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Children's artwork for this year's budget
documents was created by 3rd-grade students
in Renton public schools,to illustrate the theme
"Renton is a great place to live,work,and play!"
CITY OF RENT®N
MAR 2 5 2003
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CITY C RECEIVED
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Y City of Renton, Washington
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♦ 2003 BU ET
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r Acknowledgments
Victoria Runkle Finance and Information Services Administrator
Elaine Gregory Fiscal Services Director
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Sylvia Doerschel Finance Analyst Supervisor
Jill Masunaga Finance Analyst III
Dawna human Finance Analyst 11
DeAnna Fricke Administrative Secretary II
Gina Jarvis Finance Analyst Supervisor
Linda Dixon Finance Analyst 11
rrr Nancy Violante Grant Accountant
Content Design Boeing Shared Services Group-Creative Media Sales
The Team: Faye Lomax,Rusty Moore,Gayle Daffer,Judith Baughn
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Warren Carrow,Colleen Clemons,Mark Thibodeaux,and Jennifer Thomas
Contact
Renton City Hall
1055 South Grady Way
Renton,Washington 98055
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Phone:425-430-6858
Fax:425-430-6855
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Web site:www.ci.renton.wa.us
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Table of Contents
Page
rr1 GFOA Award x
Mission Statement and Business Plan Goals xi
City of Renton Mayor and City Council Photographs xii
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2003 Boards,Commissions,and Committees xiii-xiv
Reader's Guide to the Budget xv
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1 INTRODUCTION
Budget Message from the Mayor
r� Financial and Operational Policies 1-1
err 2 BUDGET AT A GLANCE
The Budget Process 2-1
Table 2-1.Schedule of the Budget Process 2-3
Orr Financial Structure 2-4
Table 2-2. The Total Budget for 2003 2-7
Figure 2-1. Fund Groups 2-8
Figure 2-2. Employment History-City of Renton 2-9
2003 Increases to Staffing-5.0 FTE 2-9
Table 2-3. Revenue Over Time 2-10
Table 2-4. Expenditure Detail-All Funds 2-11
Major 2003 Funding Decisions 2-12
Economic Overview 2-14
Overview 2-14
x141 Figure 2-3. Annual Automobile Sales Tax Collections 2-15
Figure 2-4. Number of Homes Sold Within Each Price Category 2-16
Figure 2-5. Sales Tax Collection from Manufacturing Activities 2-17
General Governmental Revenues 2-18
Figure 2-6. Interest Earnings 2-18
Figure 2-7. General Governmental Revenue 2-19
Figure 2-8. Comparison of General Governmental Revenue 2-19
Figure 2-9. Revenue Types for 2003 2-20
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Figure 2-10. Property Tax 2-21
Figure 2-11. Sales Tax 2-22
r Figure 2-12. Utility Tax 2-22
Figure 2-13. Special Revenue Funds 2-23
Figure 2-14. Mitigation Revenue 2-24
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Figure 2-15. Business License Review 2-24
Figure 2-16. Number of Homes Sold Within the City 2-25
am Figure 2-17. Enterprise Funds 2-26
Figure 2-18. Rate Revenue 2-26
Figure 2-19. Average Monthly Utility Bill 2-27
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Table of Contents(continued) Page
2 BUDGET AT A GLANCE(continued)
Figure 2-20. Golf Course Revenue 2-27
Property Taxes 2-29 rlri
Figure 2-21. Property Tax Example 2-29
Table 2-5. Value Increase Effect on a$212,000 Home 2-29
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Your Tax Dollars at Work 2-30
3 OPERATING BUDGET r
Introduction 3-1
Table 3-1. Staffing Comparison by Department 3-2
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses 3-4 rrrr
Legislative 3-7
Mission Statement 3-7
Table 3-3. City Council Members and Committees 3-7
Figure 3-1. Legislative Overview 3-8
Table 3-4. Position Listing—Legislative 3-10
Administrative,Judicial,and Legal Services 3-11
Mission Statement 3-11 rA
Division Core Services 3-11
Figure 3-2.Administrative,Judicial,and Legal Services Overview 3-13
Major Department Changes for 2003 3-14 No
Mayor's Office 3-15
City Clerk 3-18 rrri
City Attorney 3-21
Hearing Examiner 3-23
Court Services 3-25
Table 3-5.Administrative,Judicial,and Legal Services Department Position Listing 3-27
Economic Development, Neighborhoods,and Strategic Planning 3-29
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Mission Statement 3-29
Department Core Services 3-29
Figure 3-3. Economic Development Overview 3-31 No
Table 3-6. Economic Development, Neighborhoods,and Strategic Planning
Position Listing 3-32
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Finance and Information Services 3-33
Mission Statement 3-33
Division Core Services 3-33
Figure 3-4. Finance and Information Services Overview 3-34
Major Department Changes for 2003 3-35
Finance Division 3-36 rlit
Information Services Division 3-38
Table 3-7. Finance and Information Services Position Listing 3-40 rrr
Human Resources and Risk Management 3-43
Mission Statement 3-43
Division Core Services 3-43
Figure 3-5.Human Resources and Risk Management Overview 3-44
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Writ
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3 OPERATING BUDGET(continued)
Major Department Changes for 2003 3-45
w' Administration and Civil Service Division 3-46
Risk Management Division 3-48
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Table 3-8.Human Resources and Risk Management Position Listing 3-50
Police Department 3-51
Mission Statement 3-51
wr Division Core Services 3-51
Figure 3-6. Police Department Overview 3-53
Major Department Changes for 2003 3-54
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Administration Division 3-56
Patrol Operations Division 3-58
�. Patrol Services Division 3-60
Investigations Division 3-62
Administrative Services Division 3-64
Staff Services Division 3-66
Auxiliary Services Division 3-68
Table 3-9. Police Department Position Listing 3-70
Fire Department 3-73
Mission Statement 3-73
Division Core Services 3-73
Figure 3-7. Fire Department Overview 3-74
Major Department Changes for 2003 3-75
Administration Division 3-77
Emergency Response Division 3-79
rrr Prevention Division 3-81
Training Division 3-84
Disaster Management Division 3-86
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Table 3-10. Fire Apparatus by Station 3-88
Table 3-11. Fire Apparatus by Vehicle 3-88
rr Table 3-12. Fire Department Position Listing 3-89
Community Services 3-91
Mission Statement 3-91
Division Core Services 3-91
Figure 3-8. Community Services Overview 3-93
Major Department Changes for 2003 3-94
Administration Division 3-96
Facilities Division 3-98
e� Parks Division 3-100
Parks Division—Maplewood Golf Course 3-103
Recreation Division—Recreation Services 3-105
Recreation Division—Renton Community Center 3-107
Recreation Division—Renton Senior Activity Center 3-110
Human Services Division 3-112
Library Division 3-115
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Table of Contents(continued) Page 1
3 OPERATING BUDGET (continued)
Table 3-13. Community Services Position Listing 3-117
Planning/Building/Public Works 3-123
Mission Statement 3-123
Division Core Services 3-123
Figure 3-9. Planning/Building/Public Works Overview 3-125
Major Department Changes for 2003 3-126
Administration Division 3-128
Development Services Division 3-131
Maintenance Services Division 3-134
Transportation Systems Division 3-136
Utility Systems Division 3-139
Table 3-14. Planning/Building/Public Works Position Listing 3-143
Other City Services 3-149
Mission Statement 3-149
Figure 3-10. Other City Services Overview 3-149 wo
Major Department Changes for 2003 3-151
4 PERFORMANCE INDICATORS
Performance Indicators 4-1
Table 4-1. Community Services Performance and Workload Indicators 4-3
Table 4-2. Economic Development Performance and Workload Indicators 4-5
Table 4-3.Administrative,Judicial,and Legal Services Performance and
Workload Indicators 4-6
Table 4-4.Fire Department Performance and Workload Indicators 4-7
Table 4-5. Police Department Performance and Workload Indicators 4-8 �l
Table 4-6. Planning,Building,and Public Works Performance and
Workload Indicators 4-9 so
Table 4-7. Finance and Information Services Performance and Workload Indicators 4-11
Table 4-8. Human Resources and Risk Management Performance and
Workload Indicators 4-11 No
5 DEBT SERVICE
No
Introduction 5-1
Figure 5-1. Debt Margin Availability 5-1
Table 5-1. Projected Limitation of Indebtedness for General Purposes City and so
Overlapping Tax Rates,and Property Tax Revenue 5-2
Figure 5-2. Property Tax Allocation Among Overlapping`Jurisdictions"— 2003 5-4
Table 5-2. Long-Term Debt 5-5
Table 5-3. Debt Service Requirement to Maturity Long-Term Debt Summary as
of December 31,2002(Dollars in Thousands) 5-6 rnr
Figure 5-3. Limited Tax General Obligation Debt Through 2010 5-7
Table 5-4. Limited Tax General Obligation Debt Per Capita 5-7
Table 5-5. Outstanding Debt 5-8
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Table of Contents(continued) Page
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5 DEBT SERVICE (continued)
Limited(Nonvoted)Tax General Obligation Debt 5-10
r Unlimited(Voted)Tax General Obligation Debt 5-12
Certificates of Participation 5-12
Revenue Bonds 5-13
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Public Works Trust Fund Loan Debt 5-14
Contract/Lease Debt 5-16
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6 CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program 6-1
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Figure 6-1. CIP Monies Allocation 6-2
Figure 6-2. 2003 Department Expenditures 6-3
am Table 6-1. CIP Financial Participation(in thousands of dollars) 6-6
Table 6-2. Acquisition Expenditures(in thousands of dollars) 6-7
Table 6-3. Development Expenditures(in thousands of dollars) 6-7
ONO Table 6-4. Major Maintenance Expenses(in thousands of dollars) 6-7
Table 6-5. Cost of Regulatory Compliance(in thousands of dollars) 6-7
Table 6-6. Summary of Administration CIP Projections 6-8
Table 6-7. Summary of Community Services CIP Projections 6-10
Table 6-8. Summary of Transportation CIP Projections 6-12
irw Table 6-9. Summary of Renton Airport CIP Projections 6-16
Table 6-10. Summary of Maplewood Golf Course CIP Projections 6-18
r Table 6-11. Summary of Water CIP Projections 6-20
Table 6-12. Summary of Wastewater CIP Projections 6-22
Table 6-13. Summary of Surface Water CIP Projections 6-24
7 BUDGET BY FUND
Budget by Fund 7-1
Table 7-1. New Revenue Budget Comparisons by Fund,All Funds 7-2
Table 7-2. Committed Expenditure Budget Comparisons by Fund,All Funds 7-3
Table 7-3. Fund 000, General Fund 7-5
Table 7-4. Fund 101, Park Fund 7-6
Table 7-5. Fund 102,Arterial Street Fund 7-7
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Table 7-6. Fund 103, Street Fund 7-8
Table 7-7. Fund 104, Community Development Block Grant Fund 7-9
rry Table 7-8. Fund 106,Library Fund 7-10
Table 7-9. Fund 110, Hotel/Motel Fund 7-11
Table 7-10. Fund 118, Reserve for Paths and Trails Fund 7-12
Table 7-11. Fund 125, 1 Percent for Art Fund 7-13
Table 7-12. Fund 127, Cable Communications Development Fund 7-14
irr Table 7-13. Funds 201/207/212/215, Limited Tax General Obligation Bond Funds 7-15
Table 7-14. Fund 201, Limited Tax General Obligation Bond Fund(City Hall) 7-16
Table 7-15. Fund 207,Limited Tax General Obligation Bond Fund(Senior Center) 7-17
Table 7-16. Fund 212,Limited Tax General Obligation Refunding Bonds Fund
(City Shops) 7-18
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Table of Contents(continued) Page
7 BUDGET BY FUND(continued)
Table 7-17. Fund 215, General Governmental Miscellaneous Debt Service Fund 7-19
Table 7-18. Funds 213/219, Unlimited Tax General Obligation Bond Funds 7-20 trii
Table 7-19. Fund 213, Unlimited Tax General Obligation Bond Fund
(Coulon Park) 7-21
Table 7-20. Fund 219, Unlimited Tax General Obligation Bond Fund
(Senior Housing) 7-22
Table 7-21. Fund 220, LID Debt Service Fund 7-23 ow
Table 7-22. Fund 221,LID Guaranty Fund 7-24
Table 7-23. Fund 301, Garage Capital Improvement Project Fund 7-25
Table 7-24. Fund 303, Community Development Impact Mitigation Fund 7-26 r
Table 7-25. Fund 304, Fire Impact Mitigation 7-27
Table 7-26. Fund 305, Transportation Impact Mitigation Fund 7-28
Table 7-27. Fund 306, Leased City Properties 7-29
Table 7-28. Fund 307,Aquatics Center 7-30
Table 7-29. Fund 316,Municipal Facilities Capital Improvement Fund 7-31 e�
Table 7-30. Fund 317, Transportation Capital Improvement Fund 7-32
Table 7-31. Fund 401, Waterworks Utility Fund 7-33
Table 7-32. Fund 402,Airport Fund 7-34
Table 7-33. Fund 403, Solid Waste Utility Fund 7-35
Table 7-34. Fund 404, Municipal Golf Course System Fund 7-37 Ir11
Table 7-35. Fund 421, Waterworks Utility Construction Fund 7-38
Table 7-36. Fund 424,Municipal Golf Course System Capital Improvement Fund 7-39
Table 7-37. Fund 451, Waterworks Revenue Bond Fund 7-40
Table 7-38. Fund 501, Equipment Rental 7-41
Table 7-39. Fund 502, Insurance Fund 7-43 so
Table 7-40. Fund 601, Firemen's Pension Fund 7-44
8 DETAILS
Details 8-1
Table 8-1. Revenue Detail,All Funds 8-2 am
Table 8-2. Expenditure Detail,All Funds 8-3
Table 8-3. 2003 Revenue, Expenditures, Fund Sources,All Funds 8-4
9 APPENDIX
Appendix 9-1
Table 9-1.Largest Taxpayers 9-2 0
Table 9-2.Principal Employers 9-2
Figure 9-1. City of Renton Full-Time Employee(FTE)Staffing Levels per 1,000
Renton Citizens 9-3 �rirli
Figure 9-2. 2002 Comparison of Renton Taxes and Rates 9-4
Table 9-3.Index of Positions and Pay Ranges-Elected Officials, Management, Mr11
and Nonunion Supervisory 9-6
Table 9-4. Index of Positions and Pay Ranges-Local 2170 9-9
Table 9-5. Index of Positions and Pay Ranges-Fire Department, rrr
Commissioned Officers 9-12
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Table of Contents(continued) Page
9 APPENDIX(continued)
Table 9-6.Index of Positions and Pay Ranges-Police Department,
Commissioned Officers 9-13
Table 9-7.Index of Positions and Pay Ranges-Police Department,
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Non-Commissioned 9-14
Table 9-8. Hourly Nonregular Salary Schedule 9-15
Did You Know? 9-16
vW General Information 9-18
Budget Glossary 9-19
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Pre5mtail017
Award
PRESENTED TO �I
Citv of Renton
Washington
For the Fiscal Year Beginning l
January 1,2002
Prtsidcnt Executive Director
The Government Finance Officers Association of the United States and Canada
(GFOA)presented an award of Distinguished Budget Presentation to the City of Renton rr
for its annual budget for the fiscal year beginning January 1, 2002.In order to receive
this award, a government unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as
a communication device. The award is valid for a period of one year. We believe our
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current budget continues to conform to program requirements, and we will submit
the final 2003 Budget to GFOA to determine its eligibilityfor another award.
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Mission Statement
The City of Renton,in partnership with residents,businesses,and schools
is dedicated to:
• Providing a healthy atmosphere to live and raise families
• Encouraging responsible growth and promoting economic vitality
rrr • Creating a positive community work environment
• Meeting service demands through innovation and commitment to excellence
ON Vision Statement
Renton:A world-class city where people choose to live,work,and play
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Business Plan Goals
..� Promote citywide economic development
• Continue aggressive redevelopment efforts downtown
No • Facilitate quality development of waterfront land
• Recruit new businesses to diversify employment base
Promote neighborhood revitalization
• Create a more viable business district in the Highlands
• Support the vitality of neighborhoods through community involvement and
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improved infrastructure
• Ensure quality development in South Renton
Promote the City's image in the community and region
• Broaden the City's marketing efforts through expanded partnerships
• Encourage all City employees to promote Renton's image through service delivery
• Build physical amenities that enhance quality of life
Meet the service demands that contribute to the livability of the community
• Maintain quality City infrastructure, amenities, and services
• Provide services more efficiently through partnering, innovation, and outcome management
• Support productivity through training, tools, and technology
Influence regional decisions that affect the City
• Aggressively pursue transportation improvements that benefit Renton and the region
• Respond to transfer of service responsibilities, annexation requests,and other agreements
r in a way that benefits Renton
• Actively oppose unfunded mandates from County, State, and Federal Government
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Mayor of the City of Renton ao
Jesse Tanner
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Renton City Council
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From left to right:Terri Briere, Kathy Keolker-Wheeler,Dan Clawson, King Parker,
Randy Corman, Toni Nelson, and Don Persson
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2003 Boards, Commissions, and Committees
Group Name and Members Location Day Time
r Board of Adjustment Council Chambers 4th Wednesday 7:30 p.m.
Jay Wallace,Mark Rigos,George Feighner, Ralph Evans,
Vacant(Eric Cameron resigned 12/16/02),Wayne Jones,and James H.Jacques
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Civil Service Commission 7th Floor HR Conference Room 4th Tuesday 4:30 p.m.
William Larson,James Phelan, Randall Rockhill, Richard Fisher,and James Matthew
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Board of Ethics 7th Floor HR Training Room As necessary 5:30 p.m.
Gerry Marsh, Pastor Bonnie Chandler-Warren, Vacant(Mr. Holt's term expired 12/31/02), Rosemary Parris*,and Joy Poff
Firemen's Pension Board Mayor's Conference Room 3rd Wednesday 10:00 a.m.
Mayor Jesse Tanner,King Parker—City Council, Bonnie Walton—City Clerk*,
Ray Barilleaux—Ret.Firefighter,William Henry—Ret.Firefighter,and William Larson—Ret.Firefighter
Housing Authority 2900 NE 10th St 2nd Monday 9:00 a.m.
Phillip Beckley, Kay Johnson,Gerald Marsh,Joyce Nakashima, Lawrence Wood,and Thomas Tasa—Housing Director`
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Human Services Committee Conference Room 511 3rd Tuesday 3:00 p.m.
Marilyn Whitley,Rolf Dragseth, Margie Albritton,Alice Watson-Campbell,
ON Carol Chappelle*,Janet Bertagni,Pamela Wilson,Laura Brock,and Robin Jones
Human Rights Commission 7th Floor HR Conference Room 2nd Monday 6:30 p.m.
+� Edythe Gandy,Vern Nichols,Antonio Cube,Sr., Lari White,Charles Thomas,Glenda Williams,and Sandel Demastus
LEOFF Board 7th Floor HR Conference Room 4th Tuesday 8:00 a.m.
Toni Nelson—City Council,King Parker—City Council,Richard Anderson—Police,
Robert Deines—Fire,and Jim Phelan—Member-at-Large
rrr Library Board Highlands Library 2nd Wednesday 10:00 a.m.
Gene Craig,Cynthia Columbi,Judith Milligan,Ken Ragland,and Catherine Corman
Park Board Conference Room 511 2nd Tuesday 4:30 p.m.
wr Cynthia Burns,Troy Wigestrand,Ralph Evans,Michael O'Donin,Ronald Regis,Timothy Searing,and Marjorie Richter
Municipal Arts Commission** 7th Floor Council Conference Room 1st Wednesday 8:00 a.m.
r Vacant(Ms.Cunio's term expired 12/31/02),Vacant(Virginia Corder resigned 2/6/03),Paul Webb,Diana Hagen*,Jerri Everett,
Michael O'Halloran,Eleanor Simpson, Doug Kyes,Nancy Hoben,Renne Saling,Edythe Gandy,and Ava Hammond
rr Nishiwaki Sister City Advisory Committee*** 7th Floor Council Conference Room 2nd Tuesday 4:30 p.m.
Roger Richert% Vacant(Sylvia Coppock resigned),Steve Dobson,Wyman Dobson,Larry Rude,
Richard Morris, Betty Vaughn, Becky Gibbs, Ray Sled,Sonja Mejlaender,and Julie Brewer
Planning Commission Council Chambers 1st/3rd Wednesdays 7:00 p.m.
Natalie Dohrn, Eugene Ledbury,Ray Giometti, Rosemary Quesenberry,Jerrilynn Hadley,
Eric Cameron,and Geraldine Jackson
Senior Activity Center Advisory Committee Senior Activity Center 1st Monday 10:00 a.m.
r�r Dinty Moore,Ernie Scott, Fern Ziebell, Ben Cheney,Madeline Donckers,
Dick Tarasuk,Shirley Wasser-Kasen,Helen Frick, Elaine Koehler,Mary Ann Ellingson*,
wr Mary Burns-Haley,Edie Mae Lawyer, Rose Warren,Vivian Pappas,and Louise Bertozzi
*Chair/contact Updated March 10,2003
'*No meeting in August
r�r "'No meetings in July and August xili
**—Reduced from 9 to 7 members in 2002
No
2003 Boards, Commissions, and Committees (continued) s
Group Name and Members Location Day Time
Airport Advisory Committee 7th Floor HR Training Room 1st Tuesday 5:30 p.m. am
Kennydale Neighborhood — Marcie Palmer,Marleen Mandt
Highlands Neighborhood — Phillip Beckley,Michael O'Halloran no
Talbot Hill Neighborhood — Vacant
North Renton Neighborhood — Marjorie Richter,Beverly Franklin
South Renton Neighborhood — Robert Moran,Glenn Reynolds
West Hill Neighborhood — Vacant
Renton Hill/Monterey Terrace Neighborhood — John Giuliani,Sr.,Michael Schultz
Airport Leaseholders Neighborhood —Allan Blake,Kurt Boswell,Howard Wolvington,Michael Rice
Airport-at-Large — Diane Paholke,Michael Rogan, Kenneth Whitfield,Greg Garner mil
The Boeing Company— Jan Fedor
Aircraft Owner's and Pilot's Associations— David Kotker,Karen Stemwell
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Updated March 10,2003
Xlv
Reader's Guide To The Budget
The following Reader's Guide lists each major section of this document in the
order that it appears and provides a brief description of what you will find in
that section. Please refer to the Table of Contents for specific section locations
and content details.
