMATS/PRACTICES
If the City decides to implement the biennial budget, there are three basic format options
to choose from:
1. A combined 2-year budget amount, treat the 24 months as one fiscal year when
budget is concerned. This is the true form of the biennial budget. City of Tacoma
has adopted this model at the inception of their biennial budget process. The full
amount is available during the first 12-month period, and all balances at the end
of year one are automatically rolled into the next. This created challenges for
financial reporting, which under the state law is still on an annual basis and the
city is still required to compare first year actual with "budget" to illustrate
compliance with RCW 35.34.210 or RCW 35A.34.210.
2. A combined 2-year budget with the amount allotted to each of the two years. The
allotments could be for management purposes only, in which some are not legally
binding spending limits, and over spending in year one is allowed; any balances at
the end of year one are available in year two. This system actually tends to
encourage departments to save up resources for things they may need during the
biennium and may or may not have budgeted for. However, there is no evidence
that the same savings remains at the end of the second year.
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Some entities restrict the allotments in their financial management system so
overspending in year one would not actually be allowed even if it is not "illegal"
under the state law.
3. Two 1-year budgets. Under this system each year's appropriation is considered a
distinct legal spending limit, balances at the end of first year are returned to the
Fund Balance and are available to Council for re -allocation; or if amounts are
needed for continuation of projects/programs in progress, they are moved to the
second year through a carry -forward budget adjustment. This is substantially the
same as the annual budget process we currently have.
Option 1 provides the most management flexibility while Option 3 allows more fiscal
oversight. Nearly all entities that started biennial budgeting since 2000 have chosen
Option 3.
POLICY IMPLICATIONS
It is important to remember that the budget is a key policy tool through which the City
Council exercises its policy as well as financial oversights over the City's operation.
Setting up a 2-year budget every other year means less opportunity to "change courses"
mid -biennium. It is typical that only minor adjustments to services are made during the
mid -biennium adjustment process even if resources appear to be available. This is so all
City's needs can be identified and evaluated at the same time during a regular budget
cycle. This practice is not because any law prohibits entities to re -exam the budget
priorities during mid -biennium. Indeed, the mid -biennial budget adjustment can be as
significant as the entity wants it to be. But if all the decisions are revisited every year, it
would greatly diminish the efficiency and benefits of biennium budgeting. Therefore
under normal circumstances, the mid -biennial budget adjustment should be viewed as a
chance to "fine-tune" the budget in place; but the City has the flexibility to make
substantial modifications when situations require.
CONCLUSION
Biennial budgeting is a good tool from an efficiency and fiscal management perspective.
State law is sufficiently general that it allows each city to choose how to implement the
process to best meet their needs. The two 1-year budget approach will make the
transition relatively seamless and allow for better financial oversight. While it is typical
only marginal modifications are made during a mid -biennial budget review process, there
is no restriction to that effect and the City could and should make whatever budget
changes it deems necessary.
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BIENNIAL BUDGET CALENDAR
The following table illustrates a typical biennial budget calendar for both the initial budget
development year and the mid -biennium adjustment year. The process and legal deadlines in
Year 1 are identical to the annual budget process. Year 2 is the simplified mid -year review process.
Process Description
Year 1
Year 2
1j2134567il8
I
910111211213141516171819
1 10
1 11
1 12
1. Administration Planning Retreat
I
2. Council sets budget priorities and guidance
in workshop
3. First quarter financial report to Council
Committee of the Whole updates revenue
projections
4. Administration develops budget parameters
_
5. Finance/City Service Area Teams review &
update requests for results to be consistent
with Council's and Mayor's directions and
issue Request for Results
6. Departments prepare response to RFR
including program revenues, personnel, and
expenditure requirements // Departments
identify necessary mid -biennium
adjustments
7. CSAT prioritize programs/proposals, provide
feedbacks to department, and submit
recommendation to the Mayor
8. Finance updates revenue estimates and
compiles with department submittals
9. Administration makes adjustments to
department submittals/establishes
balanced preliminary budget
l
10. Preliminary budget document prepared,
printed, and filed with City Clerk and
presented to the City Council (at least 60
days prior to the ensuing fiscal year)
11. City Clerk publishes notice of the filing of
preliminary budget and notice of public
hearing to be held during preliminary
budget deliberations
12. City Council conducts workshops and public
hearings on the preliminary budget
including revenues and property tax levies
13. City Council makes modifications to the
l
proposed budget/mid-biennium
adjustments
_
14. City Council adopts an ordinance to
_
establish the amount of property taxes to
be levied in the ensuing year
,
15. Final budget/Mid-biennium adjustments, as
adopted, is published and distributed within
the first three months of the following year
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Future of Renton Library Services
February 10-11, 2010
• If voters reject... / if voters approve...