Section 1: Introduction
The Introduction presents the Mayor's budget message. His letter articulates
City initiatives and issues for the 2003 Budget. Following this are the
• Financial and Operational Policies.
Section 2: Budget at a Glance
Here we present a condensed view of the budget, covering everything from a
summary of the budget process to a brief economic overview. And in between
we provide summaries for fund types, department expenditures and
employment history, new program decisions, and revenue sources and levels.
Section 3: Operating Budget
In this, the longest section, we present budget information organized by
department and division. Each department, and each division within that
department, presents its mission statement, core services, expenditure budget,
staffing levels, and funding decisions. The last subsection, labeled Other City
Services, provides for miscellaneous services that benefit all the City
departments, such as the insurance fund.
Section 4: Performance Indicators
The Performance Indicators section gives information on the process that we
used to create benchmarks for each of the City departments. These indicators
r� are used to both improve on and meet Renton's financial policies.
Section 5: Debt Services
In a look back at what we've achieved, we offer an extensive overview of
Renton's debt program. It includes financial data on debt limitations, property
tax rates and revenues, long-term debt service requirements, and a schedule of
the City's overall outstanding debt.
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Section 6: Capital Improvement Program (CIP)
�. This project listing provides a summary of the six-year CIP plan. We list
projects by activity and by managing department.
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Section 7: Budget by Fund MW
We begin with the expenditure budget comparisons by funds. Next is a
display for each fund's revenue, expenditures, and fund balance that compares r
current program levels with those of past years.
Section 8: Detailsr
In order to best summarize specific information for some of our tables, we had
to compress them and delete some associated details. Here we are providing .rr
the expanded tables complete with their related details.
Section 9: The Appendix
In this appendix, we provide selected demographics, economic statistics, an
index of salaries and pay ranges, and some general information about the City
of Renton. We have also included here a glossary of commonly used budget
terms. rrr
Budget Detail
The Annual Detail Budget is issued as a separate document to support this
budget. It provides actual and budget revenue and expenditures by account wr
number, by year.
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CITY OF RENTON
Mayor
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Jesse Tanner
March 1, 2003
Dear Councilmembers and Citizens:
The City of Renton has undergone nothing short of a renaissance in the past seven years. From our
initial meetings to form the City of Renton Business Plan, we have focused our resources and
attention on improving the City's financial condition, creating a more vibrant local economy, and
1. creating a more livable community. Our downtown has been transformed,with over 255 new housing
units, new restaurants, community events, a transit center, a Performing Arts Center, and a new
parking garage. The renovation of the Pavilion Building next year is the next link to making our
downtown a center of activity. Through our Community Marketing Campaign — a uniquely inclusive
effort that is the envy of other cities in the region — we have actively recruited new businesses to
Renton and continue to promote Renton's attributes. The Governor's Competitiveness Council has
cited our streamlined permitting processes as models for other cities to follow.
A recently completed survey indicates Renton has one of the highest rates of home ownership in the
region. Our Lake Washington shoreline has over 605 new units of housing. Successful "infill"
developments throughout the City have created new housing opportunities for homeowners that range
from affordable to higher end. This year we provided over 1 I neighborhood celebrations in
collaboration with neighborhood residents. This included picnics, games, and good discussions about
the future of our City. We joined six different neighborhoods in matching resources to complete small
neighborhood improvements, such as installing neighborhood gateway signs and planting flowers.
Driving around the City, especially in the spring and summer, one can see the result of our efforts in
110 beautiful flowers and other attractive plantings and elements along our streets. We completed several
new sidewalks and walkways in areas near schools throughout our City. We resurfaced and rebuilt
iw 7.51 miles of streets,most recently Lind Avenue and Grady Way.
We have been wise stewards of our financial resources during this region's economic growth of the
err past seven years. This financial management permitted us to set aside monies to maintain our reserves
for capital improvement projects and for other critical needs. The renovation of the downtown
Pavilion Building, the construction of our new Aquatic Center, the completion of our Veterans
60 Memorial Park, and other key projects are all fully funded, even though the economy has turned
downward. In 1993, we consumed all of the Equipment Rental fund reserves, and were issuing debt
to meet the needs of fleet replacement. Today, we have a fully-funded Equipment Rental program.
ism The fund has $3 million, and we are replacing vehicles as required.
The world travel industry showed signs of strain, even before the United States was attacked on
September 11, 2001. In the months since, we have seen the national economy slow dramatically. The
entire world economy is now weak and the uncertainty of war is on the horizon. Thus, the economic
situation that confronts Renton in 2003 is due to events that have been in the making for many
months, if not years. The return of double-digit growth and prosperity could take equally as long. In
the meantime,we must remain clear about our priorities and objectives. Clarity of purpose will be the
best proactive response to the current economic environment.
1055 South Grady Way-Renton,Washington 98055-(425)430-6500/FAX(425)430-6523 REN T ( N
This paper contains 50%recycled material,30%post consumer
AHEAD OF THE CURVE
I present to you a 2003 Budget that remains true to our five Business Plan Goals. The 2003 Budget "
does not expand programs. While we are not in an economic time that allows us to meet over-
growing needs, the 2003 Budget meets the basic needs of our community today. This Budget allows
us to complete construction projects that provide needed jobs in this economy. This Budget also
ensures we maintain our focus on priorities, and positions the City to take advantage of opportunities
that will occur in the next six years.
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The Highlights of the Budget
The 2003 Budget is $142,401,100. Forty-five percent(45%)of this total, or$64,029,100, is for the
general type of services offered to the citizens. These services include police, fire,parks, libraries,
streets, economic development,neighborhood needs, human services, and administration. Over sixty-
five percent(65%)of our general governmental budget is required to pay for personnel costs
associated with the employees who provide the services in these departments.
One of the most significant issues we face is the rapidly increasing cost to provide health and dental Ad
coverage. The 2003 Budget illustrates an actual twenty-five percent(25%) increase in health and
dental costs above the 2002 Budget. This is an increase of over$1 million. This is our"number one"
challenge on the expenditure side. We are working hard with our employees and their union
representatives to develop ways to better control these ever-increasing costs. s
On the revenue side,there are several changes. The property tax levy is now limited to one percent,
(1%)plus new construction. Sales tax receipts are slowing. Low interest rates are a double-edged
tool. On the positive side, low interest rates help people buy homes and permit us to issue debt at
historically low costs. The counter to this is that we are earning far less in investment income — over
$1 million less than in previous years. All businesses are understandably looking for various ways to
lower their costs. Businesses are consolidating their workspaces and finding ways to reduce their
utility costs. This translates into significantly lower utility tax receipts. Finally, the State and County
are facing their own fiscal crises. Because of this, we are assuming we will lose $235,000 in state-
shared revenue in 2003 — and every year after that. This budget does not assume the passage of any
initiatives currently on the ballot. Should they pass, I believe the reserves that we have established for
such a purpose could be used to help us transition the impacts in a way less traumatic to our residents.
The Budget before you assumes that we will meet these challenges and more. Yet, as stated earlier, in
this very different economic climate we must remain focused on our Business Plan Goals. This focus
will ensure that we serve our current and future citizens, that we are prepared for the next economic
cycle, and that we maintain our base.
Meeting Our Priorities
Each spring we spend a great deal of time talking about the many different priorities facing the City.
During this time,we identify five areas of focus for the next six years. These five areas are set out as
our goals, and they have not changed dramatically over the past six years. For each goal, we measure
our progress to date, and define the specific activities we want to address in the coming years. These
goals provide guiding principles for development of my 2003 Budget.
This year it is difficult to add programs that may hasten the implementation of the goals. In some
cases the economic conditions have slowed some of our plans. However,the focus of this Budget and No
our day-to-day efforts are in the context of accomplishing these goals.
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i Identified below is each goal. Under each goal, I emphasize areas where the Budget directly responds
to these goals. Each Department has many ways they attempt to implement the objectives of these
guiding principles. The following are only highlights.
Promote citywide economic development
• Earlier this year, the Council approved the reallocation of existing funds to help us develop a long-
term economic strategy for property adjacent to and including property Boeing intends to surplus
in the vicinity of its Renton Plant site, and for positioning us to take advantage of opportunities
elsewhere in the downtown, in the valley, and in the Highlands. We will continue this critical
effort into next year with the funds we currently have allocated.
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• Downtown Market. In 2002 we inaugurated a Tuesday Farmers Market in the summer months,
and a Saturday Farmers Market in the fall. These markets were successful beyond anyone's
expectations, due in large part to the efforts of our own Councilmember, Toni Nelson. Through
her leadership we were able to host the markets for virtually no cost to the City. Therefore, we are
able to continue funding for the 2003 market season.
Promote neighborhood revitalization
• Neighborhood Grant Program. We have again set aside$50,000 for matching grants that allow
citizens to collectively improve their neighborhoods.
• We will continue working with developers to bring new businesses to the Highlands and
waterfront areas. These are areas of the City that still have property with great views, and caring,
involved residents. We see a slow change in-some`of these areas,but we will see more changes in
the coming years.
Promote the City's image in the community and region
• The budget continues to fund our community marketing campaign with private and public sector
interests. We will continue producing the Community Calendar, and by the end of 2003 will print
our fifth annual calendar.
• In 2002 we added$20,000 for the building of a float to promote the Farmers Market, as one of
Renton's amenities, in various parades throughout the region. We maintain this funding in 2003
Ir. because the float will need to be updated to continue to draw people to Renton.
Meet the service demands that contribute to the livability of the community
• Maintenance of Infrastructure. We are changing a Limited Term Transportation Planner position
to a Street Maintenance worker. We have added 72.5 miles of streets to the City over the past
decade through development, and this new resource will ensure that we maintain our current levels
of service.
• Human Services Funding. We added $30,700 to our Human Services funding in order to ensure
that these expenditures are equivalent to one percent(I%) of the City's General Governmental
,, budget. Total expenditures from general governmental revenue will be $259,000.
• Community Assets. We will add the Veterans Memorial Park and the Aquatic Center to our
community assets by the end of 2003. These will be in addition to our existing 732 acres of parks,
three community centers, one senior center, and two libraries.
• Other Capital Improvement Projects. In 2003, we will replace Fire Station 12, complete the
downtown parking garage,build a police evidence storage facility, and renovate the Pavilion
Building.
Influence regional decisions that impact the City
• Interlocal Agreements to Reduce Costs. In 2003 the City of Renton will offer short-term jail
services to various local cities, many of which have signed a contract with the Yakima County
Jail, that will guarantee a place to send misdemeanor prisoners. This contract is at a lower cost
than we have been able to accomplish with King County. As a part of this contract, Renton will
use its jail as a short-term holding facility for inmates from other jurisdictions before they are
transferred to Yakima. We will receive funds for this service that will more than cover our costs.
• Making It Easier to Do Business. The City of Renton is currently working with many other cities
and the State of Washington on the implementation of a joint business license process. We will
continue to work on this process, with the expected outcome that Renton would be one of the
cities where an individual can get a City and State Business license from the same location.
• Protecting our Assets. As you know, members of the City Council, myself,and city staff will
continue to be actively involved in regional and statewide efforts that could impact the No
community, such as the I-405 planning and other transportation efforts, working with King County
to define their role in regional versus local service provision,working with statewide agencies 96
such as AWC to reduce negative state legislative impacts, and many other issues. Our efforts here
will be to ensure that, as other levels of government change their priorities to meet their fiscal
constraints, those changes do not impact our citizens negatively.
Summary
We conducted a survey this fall to gain insight on citizen priorities. The survey provided very
positive feedback to us. People do believe Renton is a great place to live, work, and play. We are
meeting most,but not all, of the needs our citizens identified. Citizens told us they understand the
connection between economic development and keeping our City in sound financial and fiscal health.
And nearly seventy percent(70%) of them feel we are using their tax dollars wisely.
The budget before you is very much a"steady as she goes"kind of budget. I have not added or
eliminated any programs,positions, or services. Our revenue will barely meet our existing operating
expenses,but they will meet them. This is the time to use prudence in how we obligate ourselves into
the future.
Navigating through the economic "seas"of this current recession will present a number of challenges
in the coming year and beyond. However,challenges are nothing new to us. I believe we are far
better prepared to meet these challenges than we have been in' the past. We have healthy fund
balances. We have money set aside to meet some of our development ideas. We have a lower general
property tax rate than we had six years ago. We have changed the structure of our tax base, and now
have a better, more diversified economic base that can survive the current economic climate. We are
healthier than we were a decade ago. This budget allows us to continue to provide the services that
make Renton a great place to live, work, and play.
Following this letter is an addendum, an Overview of the 2003 Budget by Fund Types. We must
legally adopt our City budget by Fund. This addendum explains more about the expenditure and
revenue details of each fund. Of course, the entire document contains a significant amount of detail.
My staff and I stand ready to assist you in your budget deliberations.
Sincerely,
C;20-ltr�
Jesse Tanner
Mayor
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Addendum
Overview of the 2003 Budget by Fund Types
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we The following graphic illustrates the divisions by Fund type. Following the graph are highlights of
each Fund type and what occurs in each one.
Internal Serv/
Fiduciary General
9% Governmental
45%
low
Enterprise
35%
Captial Improvement Special Rev/Debt
10% Sery
1%
General Governmental Fund
Expenditures. This fund accounts for basic government services. This includes police, fire, parks,
streets, libraries, community programs, development and planning, and general administration. As
illustrated in the graph, it accounts for forty-five percent (45%) of our total city expenditures. The
total 2003 Budget for the General Governmental funds is $64,029,100. Of this total, $42 million, or
sixty-five percent (65%), is for salaries and benefits. Clearly, in this fund we offer services. Services
require people.
We have completed negotiations with four different unions. We are still negotiating contracts with
two unions. When sixty-five percent (65%) of the total budget is for salaries and benefits, even the
smallest change has noticeable results to the overall budget.
The General Governmental budgets include no reductions in staffing levels at this time. However, we
rr will take it slow in 2003. We have seen times like this before, and through the same management
techniques we have implemented to date, we can follow revenue generation and expenditures
monthly - and even bi-weekly, if necessary. We are not freezing positions at this time. Usually
during a period of economic slowdown, vacancies become less numerous. We expect that to occur.
We will continue to refill critical positions as quickly as possible.
Further, the 2003 Budget actually adds some areas where we know we need to meet needs. These will
be addressed in detail in the section highlighting our priorities; however, because we are adding
facilities, we must maintain those investments.
i.
Further, the 2003 Budget actually adds some areas where we know we need to meet needs. These will
be addressed in detail in the section highlighting our priorities; however,because we are adding
facilities, we must maintain those investments.
Revenue. We pay for these services through property, sales, and utility taxes, charges for services like
building permits and park fees, and a variety of other sources. As the Council is aware, our city like -
many others in the region is facing some significant issues in generating revenue. These are addressedr
more fully in the Revenue Manual. However, at this time I want to highlight three areas of concern.
First, our property tax is limited to one percent(1%) growth,plus new construction. A one percent rrr►
(1%) growth rate in 2003 equates to nearly$181,000. In 2003, the Assessor has informed us we have
$166 million in assessed valuation from new construction. This will generate approximately $541,000
in"one time"revenue for next year. The issue is that once we receive this money, the new
construction AV becomes part of the base, and we receive just one percent(I%) from that point
forward. Thus, over time we must sustain new construction in order to generate $541,000 annually. ur
Without an aggressive economic development program this will be extremely difficult to maintain.
Second, sales tax levels are a growing concern. From 1997 to 2000 we experienced a twenty-two Ali
percent(22%) increase in sales tax revenue. Through this period,the nation and region had
unprecedented growth. However,there have been times when that growth bypassed Renton. During
the 1990's we aggressively built our retail base. Fred Meyer, a new Safeway store, IKEA, Wal Mart,
car dealerships, and a hundred new small retail shops opened during this period. The Washington
State tax system is dependent upon sales tax generation. We must be competitive if we are to remain
healthy. In 2003 we look forward to having a Fry's Electronics store open. In addition, Sam's Club
has announced they will be building in Renton in 2003. Target is aggressively seeking a site next to
Fry's Electronics. We understand the need for retail growth. Between 2000 and 2002 there has been
essentially no growth in retail sales. In fact, for the first time in a decade, we expect our retail sales
may actually be lower than the previous year. The 2003 Budget assumes no growth in our base. Our
sales tax revenue increase is due only to the opening of a new Fry's Electronics store. We are also
excited to learn that Cirque du Soliel wants to return to their Renton site for the Summer of 2003.
The magnitude of the third area was a significant surprise for us. Due to the decline of interest rates
we will lose over$1 million in interest earnings on our$65 to $80 million-dollar portfolio. This is a
significant loss. While the positive side of this loss is that people can afford to buy homes, and our +�+
Real Estate Excise revenue certainly reflect this,by law we cannot use these monies for operating
purposes. We had significantly lowered our revenue estimate for 2002, as we were well aware rates
were falling. However, last year we were receiving at least three percent(3%)on our investments. .rr
This year we are receiving one percent(1%). We have reduced the 2003 estimate dramatically.
These are the three areas of concern in the General Governmental revenue. Please refer to the
Revenue Manual for detail of these and other revenue. To ensure understanding of the revenue, we
will review them in detail with the Council. Revenue drives our expenditures. Over$42 million of 106
our$64 million General Governmental funds is used for paying people. If we cannot afford to spend
$64 million, sooner or later we must eliminate staff and that translates into limiting services.
to
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Enterprise Funds
The next largest area of the total budget is the Enterprise funds. The 2003 Budget for these funds is
$51,089,500, or thirty-five percent(35%) of the total Proposed Budget. These funds account for the
revenue and expenditures of our city utilities: water, sewer, surface water, and solid waste.
Expenditures. The focus of the expenditures is on operations and on capital expenditures. Our solid
waste operations must pay for themselves and with the new contract in 2001, we are offering more
ku services and maintaining the costs very well. The contract costs will increase a small percentage per
the contract. However, we believe we can absorb those costs within our current rate structure. Water,
sewer, and surface water operations will remain quite consistent over the next two years. Our capital
im program continues with infrastructure improvements for the replacement of water and sewer pipes.
The one major complicated project is the replacement of the sewer pipeline in eastern Lake
No Washington, serving Kennydale and other neighborhoods. We continue to plan for this major project
in 2003.
r Revenue. In 2003 we are implementing only one rate increase—a three percent(3%) increase to our
sewer rates. We have not had a sewer or water rate increase in over seven years. We issued debt in
mid-2002 to meet capital expenditures. The budget assumes we will need an additional debt issuance
ion in 2003, but this will be completely dependent upon the spending levels for construction.
Capital Improvements Funds
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The Capital Improvement funds are used to manage the revenue and expenditures for our mitigation
monies,building of the new Aquatic Center, leasing and maintaining the 200 Mill Avenue building,
the construction of the downtown garage, and general expenditures in a fund we call"General Capital
Improvements." In 2003, we will complete a number of projects previously approved and budgeted.
These include the Pavilion Building, Police evidence storage facility, Aquatic Center, and Fire
Station 12.
Expenditures. In 2003,we will complete Fire Station 12, the Aquatic Center, and the parking garage
from specific funds created to track the costs of these projects. The 200 Mill Avenue building has its
own fund. The expenditures in this fund will be primarily used to repay loans for earlier renovation
costs. The area we spend most of the time on during the budget process is the general capital
improvements.
In 2003, we plan to invest in Information Services projects. This includes, but is not limited to,
expanding the Wireless project to cover additional sections of the City for Police and Fire Department
rrr access; continuing the document management project that will move us toward lowering our use of
paper products; and begin implementing the Fire Department Records Management Project. This last
expenditure is a$1.2 million commitment over the next three years and will place a records
ow management system in the Fire Department similar to the system set up for the Police Department.
Our general improvements continue the planning efforts for the completion of the Cedar River Trail.
ift Currently, we have an incomplete span of the trail between Coulon Park and at the end of the Cedar
River. This area must transverse Boeing property and the south end of the Lake and it has many
complicated issues relating to shoreline impacts.
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We propose to spend over$798,000 on major maintenance of current facilities. This includes
pavement maintenance at our parks, continued playground updating throughout our parks, and
equipment at our recreation facilities such as the Senior Activity Center and the Community Center.
The total general expenditures for 2003 are budgeted at $2.9 million.
Revenue. The revenue sources for these projects primarily include Real Estate Excise taxes,
investment interest, and fund balances from various different funds.
Internal Service Funds wr
These are accounting mechanisms to capture the revenue and the costs of health,property, industrial
insurance, and unemployment benefits. This category includes the Equipment Rental fund.
Expenditures. The Insurance Fund budget before you illustrates the most expensive options - or
conservative options -possible. Again, this relates to negotiations. We would like to illustrate to you
the different budgetary assumptions in detail. At this point, we believe the City will have to spend
$5.8 million for health and dental costs in 2003,a twenty-five percent (25%) increase over the 2002
Budget.
In the Equipment Rental fund we expect to spend approximately$1.1 million for our vehicle fleet.
This includes changing out at least ten police cars to ensure we remain on schedule over time. We do
not have to replace any major pieces of fire equipment in 2003.
Revenue. Most of the revenue for this fund come from charges to each department. Each vehicle
class pays a monthly rate into the Equipment Rental fund for maintenance and replacement. The same
type of methodology applies to health and dental costs.
Fiduciary Fund
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The City manages the Fire Pension monies for fire officers who retired prior to 1977. All of the
proceeds of this fund are invested in long-term federal securities. The monies at this time can be used
only for the payment of Fire Pension obligations.
Revenue. The City receives approximately$50,000 from a statewide fire insurance premium tax. The
remainder of the costs have been fully funded since 1997 by utilizing the investment earnings from
the government securities.
Expenditures. The City expects to spend approximately$370,000 for health and Fire Pension
obligations.
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Summary
This addendum is just a review by major fund type. Please refer to the entire budget for departmental rr
expenditures by major categories such as salaries,benefits, and other kinds of expenditures.
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No Financial and Operational Policies
am The Renton City Council approved the 2003 Adopted Budget based on
specific financial and operational policies. These policies, in turn, are based
on these key budget request principles:
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• Budget requests will pay for themselves in measurable dollars.
• Budget requests will adhere to Council priorities and strategies.
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• Budget requests will have a return on investment.
• Nonrecurring budget requests are identified.
• Productivity improvements and cost effectiveness are measurable.
�r. Following is a list of the City of Renton's financial and operational policies,
and strategies for implementing them.
1.The City shall maintain short-term and long-term fiscal stability.
• Fund ongoing operations using ongoing revenues. (This also applies to
„rr ongoing capital improvement costs and rehabilitation and renovation
project costs.)
• Monitor and, where necessary, adjust all operating revenue and
expenditures in order to ensure that, over time, its expenditures do not
exceed its revenues.
r.. • Continue to improve operating revenue and expenditure reports so
that managers can make timely financial adjustments.
• Prepare annually a set of six-year budget projections and rate increases for
all its operating and capital funds in order to forecast both revenues and
�. expenditures.
• Evaluate budget initiatives as part of these six-year budget projections.
• Link all initiatives to Business Plan Goals and the six-year projection model
to better understand the long-term financial effects of sustaining each
w initiative.
• Continue to conservatively project revenues and budget expenditures at
�. 100 percent in order to ensure budget solvency.
• Accept new requirements for service delivery only when adequate funding
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is available.
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Introduction 1-1
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2.The City shall maintain sufficient liquidity to meet normal ar
operating and contingency obligations.
• Continue to maintain general governmental and enterprise fund balances
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equal to one month's (8 percent) operating expenditures for all operating
funds.
• Maintain an insurance reserve for property, casualty, and medical claims in rr�r
an amount equal to consultant or actuarial requirements.
The City is working on the development of an actuarially determined loss reserve
level. At year-end 2002, the City projects a reserve of$7,100,000, or ll percent
of general expenditures, as a catastrophic loss reserve in the Insurance Fund. rr�
• Replenish the insurance reserve portion of the insurance fund in the
following year either by transfer or premium. nw
• Budget termination benefits in nondepartmental budgets in an amount equal
to average termination costs.
The budget identifies$195,000 for termination payments. Retirement costs,
appropriation for unused sick and vacation leave time, and other liability issues No
are included in this amount. This amount reflects the anticipated cost of
retirements and staff attrition.
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3.The City shall protect itself from catastrophic losses.
• Maintain a contingency account equal to 8 percent of general governmental
operating expenses without grants and nonrecurring transfers. r
Currently, the City combines its insurance actuarial and contingency
requirements in the Insurance Fund.At year-end 2002, the City projects to have am
$7,100,000, or 11 percent, of general governmental expenditures, to meet both
insurance actuarial and contingency needs. so
• Purchase excess medical, property, and liability insurance to cover major
losses, as deemed appropriate by the City's risk management program. no
Through the Washington Cities Insurance Authority, the City of Renton carries
excess coverage in all areas. These are found in the Insurance Fund information. Um
• Only use the contingency account for either unusual fiscal conditions
or catastrophic losses outside insured limits, with any expenditure requiring
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five Council votes.
This is current practice. The contingency account could be reduced as a result of
actual operations. Each year the contingency balance is analyzed.A plan is
developed to ensure that the balance is maintained according to policy. The plan
can include transferring savings directly to the account from other funds,
increasing future year premiums to repay past higher expenditures, or making a
budget appropriation from future year revenue directly to the contingency account.
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1-2 Introduction
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,,,m 4.The City shall have service users pay their fair share of
program costs.
• City utilities and the airport shall continue to be 100 percent user supported.
• The City's golf course operations shall be self-supporting, with the original
acquisition paid for from general governmental revenue.
The Maplewood Golf Course currently funds 100 percent of operations with
general funds providing approximately 85 percent of the original acquisition debt
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service support.
• User fees shall contribute an average of 50 percent toward all recreation
services and operations, with the exception of the Renton Senior Activity
Center.
Users of recreation and Renton Community Center services fund approximately 50
percent of the direct costs of operations.
OW • The City shall continue to pay 100 percent of the cost of the Renton Senior
Activity Center operations, with the users continuing to pay the full cost of
r, special events.
• Developers shall continue to pay at least 65 percent of the cost of reviewing
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and processing their permits.
• Interfund charges shall continue to occur only when needed for enterprise,
external chargeable, mitigation, or grant-related services and capital
projects.
• The City shall continue to review annually all fees, charges, and rates to
�"• determine whether they meet targeted cost coverage. The City shall
continue to make adjustments in conjunction with the budget process.
5.The City shall operate utilities in a responsive and fiscally
sound manner.
�. • Conduct utility rate studies at least every five years in order to update
assumptions and ensure the long-term solvency and viability of its utilities.
The Comprehensive Plan update addressed rate and financial policy issues, and a
rate study is not proposed for 2002. In lieu of a rate study, an augmented annual
rrr rate review was conducted. The City ensures each debt service fund has cash
balances of 1.5 times annual debt service payments for debt service coverage.
• Review and adjust annually, if necessary, utility rates in order to reflect
inflation and construction goals, maintain covenants, and avoid major
periodic increases.
•wr The City adjusts water, wastewater(sewer), surface water(storm drainage), and
garbage rates as required. The 2002 rate increases for Renton services are as
+rra follows: water, wastewater, and surface water were 0 percent;garbage rate
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Introduction 1-3
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increases of 5 percent for all customer classes (approved in 2001)were
implemented in 2002.
• Continue to pass through to ratepayers the cost of utility contractual
services over which the City has no control in a manner consistent with
Council direction.
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King County/Metro, tipping fees, and hazardous waste charges are handled in this
manner. King County rates will increase 18.5 percent. Tipping fees are not
projected to increase until 2003.
• Include an annual capital contribution for Waterworks Utility rates equal to
1.5 percent of net assets. +
The 1989 Water/Sewer/Storm rate study set forth this policy.Actual transfers are
based on the amount of excess fund balance available.
• Continue to maintain fund balances in enterprise funds at levels established
through rate studies or at levels equal to a target of 45 days, with a
minimum of 30 days, of O&M expenses that are necessary to meet
operating, capital, and contingency requirements.
• Continue to use excess fund balances to offset rate increases where possible
and use any remaining balances for approved capital purposes.
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6.The City shall maintain and meet infrastructure and capital needs.
• Continue to give priority to maintaining existing capital assets over
acquisition or construction of new facilities when making capital funding ars
decisions.
• Adopt a six-year Capital Facilities Plan and a six-year Capital
Improvements Program Plan that identify all growth-related and major
maintenance projects and costs; also identify funding strategies. ■rr
The City adopted a Capital Facilities Plan as a part of its Comprehensive Plan.A
separately issued City of Renton Capital Improvements Program document has rr
been published for 2002 through 2007.
• Dedicate the first year of property taxes generated from newly incorporated ,
areas to the Capital Fund.
• Dedicate 50 percent of sales tax generated from new businesses each year
to the Capital Fund. (These dollars shall provide the basis for the funding
strategy.)
• Continue to maximize County, State, and Federal grants, loan interest
programs, and other intergovernmental sources for capital needs when it is
consistent with City plans and policies.
• Use voted general obligation bonds and special levies to finance
infrastructure improvements for public benefits that support quality of life ars►
and that do not necessarily generate cost savings on revenue streams.
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1-4 Introduction
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,,,.r • Continue to identify and include all ongoing operation and maintenance
costs prior to undertaking a capital project as part of the policy discussion.
7.The City shall provide both a long-term and a short-term debt
strategy that allow it to meet current and future needs through
borrowed capital without imposing a severe financial burden.
• Continue to review all forms of funding to determine the least costly
method and the most appropriate type of financing.
r.
The City reviews each project to determine if revenue bonds, LIDS, or general
voter-approved or councilmanic debt is the most appropriate.
r. • When bonds are used to finance debt, issue bonds for a maximum of 20
years or for the life of the asset, whichever takes less time.
aw • Continue to evaluate the costs and benefits of borrowing versus cash
financing programs and projects.
• Develop a long-term program to meet equipment needs, including vehicles,
computers, and copiers.
r The 2002 budget includes$1,400,000 in Municipal Facilities CIP to meet
technology information and copier needs.
aw • Continue to use nonvoter-approved debt as an alternative to other financing
options if the capital expenditure is the most cost-effective alternative,
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urgent, unanticipated, or necessary to generate revenue or prevent economic
loss.
8.The City shall establish accountability in budget monitoring.
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• Continue to set total appropriations at the fund level.
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Appropriations are adopted at fund level in the budget.
• Make department directors responsible for managing their budgets within
the total appropriated budget.
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• Approve any budget adjustment between funds.
aw • Continue the process whereby the Mayor approves budget adjustments
within a fund and reports them to the Council. (Adjustments affecting
program implementation require Council approval.)
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• Continue to record departmental expenditures (but not expenditure accounts
where an excess budget may exist) consistent with the State of Washington
■"' Budget, Accounting, and Reporting System.
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Introduction 1-$
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9.The City shall establish consistent compensation standards for
itself.
• Set minimum pay levels in the compensation policy at the 60th percentile r�r
when compared with the median pay of comparable jurisdictions.
The 1991 Classification and Compensation Study established 75 percentile for
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nonpublic safety personnel. Current compensation is between 60 and 75 percentile.
Public safety personnel are at the range of 90 to 95 percentile.
• Have Human Resources review reclassification requests on a quarterly
basis, with the Mayor approving all recommendations prior to
implementation. The Council shall approve all reclassifications involving a
change in pay grade prior to implementation.
Reclassification requests are reviewed quarterly and any reclassification approved
by the Council is effective on July I for the last two quarters.
• Allow Human Resources to place new hires up to step "C" without Council
concurrence. The Council shall approve all higher step employment
placements.
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10. The City shall provide financial reports in a timely and
understandable manner.
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• Continue to provide monthly budget reports outlining the status of revenue
and expenditures to all departments, the Mayor, and the Council.
• Continue to distribute quarterly financial reports discussing major trends,
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the status of Renton financial operations, and other related information to
all managers, the Mayor, and the Council. Also make them available to all err
other interested parties.
Quarterly reports are prepared and submitted to interested parties. r
• Continue to distribute a comprehensive annual financial report, prepared in
accordance with generally accepted accounting principles, to all interested ,
parties and to the Government Finance Officers Association for
certification.
The CAFR is prepared and audited annually and submitted for compliance review.
• Continue to present budget documents in a format that provides for logical r
comparison with prior years whenever possible.
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1.6 Introduction
No
BUDGET AT A GLANCE
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A GREAT PLACE TO LIVE, WORK, AND PLAY!
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Renton Citizens
City Council Mayor Municipal Court Judge
Kathy Keolker-Wheeler, President; Jesse Tanner Terry Jurado
Terri Briere; Dan Clawson; 425-430-6500 425-430-6550
Randy Corman;Toni Nelson;
King Parker; and Don Persson
425-430-6501 Chief Administrative Officer
Jay Covington
425-430-6500
Community Services Planning/Building/ Economic Development, Administrative,Judicial,
Jim Shepherd,Administrator Public Works Neighborhoods, and and Legal Services .
425-430-6600 Gregg Zimmerman, Strategic Planning 425-430-6500
Administrator Administrator
425-430-7394 425-430-6580
Facilities Mayor's Office
Dennis Culp, Director Derek Todd .
Development Services Economic Development
Neil Watts, Director Alexander Pietsch,
Parks Director City Clerk/Cable Mgr.
Leslie Betlach, Director Bonnie Walton
Maintenance Services
Recreation Jack Crumley,Director Neighborhoods Court Seryices
Sylvia Allen,Director Joe McGuire,Director i
Transportation Systems
Human Services Sandra Meyer, Director Strategic Planning Hearing Examiner
Karen Bergsvik, Manager Fred Kaufman
Utility Systems
Library Lys Hornsby, Director
City Attorne
Y .
Clark Petersen,Director Warren Barber Fontes,P.S.
Fire Human Resources
Police A. Lee Wheeler, Chief and Risk Management Finance and .
Garry Anderson, Chief 425-430-7501 Michael Webby, Information Services
425-430-7507 Administrator Victoria Runkle,
Operations
425-430-7650 Administrator
Operations/Support Art Larson, 425-430-6858
Kevin Milosevich, Deputy Fire Chief
Deputy Chief Human Resources Fiscal Services
Emergency Elaine Gregory,Director
Response Civil Service
Patrol Operations Commission
Administration/ Information Services
Support Services
Patrol Services Glen Gordon, Risk Management
Deputy Fire Chief Print and Mail
Operations r
Investigations Prevention Bureau
Administrative .
Services Training
Staff Services Disaster
Management
Auxiliary Services ,
City of Renton Corporate Organization Structure
�- Budget at a Glance
ow
The Budget Process
+ The City of Renton develops its budget every year from February through
September. However, in each odd-numbered year, we adopt a two-year, or
... biennial, budget. In the second year of each biennium, the Mayor and the
Council review the City's revenues and services in order to determine if they
need to make significant changes to the budget.
In reviewing the anticipated revenue, the Mayor's first priority is to ensure
aw that the City is able to continue providing the same levels of service. This may
require obtaining additional funds because the same service level now costs
more. For example, as our population increases, we need more police officers
.r� to maintain the same response times.
City departments estimate the costs of providing existing base services for
... the budget year. In addition, they submit requests for new programs that they
would like the Mayor to consider. The Mayor evaluates the department
�• requests and can recommend new programs for Council approval within the
context of the Council's adopted Business Plan Goals.
The Mayor and the Council hold a strategic planning retreat in the spring of
each year in order to adopt these Business Plan Goals. At that time, the
.. Council sets policy direction and priorities for the next budget cycle. They
also determine whether the City's current levels of service are meeting the
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needs of our community.
The Mayor must provide to the Council by October 31 a proposed budget
for the following year. The Mayor also provides them with an estimate of
expected revenue in order to meet the costs of providing City services.
The Council reviews the budget and any revisions in November and
December. It must approve a balanced budget for all City expenditures by the
rr beginning of the budget year, which is January for the City of Renton. In
order to obtain citizen opinion about proposed expenditures, the City holds
two public budget hearings.
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No Budget at a Glance 2-1
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Once the Council adopts the budget, the Mayor must ensure that expenditures
are made within legal limits. If the economy changes or the City identifies
unanticipated needs during the year that require changing the budget, the
Mayor will recommend those changes. A Council-adopted ordinance must
accompany all budget increases. If revenues fall short, the Mayor can make
decreases to the budget to ensure that the City does not overspend available
resources. The Mayor will work closely with the Council whenever changes
to the budget must be made.
Basis of Accounting
Whichever basis of accounting that the City chooses to use will determine
when revenue and expenditures or expenses are recognized in the accounts
and reported in the financial statements. All our governmental bodies account
for funds by using the modified accrual basis of accounting. These
governments recognize their revenue when they become measurable and
available, and they generally recognize their expenditures when they incur
the related fund liability.
However, all proprietary funds and pension trust funds are accounted for
using the accrual basis of accounting. Under this basis of accounting, the
revenue is recognized when it is earned, and the expenses are recognized r
when they are incurred.
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2.2 Budget at a Glance
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Table 2-1. Schedule of the Budget Process
Description Feb Mar Apr May Jun July Aug Sep Oct Nov Dec Jan
The budget process and time limits are established by State law.The City of Renton adheres to the following procedures.
1. The Mayor,Council,and staff meet to set priorities
(Council/staff retreat). D
No 2. Council Committee of the Whole adopts the Business Plan D
Goals and Strategies.
3. Budget instructions,salary and benefit computations,and
forms are prepared and distributed to departments on or D D
before July 1.
4. Six-year Transportation Capital Improvement Program and
wir associated budget adjustments are adopted by Council,by D
Resolution.
5. Departments prepare and submit new operating programs,
+� positions and reclassifications,and six-year capital D D
improvements.
6. Departments prepare line item(baseline)budget requests and
submit to Finance by the second week of August.
7. Baseline budget requests, revenue assumptions,new
too programs,and capital improvement requests are compiled into D
a document for the Mayor's review in September.
S. The Mayor reviews budget requests with each department
during the first two weeks in September,with decisions made D
by the end of September.
9. The property tax levy is established by ordinance the first D
,. Monday in October,or when available.
10.The Mayor's Preliminary Budget is prepared and filed with the
City Clerk by the first working day in November;available for D
aw public review.
11.The City Clerk publishes a notice of filing the preliminary
budget,and designates the date,time,and place of the public D
hearing on the final budget.
12.Council Committee of the Whole conducts budget hearings with
department heads during the month of November.The D
hearings are open to the public.
13.The final hearing on the proposed budget must begin on or
aw before the first Monday of December and may continue until D
the 25th day prior to the next fiscal year.
14.Year-end budget adjustments for the current budget year are D
r presented to the Council for adoption by ordinance.
15.The City Council approves amendments to the proposed
budget and,following the public hearing,adopts a final D
rrr balanced budget,by ordinance,prior to January 1.
16.The final budget as adopted is published,distributed,and made
available to the public during the first three months of the D
r ensuing year.
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am Budget at a Glance 2-3
No
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Financial Structure
The City's budget comprises seven major fund types or groups. The following
is a general overview of each fund type. rr.
General Governmental Funds
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These funds are used to account for resources that are generally not dedicated
for a specific purpose. They are used to meet the basic services that your local
government provides.
Major Revenues Primary Services
• Taxes • Police protection rrrr
• Fees,licenses,and permits • Fire protection/emergency medical services
• Fines and forfeitures • Parks and recreation
• Intergovernmental(Federal,State) • Municipal Court/legal services
• Library services
• Street maintenance/planning
• Economic development/planning
• Administrative functions
Special Revenue Funds
These funds are used to account for revenues that are to be used for a specific
purpose as required by law or administrative action.
Major Revenues Primary Services rrr
• State and Federal grants • Economic development
• Taxes • Cable communications
• Street overlay
• Art fund
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Debt Service Funds
These funds are used to account for the accumulation of dedicated revenue ■rr
and payment of principal and interest related to the City's general obligation
bond issues.
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Major Revenues Primary Services
• Property tax levies Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments r
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2.4 Budget at a Glance
Capital Improvement Funds
These funds are used to account for the acquisition and construction of major
capital facilities and equipment. All projects supported by these funds can be
found in the 2002-2007 City of Renton Capital Improvement Program.
Major Revenues Primary Services
• Federal and State grants Capital improvement projects
ects
• Special assessments
,o • Property tax
• Sales tax
• Real estate excise tax
aw
• Impact mitigation
Enterprise Funds
These funds are used to account for the operations that are financed and
operated in a manner similar to private business enterprises.
Major Revenues Primary Services
• Service(user)charges • City utilities
r
• Federal and State grants • Renton Municipal Airport
• Revenue bonds • Maplewood Golf Course
rrr a State loans
Internal Service Funds
rr These funds are used to account for the goods and services furnished by one
city department for another department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments Fleet management
rrr • Insurance, health/property liability
Fiduciary Funds
These funds are used to account for assets held by the City in a trustee
capacity.
Major Revenues Primary Services
• Investment interest Fire pension fund
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Budget at a Glance 2-5
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Please refer to the following tables and figures for specific information on the
budget, fund groups, and employment history. In table 2-2, we provide details
on revenue and expenditures categories.
In table 2-3, we provide sources and amounts of revenue by year from 2001
through 2004. In figure 2-1, we show the budget percentages for each fund
and the General Governmental Fund, by department. In table 2-4, we provide .rr
specifics for fund expenditures and in figure 2-2, we graphically present the
history of employment for the City of Renton.
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2-6 Budget at a Glance
.�. Table 2-2. The Total Budget for 2003
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
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Revenue
Property Tax 18,758,300 507,700 19,266,000
r Sales Tax 16,600,000 196,000 16,796,000
Utility and Natural Gas 9,425,000 30,000 9,455,000
am Gambling Excise Tax 2,455,000 2,455,000
Other Taxes 2,550,000 1,000,000 66,000 3,616,000
Taxes Subtotal 49,788,300 226,000 507,700 1,000,000 66,000 51,588,000
r Fees and Permits 1,851,800 1,880,000 22,100 3,753,900
Federal and State Grants 215,000 305,000 911,600 1,150,000 2,581,600
lr�r Intergov and Interfund Revenue 5,806,600 348,500 350,000 1,121,700 32,000 7,658,800
Charges for Services 2,260,500 1,556,000 32,065,700 1,417,900 37,300,100
r
Other Revenues 2,780,700 86,700 339,600 4,426,500 5,681,300 9,760,700 115,000 23,190,500
Operating Revenue 12,914,600 740,200 339,600 9,124,100 40,040,800 11,178,600 147,000 74,484,900
Total New Revenue 62,702,900 966,200 847,300 10,124,100 40,106,800 11,178,600 147,000 126,072,900
aw Use of Prior-Year Revenue 1,424,200 0 0 3,892,500 10,982,700 859,600 218,900 17,377,900
Total Resources $64,127,100 $966,200 $847,300 $14,016,600 $51,089,500$12,038,200 $365,900 $143,450,800
wo Expenditures
Legislative 182,100 182,100
Administrative and Judicial 2,602,100 106,600 300,000 3,008,700
Legal Services 1,049,500 1,049,500
Econ Dev,Neigh,Strgic Ping 1,239,600 200,000 50,000 1,489,600
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Human Resources and RM 702,700 8,870,900 9,573,600
Finance and IS 3,141,300 1,200,000 4,341,300
Police 14,506,000 14,506,000
Fire 11,542,200 11,542,200
err Planning/Building/Public Works 9,826,100 6,661,200 40,521,800 2,816,400 59,825,500
Community Services 11,208,500 295,700 2,285,300 1,833,700 15,623,200
Interfund Transfers 1,000,000 353,500 307,600 3,127,000 2,100,000 6,888,100
rar Other City Services 4,468,300 200,000 1,636,100 350,900 365,900 7,021,200
Debt Service 2,560,700 538,500 4,250,900 7,350,100
r�r Total Committed Expenditures 64,029,100 955,800 846,100 13,823,500 50,342,500 12,038,200 365,900 142,401,100
Increase to Reserves 98,000 10,400 1,200 193,100 747,000 0 0 1,049,700
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Total Expenditures $64,127,100 $966,200 $847,300 $14,016,600 $51,089,500$12,038,200 $365,900 $143,450,800
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a" Budget at a Glance 2-7
No
r1110
Figure 2-1. Fund Groups '
Internal/Sery/Fiduciary-9%
General Governmental-45% Streets
City irrr
Services
Community >�� � '`
Services
General
Governmental
° fi4� zrf is:
bya-
Department t � o
11,542,200 �,
Fire a k �00
to r'lf,:. ✓ £q���� � �q
4
Police Debt and
Special Rev/Debt Service-1% Transfer Out
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Capital Improvement-10%
Enterprise-35%
General Governmental 64,029,100
Special Revenue 955,800
Debt Service 846,100
Capital Improvement 13,823,500
Enterprise: Utilities 46,216,400 1u11
Airport 1,557,000
Golf Course 2,569,100
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Internal Service 12,038,200
Fiduciary 365,900
Total Committed Expenditures 142,401,100
1
2-8 Budget at a Glance 11
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Figure 2-2. Employment History —City of Renton
800
i� 700 El
Administrative
600
El Community Services
it 500 ■ Enterprises/Utilities
400
■ Planning/Public Works
300
M ■ Fire
200
■ Police
100
0
2001 Actual 2002 Budget 2002 Actual 2003 Budget 2004 Forecast
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2003 Increases to Staffing - 5.0 FTE
2003 Changes
One-half intermittent position decreased in Economic Development,
Neighborhoods, and Strategic Planning.