0 2010 Budget implications
• Status of KCLS Agreements
o Reciprocal agreement
o Benson Hill annexation funding
o Cross -use payment and future study
• Renton's current options
o Relative to all priorities
• Think ahead to Fairwood election
Summary of Major Library Reductions for 2010
Staff reductions: $81,163
6 part-time positions eliminated (1 Librarian Intern, 1 Clerk, 4 Pages)
Reduced hours for 4 part-time positions
75% reduction in funding for substitutes/vacation relief
Service Impact:
Reduction in open hours at Main Library from 60 to 50 per week
Reduction in open hours at Highlands Library from 42 to 34 per week
Less flexibility for staff absences for vacations and/or training opportunities
Books and Materials reduction: $82,000
30% reduction in library materials budget
Service Impact:
Fewer copies of high -demand items will result in longer wait -times for borrowers
Fewer new titles purchased will result in more frequent referrals to other libraries for
materials patrons want.
Regional Courier Service elimination: $6,233
Twice -weekly pick up and delivery of materials borrowed through Interlibrary Loan will
cease; materials will be sent via US mail instead.
Service Impact:
Library patrons will have reduced limits on the number of items they can borrow
through Interlibrary Loan.
Some loaning libraries will not send books by mail. This will make it more difficult for us
to obtain needed books for our customers, even though reduced funding for books and
materials will increase public demand for this service.
Other Reductions: $54,323
Small equipment, operating rentals, staff travel, training, and professional memberships
are all zero -funded. Funding for equipment repairs and maintenance was reduced by
75%, and operating supplies by 15%. Funding for paid performers for children's
programs was reduced by 75%.
Service Impact:
Travel and training reductions will make it more difficult for staff to grow professionally,
to stay current with changing trends in library services, and to exchange ideas for
services and programs with other libraries.
Minor equipment repairs will be accomplished on high -priority items only.
The library staff will be performing all programs for children, which will impact the
variety of programming and may reduce the number of programs offered.
Total 2010 budget Reductions: $223,719
Library Schedule changes for 2010
Renton Downtown Library
Hours Reduction for 2010 =10 hours
Current Schedule (60 hours): Monday -Thursday 1 Oam-9pm
Friday and Saturday 1 Oam-6pm
Closed Sunday
2010 Schedule (50 hours): Monday -Wednesday 10am-8pm
Thursday and Friday 1Oam-5pm
Saturday llam-5pm
Highlands Library
Hours Reduction for 2010 = 8 hours
Current schedule (42 hours): Monday -Thursday 1 Oam-7pm
Saturday 10am-4pm
Closed Friday and Sunday
2010 Schedule (34 hours): Monday and Thursday 12-7pm
Tuesday and Wednesday 1 Oam-6pm
Saturday 12-4pm
Closed Friday and Sunday
Included in 2009 Original Budget
2009 Budget Amendment -Final
KCLS Benson Hill Annexation Funding
2008 2009 2010 Total
Revenue.,
KCLS Payments -Benson Hill Annexation 251,017 511,503 990,206 1,752,726
Total Revenue 251,017 511,503 990,206 1,752,726
Expenditures:
Outreach Librarian (LT) 2009-2010 - (90,492) (81,863) (172,355)
Library Materials - (50,000) - (50,000)
KCLS Cross -Use Payment - (278,000) (278,000) (556,000)
Consultant - (15,000) - (15,000)
Total Expenditures - (433,492) (359,863) (793,355)
Ending Balance 251,017 329,028 959,372 959,372
Notes:
KCLS Payments: Four payments of $495,103, plus interest, less cross -use payments
Payments scheduled for 12/1/08, 6/1/2009, 12/1/2009, 6/1/2010
First two payments received, two more remaining. December 1, 2009 payment not expected until 2010.
2010 Outreach Librarian cost derived from Position Budgeting (Position #02490/004)
2010 Revenue calculated based on two payments of $495,103
2010 Cross -Use estimated payment based on 2009 figure
(:AG--95 104
O.King County Library Syste.rn
:1011 41111 :A, vntu• `mi li • Scud lr, )X (IN111ngto 1 981111l 5 f ()1 • (:.06) 462 9600
LIBRARY COOPERATIVE USE AGREEMENT
This agreement made and entered into this 30th day of November, 1995 by and
between the City of Renton, 200 Mill Avenue South, Renton, Washington, hereafter
referred to as "Renton Public Library" and the King County Rural Library District, 300
Eighth Avenue North, Seattle, Washington, hereafter referred to as the "King County
Library System."
In consideration for the mutual conditions in this agreement, the parties agree
as follows:
I)PURPOSE
The parties agree and understand that the purpose of this agreement is for the
Renton Public Library and the King County Library System to provide reciprocal library
use privileges to the residents of both jurisdictions beginning on January 1, 1996. The
parties agree that the reciprocal use will be permitted without payment of individual
non-resident user fees by the respective jurisdicitons and without payment by the
libraries or their political subdivisions for any other services recaived or given.
2) RECIPROCAL USE
The parties agree that patrons requesting cards from the neighboring
organization need first to have a valid card from the library facility in the jurisdiction in
which they reside.
3) LOSSES
The parties agree and understand that neither jurisdiction will be financially
responsible for any losses incurred by that jurisdiction as a result of the reciprocal
library use privileges granted to the patrons of the other jurisdiction.