One-half intermittent position added at the Airport.
The Domestic Violence Victims Advocate moved from the Human Services
Division to the Police Department.
The Limited Term Community Development Block Grant Specialist in the
..r Human Services Division was converted to a Regular Employee.
The Limited Term Finance Analyst in the Finance Department was converted
to a Regular Employee.
2002 Base Changes
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Two Police Officer positions added to Police.
irrr One Crime Analyst position added to Police.
One Evidence Technician position added to Police.
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One Fire Secretary added to Fire.
The total authorized FTE for the City is 688.2 (regular, full-time, part-time,
limited-term, temporary, and intermittent staff).
The Domestic Violence Victims Advocate in the Human Services Division
was converted to a Regular Employee.
Budget at a Glance 2-9
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Table 2-3. Revenue Over Time rr
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002-2003 2003-2004
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Tax Revenues
Property Taxes 16,776,846 18,257,200 18,381,694 19,266,000 19,266,000 5.6% 0.0%
Retail Sales and Use Tax 16,724,786 16,965,000 16,431,456 17,055,000 17,055,000 0.5% 0.0% arii
Utility Taxes 10,348,682 9,220,000 8,669,865 9,130,000 9,130,000 -1.0% 0.0%
Real Estate Excise Tax 2,895,147 1,800,000 2,709,652 2,305,000 2,305,000 28.1% 0.0%
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Gambling Excise Tax 2,322,136 2,401,000 2,110,861 2,455,000 2,455,000 2.2% 0.0%
Other Taxes 1,150,932 1,245,000 1,598,319 1,245,000 1,245,000 0.0% 0.0%
Total Tax Revenue $50,218,529 $49,888,200 49,901,847 $51,456,000 $51,456,000 3.1% 0.0% NNW
Operating Revenues
Licenses and Permits
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Business Licenses and Permits 2,522,223 2,523,000 2,333,878 2,374,400 2,374,400 -5.9% 0.0%
Building Permits 1,528,797 1,233,400 1,902,796 1,345,500 1,345,500 9.1% 0.0%
Non-Business Licenses/Permits 50,938 30,000 24,305 34,000 34,000 13.3% 0.0% ctrl
Total Licenses and Permits $4,101,958 $3,786,400 4,260,979 $3,753,900 $3,753,900 -0.9% 0.0%
Intergovernmental Revenue
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Federal Grants 1,641,133 1,980,900 2,758,252 1,884,700 1,884,700 -4.9% 0.0%
State Shared Revenue 2,514,104 3,635,600 3,568,478 2,525,700 2,525,700 -30.5% 0.0%
Intrgovl Service and Interlocal Grants 2,160,313 1,000,000 1,126,747 1,240,000 1,240,000 24.0% 0.0% Ong
Total Intergovernmental Revenue 6,315,550 6,616,500 7,453,477 5,650,400 5,650,400 -14.6% 0.0%
Charges for Services
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Utility and Environment 28,820,964 31,448,200 30,239,382 30,366,400 30,366,400 -3.4% 0.0%
Recreation 2,407,640 2,505,500 2,475,373 2,357,800 2,357,800 -5.9% 0.0%
Plan Checking Fees 665,777 450,000 730,376 500,000 500,000 11.1% 0.0% rr>y
Planning/Zoning/EIS Fees 512,696 121,000 205,960 171,000 171,000 41.3% 0.0%
Rents/Leases/Concessions 2,365,785 2,169,300 2,473,800 2,395,200 2,395,200 10.4% 0.0%
Other Transportation 52,903 7,000 6,476 5,000 5,000 -28.6% 0.0% rr
Other Charges for Services 3,472,826 3,424,900 3,491,782 3,290,200 3,290,200 -3.9% 0.0%
Total Charges for Services 38,298,591 40,125,900 39,623,149 39,085,600 39,085,600 -2.6% 0.0% arab
Total Operating Revenue 48,716,099 50,528,800 51,337,605 48,489,900 48,489,900 -4.0% 0.0%
Other Revenues
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Mitigation Fees:Transportation,Fire, 1,133,230 750,000 1,904,094 950,000 950,000 26.7% 0.0%
and Parks
Interest Earnings 3,838,898 2,753,130 1,642,301 1,713,700 1,713,700 -37.8% 0.0%
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Employee Insurance Premiums 5,163,412 6,138,800 5,806,109 6,361,600 6,650,900 3.6% 4.5%
Intrfund Depart.Service Charges 4,266,798 4,294,500 4,676,754 4,405,200 4,405,200 2.6% 0.0%
Other Revenue 2,266,379 1,880,800 2,089,762 2,140,800 2,140,800 13.8% 0.0% rra
Interfund Transfers 24,914,377 25,740,046 33,769,767 10,555,700 10,555,700 -59.0% 0.0%
Total Other Revenue 41,583,094 41,557,276 49,888,787 26,127,000 26,416,300 -37.1% 1.1%
Total New Revenues 140,517,722 141,974,276 151,128,239 126,072,900 126,362,200 -11.2% 0.2%
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2-10 Budget at a Glance 1fi
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err Table 2-4. Expenditure Detail -All Funds
2001 2002 2002 2003 2004 Change Change
Expenditures Actual Adj Budget Actual Budget Forecast 2002-2003 2003-2004
M Salaries and Wages
Salaries 34,091,564 37,262,300 36,086,856 36,896,100 37,277,200 -1.0% 1.0%
Overtime 1,743,607 1,641,800 1,982,522 1,655,700 1,673,000 0.8% 1.0%
rrr Total Salaries and Wages $35,835,171 $38,904,100 $38,069,378 $38,551,800 $38,950,200 -0.9% 1.0%
Personnel Benefits
Retirement/FICA 3,750,360 3,585,300 3,474,202 3,737,000 3,737,300 4.2% 0.0%
Medical and Employee Insurance 10,343,584 11,251,300 11,574,404 12,709,100 12,998,100 13.0% 2.3%
im Total Personnel Benefits $14,093,944 $14,836,600 $15,048,606 $16,446,100 $16,735,400 10.8% 1.8%
Supplies
Operating Supplies/Equipment $3,999,179 $4,817,300 $3,781,993 $4,910,500 $4,910,500 1.9% 0.0%
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Other Services and Charges
Professional Services 11,120,250 12,604,393 11,179,462 12,224,400 12,224,400 -3.0% 0.0%
�r Operating Rentals and Leases 3,280,955 3,448,100 3,225,799 3,440,700 3,440,700 -0.2% 0.0%
Property/Liability Insurance 2,830,934 2,962,500 2,967,571 3,324,800 3,324,800 12.2% 0.0%
Public Utility Services 9,089,589 10,333,300 10,089,982 10,292,000 10,292,000 -0.4% 0.0%
Operating Services and Charges 3,567,617 3,920,185 3,461,667 3,989,600 3,989,600 1.8% 0.0%
Total Other Services and Charges $29,889,345 $33,268,478 $30,924,481 $33,271,500 $33,2715500 0.0% 0.0%
rrr Intergovernmental Services
Total Intergovernmental Services $4,265,724 $4,6505500 $4,419,324 $4,6835300 $49683,300 0.7% 0.0%
Capital Outlay
Land, Buildings,and Equipment 6,879,817 31,060,377 11,511,053 5,261,600 5,261,600 -83.1% 0.0%
Construction 16,687,324 19,045,100 13,273,801 19,416,200 19,416,200 1.9% 0.0%
Total Capital Outlay $23,567,141 $50,105,477 $24,784,854 $24,677,800 $24,677,800 -50.7% 0.0%
Debt Service(Principal and Interest)
rrr Principal 4,802,196 6,438,000 6,325,459 4,485,200 4,525,600 -30.3% 0.9%
Interest and Related Debt Costs 2,244,867 3,235,400 3,0079956 39322,500 3,283,400 2.7% -1.2%
Total Debt Service $7,047,063 $9,673,400 $9,333,415 $7,8079700 $7,809,000 -19.3% 0.0%
Interfund Payments and Transfers $18,152,136 $16,047,565 $15,805,956 $12,052,400 $11,311,100 -24.9% -6.2%
Total Committed Expenditures $136,849,703 $172,303,420 $142,168,007 $142,401,100 $142,348,800 -17.4% 0.0%
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Budget at a Glance 2-11
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Major 2003 Funding Decisions
The Council met in March of 2002 to set its Business Plan Goals for 2003
through 2008. "
Promote citywide economic development.
• The City will continue its efforts in its long-term vision to obtain available
land along the Lake Washington waterfront. In 2003 we will continue to
plan for the completion of the Cedar River trail along the east side of the +
river,joining it to the trail that currently ends on the east side of the lake.
• We will continue to work with Boeing and other business leaders on the r.r
concept of creating available land for biotechnology jobs in our community.
• The City will continue to work with large retailers to help them locate
within our geographic boundaries and along Interstate 405.
Promote neighborhood revitalization.
• The City continues to work with developers interested in developing in the
Highlands Neighborhood. This is a slow process, but the City continues to
have reserves to invest in the neighborhood.
• The City will appropriate an additional $50,000 for the Neighborhood
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Matching Grant program for 2003.
• The City is currently reviewing an option to develop or increase park
property in several different City neighborhoods. rrr
Promote the City's image in the community and region.
• The City will continue our marketing efforts with the Chamber, School
District, and other public agencies in 2003. This effort has been most
successful with the input of a group of citizens who have helped develop
a marketing campaign. This campaign helped the City of Renton maintain
several growing businesses in Renton, including the Internet company,
Classmates.
• The 2003 Budget increases the Human Services funding by nearly $30,000 ,
to meet our ever growing needs.
• The City will fund the maintenance requirements for the new parking
garage and the Pavilion Building. With the completion of the garage and
more than $1 million of renovations to the Pavilion Building, the City
expects to find a private business enterprise for the facility.
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2-12 Budget at a Glance
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Meet the service demands that contribute to the livability of
the community.
• In 2003 the City will complete a new fire station in the Highlands
Neighborhood. This facility will meet the growing demands of the
community, improve an area of the neighborhood, and place a facility
in a more visible area than the current facility.
• The City will review the results of a community survey conducted in 2002
to ensure that we are meeting the identified needs of our residents. This
work will include using any available fund balance for additional sidewalks
and walkways, continuing maintenance of our parks and related programs,
and maintaining a high level of service in our libraries.
• In 2003 the City will evaluate a pilot wireless connectivity program used by
the Police and Fire Departments to determine if this adds to the productivity
for field officers. If successful, the City will expand connectivity into other
err areas of our city.
Influence regional decisions that affect the City.
• The City will continue to work with partners in the completion of a new
east-west corridor in the valley. We began this work in 2002 with Tukwila
and Sound Transit. If Referendum 51 passes, we should be able to develop
a new major transportation thruway for all area residents.
• The City will continue its efforts in Olympia to minimize the impact of
the State's fiscal predicament on Renton residents. This includes continued
work on opposing any unfunded mandates from the State or County.
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Budget at a Glance 2-13
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Economic Overview ,,,,,,,
The community's health is the reflection of two interrelated components: the
quality and level of services it provides and its ability to pay for those
services.
Most of the City's general services, such as police,fire, parks, libraries,
streets, building, and economic development, are paid from general
governmental-type revenues. These include but are not limited to property,
sales, and utility taxes, charges for services, and other miscellaneous fees. The
activities of the City's utilities are met through both user fees and other .v
charges for services.
There are countless laws defining the types of revenues a city can impose and
limit the rate of taxation.The City of Renton offers in its revenue manual
specifics for every type of revenue source it has and identifies the associated low
laws. We encourage all interested parties to access this either in paper format
or from our web site where the entire document is presented.
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Overview
We had double-digit revenue increases in the middle of the past decade. This .r
growth was the direct result of the City's aggressive economic development
program started in 1993. This program had several different elements. First, in
order to meet increasing costs and to become less dependent upon one major °11r'
company, we recognized we had to broaden the City's economic base. Given
Washington State's tax structure, we had to increase the amount of sales taxes ■o
generated within the City limits. We also had to diversify the types of
businesses and property owners working and living in Renton.
To accomplish this, we began several initiatives. First, we redeveloped our
downtown area and helped car dealerships relocate to areas along the rrr,
highway. We also were able to increase our number of car dealerships. This
effort alone doubled the revenue we received from sales tax from this business
rri
sector. Figure 2-3 illustrates the annual collections from automobile sales
taxes between 1993 and 2002.
rrr
rrr►
r
2-14 Budget at a Glance
r.r
0 Figure 2-3. Annual Automobile Sales Tax Collections
$4,000,000
wri
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
This figure illustrates that our pattern is one that follows a national pattern.
Nationally, automobile sales were extraordinarily high in 2000 and then
returned to a normal rate of purchase. We realize that 2002 sales were high
r�r because the dealerships were offering zero percent financing and, in general,
interest rates were low.
we We also began to market our City to large retailers. This resulted in IKEA,
Fred Meyer, Zones, and Wal-Mart locating here during the 1990s. This
impetus then brought other interested retailers, and by the end of 2003 the
rM City will also be the home of Fry's Electronics, Sam's Club, and a Target
store. These efforts have also doubled the amount we have received from
rrr general retail businesses. In 1993 the City collected $2 million in sales taxes
from approximately $743 million in sales. By 2002, the total retail sales tax
collections were $4.6 million on$1.3 billion in sales. Both of these totals do
not include automobile dealerships.
A third element of our economic development activity was to increase our
housing stock and increase the value of new homes built in Renton. We have
accomplished this goal. In 1997 the average price of all homes sold in Renton
was $152,000. By the end of 2002, the average home price was above
$220,000. Further, figure 2-4 illustrates the number of homes sold within each
price category.
rrr
i Budget ata Glance 2-15
rrr
M
Figure 2-4. Number of Homes Sold Within Each Price Category am
1,400
1,200 r�li
❑ 400K+
1,000 ■ 300K+
800 ■ 200K+ rrlr
600
■ 100K+
400
■ 10K+ r�11
200
0
1997 1998 1999 2000 2001 2002 Ow
This demonstrates that the number of homes sold in the $200,000 to $300,000 „si
price range has grown substantially. In 2002 there were 640 homes sold in this
price range. This compares to the 125 sold in 1997.
No
During the same period,the City issued over 4,360 housing permits with a
total valuation of over$460 million. According to The Construction Monitor, WA
the City of Renton issued more permits in 2002 than any other city within
King County.
We do have challenges. During 2002 employment in the airplane
manufacturing business decreased substantially. Between January and
December of 2002, it decreased by 12 percent, and unfortunately, we expect rrrr
that trend to continue through the first quarter of 2003. This is due to the
general economic conditions of the travel industry and specifically air travel. at
During the period we were strengthening our foundation, the State changed
the sales tax structure and began to exempt various activities from sales tax.
This law reduced the City of Renton's sales tax collections from
manufacturing and retail activities from a high of$1.3 million to a low of r�ir
$425,000. Figure 2-5 clearly illustrates the reduction since the sales tax
exemption was implemented in 1997.
O
2-16 Budget ata Glance
r.r
Figure 2-5. Sales Tax Collection from Manufacturing Activities
$1,400,000
rrr
$1,200,000
$1,000,000
rrM
$800,000
r $600,000
$400,000
$200,000
$0
rrn
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Also in the last decade we have had serious impacts on two other sources of
revenue. In 2000 the State Legislature eliminated the Motor Vehicle Excise
Tax. The City received $725,000 from this source of revenue in 1999. In
2002, the State provided only$235,000 in general state shared revenue, which
will be completely eliminated in 2003.
The City's fiscal health had another major impact in 2001 when the voters
approved a property tax levy limitation. This referendum states the City can
wnr
raise its property tax levy by only one percent annually, plus new
construction. In 2003, this translates into increasing the base levy by $181,000
in 2003, plus new construction. The City of Renton had considerable growth
the past few years. New construction will generate approximately $450,000 in
revenue. However, in subsequent years, the City will increase that total by
r.. only one percent once it is the base. We expect this to have a significant
impact on the City by 2004 and 2005.
r. Another major shift for us has been the ability of large commercial businesses
in the State of Washington to begin to purchase electricity on the open market.
Large businesses are looking at every way they can to minimize costs. One
rr. way is to purchase commodities at the lowest available price. The issue is
whether those sales are subject to imposition of the utility tax. The businesses,
rr understandably, state they are not. For cities this is another loss to our revenue
base.
In addition, our largest commercial business is shrinking the space it leases
and owns. This translated into Boeing leaving nearly two large commercial
buildings empty and eliminating another two buildings it owned. These costs
reduced our total electric utility collections by$800,000. We had assumed a
lower collection total due to the 2000 and 2001 electric utility mess. However,
the reduction of leased space and the removal of several Boeing-owned
buildings were a negative impact to our total revenue base.
yrw Budget at a Glance 2-17
rrr
we
Finally, across all funds we are experiencing a major decrease in interest
earnings. The City has an approximately $85 million portfolio. As figure 2-6
illustrates, the earnings on those invested dollars have substantially decreased rrr
between 2001 and 2002. Unfortunately, we do not expect this pattern to
change in 2003. No
Figure 2-6. Interest Earnings
$6,000,000
go
$4,000,000
Illllil
$2,000,000
rr
0
1997 1998 1999 2000 2001 2002 rll
This represents the large picture of our economy. Following are sections on
each major operating area—also known as fund types. Generally,there is a
legal relationship between revenue types and the purposes for which they can
be used.
General Governmental Revenues
rrr
General Governmental Funds are made up of General, Street, Parks, Library,
and Limited General Obligation Funds. General or basic activities of city no
government like public safety, building enforcement and planning, parks,
streets, library services and maintenance, administrative, and council-
approved debt expenditures are paid from these funds. They do not have to be no
separated. Cities separate these in different ways in order to more closely
associate revenues and costs. go
Figure 2-7 illustrates that in the General Governmental Funds our 2002
revenues were 4.6 percent higher than in 2001. They were lower than our ,,o
original estimate by .81 percent, which was a$500,000 shortfall from our
predictions. This came primarily from the electric utility tax and the sales tax
revenues.
r
2-18 Budget at a Glance
Figure 2-7. General Governmental Revenue
$75,000,000
rrr
$50,000,000
as
$25,000,000
No
0
rrr 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Actual Budget
The actual source of funding for General Governmental Funds does not
change significantly over time. In 2002 our actual revenues resulted in a 4
percent increase over 2001 actuals. We had anticipated only a one percent
increase. Thus, even while sales taxes, interest earnings, and electric utility
taxes were lower than expected, revenues were higher in building activities,
property taxes, and other areas. In 2003 we have anticipated all revenues to be
'r only 1.2 percent higher than 2002 actuals.
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Figure 2-8 illustrates that 2002 property tax receipts were higher than last
year. Sales taxes were lower, and utility taxes were significantly lower.
However, when 2001 is compared to 2002, it is obvious that sales taxes
r.r provide approximately 25 percent of our operating revenues; property taxes
hover between 25 and 28 percent each year, depending on new construction.
Utility taxes have, historically, been approximately 15 percent. Further, while
park and building fees do not cover a great deal of the total budget, they help
offset the direct costs of direct services associated with these fees.
Figure 2-8. Comparison of General Governmental Revenue
$75,000,000
+� ■ All Other
■ Park Fees
rrr $50,000,000 ■ Bldg/Plan fees
■ utility
❑ Property
MM
$25,000,000 0 Sales
rr�
$0
2001 2002
err Budget at a Glance 2-19
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Figure 2-9 allocates the revenue types for 2002 on a percentage basis. This air
figure shows that of the total $61 million in total General Governmental
revenues, 28 percent came from our property taxes. .rr
Figure 2-9. Revenue Types for 2002
r�r
All Other Sales
28% 25%
lilll
�1
Building
Fees
5%
o Property rrli
Utility 14% 28%
Obviously, property, sales, and utility taxes constitute two-thirds of our total
resources to provide basic services. The following information highlights
these three revenues in total and the complexity of these revenues. For more
information on each revenue source, see the following detail.
Property Tax .rr
This revenue source comprised approximately 28 percent of our total General
Governmental revenue in 2002. We budgeted$17.7 million in 2002. We "o
collected $17.9 million. This revenue source will comprise a smaller and
smaller percentage of our total revenue sources in the future. The state voters 09
approved Initiative 747. This initiative limits our future property tax levy (the
amount we are allowed to impose)to one percent(M), plus taxes on new
construction and annexations. We expect that by the year 2006, our property .�
tax will be only 17% of our total General Governmental revenues. Figure 2-10
illustrates the connections between the one percent limitation, new
construction, the City's levy, and the property tax rate for the landowner. Our
total 2003 levy is estimated to be $18.8 million. We usually collect only
98.5% of our levy. Of this total, $181,800 is the M. We are assuming$150
million in new construction value for 2003.
r.
2-20 Budget at a Glance 7
rrr
Figure 2-10. Property Tax
rr•
Levy Collections
$25,000,000 A sesJCd Value
$6,000,000,000
$20,000,000 $4,800,000,000
$15,000,000 $3,600,000,000
rrr
$10,000,000 $2,400,000,000
�rw
$5,000,000
$1,200,000,000
t
circ
$0 $0
1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Budget
r. Sales Tax
Sales tax is one type of revenue that changes significantly. Sales tax revenue
made up 25 percent of our General Governmental revenue in 2002. Our 2002
budget was $15.5 million; our final collections were $500,000 short of this
.rr original estimate. Because of this, we are estimating a lower base in 2003, but
we do expect to have collections of approximately $15.5 million because we
have two major discount retailers beginning business in Renton—Sam's Club
rr� and Fry's Electronics. Further, we continue to have a Target store interested in
a major site in our City. If two of these businesses open, we will meet our
r revenue estimates. As figure 2-11 illustrates, sales taxes generated from
automobile sales provide nearly $3.4 million in revenue annually. This is
rrr
essentially 25 percent of all sales tax revenue. General retail sales generate
approximately 30 percent of our sales tax revenue—in 2002 this translated
into total collections of nearly $4 million. We track the building sales tax
rr. activity in order to assess the impact of new construction on our economy. In
2002 this provided 13 percent of our total collections.
r�r Again, please refer to the sales tax pages for more background on the specific
areas that generated decreases and increases over 2001. We follow sales tax
r. by SIC codes.
■ri
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rlrr Budget at a Glance 2-21
r�
ON
Figure 2-11. Sales Tax +
$18,000,000
$15,000,000
■ All Other
$12,000,000 ■ Building rirvl
$9,000,000 0 General Retail—
$6,000,000 ■ Auto Sales
$3,000,000
�i
$0
1999 2000 2001 2002
Utility Tax
This is our third largest revenue source in the General Governmental
revenues. As figure 2-12 illustrates, we missed our expectations for electric
utility tax receipts by $800,000. The first thought may be that we did not take
into account the extraordinary events of 2000 and 2001 in the electric
business. Yet, we did. We knew that electric rates were going to decrease
substantially. The issue is that our largest business began to purchase .rr
electricity on the open market and ceased paying utility tax on its purchases.
This impacted several cities. Some lost as much as $1.2 million in electric tax
revenue. We are currently reviewing options with the state legislature to
resolve this issue. However, the natural gas, cellular phone, and landline
phone utility taxes were all well above budget. Because of these offsets, the rr
actual utility shortfall was approximately $400,000.
Figure 2-12. Utility Tax
riw
Dollar Value Over/under Budget
$400,000
$142,570 $200,646
$200,000
$62,155
$0
($200,000)
($400,000) 11x1
($600,000)
($800,000)
($800,626)
($1,000,000)
Electric Natural Gas cell Phone
rrli
2-22 Budget ata Glance
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Im
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Special Revenue Overview
As shown in the General Governmental Overview, the major resources of
special revenue are property, sales, and utility taxes. However, building
activities generate a great deal of revenue for the City. New construction
activity adds to the base of the property taxes. Sales taxes include revenue
generated from building activities. Of course there are building and planning
fees. In addition to these revenues we have some fees and taxes generated
from building activities that must be dedicated to special activities. Special
Revenue Funds (see figure 2-13) are established when a source of money is
�r. specified by law for specific purposes, monies for our general capital projects
are identified, or to capture the costs and revenue for our self-insurance and
equipment rental needs.
Figure 2-13. Special Revenue Funds
$25,000,000
El Internal Service
$20,000,000
❑ Capital
$15,000,000 Debt
■ All Other
$10,000,000
rrr $5,000,000
$0
rtr 1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Budget
Revenues for capital expenditures comprise the largest percentage of our
special revenue needs. The largest of these revenues are mitigation fees,
business license revenue, and real estate excise taxes.
Mitigation Fees
The largest source of capital money is from mitigation monies. Since 1997 we
have maintained these types of revenues in separate funds (see figure 2-14).
tr.
rr.
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Budget ata Glance 2-23
Y�
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Figure 2-14. Mitigation Revenue
$4,500,000
El Transportation rwrt
■ Fire
$3,000,000
Parks
$1,500,000 ■W'
$0
1997 1998 1999 2000 2001 2002 2002 2003
Budget Budget
In 2003 we will increase Park Mitigation fees by 10 percent. We receive
mitigation monies from large construction projects. We do not expect many of
these in 2003. We normally generate more in transportation fees than parks
and fire because the state law is more articulate about the generation of those
fees from all types of land use changes. Each of these fee types must be used WA
for direct projects in those areas.
Business License Revenue .rr
The City of Renton imposes a$55 per employee fee on all companies that
work within the geographic boundaries of the City. This fee was imposed in
1988 to meet increasing transportation needs. The fee amount has not changed
since its inception. The total collection from the fee increases and decreases
with the general economy (see figure 2-15) and is a direct reflection on the
number of employees in the City.
..ir
Figure 2-15. Business License Revenue
$2,500,000
$2,000,000
rrr
$1,500,000
$1,000,000
$500,000
Illi
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Budget
r�rt
2-24 Budget at a Glance
rrr
Boeing's significant employee reductions have always had an impact on our
revenue. We definitely saw some decrease in Boeing employment the last
quarter(ending October 2002). However, the decrease at that time was not as
significant as we expected. The first quarter report will be more telling. We
Jnr expect the employment to be significantly lower than our 2003 budget.
Real Estate Excise Taxes
Real Estate Excise taxes generated over$2.5 million in 2002. This was
$400,000 less than last year, but was still a significant amount of money. We
take one-half of these proceeds and pay our council-approved debt with it.
The remainder is dedicated to major maintenance projects on city-owned
r� facilities. These revenues are generated from home and commercial property
sales.
.r. In 2002 approximately half of that total was transferred to the commercial
sector. However, home sales have generated a very sizable amount of tax in
2002. Figure 2-16 shows the number of homes sold within the geographic
boundaries of our City. The figure also illustrates that over time, the median
price of a Renton home has appreciably increased.
Figure 2-16. Number of Homes Sold within the City
Total Homes Sold
1,200 + Median Price $225,000
800 $150,000
Number of
Homes Sold Median
Price
rw 400 $75,000
rr
$0
1997 1998 1999 2000 2001 2002
Within our boundaries 1,196 homes were sold in 2002. This was 14.4 percent
more than in 2001. The median price has now surpassed $220,000. This is 7
percent higher than last year and a surprising 54 percent more than 1997, the
first year we began to keep records.
.. Enterprise Funds
Enterprise Funds (see figure 2-17)are areas that operate like a private
r.. business. General taxing sources do not support these activities. The Golf
Course, Airport, and utilities operate this way. The types of revenues that
Budget ata Glance 2-25
nr
rrr
support these activities are fees, connection fees, and proceeds from restaurant ..r
and merchandise sales.
.rr
Figure 2-17. Enterprise Funds
$45,000,000
rrr
$36,000,000
crit
$27,500,000
$18,000,000 �rY
$9,000,000 rrYl
$0 "
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Budget
Rate Revenue
..r
Revenue from various rates for utility services comprises over 75% of all
revenue in the Enterprise Funds (see figure 2-18).
.rr
Figure 2-18. Rate Revenue
$35,000,000
❑ Solid Waste rrl�
$28,000,000 ■ Metro
$21,000,000 ■ Storm rrr
Drainage
$14,000,000 ■ Sewer
® Water rrr
$7,000,000
$0 vim
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2002 2003
Budget Actual Budget
We are assuming a 3% increase in sewer fees. City fees have not increased rr
since 1996. All rate revenue is expected to be lower than in the past. We
believe this is a function of conservation and consolidation by businesses.
.rr
We must impose the King County sewer treatment fee. These monies are
collected and transferred to the County.
Since 1997 our total collections have remained fairly stable. We have not
increased water rates since 1996 (see figure 2-19). Sewer rates have been .rr
increased in two of the past six years by less than inflation. Solid waste rates
did not increase in 2001, although we did sign a new contract with the vendor
for additional services. The County (Metro) annually increased rates through
2-26 Budget at a Glance 11
rrr
r.r
r. 2001. They held rates constant in 2002 and expect to retain these through
2003.
Figure 2-19.Average Monthly Utility Bill
rr. $68.00
❑ Solid Waste
$51.00 M Metro
rrr
■ Surface
$34.00 Water
rrr ■ Wastewater
$17.00 IN Water
rrr
$0
1996 1997 1998 1999 2000 2001 2002 2003
Golf Course
In 1996 the City took control of the golf course operations from a third-party
r..� vendor. At the same time, we constructed a new clubhouse and restaurant that
began to sell merchandise. As illustrated in figure 2-20, we began to
rrr experience significant growth in revenues.
A third-party vendor operates the food service business. The City operates the
golf course and sells small golf-related goods.
Figure 2-20. Golf Course Revenue
$2,500,000
❑ Concessionaire
r�r $2,000,000 Revenue
Merchandise
$1,500,000 Sales
rrr ■ Golf Course
$1,000,000 Revenue
rir $500,000
$0
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
rrtr Actual Budget
Revenue from golf course activities is weather dependent. However, due to
rrr weather conditions, people do golf year round in the Pacific Northwest. Thus,
to date we have been able to offset significant wet seasons.
lire
r.
rr� Budget at a Glance 2-27
rrr
crit
Summary
Over the past thirty years, at the transition of each decade, the Puget Sound
has experienced a recession. The first between the late 1970s and early 1980s
was severe. The next one—between 1989 and 1991 —was difficult, but
foreseen. The current recession was also actually anticipated. However, the .w
events of September 11 th changed a moderate expected economic downturn
into a recession for the Puget Sound region worse than anything since the .rr
1970s.
Yet, for the City of Renton this recession is not as difficult to endure, to date,
as the last one because of one primary reason. In the 1990s the City embarked
on an aggressive economic development program. This program has thus far
resulted in creating a larger sales tax base, increasing home values, and
diversifying our economic base. We see that work continuing as we enter
2003, with large retailers opening new stores within our geographic
boundaries.
rrr�
We know we must continue our assertive economic development activities.
The cost side of our budget certainly can be reduced, but that will mean a
lower level of service. A lower level of service translates into quality of life
issues. We are working with regional leaders on uses for the waterfront
property in our City. We actively join Boeing every chance we have to
promote many of the properties it has available. If rezoning takes advantage
of the economic environment, we will consider this option. We have
accomplished a great deal over the past decade, but we know this is an
ongoing and never-ending job.
No
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No
No
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2-28 Budget at a Glance i
Y.r
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Property Taxes
As a full service and financially sound community, the City offers outstanding
police and fire protection, superior street maintenance, attractive parks,
" abundant recreational opportunities, great neighborhood programs, and an
inviting public library. These basic services come with a price tag, paid for by
r Renton citizens through property taxes. However, property taxes don't just
pay for city services. A portion of property taxes also pay for state and county
services, emergency medical services, the hospital, the Port of Seattle, and the
school district.
Figure 2-21 uses as an example a home valued at$212,000 to show the rates
rr�
for the various taxing entities and the total property tax required.
Figure 2-21. Property Tax Example
Hospital Renton School Levy-$598
Levy-$18
rrr
Emergency Medical
State
School Services-$48
Fund-$578
Renton
General-$638
rrr
rrr
Port of Seattle-$52
King County General and Levy-$270 Renton Levy(Senior Housing)-$18
it
Table 2-5 illustrates the effect of value increase on a$212,000 home, the
resulting increased assessed value, and the property tax to be paid.
r.
As illustrated in table 2-5, if the value of your home increases by 3.5 percent
r..
and the tax rate decreases by 3.0 percent(as it has from 2002 to 2003), the
total taxes paid increase, but only due to the increased value of your home, not
an increased tax rate.
Table 2-5. Value Increase Effect on a$212,000 Home
am 2002 2003 %Change
Home Value $212,000 $219,400 3.5%
Tax Rate $11.44/$1,000 AV $11.11/$1,000 AV -3.0%
a Total Taxes Paid $2,425 $2,437 0.5%
Budget at a Glance 2-29
w
so
Your Tax Dollars at Work No
During 2002 the City accomplished a great deal in relation to its 2002 through rr
2007 Business Goals.
Here we list our goals for the past year with our accomplishments. "
Encourage and support economic development and downtown
redevelopment.
• The City began redevelopment plans for the Pavilion Building so that it can
be used for community events. rr
• The City, with the great efforts of one Council member, began a Tuesday
farmers market. This market was then expanded to include bringing fresh
produce for sale from the Yakima Valley on Saturdays. By bringing people
into the downtown core on these days, the farmers market was a significant
success.
• The City implemented a new mitigation fee resolution that encouraged
high-end, high-density housing in our downtown core. The results began in ..i
2002 with the construction of a new condominium building of 15 units
along the Cedar River. No
Encourage and support neighborhood revitalization.
• The Mayor's office sent out approximately 900 "Welcome to Renton" rrr
packets to new citizens of Renton. These packets provided information
about the City parks and services.They also welcomed people to contact
their elected officials.
• The City awarded more than $37,000 to six neighborhoods for community
improvements. The grants paid for neighborhood entrance signs in the "
Highlands and Highbury Park areas. The North Renton, Honey Creek
Ridge, Tiffany Park, and Summerwind neighborhoods will use the
matching funds for beautification projects.
• The Parks Department maintained more than 732 acres of open space and .r
natural areas, 12 miles of trails, 521 street trees, and 26 development parks
throughout the City.
rrir
Promote the City's image in the community and region.
• The City appropriated monies for the construction of a new Veterans
Park. Design was completed in 2002. The Park will be opened on
Memorial Day 2003.
• The City appropriated $5 million for the construction of a new outdoor ""
swimming pool. The City has not had an outdoor swimming pool for more
than four years, since the closure of the previous pool built in the 1950s.
2-30 Budget at a Glance
r.r
,,,, • The City produced the third annual Community Calendar. With the support
of our businesses, we were able to deliver to each resident of Renton a
calendar that highlighted important community events such as school dates,
the Renton IKEA River Days festival, and other useful information for
citizens. The City published more than 50,000 calendars.
r`.
Meet the service demands that contribute to the livability of the
community.
• The City began to offer a direct debit program to utility billing customers.
By the end of 2002, more than 700 customers were using this service.
• The Police Department responded to 49,890 calls for service in 2002. This
was a 2 percent increase over the number of calls in 2001.
• The Police Department responded to all Priority I calls within a
3.62-minute time frame. Priority IV calls took less than 30 minutes for a
r response from the department.
• The City increased Animal Control response to seven days a week by
r.r
adding an Animal Control Officer.
• Working with the Renton School District, the City added two School
Resource Officers. We currently have four officers responding to needs in
our community schools. These are paid for primarily from Federal grants.
• The Fire Department responded to all calls for service within six minutes of
receiving the call.
Influence regional decisions that affect the City.
• The City participated in several Watershed Planning Areas throughout
2002. The effect was to minimize the impact on natural amenities while
also maximizing economic development opportunities for future fiscal and
financial health.
• The City actively contributed to several transportation planning processes
to ensure that, should additional transportation monies become available,
the capacities of Interstate 405, state highways 167 and 169, and regional
arterials would be met.
r..
• The City took a leadership role in developing a new jail contract with
Yakima County. This new jail contract guarantees that the City will have a
place to locate long-term convicted felons at an affordable price. This was
necessitated by King County facing a fiscal crisis and deciding to reduce
the number of City felons it will house in its facilities.
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Budget at a Glance 2-31
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2_32 Budget at a Glance
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Introduction
This section is a highlight of each department, beginning with an overview
of the staffing and the budgets of all departments. The information on the
first two pages for each department section allows a quick comparison of
the departments to each other.
In each departmental section, the overall budget for the department is
IM provided. The information includes an organization chart and the budget
appropriations by categories.
We also present an historical view of the department's expenditures in the
department section.
Over the past three years, departments have been defining their customers,
mission statement, core services, and ways to measure those core services and
performance outcomes. This information is supplied both at the department
r� and the division levels throughout a department's presentation. The purpose of
this work is to begin to better define the value of tax dollars for citizens and
.. taxpayers.
Each department also provides at the end of each section a list of all positions
authorized. State law requires that the budget identify all positions. The
staffing page, called a position listing, identifies the position grade and
bargaining unit for each position. The pay ranges for the positions are found
in the appendix. The pay ranges also must be adopted as a part of the annual
budget.
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Operating Budget 3-1
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Table 3-1. Stang Comparison by Department(I of 2)
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2001 2002 2002 2003 2004
Department Actual Adj Budget Actual Budget Budget
Regular Full-Time, Part-Time, Limited-Term, Temporary,and Intermittent Staff
r
Legislative Services
City Council Members 7.0 7.0 7.0 7.0 7.0
City Council Liaison 1.1 1.1 1.1 1.1 1.1
Total Legislative 8.1 8.1 8.1 8.1 8.1
Administrative,Judicial,and Legal Services dIM
Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk 5.0 5.0 5.0 5.0 5.0
City Attorney 0.0 0.0 0.0 0.0 0.0 tai
Hearing Examiner 1.5 1.5 1.5 1.5 1.5
Court Services 13.7 14.7 14.7 14.7 14.7 111
Total Administrative,Judicial,and Legal Services 27.2 28.2 28.2 28.2 28.2
Community Services
r
Admin, Facilities, Parks and Recreation 122.5 122.5 122.5 122.5 122.5
Human Services/CDBG 6.2 5.2 5.2 5.2 5.2
Library Services 23.5 23.5 23.5 23.5 23.5
Municipal Golf Course 20.4 20.4 20.4 20.4 20.4
Total Community Services 172.6 171.6 171.6 171.6 171.6
Econ Dev,Neighborhoods,and Strategic Planning
Econ Dev, Neighborhoods,and Strategic Planning 13.3 13.8 13.8 13.3 13.3
Total Econ Dev,Neighborhoods,and Strategic Planning 13.3 13.8 13.8 13.3 13.3
Finance and Information Services
Finance 21.5 21.5 21.5 21.5 21.5
Information Systems 13.8 13.8 13.8 13.8 13.8
Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3
Fire
Administration 5.0 6.0 6.0 6.0 6.0
Emergency Response 98.0 98.0 98.0 98.0 98.0 rra
Prevention 10.0 10.0 10.0 10.0 10.0
Training 3.0 3.0 3.0 3.0 3.0
Total Fire 116.0 117.0 117.0 117.0 117.0
Human Resources/Risk Management
rr11
Administration/Civil Service Commission 6.4 6.4 6.4 6.4 6.4
Risk Management 2.0 2.0 2.0 2.0 2.0
Total Human Resources/Risk Management 8.4 8.4 8.4 8.4 8.4
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3.2 Operating Budget
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Table 3-1. Stang Comparison by Department(2 of 2)
2001 2002 2002 2003 2004
Department Actual Adj Budget Actual Budget Budget
rrr Planning/Building/Public Works
Administration 4.1 4.1 4.1 4.1 4.1
Development Services 40.7 40.7 40.7 40.7 40.7
Transportation 39.8 39.8 39.8 39.3 39.3
Utility Systems 25.3 26.7 26.7 26.7 26.7
Maintenance Services 66.3 66.3 66.3 67.3 67.3
Total Planning/Building/Public Works 176.2 177.6 177.6 178.1 178.1
r�rr
Police
Administration 4.0 4.0 4.0 4.0 4.0
Patrol Operations 53.0 55.0 55.0 55.0 55.0
fr Patrol Services 10.2 11.2 11.2 11.2 11.2
Investigations 18.0 21.0 21.0 21.0 21.0
Administrative Services 10.0 10.0 10.0 10.0 10.0
Staff Services 11.0 11.0 11.0 11.0 11.0
Auxiliary Services 16.0 16.0 16.0 16.0 16.0
Total Police 122.2 128.2 128.2 128.2 128.2
Total All Staffing 679.3 688.2 688.2 688.2 688.2
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Operating Budget 3-3
W1�1
to
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses(I of 2)
no
2001 2002 2002 2003 2004 Change Change
Department Actual Adj Budget Actual Budget Forecast 2002-2003 2003-2004
Legislative rrr
Legislative(City Council) 155,655 183,500 171,037 182,100 183,500 -0.8% 0.8%
Total Legislative 155,655 183,500 171,037 182,100 183,500 -0.8% 0.8%
rn
Administrative,Judicial,and Legal Services
Mayor's Office 704,557 775,400 728,450 784,500 790,000 1.2% 0.7%
City Clerk 391,464 455,597 384,713 419,800 422,500 -7.9% 0.6% rrr
Court Services 1,176,725 1,295,800 1,222,113 1,272,700 1,280,400 -1.8% 0.6%
City Attorney 1,000,907 1,023,800 971,312 1,049,500 1,049,500 2.5% 0.0%
rwr
Hearing Examiner 126,580 119,300 117,212 125,100 126,200 4.9% 0.9%
Total AJLS 3,400,233 3,669,897 3,423,800 3,651,600 3,668,600 -0.5% 0.5%
Community Services r�r
Admin/Facilities/Parks Maint/ 9,440,574 11,510,122 11,031,819 9,314,300 9,355,300 -19.1% 0.4%
Recreation
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Human Services 509,175 575,300 533,013 523,300 524,700 -9.0% 0.3%
CDBGBlock Grants 260,388 305,100 264,536 295,700 297,100 -3.1% 0.5%
Library 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
Golf Course 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
Total Community Services 13,963,802 16,102,422 15,333,276 13,778,500 13,835,100 -14.4% 0.4%
circ
Econ Dev,Neighborhoods and Strategic Planning
Econ Dev,Neighborhoods and 1,084,221 1,404,221 1,111,505 1,239,600 1,248,100 -11.7% 0.7%
Strategic Planning
Total EDNSP 1,084,221 1,404,221 1,111,505 1,239,600 1,248,100 -11.7% 0.7%
Finance and Information Services
r
Finance 1,483,563 1,666,500 1,591,454 1,656,500 1,668,800 -0.6% 0.7%
Information Systems 1,269,969 1,446,200 1,432,585 1,484,800 1,492,200 2.7% 0.5%
Total Finance and Information 2,753,532 3,112,700 3,024,039 3,141,300 3,161,000 0.9% 0.6% rrr
Services
Fire
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Administration 874,607 894,500 897,969 985,200 990,000 10.1% 0.5%
Emergency Response 8,789,556 9,350,800 9,199,995 9,322,100 9,402,700 -0.3% 0.9%
Prevention 745,193 839,000 808,454 837,300 844,000 -0.2% 0.8% wry
Training 347,633 376,800 365,843 382,500 385,700 1.5% 0.8%
Disaster Management 27,672 16,400 9,958 15,100 15,100 -7.9% 0.0%
Total Fire 10,784,661 11,477,500 11,282,219 11,542,200 11,637,500 0.6% 0.8% rrtw
Human Resources and Risk Management
Personnel Administration/Civil Svc 621,084 704,600 635,558 702,700 706,800 -0.3% 0.6% f
Risk Management 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
Total Human Resources/Risk Mgt 8,045,864 7,979,700 7,896,913 9,749,700 10,044,200 22.2% 3.0%
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3-4 Operating Budget
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Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (2 of 2)
2001 2002 2002 2003 2004 Change Change
Department Actual Adj Budget Actual Budget Forecast 2002-2003 2003-2004
Planning/Building/Public Works
Administration 286,099 334,400 297,909 334,900 337,800 0.1% 0.9%
Development Services 2,820,630 3,038,700 2,896,697 3,069,800 3,093,700 1.0% 0.8%
Maintenance Services 3,867,372 4,169,700 3,852,459 4,200,100 4,222,600 0.7% 0.5%
Transportation Systems 23,806,666 23,252,900 21,641,946 21,070,700 21,088,100 -9.4% 0.1%
Utility Systems 16,110,775 18,464,200 17,597,323 17,830,200 17,864,200 -3.4% 0.2%
Total Planning/Bldg/Pub Wks 46,891,542 49,259,900 46,286,334 46,505,700 46,606,400 -5.6% 0.2%
Police
Administration 1,834,060 1,780,900 1,792,907 1,797,300 1,800,800 0.9% 0.2%
Patrol Operations 5,087,723 5,501,700 5,513,115 5,529,800 5,573,600 0.5% 0.8%
wo Patrol Services 884,865 1,122,700 1,089,633 1,202,100 1,211,300 7.1% 0.8%
Investigations 1,873,430 1,920,700 1,828,370 2,077,900 2,094,500 8.2% 0.8%
Administrative Services 944,315 1,116,700 1,002,546 1,117,300 1,124,600 0.1% 0.7%
Staff Services 561,560 648,400 572,418 615,800 620,400 -5.0% 0.7%
Auxiliary Services 1,717,876 2,053,800 1,960,713 2,165,800 2,174,900 5.5% 0.4%
irw Total Police 12,903,829 14,144,900 13,759,702 14,506,000 14,600,100 2.6% 0.6%
Other City Services
rrr Other City Services 7,991,038 6,521,458 7,363,889 5,468,300 5,024,900 -16.1% -8.1%
Limited GO Bonds 2,726,156 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1%
Total Other City Services 10,717,194 9,389,816 10,226,253 8,029,000 7,586,900 -14.5% -5.5%
Total Operating Budget 110,700,533 116,724,556 112,515,078 112,325,700 112,571,400 -3.8% 0.2%
Capital Improvement Program(CIP)
yM Impact Mitigation 2,900,936 6,532,200 1,953,866 3,699,400 3,401,400 -43.4% -8.1%
City Hall/Garage 535,981 9,540,400 5,588,238 0 0 -100.0% N/A
Aquatic Center 0 5,000,000 100,453 0 0 -100.0% N/A
ow Municipal Facilities 3,273,748 11,139,921 5,313,713 3,398,700 3,398,700 -69.5% 0.0%
Transportation 9,185,979 8,972,756 5,712,870 7,446,200 7,446,200 -17.0% 0.0%
rrr CDBG 0 0 0 0 0 N/A N/A
Golf Course 126,125 235,000 137,404 359,000 359,000 52.8% 0.0%
Waterworks Utility 8,397,029 11,180,800 8,174,313 13,300,000 13,300,000 19.0% 0.0%
Total CIP Program and Other 24,419,798 52,601,077 26,980,857 28,203,300 27,905,300 -46.4% -1.1%
CIP Costs
Other Designated Expenses 1,729,372 2,977,787 2,672,072 1,872,100 1,872,100 -37.1% 0.0%
r Total Committed Expenditures 136,849,703 172,303,420 142,168,007 142,401,100 142,348,800 -17.4% 0.0%
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Operating Budget 3-5
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3-6 Operating Budget
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Saba,age 8.MaPle—d Heights • __
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Raehel.age 9,Rennin Paik
T A
Nicky,age 9,Hazelwood
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Kathy
Keolker-Wheeler
Council President
Julia Medzegian
Council Liaison
Don Persson Terri Briere Dan Clawson [Randy Corman Toni Nelson King Parker
Council President ProTem
City of Renton Legislative Department Organization
r
Legislative
In this section you will find the Legislative Department Mission Statement
with a stated core service including expected results of that service
(Outcomes) and accomplishments for the year 2002.