4) CROSS USE STUDY
The parties agree to conduct a study daring the first year of this agreement to
analyze the use of the libraries by patrons of the other jurisdiction,. This study will
Include but not be limited to information about circulation, visits, and reference
services at the Ilbraries.
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FgAul Wa)r. Folol fall, I =+sla. Inwitiah, b enmote, Kc(n, Kinpkale, KirklanJ.lake 1 Glh, Malsk.. Valle, Aietcr[ I�IenJ I1tur11ealr<w1,her pf tt Ki}',
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5) EFFECTIVE DATE/TERMINATION
This agreement shall become effective on January 1, 1996. The agreement
may be terminated by either party for any reason upon providing written notice of such
termination. The parties agree and understand that cancellation of this agreement by
the parties will not immediately affect the privileges granted to the non-resident card
holders. The non-resident card holders will be alto ed to use the reciprocal privileges
until the expiration date provided on their respect' cards.
Peter iatt, Presi i3nt Wanda Strugar Viompson, P sident
King County Library System Renton Public Library
Board of Trustees Board of Trustees
r.`
Bill Ptacek, Director Clark Petersen, Director
King County Library System Renton Public Library
Enclosure (1)
RAINIER AVENUE IMPROVEMENT PROJECT
• .OJECTSCHEDULE
GRADY WAY TO SOUTH 2ND STREET
low- BUDGET
Cos
SOUND TRANSIT
$ 14.2 M BRIDGES $ 10.0 M (COMPLETED)
TIB
$ 7.0 M STORMWATER BYPASS $ 2.8 M
CITY OF RENTON
$ 6.7 M RAINIER AVE IMPROVEMENTS $ 26.8 M
WSDOT
$ 4.4 M
ARRA
$ 2.0 M
FEDERAL
$ 4.8 M
PUBLIC WORKS BOARD
$ 0.5 M
It
ANOL
IOLA
Ira!'
RL
PARE
Gene Coulon Memorial Beach Park
(originally Lake Washington Beach Park)
consists of 57 acres of land and water at
the southeast corner of Lake Washington.
The park is a year round facility and offers
a unique opportunity for water -related
recreational enjoyment. It also hosts a
variety of city-wide special events.
Visit rentonwa.gov or call 425-430-6600
for more information on this facility and
other Renton parks.
Above: Ploy area with age appropriate equipment for age groups 1 to 5
years and 5 to 12 years.
City of Renton
Community Services Department
1055 South Grady Way
Renton, WA 98057
&425-430-6600 or rentonwo.gov
Ivor's Clam Lights annual holiday lights
festival.
Spring in the Park
Annua; children's fishing derby is one of the
many activities for children.
Summer in the Park
i s _ Ilk ,
At
� L
"Interface" decorated for 4th of July.
•' •ra :aL�i
Lifeguarded swimming beach mid4une
through September 1.
Fall in the Park
r
I
Enjoy fall's outstanding colors at the
entrance to the park.
Enjoy the sunset at the Pilot House on the
Waterwolk.
Winter in the Park
Ivor's Clam Lights as seen from Lake
Washington.
Scenic views of the Olympic Moutains from
the pork's shoreline.
OWNER City of Renton
LOCATION Southeast corner of Lake Washington
PHYSICAL DATA Fifty-seven (57) acres of developed park land
5,400 feet of Lake Washington shoreline
FINANCIAL DATA City of Renton 1979 General Obligation Bonds $7,825,000
King County Forward Thrust Bonds
Washington State Interagency Committee
for Outdoor Recreation and Federal Land
& Water Conservation Funds $1,000,000
HISTORY 1906
Coal Dump Dock
1920-1930
Log Dump
1940-1950
Log and Boat Storage
1955
Initial 23 acres acquired by City trade
1968
23 acres developed for park use by
ORB Architects (Phase 1)
1969
10 acres acquired through purchase
1970
10 acres acquired through purchase
1973
12 acres acquired through purchase
1978
Lake Washington Beach Park renamed to
Gene Coulon Memorial Beach Park
in honor of former Parks Director
1979
Voters approve $7.825 Million bonds for
Phase 11 Improvements
1979
2.5 acres acquired through purchase
1982
Full park development completed
PARK'S RECREATIONAL FEATURES
• Swimming beach with bath house/restrooms
• Children's play area
• Eight -lane boat launch
• Two restaurants, restrooms, picnic pavilion
• Four group picnic shelters for 300 people
• Small boat harbor with day moorage
• 900 foot pier/waterwalk with picnic floats
• Canoe launch
• Two miles of paths and trails
• Fishing pier
• Tennis courts
• Plant species identification walk
• Maintenance building and offices
LANDSCAPE FEATURES
• 4,000 feet of water front restored to its natural condition with marshes
and emergent vegetation
• 1,500 trees, including giant sequoia, bald cypress, larch and live oak
• 76,000 shrubs
• 16,000 water plants, including cattails, iris and bulrush
• Five acres of grass
DESIGN JONES & JONES, Architects, Landscape
Architects & Planners, Seattle, Washington
CONSTRUCTION ALDRICH & HEDMAN: Contract I, Phase II Construction
FRANK COWCCIO: Contracts II & III, Phase II Construction