r
Mission Statement
The City Council (table 3-3) assesses the needs of the public and sets
priorities; develops and adopts the annual budget, ordinances, resolutions, and
policy alternatives to meet those needs, consistent with City goals and
objectives; and provides coordination and evaluation of programs and service
objectives.
r
rrr Table 3-3. City Council Members and Committees
Council Member Term Term Expires 2003 Committee Chair Committee Meeting Days Time
Kathy Keolker-Wheeler 4 Years 12/31/03 Committee of the Whole 1st,2nd, 3rd,4th Mondays 6:30 p.m.
rrr Don Persson 4 Years 12/31/03 Transportation/Aviation 1st and 3rd Thursdays 4:00 p.m.
Terri Briere 4 Years 12/31/05 Planning and Development 1st and 3rd Thursdays 2:00 p.m.
rrr Dan Clawson 4 Years 12/31/05 Public Safety 2nd and 4th Mondays 6:00 p.m.
Randy Corman 4 Years 12/31/05 Utilities 1st and 3rd Thursdays 3:00 p.m.
Toni Nelson 4 Years 12/31/03 Community Services 1st and 3rd Mondays 6:00 p.m.
King Parker 4 Years 12/31/03 Finance 1st,2nd, 3rd,4th Mondays 5:30 p.m.
Division Core Service
• Legislation that governs the City
Outcomes
• Approve the City budget, all appropriations, levies, taxes, and grants.
• Adopt the Land Use Code.
2002 Accomplishments
• Appropriated funds to renovate the existing Pavilion Building to use the
building as an exhibition hall where such activities as a farmers market,
... craft or antique shows, and other public events could take place.
Operating Budget—Legislative 3-7
am
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2002 Accomplishments (continued)
• Adopted the South Renton Neighborhood Plan.
• Authorized construction of an outdoor family aquatic center at the Cedar
River Park site at a cost not to exceed $5 million.
• Approved the revisions to Title 4 (Development Regulations) of the
Renton City Code, which will make the Development Regulations more r�
user friendly.
• Agreed to enter into a development agreement with Boeing for the
Boeing Renton Aircraft Manufacturing Facility.
• Approved the issuance of bonds to finance the construction of Fire
Station#12, with debt service for the bonds to be paid from future fire
mitigation fees and revenues. no
• Approved the funding for the Veterans Memorial.
• Awarded the bid for the construction of the Downtown Parking Garage ■o
to E. Kent Halvorson Construction, Inc.
• Adopted amendments to the Comprehensive Plan.
An overview of the Legislative Department expenditures is shown in
figure 3-1, followed by expenditures by category.
Figure 3-1. Legislative Overview
Expenditure Comparison
$200,000
�
$160,000 _,,..�...........�........... rryi
.
$120,000 "" � •••
�.......... .........4.........
$80,000 rrri
$40,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004 irrl
budget forecast
low
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3-8 Operating Budget—Legislative
wi
rrr Expenditure Budget by Category - Legislative
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 109,170 127,900 120,724 126,600 128,000 -1.0% 1.1%
Part-Time Salaries 0 1,000 0 1,000 1,000 0.0% 0.0%
Overtime 549 0 0 0 0 N/A N/A
+� Personnel Benefits 36,802 44,100 42,732 44,000 44,000 -0.2% 0.0%
Supplies 1,139 1,200 1,013 1,200 1,200 0.0% 0.0%
Other Services and Charges 7,994 9,300 6,568 9,300 9,300 0.0% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 155,655 183,500 171,037 182,100 183,500 -0.8% 0.8%
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CIP 0 0 0 0 0 N/A N/A
Total 155,655 183,500 171,037 182,100 183,500 -0.8% 0.8%
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Funding Decisions-Legislative
rar 2002 Original Adopted Budget $183,500
2003 Budget Changes
Salaries (1,300)
Benefits (100)
Total 2003 Budget $182,100
rr+ 2004 Forecast Changes
Salaries 1,400
2004 Forecast $183,500
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Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
I�
I
Staffing Levels(Full-Time Equivalent Employees -FTE) - Legislative
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 8.0 8.0 8.0 8.0 8.0 0.0% 0.0%
i
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 0.0% 0.0%
Total FTE 8.1 8.1 8.1 8.1 8.1 0.0% 0.0%
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Operating Budget-Legislative 3-9
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Divisions by Fund Number r„r
The Legislative Services/City Council Department is included in the
General Fund (000).
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Table 3-4. Position Listing — Legislative
2001 2002 2002 2003 2004 M
Grade Title Actual Adj Budget Actual Budget Forecast
Legislative Services/City Council
no
City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0
N11 City Council Liaison 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 N
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Legislative Services 8.1 8.1 8.1 8.1 8.1
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3-10 Operating Budget—Legislative
I
ADMINISTRATIVE, JUDICIAL,
. • LEGAL SERVICES
i
WORK. AND PLAY!
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A/I r,nge 10,Simco Heights �Y//
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,�nelia�y Rprwn P
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DDD
£nuruc ugr Y.M(y Irworx/Heigbtr
Mayor .
Jesse Tanner
1
Chief Administrative
Officer
Jay Covington
1
.................................................
Mayor's Office City CIerW Court Services Hearing Examiner City Attorney
5 Cable Manager 14.7 1.5 .
5
Note:This department has 28.2 total full-time equivalent employees. .
City of Renton Administrative, Judicial, and Legal Services Department Organization
me
ift Administrative, Judicial ,
and Legal Services
on In December of 2001, the City Administration made the decision to change
the name of the"Executive Department" to the "Administrative, Judicial,
and Legal Services Department" in order to more accurately represent its
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diverse compilation of relationships and functions. While each of its five
divisions receives its budget authority through the City's Executive Branch,
the accountability and reporting relationships are handled differently in each
case. Though only loosely connected by function, these divisions are grouped
together in this document and in the City's organizational structure for
communication and budgetary reasons.
•rr In this section you will find the Administrative, Judicial, and Legal Services
Department Mission Statement with a summary list of core services provided
by division. Following the core services list, we include the mission
statements of each division, along with lists of their core services, expected
results of those services (Outcomes), and accomplishments for the year 2002.
Mission Statement
Provide executive leadership and management for the Renton city government
according to the mission, goals, and strategies of the City.
Division Core Services
Mayor's Office
• Manage internal and external issues and programs.
• Coordinate community relations.
• Facilitate citywide communication efforts.
City Clerk
• Legislative support
• Citywide records management
• Government access television channel operations
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• Cable franchise administration
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• Audio-visual services
• Information and referral services
Operating Budget—Administrative,Judicial,and Legal Services Department 3-11
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to
City Attorney ;
• Misdemeanor prosecution
• Ordinance drafting and contract review
• Defense and litigation
• Day-to-day legal advice and preventative.maintenance
Hearing Examiner
• Provide a hearing forum for the public to participate in the City's
development process and for them to affect the look and livability of
their neighborhood and city.
• Provide a forum where the development community can fairly present
proposals and explain their benefits and compliance with City regulations
r
and policies.
• Provide reports in a timely fashion that provide facts and conclusions that
may be used by the public and the City Council to judge land use projects .�
proposed within the City.
Court Services
• Case management
• Customer service
• Administrative services
An overview of Administrative, Judicial, and Legal Services Department
expenditures is shown in figure 3-2, followed by expenditures by division
and category.
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err
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3-12 Operating Budget—Administrative,Judicial,and Legal Services Department
w
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Figure 3-2. Administrative, Judicial, and Legal Services Overview
Expenditure Comparison
am $4,000,000
$3,200,000 ...........4.........
..�...........�...........�
$2,400,000
ro $1,600,000
$800,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
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Expenditure Budget by Division - Administrative, Judicial, and Legal Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Mayor's Office 704,557 775,400 728,450 784,500 790,000 1.2% 0.7%
City Clerk 391,464 455,597 384,713 419,800 422,500 -7.9% 0.6%
City Attorney 1,000,907 1,023,800 971,312 1,049,500 1,049,500 2.5% 0.0%
Hearing Examiner 126,580 119,300 117,212 125,100 126,200 4.9% 0.9%
No Court Services 1,176,725 1,295,800 1,222,113 1,272,700 1,280,400 -1.8% 0.6%
Operating Total 3,400,233 3,669,897 3,423,800 3,651,600 3,668,600 -0.5% 0.5%
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CIP 0 0 0 0 0 N/A N/A
Total 3,400,233 3,669,897 3,423,800 3,651,600 3,668,600 -0.5% 0.5%
rr�a
Expenditure Budget by Category -Administrative, Judicial, and Legal Services
2001 2002 2002 2003 2004 Change Change
rrr Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 1,445,357 1,567,200 1,508,118 1,540,700 1,557,600 -1.7% 1.1%
Part-Time Salaries 44,110 24,100 7,262 19,000 19,000 -21.2% 0.0%
Overtime 5,348 13,000 5,050 13,000 13,100 0.0% 0.8%
Personnel Benefits 341,700 376,100 350,572 376,400 376,400 0.1% 0.0%
�r
Supplies 38,315 33,600 29,669 29,100 29,100 -13.4% 0.0%
Other Services and Charges 1,480,733 1,616,197 1,473,770 1,628,800 1,628,800 0.8% 0.0%
Intergovernmental Services 38,648 39,700 39,777 44,600 44,600 12.3% 0.0%
rro Capital Outlay 6,022 0 9,582 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
rrr
Operating Total 3,400,233 3,669,897 3,423,800 3,651,600 3,668,600 -0.5% 0.5%
CIP 0 0 0 0 0 N/A N/A
r Total 3,400,233 3,669,897 3,423,800 3,651,600 3,668,600 -0.5% 0.5%
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Operating Budget-Administrative,Judicial,and Legal Services Department 3-13
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No
Major Department Changes for 2003 ,,,o
Major department changes are given below, followed by staffing levels.
a
Personnel Costs (-$31,300-All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations. No
Salary true-ups are performed every two to three years. Benefits will include
retirement increases effective 07/01/03. ire
Contract Costs ($18,100-City Attorney, Court Services)
Legal Services will increase $25,700 with a total annual budget of so
$1,049,500. This will include training, prosecutor, and legal staff services as
well as publications. Remainder of the Probation Services fee of$15,800 will
be eliminated by the conversion of this contract service to a regular FTE in
2002. Public Defender will increase $8,200 with a total annual budget of
$213,400.
Voter Registration($4,900-City Clerk)
No
Increase in number of voters and unit cost as determined by King County.
Professional Services($8,900-Hearing Examiner, Court Services) we
Pro Tem Hearing Examiner will increase $5,000 previously expended from
the Mayor's office budget. Public Defender conflict appointments fee will
increase $3,900 with a total annual budget of$30,000.
Staffing Levels by Division -Administrative, Judicial, and Legal Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
11111
Mayor's Office 7.0 7.0 7.0 7.0 7.0 0.0% 0.0%
City Clerk 5.0 5.0 5.0 5.0 5.0 0.0% 0.0%
City Attorney 0.0 0.0 0.0 0.0 0.0 N/A N/A rrlti
Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0% 0.0%
Court Services 13.7 14.7 14.7 14.7 14.7 0.0% 0.0%
Total FTE 27.2 28.2 28.2 28.2 28.2 0.0% 0.0%
Divisions by Fund Number 111
The Administrative, Judicial, and Legal Services Department includes
the operations of the following divisions in the General Fund (000) and
11r.
department number listed:
000/003 Mayor's Office ■o
000/012 City Clerk
000/006 City Attorney
111r
000/011 Hearing Examiner
000/002 Court Services
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3-14 Operating Budget-Administrative,Judicial,and Legal Services Department
No
wo
Mayor's Office
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for expenditures, 2003 funding decisions,
and staffing levels.
+ Mission Statement
Provide executive leadership and administrative direction for the City of
Renton to serve the interests of the community according to the mission,
policies, and guidelines adopted by the Renton City Council.
�.. Core Services
• Manage internal and external issues and programs.
• Coordinate community relations.
• Facilitate citywide communication efforts.
Outcomes
• Promote and enhance the City's positive image.
• Provide opportunities for residents to become informed about and
connected to the City.
• Promote a positive working environment for City employees.
• Ensure regional decisions have considered Renton's interests.
■rr • Promote Positive Quality of Life for Renton Residents.
• Provide opportunities for employees to become informed and connected.
2002 Accomplishments
Administration
• Conducted workshops with the Mayor, Council, and Department
Administrators to review and refine the City's Vision, Mission,
rr. and Business Plan Goals.
• Provided executive management by implementing the 2002 portion of
the City's Business Plan contained in the City's annual operating budget.
• Provided leadership and direction in regional issues including
Transportation, Water Quality, the Endangered Species Act, Water
Resource Inventory Areas, Emergency Communications, Land Use,
and other efforts.
• Worked with State and Federal Legislators to bring legislative and
monetary assistance to Renton.
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Operating Budget—Administrative,Judicial,and Legal Services Department 3-15
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Mayor's Once
• Designed a program for employee recognition and directed the coordination
of the Outcome Management effort including a citywide public opinion
survey. Provided analytical support and consultation for the direction of
departmental, citywide, and regional programs, procedures, and initiatives.
• Responded to approximately 800 telephone calls and/or office visits.
Provided written communication to more than 125 external customers.
Sent out approximately 1,100 New Resident Welcome Packets.
• Prepared press releases, a monthly community newsletter (CitySource),
the employee newsletter(The Grady Grapevine), a community calendar,
an award-winning web site, and a citywide public opinion survey.
• Organized and coordinated the 17th annual IKEA Renton River Days
community festival, the City's volunteer program, the annual tour of �r
municipal facilities for approximately 1,000 third-graders from the
Renton School District, and an expanded 4th of July celebration with a rrr
City-funded fireworks display.
• Coordinated the inaugural delegation visit to Renton's newest Sister City,
Cuautla, Jalisco, Mexico. Continued Sister City relations with
Nishiwaki, Japan.
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3-16 Operating Budget—Administrative,Judicial,and Legal Services Department
Expenditure Budget by Category-Mayor's Office
lily
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 467,031 494,500 496,261 501,200 506,700 1.4% 1.1%
Part-Time Salaries 24,416 6,000 2,622 6,000 6,000 0.0% 0.0%
Overtime 3,184 0 2,607 0 0 N/A N/A
Personnel Benefits 103,926 104,300 102,733 106,700 106,700 2.3% 0.0%
Supplies 7,234 4,000 2,950 4,000 4,000 0.0% 0.0%
Other Services and Charges 98,765 166,600 121,277 166,600 166,600 0.0% 0.0%
'tea Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
r,rr Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 704,557 775,400 728,450 784,500 790,000 1.2% 0.7%
�rrw CIP 0 0 0 0 0 N/A N/A
Total 704,557 775,400 728,450 784,500 790,000 1.2% 0.7%
Funding Decisions- Mayor's Office
aw 2002 Original Adopted Budget $775,400
2003 Budget Changes
Salaries 6,700
aw
Benefits 2,400
Total 2003 Budget $784,500
ow 2004 Forecast Changes
Salaries 5,500
2004 Forecast $790,000
iW
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups
due to contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
11YI1
Staffing Levels(Full-Time Equivalent Employees -FTE) -Mayor's Office
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2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 7.0 7.0 7.0 7.0 7.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.1 0.0 0.0 0.0 0.0 N/A N/A
ON Total FTE 7.1 7.0 7.0 7.0 7.0 0.0% 0.0%
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Operating Budget-Administrative,Judicial,and Legal Services Department 3-17
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no
City Clerk No
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for City Clerk expenditures, funding No
decisions, and staffing levels.
Mission Statement so
The City Clerk Division is dedicated to preserving the City's official records
and maintaining and providing accurate and timely information through
various forms of media to meet the needs of the community and City
departments.
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3-18 Operating Budget—Administrative,Judicial,and Legal Services Department
r
Core Services
• Legislative support
• Citywide records management
• Government access television channel operations
• Cable franchise administration
• Audio-visual services
••. • Information and referral services
Outcomes
• Public process ensured for informed decision-making.
• Compliance with laws, policies, and mandates fulfilled.
.r • Customers receive timely and accurate information as requested.
• Residents are informed of City and community issues and events.
r
• Residents provided access to available cable technology services.
• Enhanced presentations enable information sharing.
2002 Accomplishments
• Transitioned smoothly from retirement of long-time City Clerk to
promoting and training of new City Clerk, and in hiring and training
of new Records Management Specialist.
�r.
• Completed development of a high-level paperless technology application
requirements document for four areas of the City: Police, Municipal Court,
Clerk's Office, and Development Services division; plus completed
development of a detailed paperless technology application design
,. document (which can be inserted into a Request for Proposal) for the
City Clerk's office.
• Revised, implemented, published, and distributed a new Cable Channel 21
program schedule;plus utilized new hardware and software acquired for
text generation on the government access channel, which resulted in new
graphics and special effects.
• Completed analysis and recommendations regarding the proposed merger
of AT&T Broadband (the City's cable television franchise holder) with
Comcast Corporation, which resulted in a City resolution; and also
coordinated discussions on franchise fee/I-net issues.
• Provided timely and accurate information to Council, staff, and citizens
using preparation of minutes, agendas, meeting calendars, resource
manuals, referrals, correspondence, and policy updates; also used proper
records management and daily customer service practices.
Operating Budget—Administrative,Judicial,and Legal Services Department 3-19
we
Expenditure Budget by Category-City Clerk
l
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 251,543 266,900 240,151 242,300 245,000 -9.2% 1.1%
W6
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 0 0 86 0 0 N/A N/A
Personnel Benefits 56,989 58,500 57,206 61,300 61,300 4.8% 0.0% to
Supplies 7,727 5,700 3,993 6,100 6,100 7.0% 0.0%
Other Services and Charges 30,534 84,797 43,500 65,500 65,500 -22.8% 0.0% so
Intergovernmental Services 38,648 39,700 39,777 44,600 44,600 12.3% 0.0%
Capital Outlay 6,022 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A no
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 391,464 455,597 384,713 419,800 422,500 -7.9% 0.6% "
CIP 0 0 0 0 0 N/A N/A go
Total 391,464 455,597 384,713 419,800 422,500 -7.9% 0.6%
so
Funding Decisions -City Clerk
2002 Original Adopted Budget $435,300 so
2003 Budget Changes
Salaries (24,600)
Benefits 2,800
Voter Registration 4,900
Codification 1,200
All Other 200
Total 2003 Budget $419,800
2004 Forecast Changes
Salaries 2,700
2004 Forecast $422,500
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups
due to contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees -FTE) -City Clerk
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 5.0 5.0 5.0 5.0 5.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 0.0%
MW
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3-20 Operating Budget-Administrative,Judicial,and Legal Services Department
No
No City Attorney
Following the mission statement and lists of core services, outcomes, and
rw accomplishments, we include charts for City Attorney expenditures, 2003
funding decisions, and staffing levels.
Mission Statement
Provide quality legal representation to the City and its employees in a timely,
.�+ effective, and positive manner.
Core Services
• Misdemeanor prosecution
• Ordinance drafting and contract review
• Defense and litigation
• Day-to-day legal advice and preventative maintenance
ri�rr
Outcomes
• Efficient, effective, and fair administration of justice
• Efficient and effective administration of City government
• Reduction of unnecessary economic losses and provision of efficient,
effective, and fair dispute resolution mechanisms
r.
• Efficient and effective administrative of City government and reduction
of unnecessary economic losses
, . 2002 Accomplishments
• Provided all Municipal Court prosecution and handled all appeals to
Superior Court without adding additional staff.
• Provided ordinance drafting and contract review, in general, on the first day
after materials were submitted to the City Attorney's office and, except in
: extraordinary circumstances, within one week.
• Handled civil lawsuits on advantageous terms for the City without a trial,
mostly through the effective use of Summary Judgement Motions, and
handled administrative appeals with only two Land Use Petition Act
r. appeals to Superior Court.
• Participated as a negotiator in resolving a dispute with Puget Sound Energy
concerning the costs, means, and methods of undergrounding electrical
service. Provided formal and informal legal advice on a same-day basis by
having attorneys available by telephone, e-mail, or in person. Provided the
it City with the latest court decisions, legislation, and analytical articles to
keep the staff, administration, and council informed of changes in the law.
•.r
Operating Budget—Administrative,Judicial,and Legal Services Department 3-21
YAW
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Expenditure Budget by Category—City Attorney
2001 2002 2002 2003 2004 Change Change
Actual Ad]Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 0 0 0 0 0 N/A N/A
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 0 0 0 0 0 N/A N/A
Personnel Benefits 0 0 0 0 0 N/A N/A X11
Supplies 18,055 3,200 14,103 3,300 3,300 3.1% 0.0%
Other Services and Charges 982,851 1,020,600 957,209 1,046,200 1,046,200 2.5% 0.0% so
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A �p
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 1,000,907 1,023,800 971,312 1,049,500 1,049,500 2.5% 0.0%
CIP 0 0 0 0 0 N/A N/A 1�
Total 1,000,907 1,023,800 971,312 1,049,500 1,049,500 2.5% 0.0%
Funding Decisions —City Attorney
2002 Original Adopted Budget $1,023,800 `rrfl
2003 Budget Changes
Legal Services Contract 25,700
Total 2003 Budget $1,049,500
2004 Forecast Changes
N/A 0
2004 Forecast $1,049,500
Staffing Levels (Full-Time Equivalent Employees—FTE)
The City Attorney Division is supported through a professional service No
contract with a local law firm. The staffing-level matrix has therefore
been deleted.
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3-22 Operating Budget—Administrative,Judicial,and Legal Services Department
Hearing Examiner
Following the mission statement and lists of core services, outcome,
r. and accomplishments, we include charts for Hearing Examiner expenditures,
funding decisions, and staffing levels.
Mission Statement
Provide decisions and recommendations for the public and City Council
through a fair, impartial, open legal process. Provide compliance with laws,
policies, and mandates. Provide a public process that results in informed
decision-making.
Core Services
• Provide a hearing forum for the public to participate in the City's
development process and for them to affect the look and livability of their
neighborhood and city.
• Provide a forum where the development community can fairly present
proposals and explain their benefits and compliance with City regulations
and policies.
• Provide reports in a timely fashion that provide facts and conclusions that
may be used by the public and the City Council to judge land use projects
proposed within the City.
Outcome
• Provide reports in a timely fashion that provide facts and conclusions that
+�+ may be used by the public and the City Council to judge land use projects
proposed within the City.
2002 Accomplishments
• Reported out decisions in a timely fashion on a wide range of land
... use permits.
• Reported out decisions in a timely fashion on a number of other
administrative subjects, including forfeiture and impoundment proceedings.
Operating Budget—Administrative,Judicial,and Legal Services Department 3-23
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Expenditure Budget by Category-Hearing Examiner so
2001 2002 2002 2003 2004 Change Change
Actual Ad j Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 100,787 102,800 102,601 103,200 104,300 0.4% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 0 0 0 0 0 N/A N/A
Personnel Benefits 14,608 13,800 13,441 14,200 14,200 2.9% 0.0%
Supplies 297 700 188 700 700 0.0% 0.0%
Other Services and Charges 10,888 2,000 982 7,000 7,000 250.0% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A r�
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A WWI
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 126,580 119,300 117,212 125,100 126,200 4.9% 0.9% no
CIP 0 0 0 0 0 N/A N/A
Total 126,580 119,300 117,212 125,100 126,200 4.9% 0.9%
No
Funding Decisions-Hearing Examiner
2002 Original Adopted Budget $119,300 i
2003 Budget Changes
Salaries 400
war
Benefits 400
Professional Services 5,000
Total 2003 Budget $125,100 rr
2004 Forecast Changes
Salaries 1,100
2004 Forecast $126,200
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups f
due to contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels(Full-Time Equivalent Employees-FTE)-Hearing Examiner
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 1.5 1.5 1.5 1.5 1.5 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A MW
Total FTE 1.5 1.5 1.5 1.5 1.5 0.0% 0.0%
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3-24 Operating Budget-Administrative,Judicial,and Legal Services Department
MW
Court Services
Following the mission statement and lists of core services, outcomes, and
w accomplishments, we include charts for Court Services expenditures, 2003
funding decisions, and staffing levels.
Mission Statement
To perform all court functions in accordance with national standards, for
r.. the public and support services.
Core Services
aw • Case management
• Customer service
am • Administrative services
am Outcomes
• Provide justice with dignity in a timely manner.
• Assist public in court processes.
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• Implement and comply with laws.
2002 Accomplishments
• Held stakeholders meetings to insure consistency of treatment of court
participants. Investigated jury selection process.
• Utilized volunteer intern to enhance ability of full-time staff to serve public.
.r • Provided continuing training and education to employees.
• Completed assessment of service expectations of internal customers.
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Operating Budget—Administrative,Judicial,and Legal Services Department 3-25
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Expenditure Budget by Category-Court Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 625,995 703,000 669,105 694,000 701,600 -1.3% 1.1%
�i
Part-Time Salaries 19,694 18,100 4,640 13,000 13,000 -28.2% 0.0%
Overtime 2,163 13,000 2,357 13,000 13,100 0.0% 0.8%
Personnel Benefits 166,176 199,500 177,192 194,200 194,200 -2.7% 0.0%
Supplies 5,002 20,000 8,435 15,000 15,000 -25.0% 0.0%
Other Services and Charges 357,694 342,200 350,802 343,500 343,500 0.4% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 9,582 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A Irrr
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 1,176,725 1,295,800 1,222,113 1,272,700 1,280,400 -1.8% 0.6%
CIP 0 0 0 0 0 N/A N/A
Total 1,176,725 1,295,800 1,222,113 1,272,700 1,280,400 -1.8% 0.6%
■IIII
Funding Decisions-Court Services
2002 Original Adopted Budget $1,295,800 r�
2003 Budget Changes
Salaries (14,100)
I
Benefits (5,300)
Probation Services Contract, Replaced with FTE (15,800)
Public Defender Contract 8,200
Professional Services/Public Defender Conflict Appointment 3,900
Total 2003 Budget $1,272,700
i
2004 Forecast Changes
Salaries 7,700
2004 Forecast $1,280,400
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups
due to contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels(Full-Time Equivalent Employees-FTE)-Court Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 13.0 14.0 14.0 14.0 14.0 0.0% 0.0% i
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 0.0% 0.0%
Total FTE 13.7 14.7 14.7 14.7 14.7 0.0% 0.0%
l�
3-26 Operating Budget-Administrative,Judicial,and Legal Services Department
i
err Table 3-5. Administrative, Judicial, and Legal Services Department Position Listing
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
I�r Mayor's Office
Mayor(Elected) 1.0 1.0 1.0 1.0 1.0
M53 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
ism M30 Assistant to Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M25 Community Relations Manager 1.0 1.0 1.0 1.0 1.0
N12 Community Relations Specialist 1.0 1.0 1.0 1.0 1.0
N13 Executive Secretary 1.0 1.0 1.0 1.0 1.0
N05 Secretary 1 1.0 1.0 1.0 1.0 1.0
r Total Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk Division
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0
All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0
A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.0
Total City Clerk Division 5.0 5.0 5.0 5.0 5.0
Hearing Examiner Services Division
iYrr M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0
A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5
Total Hearing Examiner Division 1.5 1.5 1.5 1.5 1.5
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Court Services
Municipal Court Judge(Elected) 1.0 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0 1.0
A18 Probation Officer 0.0 1.0 1.0 1.0 1.0
All Judicial Specialist(Lead) 2.0 2.0 2.0 2.0 2.0
A08 Judicial Specialist 9.0 9.0 9.0 9.0 9.0
Total Regular Staffing 13.0 14.0 14.0 14.0 14.0
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Court Services Division 13.7 14.7 14.7 14.7 14.7
Total Regular Staffing 26.5 27.5 27.5 27.5 27.5
Total Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Administrative,Judicial,and Legal Services 27.2 28.2 28.2 28.2 28.2
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Operating Budget-Administrative,Judicial,and Legal Services Department 3-27
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This page is intentionally left blank.
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3-28 Operating Budget—Administrative,Judicial,and Legal Services Department
ECONOMIC
DEVELOPMENT
4 '
_! A CREAT PLACE TO LIVE, WORK, AND PLAY!
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■
■
■
Administrator
1 ■
Administrative
Support ■
2
■
[Economic Development Neighborhoods Strategic Planning
3 1 6.3
Note:This department has 13.3 total full-time equivalent employees.
■
City of Renton Economic Development, Neighborhoods, and Strategic Planning Department Organization
IL
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Economic Development ,
9
Nei hborhoods ,
.� and Strategic Planning
In this section you will find the Economic, Neighborhoods, and Strategic
Planning Development Mission Statement with a summary list of core
`. services provided by division. Following the core services list, we include the
mission statements of each division, along with lists of their core services,
expected results of those services (Outcomes), and accomplishments for
.r the year 2002.
Mission Statement
Enhance the vitality and livability of the Renton community by creating
r ' a prosperous economy and quality neighborhoods.
Department Core Services
• Economic development
• Neighborhood program
• Land use and planning
• Legislative affairs
Outcomes
• Broaden the City's tax base, diversify employment, and increase
property values.
• Improve Renton's image in the community and throughout the region.
• Increase neighbor-to-neighbor and neighbor-to-City communication to
foster a more livable community.
• Promote neighborhood identification and beautification.
r•.
• Provide a framework to direct growth consistent with City values and
ensure predictability for property owners through comprehensive planning
and zoning, while providing creative solutions to land use issues.
• Influence national and regional decisions that affect the City.
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Operating Budget—Economic Development 3-29
2002 Accomplishments
• Aggressive downtown redevelopment activity resulted in the opening of
several new restaurants, the 90-unit Metropolitan Place apartment building,
and 55 Williams, the first condominium development in downtown Renton.
• Successfully recruited Cirque du Soleil to Renton. Performances of
"Dralion"brought more than 130,000 people to Renton and$330,000 in No
admissions taxes. Created a marketing campaign to attract Cirque du Soleil
audiences to local businesses. aw
• Worked with owners of office buildings that have large leases with
The Boeing Company to develop strategies to mitigate potential vacancies am
as Boeing consolidates its operations.
• Continued the Renton Community Marketing campaign with the slogan
"Renton. The Right Choice" highlighting business opportunities, great
schools, healthcare, and quality of life.
• Established neighborhood associations in the Winwood, South Renton,
and Honey Creek Estates neighborhoods.
• Added three to a network of City employees who serve as neighborhood
liaisons, for a total of 18. These volunteers work to communicate and
mediate neighborhood issues. ro
• Hosted 11 neighborhood picnics with an estimated attendance of 1,100.
Awarded grants totaling $10,000 to create neighborhood entrance signs in
the Highlands and Highbury Park neighborhoods.
• Awarded$21,000 in grants for neighborhood beautification projects in
seven neighborhoods: North Renton, Honey Creek Ridge, Tiffany
Park, Summerwind, Renton Hills, Glencoe, and Ginger Creek.
• Initiated South Renton Sub-Area Plan. This plan reduces zoning density
and calls for increased investment in infrastructure to improve the quality
of the neighborhood and stimulate new investment.
• Completed and implemented a reorganization and update of the City's
Development Regulations, Title IV, creating an easy-to-use framework for
development.
• Initiated the state-mandated review of the City's Comprehensive Plan, .rr
providing the vision and framework for development within the City for
the next 20 years. no
An overview of the Economic Development Department expenditures is
shown in figure 3-3, followed by expenditures by category. no
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3_30 Operating Budget—Economic Development
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Figure 3-3. Economic Development Overview
Expenditure Comparison
$1,500,000
$1,200,000 •••••••'••"
$900,000 "1...••••
$600,000
W" $300,000
$0 4 ..1'.
1996 1997 1998 1999 2000 2001 2002 2003 2004
sNote budget forecast
The Economic Development,Neighborhoods,and Strategic Planning Department was created in 1997.
00
Expenditure Budget by Category - Economic Development, Neighborhoods, and Strategic Planning
2001 2002 2002 2003 2004 Change Change
IM Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 681,456 760,100 736,810 769,100 777,600 1.2% 1.1%
Part-Time Salaries 0 41,600 32,956 31,300 31,300 -24.8% 0.0%
Overtime 1,821 2,400 945 2,400 2,400 0.0% 0.0%
Personnel Benefits 152,386 165,900 160,529 176,800 176,800 6.6% 0.0%
Supplies 12,601 29,000 11,932 24,300 24,300 -16.2% 0.0%
Other Services and Charges 223,838 390,221 166,061 225,700 225,700 -42.2% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
M Capital Outlay 12,119 15,000 2,272 10,000 10,000 -33.3% 0.0%
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
'M Operating Total 1,084,221 1,404,221 1,111,505 1,239,600 1,248,100 -11.7% 0.7%
CIP 0 0 0 0 0 N/A N/A
am Total 1,084,221 1,404,221 1,111,505 1,239,600 1,248,100 -11.7% 0.7%
err
Mrs
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Operating Budget-Economic Development 3-31
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Funding Decisions - Economic Development, Neighborhoods, and Strategic Planning
2002 Original Adopted Budget $1,260,300
2003 Budget Changes
Salaries 8,700
Growth Management Act Temp Wages -10,000
Benefits 10,900
Growth Management Act Other Funding -30,000
Other -300
Total 2003 Budget $1,239,600
2004 Forecast Changes
Salaries 8,500
2004 Forecast $1,248,100
Note
Salaries: Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees-FTE) -Economic Development, Neighborhoods, and Strategic
Planning
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 12.0 12.0 12.0 12.0 12.0 0.0% 0.0%
Temporary Part-Time 1.1 1.6 1.6 1.1 1.1 -31.3% 0.0%
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% 0.0%
Total FTE 13.3 13.8 13.8 13.3 13.3 -3.6% 0.0%
Table 3-6. Economic Development, Neighborhoods, and Strategic Planning Position Listing rrrT
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast -
M49 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0
M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0
M32 Development Manager 1.0 1.0 1.0 1.0 1.0 rr11
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
A23 Senior Planner 3.0 3.0 3.0 3.0 3.0
A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0
A13 Planning Technician 1.0 1.0 1.0 1.0 1.0
N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 1.0 1.0-
A09 Admin Secretary 1.0 1.0 1.0 1.0 1.0
Al2 Neighborhood Coordinator(LT) 1.0 0.0 0.0 0.0 0.0
Al2 Neighborhood Coordinator 0.0 1.0 1.0 1.0 1.0 lily
Total Regular Staffing 12.0 12.0 12.0 12.0 12.0
Temporary Part-Time 1.1 1.6 1.6 1.1 1.1
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2
Total Economic Development,Neighborhoods,and
Strategic Planning Department 13.3 13.8 13.8 13.3 13.3 i+r
3-32 Operating Budget-Economic Development
Oslo,
FINANCE and
INFORMATION SERVICES
c
f
♦ a
f !
r1
a
�t
■
■
■
■
Administrator ■
Victoria Runkle
1
■
Administrative
Support
1
■
Finance Information Services
19.5 13.8
■
Print and Mail
Services
Note:This department has 35.3 total full-time equivalent employees.
■
City of Renton Finance and Information Services Department Organization ■
■
■
■
i
■ I
■
■
an
Finance and Information Services
In this section you will find the Finance and Information Services Mission
Statement with a summary list of core services provided by division.
Following the core services list, we include the mission statements of each
division, along with lists of their core services, expected results of those
services (Outcomes), and accomplishments for the year 2002.
,■. Mission Statement
Manage the financial and technical affairs of the City, to support all City
••r• operations through comprehensive and integrated financial and information
services while complying with applicable Federal, State, and local regulations.
Division Core Services
r Finance—Manage the financial affairs of the City.
• Financial and regulatory accountability
rnr • Fiscal analysis
• Payroll processing
• Utility customer services
Information Services—Manage the computer systems,communications,
data support, print services,and mail management of the City.
• Print services and mail management
• Customer help desk
• Operating system maintenance/database maintenance
rr. • Citywide connectivity
• Citywide applications
An overview of the Finance and Information Services expenditures is shown
in figure 3-4, followed by expenditures by division and category.
r .
Operating Budget—Finance and Information Services 3-33
rr
i
Figure 3-4. Finance and Information Services Overview
Expenditure Comparison
$3,500,000
$2,800,000 ..4............ .
$2,100,000 ........."4
$1,400,000
rrri
$700,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast so
Expenditure Budget by Division —Finance and Information Services No
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Finance 1,483,563 1,666,500 1,591,454 1,656,500 1,668,800 -0.6% 0.7%
Finance Information Services 1,269,969 1,446,200 1,432,585 1,484,800 1,492,200 2.7% 0.5%
Operating Total 2,753,532 3,112,700 3,024,039 3,141,300 3,161,000 0.9% 0.6% ctrl
CIP 0 0 0 0 0 N/A N/A
Total 2,753,532 3,112,700 3,024,039 3,141,300 3,161,000 0.9% 0.6%
>r�1
Expenditure Budget by Category —Finance and Information Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 1,586,178 1,831,400 1,753,533 1,790,300 1,809,900 -2.2% 1.1%
Part-Time Salaries 94,296 49,900 108,851 49,900 49,900 0.0% 0.0% r�
Overtime 27,572 7,100 28,205 9,600 9,700 35.2% 1.0%
Personnel Benefits 384,649 430,100 390,891 430,100 430,100 0.0% 0.0% �rrli
Supplies 131,836 137,500 150,578 137,500 137,500 0.0% 0.0%
Other Services and Charges 529,001 615,500 584,755 702,700 702,700 14.2% 0.0%
Capital Outlay 0 41,200 7,226 21,200 21,200 -48.5% 0.0%
Operating Total 2,753,532 3,112,700 3,024,039 3,141,300 3,161,000 0.9% 0.6%
CIP 0 0 0 0 0 N/A N/A
Total 2,753,532 3,112,700 3,024,039 3,141,300 3,161,000 0.9% 0.6%
acct
»
3-34 Operating Budget—Finance and Information Services
rirY
Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
i
Personnel Costs (-$41,100—All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
rr. and payroll true-ups due to contract negotiations during budget deliberations.
Salary true-ups are performed every two to three years. Benefits will include
err retirement increases effective 07/01/03.
Limited-Term Position to Regular FTE ($0—Finance)
r... The limited-term Finance Analyst position will be converted to a
regular position.
Sales Tax Audit ($15,000—Finance)
Audit cost to be offset by revenue.
aw
Software Service/Maintenance Contracts
($40,000—Information Services)
Service contract expenditures will be increased to $120,000 based on
actual costs.
Miscellaneous ($12,200—Finance)
Expenditures will be increased for utility postage, City Audit contract,
and bank fees.
Staffing Levels by Division —Finance and Information Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Finance 21.5 21.5 21.5 21.5 21.5 0.0% 0.0%
Information Services 13.8 13.8 13.8 13.8 13.8 0.0% 0.0%
Total FTE 35.3 35.3 35.3 35.3 35.3 0.0% 0.0%
Divisions by Fund Number
The Finance and Information Services Department is included in
the General Fund (000/004).
.rr
r
rr.r
Operating Budget—Finance and Information Services 3-35
r
no
Finance Division am
Following the mission statement and lists of core services, outcomes,
and accomplishments, we include charts for the Finance Division WN
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
Provide financial information and fiscal management, which helps optimize
the City of Renton's financial decisions while complying with all applicable
Federal, State, and local laws.
Core Services NO
• Financial and regulatory accountability
• Fiscal analysis No
• Payroll processing
• Utility customer services No
Outcomes
.rr
• Meet Federal, State, and local regulations by auditing, managing, paying,
billing, and reporting all the City's financial activity.
• Fulfill City directives by publishing a balanced budget and other financial '
information tools on a timely and accurate basis for decision-makers and citizens.
• Meet the City's obligation to pay employees accurately and timely while
adhering to all internal and external guidelines to prevent fraud and meet
Federal and State requirements. .r
• Manage all residential, commercial, and third-party vendor utility customer
needs in a courteous, timely way and with respect.
2002 Accomplishments
• Paid more than 11,200 private vendors doing business with the City on time
and correctly. Prepared monthly financial activities that culminated in clean
audits for the past decade.
• Prepared more than 27,000 billings for people and organizations with
whom we conduct business.
.rr
• Conducted an internal audit of the golf course clubhouse activities.Conducted
an audit of the third-party food vendors doing business on City property.
r
• Produced monthly financial status reports by the 10th of each month.
• Worked with a third-party vendor to develop and design more citizen- r
readable financial materials.
• Created various payroll reports to help managers better track disability,
r
sick leave, and other types of benefit leaves.
3-36 Operating Budget—Finance and Information Services
r
• Implemented a direct-pay system for customers, "Direct Debit," to permit
users to pay their utility bills without writing a check.
• Began to take credit card phone payments, allowing people to pay their
utility bills over the phone.
r.�
• Provided financial information and fiscal management, which helps
optimize the City of Renton's financial decisions while complying with all
applicable Federal, State, and local laws.
rr.
Expenditure Budget by Category - Finance Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 994,044 1,130,600 1,077,741 1,112,100 1,124,300 -1.6% 1.1%
No Part-Time Salaries 21,451 0 19,121 0 0 N/A N/A
Overtime 8,645 7,100 6,324 7,100 7,200 0.0% 1.4%
Personnel Benefits 240,652 263,300 249,807 263,300 263,300 0.0% 0.0%
Supplies 14,413 15,900 27,015 15,900 15,900 0.0% 0.0%
Other Services and Charges 204,358 225,600 205,364 254,100 254,100 12.6% 0.0%
No Capital Outlay 0 24,000 6,082 4,000 4,000 -83.3% 0.0%
Operating Total 1,483,563 1,666,500 1,591,454 1,656,500 1,668,800 -0.6% 0.7%
CIP 0 0 0 0 0 N/A N/A
Total 1,483,563 1,666,500 1,591,454 1,656,500 1,668,800 -0.6% 0.7%
Funding Decisions - Finance Division
2002 Original Adopted Budget $1,666,500
2003 Budget Changes
Salary True-up -18,500
Machinery/Equipment Reallocated to Info Svcs -20,000
rrli Sales Tax Audit(offset by revenue) 15,000
Utility Billing Postage 6,900
Collection Bank Fees for Utilities 3,700
City Audit 2,900
Total 2003 Budget $1,656,500
2004 Forecast Changes
Salaries 12,300
2004 Forecast $1,668,800
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations.Salary true-ups are performed every 2 to 3 years.
11�
Stang Levels(Full-Time Equivalent Employees -FTE) -Finance Division
2001 2002 2002 2003 2004 Change Change
lW Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 21.5 21.5 21.5 21.5 21.5 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 21.5 21.5 21.5 21.5 21.5 0.0% 0.0%
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Operating Budget-Finance and Information Services 3-37
rrr
go
Information Services Division N
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Information Services Division so
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement ow
Provide communication and data support to meet departmental functions and
recordkeeping, and supply technical support services to all computer system n
users in the City.
Core Services No
• Print services and mail management
• Customer help desk so
• Operating system/database maintenance
• Citywide connectivity No
• Citywide applications
r
Outcomes
• Meet the City's internal and external copying and mail requirements in aw
the most efficient and effective methods possible.
• Provide timely and accurate on-site and phone service for computer
hardware and connectivity problems.
• Ensure that basic operating systems, including Windows°, Novell°,
Informix°, Oracle°, Microsoft SQL TM, and other mission-critical systems, '
run 24 hours a day/seven days a week, with less than four hours of
down time.
• Preserve the local, wide, and municipal voice and data connections
operations 24 hours a day/seven days a week to over 37 locations. ow
2002 Accomplishments
• Analyzed most of the City's external mailings, which resulted in an annual to
savings of$6,100 by implementing different mailing options to meet
departments' requirements.
• Implemented a new multiyear contract with DellTM Computer systems for
new desktop computers for our ongoing replacement program.
r.r
• Developed an on-site, college-supervised intern program with Renton
Technical College during which students installed 85 replacement
computers throughout the organization. "
• Completed a wireless local area network pilot program for police and fire
mobile vehicles so that they could access the City's network in two sectors
of the city.
arti
3-38 Operating Budget—Finance and Information Services
r
�,,,, • Developed intranet applications to track customer service satisfaction as a
pilot project for external Internet use. Installed an upgraded operating
system for the City's financial system, Eden.
• Completed installation and testing of Remote Field Reporting and Records
Systems access using the Valley Communications wireless network.
rnr
Expenditure Budget by Category - Information Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 592,134 700,800 675,791 678,200 685,600 -3.2% 1.1%
Part-Time Salaries 72,845 49,900 89,731 49,900 49,900 0.0% 0.0%
Overtime 18,927 0 21,881 2,500 2,500 100% 0.0%
�r Personnel Benefits 143,997 166,800 141,084 166,800 166,800 0.0% 0.0%
Supplies 117,423 121,600 123,563 121,600 121,600 0.0% 0.0%
Other Services and Charges 324,643 389,900 379,391 448,600 448,600 15.1% 0.0%
+
Capital Outlay 0 17,200 1,144 17,200 17,200 0.0% 0.0%
Operating Total 1,269,969 1,446,200 1,432,585 1,484,800 1,492,200 2.7% 0.5%
CIP 0 0 0 0 0 N/A N/A
illrr
Total 1,269,969 1,446,200 1,432,585 1,484,800 1,492,200 2.7% 0.5%
rrr
Funding Decisions - Information Services
2002 Original Adopted Budget $1,446,200
2003 Budget Changes
Salary True-up -22,600
r Printing Repair and Maintenance(Reallocated from Finance) 20,000
Software Service Contracts 40,000
Training Budget Reallocated -6,300
Cell Phones and Overtime 7,500
Total 2003 Budget 1,484,800
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2004 Forecast Changes
Salaries 7,400
2004 Forecast $1,492,200
too
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations.Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees -FTE) -Information Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 12.0 12.0 12.0 12.0 12.0 0.0% 0.0%
+W Temporary Part-Time 0.5 0.5 0.5 0.5 0.5 0.0% 0.0%
Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3 0.0% 0.0%
Total FTE 13.8 13.8 13.8 13.8 13.8 0.0% 0.0%
rrr
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Operating Budget-Finance and Information Services 3-39
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a*
Table 3-7. Finance and Information Services Position Listing(1 of 2)
rrW
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
Finance Division wo
M49 Finance and Information Srvs Administrator 1.0 1.0 1.0 1.0 1.0
M38 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0
M25 Finance Analyst Supervisor 3.0 3.0 3.0 3.0 3.0 tri
A18 Accountant 1.0 1.0 1.0 1.0 1.0
N16 Finance Analyst III 2.0 2.0 2.0 2.0 2.0
A13 Grant Accountant(Limited Term) 0.5 0.0 0.0 0.0 0.0
A13 Grant Accountant 0.0 0.5 0.5 0.5 0.5
A13 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0
A13 Utility Accounts Supervisor 1.0 1.0 1.0 1.0 1.0
N13 Finance Analyst II 1.0 1.0 1.0 2.0 2.0
N13 Finance Analyst II (Limited Term) 1.0 1.0 1.0 0.0 0.0
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N10 Accounting Technician(Payroll) 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 1.0 5.0 5.0 5.0 5.0
A07 Accounting Assistant III 3.0 0.0 0.0 0.0 0.0
A05 Accounting Assistant II 3.0 2.0 2.0 2.0 2.0
Total Regular Staffing 21.5 21.5 21.5 21.5 21.5
Total Finance Division 21.5 21.5 21.5 21.5 21.5
reit
rr
r�
IM
3-40 Operating Budget-Finance and Information Services
rr.
Table 3-7. Finance and Information Services Position Listing(2 of 2)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
irr Information Services Division
M34 Information Services Manager 1.0 1.0 1.0 1.0 1.0
A32 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A30 Application Support Supervisor 1.0 1.0 1.0 1.0 1.0
M30 Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0
am A24 Technical Support Coordinator 1.0 1.0 1.0 1.0 1.0
A24 Sr. Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A21 Systems Analyst 1.0 1.0 1.0 1.0 1.0
r� A20 Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A13 Print and Mail Coordinator 1.0 1.0 1.0 1.0 1.0
am A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 1.0 1.0 1.0 1.0
A07 Print and Mail Operator 1.0 1.0 1.0 1.0 1.0
r� A05 Accounting Assistant II 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 12.0 12.0 12.0 12.0 12.0
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Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3
Total Information Services Division 13.8 13.8 13.8 13.8 13.8
rrr Total Regular Staffing 33.5 33.5 33.5 33.5 33.5
Total Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Total Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3
am
Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3
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err
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Operating Budget-Finance and Information Services 3-41
err
This page is intentionally left blank.
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3-42 Operating Budget—Finance and Information Services
ES
J—,age 9,Maplewood Hrightr
Penton
.000
77
m® / lrcC ,
Li
by/e nge 9,Brum y7/ '
� -. Jcssira.agr K.Maplewood Hei�fw
rt��a,
Administrator .
Michael Webby
1
[Human Resources Civil Service Commission Risk Management •
4.5 0.9 2
Note:This department has 8.4 total full-time equivalent employees.
City of Renton Human Resources and Risk Management Department Organization .
Human Resources
and Risk Management
In this section you will find the Human Resources and Risk Management
Mission Statement with a summary list of core services provided by division.
Following the core services list, we include the mission statements of each
division, along with lists of their core services, expected results of those
rrr services (Outcomes), and accomplishments for the year 2002.
Mission Statement
Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general
public.
Division Core Services
Administration and Civil Service
• Recruitment and selection
irrr
• Classification and compensation
• Employee relations
• Employee training and development
Risk Management
• Property and liability insurance
• Employee benefits
• Workplace health and safety
An overview of Human Resources and Risk Management expenditures
is shown in figure 3-5, followed by expenditures by division and category.
r.r
Operating Budget—Human Resources and Risk Management 3-43
rrr
we
Figure 3-5. Human Resources and Risk Management Overview No
Expenditure Comparison
$12,500,000
$10,000,000
$7,500,000 ,.+...........,►••••.
$5,000,000 1 •"
$2,500,000 FM
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004 am
budget forecast
Expenditure Budget by Division -Human Resources and Risk Management we
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 521,003 603,900 550,744 608,200 611,800 0.7% 0.6%
Civil Service 100,080 100,700 84,814 94,500 95,000 -6.2% 0.5%
Risk Management 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
Operating Total 8,045,863 7,979,700 7,896,913 9,749,700 10,044,200 22.2% 3.0%
CIP 0 0 0 0 0 N/A N/A
Total 8,045,863 7,979,700 7,896,913 9,749,700 10,044,200 22.2% 3.0% no
Expenditure Budget by Category -Human Resources and Risk Management WA
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 459,370 467,900 467,638 468,800 474,000 0.2% 1.1% to
Part-Time Salaries 7,364 7,800 6,957 7,800 7,800 0.0% 0.0%
Overtime 0 2,300 0 2,300 2,300 0.0% 0.0% 09
Personnel Benefits 5,211,703 5,244,300 5,766,076 6,653,000 6,942,300 26.9% 4.3%
Supplies 3,434 21,400 4,312 21,400 21,400 0.0% 0.0%
Other Services and Charges 2,190,863 2,061,500 1,479,759 2,416,800 2,416,800 17.2% 0.0% No
Intergovernmental Services 2,128 3,500 1,171 3,500 3,500 0.0% 0.0%
Capital Outlay 0 0 0 0 0 N/A N/A No
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 171,000 171,000 171,000 176,100 176,100 3.0% 0.0%
Operating Total 8,045,863 7,979,700 7,896,913 9,749,700 10,044,200 22.2% 3.0% aw
CIP 0 0 0 0 0 N/A N/A
Total 8,045,863 7,979,700 7,896,913 9,749,700 10,044,200 22.2% 3.0%
v
low
r■i
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3-44 Operating Budget-Human Resources and Risk Management
rrr
rrr
Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
r.i
Personnel Costs (-$12,100 —All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations.
Salary true-ups are performed every two to three years. Benefits will include
r retirement increases effective 07/01/03.
Contract Costs ($3,000—Administrative and Civil Service)
Eden Financial System maintenance contract will be reallocated from the
Information Services department.
irrr
Insurance Fund ($1,776,800—Risk Management)
Increase in expense budget to cover citywide anticipated property and liability
insurance costs as well as all employee benefits. Included are medical, vision,
dental, prescription drug, life insurance, industrial insurance, and
r.. unemployment costs.
Staffing Levels by Division —Human Resources and Risk Management
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
i Administration 5.5 5.5 5.5 5.5 5.5 0.0% 0.0%
Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% 0.0%
Risk Management 2.0 2.0 2.0 2.0 2.0 0.0% 0.0%
rrn Total FTE 8.4 8.4 8.4 8.4 8.4 0.0% 0.0%
Divisions by.Fund Number
The Human Resources and Risk Management Department includes the
rrr operations of the following divisions:
000 General Fund Administration
.. 000 General Fund Civil Service Commission
502 Insurance Fund Risk Management
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r.�
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Operating Budget—Human Resources and Risk Management 3-45
rr�r
Administration and Civil Service Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Administration and Civil Service
Division expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general
public.
Core Services
• Recruitment and selection
• Classification and compensation
• Employee relations
• Employee training and development
Outcomes
..y
• Hire and retain a diverse workforce that is skilled and motivated.
• Maintain an equitable and competitive salary structure.
• Maintain a positive work environment based on mutual trust and respect.
• Provide City employees with a broad range of training programs.
.rr
2002 Accomplishments
• Evaluated and updated the City's internal and external application process. ,
Evaluated Civil Service recruitment and testing process.
• Completed and implemented the 2002 reclassification process.
• Successfully negotiated labor contracts with the City's five Bargaining
Units. Reviewed and updated Civil Service rules for Fire and Police. r.r
• Enhanced the use of technology in employee safety training. Expanded
citywide employee training program by introducing additional courses
r
through WCIA.
w
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3-46 Operating Budget—Human Resources and Risk Management
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Expenditure Budget by Category-Administration and Civil Service Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 368,465 370,900 372,121 373,200 377,300 0.6% 1.1%
Part-Time Salaries 7,364 7,800 6,957 7,800 7,800 0.0% 0.0%
Overtime 0 2,300 0 2,300 2,300 0.0% 0.0%
Personnel Benefits 81,357 88,000 75,572 78,500 78,500 -10.8% 0.0%
sw Supplies 3,434 21,400 4,312 21,400 21,400 0.0% 0.0%
Other Services and Charges 160,463 214,200 176,596 219,500 219,500 2.5% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
ilk
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 621,083 704,600 635,558 702,700 706,800 -0.3% 0.6%
CIP 0 0 0 0 0 N/A N/A
rrrrt Total 621,083 704,600 635,558 702,700 706,800 -0.3% 0.6%
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Funding Decisions-Administration and Civil Service Division
2002 Original Adopted Budget $704,600
2003 Budget Changes
Salaries 2,300
Benefits (9,500)
Eden Software Maintenance Contract 3,000
All Other 2,300
rr. Total 2003 Budget $702,700
2004 Forecast Changes
Salaries 4,100
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2004 Forecast 706,800
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels by Division-Administration and Civil Service Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
ilial
Administration 5.5 5.5 5.5 5.5 5.5 0.0% 0.0%
Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% 0.0%
rrr Total FTE 6.4 6.4 6.4 6.4 6.4 0.0% 0.0%
Operating Budget-Human Resources and Risk Management 3-47
i�
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Risk Management Division go
Following the mission statement and lists of core service, outcome, and
accomplishment, we include charts for Risk Management Division go
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement am
Provide comprehensive loss control services by organizing, coordinating,
and directing all activities related to the Risk Management Division. no
Core Service
• Property and liability insurance No
• Employee benefits
• Workplace health and safety
Outcome
rr
• Protect and preserve public assets.
• Maintain a comprehensive menu of affordable benefits.
r
• Provide a safe workplace that minimizes occupational risk and financial
loss.
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2002 Accomplishment
• Conducted an inventory of City-owned facilities to ensure appropriate
insurance coverage. Continue to monitor the financial integrity of City
properties and liabilities.
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• Addressed major healthcare issues including cost through the City's
Employee Benefits Task Force.
• Reviewed and revised the City's employee safety policies and procedures.
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3-48 Operating Budget—Human Resources and Risk Management
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Expenditure Budget by Category -Risk Management Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 90,905 97,000 95,517 95,600 96,700 -1.4% 1.2%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 0 0 0 0 0 N/A N/A
Personnel Benefits 5,130,346 5,156,300 5,690,504 6,574,500 6,863,800 27.5% 4.4%
Wit Supplies 0 0 0 0 0 N/A N/A
Other Services and Charges 2,030,400 1,847,300 1,303,163 2,197,300 2,197,300 18.9% 0.0%
Intergovernmental Services 2,128 3,500 1,171 3,500 3,500 0.0% 0.0%
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 171,000 171,000 171,000 176,100 176,100 3.0% 0.0%
Operating Total 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
>
CIP 0 0 0 0 0 N/A N/A
Total 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
No
Funding Decisions -Risk Management Division
2002 Original Adopted Budget $7,275,100
2003 Budget Changes
Salaries (1,400)
i Benefits (3,500)
City Employee Benefits 1,421,700
City Liability and Property Insurance 149,300
Professional Services 203,600
All Other 2,200
Total 2003 Budget $9,047,000
2004 Forecast Changes
Salaries 1,100
City Employee Benefits 289,300
2004 Forecast $9,337,400
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Y
Staffing Levels(Full-Time Equivalent Employees -FTE) -Risk Management Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 2.0 2.0 2.0 2.0 2.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 2.0 2.0 2.0 2.0 2.0 0.0% 0.0%
+wr
Operating Budget-Human Resources and Risk Management 3-49
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Table 3-8. Human Resources and Risk Management Position Listing No
2001 2002 2002 2003 2004
Grade Title Actual Adi Budget Actual Budget Forecast
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 1.0 1.0 1.0 1.0 1.0
M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0
M20 Human Resources Analyst/Civil Service Coordinator rrri
1.0 1.0 1.0 1.0 1.0
(0.5 Administration/0.5 Civil Service)
N11 Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 1.0
(0.6 Administration/0.4 Civil Service)
N11 Assistant Human Resources Specialist 1.0 1.0 1.0 1.0 1.0
N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0
1�II
Total Regular Staffing 6.0 6.0 6.0 6.0 6.0
Temporary Part-Time 0.4 0.4 0.4 0.4 0.4
Total Administration/Civil Service Commission 6.4 6.4 6.4 6.4 6.4
Risk Management
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
N05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Risk Management 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 rrl
Total Temporary Part-Time 0.4 0.4 0.4 0.4 0.4
Total Human Resources and Risk Management 8.4 8.4 8.4 8.4 8.4
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3-50 Operating Budget-Human Resources and Risk Management
POLICE DEPARTMENT
A GREAT PLACE TO LIVE, WORK, AND PLAY!
I I 1
_.
Police Chief
Garry Anderson .
1
Administrative
Support
2
Information/
Media
Chaplains/
Volunteers
Deputy Chief
1
Patrol Patrol Investigations Administrative Staff Auxiliary
Operations Services Services Services Services
55 11.2 21 10 11 16
Animal Control Community Electronic
Programs [Home Detention/
Jail
School
Resource Officers
Programs
Note:This department has 128.2 total full-time equivalent employees. Training
City of Renton Police Department Organization
Wrr
Police Department
In this section you will find the Police Department Mission Statement with a
r•. summary list of core services provided by division. Following the core
services list, we include the mission statements of each division, along with
lists of their core services, expected results of those services (Outcomes), and
accomplishments for the year 2002.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
urr
Division Core Services
Administration
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• Maximize department effectiveness with appropriate allocation of resources
and technology.
• Provide enhanced leadership opportunity, supporting community service
r� and individual growth.
• Strategically position resources and services, ensuring successful response
to service needs and law enforcement emerging issues.
Patrol Operations
• Prevent criminal conduct.
• Enforce laws and ordinances.
• Investigate criminal offenses.
• Detect and preserve evidence and property.
• Apprehend offenders.
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Operating Budget—Police Department 3-51
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Patrol Services
• Provide traffic enforcement.
• Investigate major accidents. r
• Provide parking enforcement.
• Resolve animal complaints.
• Plan and organize special events.
Investigations WMI
• Conduct criminal investigations.
• Collect and disseminate intelligence.
• Recover stolen property.
.r�
• Arrest offenders.
• Process, store, and release evidence and property.
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Administrative Services
• Provide department personnel services.
• Provide crime prevention and community relations programs.
• Provide personnel and department equipment needs. r,,r
• Administer a volunteer staff.
• Plan and research.
Staff Services
• Record and disseminate information to department members and other
agencies.
• Organize and store information.
• Provide service to the public.
• Provide security for City Hall.
Auxiliary Services
• Maintain a safe, secure, and contraband-free jail environment.
• Evaluate inmate health and living conditions.
• Provide a cost-effective and safe Electronic Home Detention Program.
An overview of the Police Department expenditures is shown in figure 3-6,
followed by expenditures by division and category.
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3-52 Operating Budget—Police Department
W1111
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Figure 3-6. Police Department Overview
er
Expenditure Comparison
$15,000,000 ...........
$12,000,000 --........4..........�.........
$9,000,000
$6,000,000
r� $3,000,000
$0
rrr 1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
err Expenditure Budget by Division - Police Department
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
err
Administration 1,834,060 1,780,900 1,792,907 1,797,300 1,800,800 0.9% 0.2%
Patrol Operations 5,087,723 5,501,700 5,513,115 5,529,800 5,573,600 0.5% 0.8%
rrr� Patrol Services 884,865 1,122,700 1,089,633 1,202,100 1,211,300 7.1% 0.8%
Investigations 1,873,430 1,920,700 1,828,370 2,077,900 2,094,500 8.2% 0.8%
Administrative Services 944,315 1,116,700 1,002,546 1,117,300 1,124,600 0.1% 0.7%
rrr Staff Services 561,560 648,400 572,418 615,800 620,400 -5.0% 0.7%
Auxiliary Services 1,717,876 2,053,800 1,960,713 2,165,800 2,174,900 5.5% 0.4%
err Operating Total 12,903,829 14,144,900 13,759,702 14,506,000 14,600,100 2.6% 0.6%
CIP 0 0 0 0 0 N/A N/A
Total 12,903,829 14,144,900 13,759,702 14,506,000 14,600,100 2.6% 0.6%
am
Expenditure Budget by Category - Police Department
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 7,138,004 7,869,600 7,577,699 7,998,400 8,086,300 1.6% 1.1%
err Part-Time Salaries 8,852 0 0 6,700 6,700 100.0% 0.0%
Overtime 697,235 557,200 838,736 557,200 563,400 0.0% 1.1%
rrr Personnel Benefits 2,131,469 2,302,800 2,275,624 2,372,400 2,372,400 3.0% 0.0%
Supplies 435,581 452,700 339,633 468,000 468,000 3.4% 0.0%
Other Services and Charges 1,217,359 1,544,000 1,340,537 1,582,200 1,582,200 2.5% 0.0%
Intergovernmental Services 1,263,351 1,393,600 1,387,473 1,496,100 1,496,100 7.4% 0.0%
Capital Outlay 11,978 25,000 0 25,000 25,000 0.0% 0.0%
rri Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 12,903,829 14,144,900 13,759,702 14,506,000 14,600,100 2.6% 0.6%
ver CIP 0 0 0 0 0 N/A N/A
Total 12,903,829 14,144,900 13,759,702 14,506,000 14,600,100 2.6% 0.6%
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Operating Budget-Police Department 3-53
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Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
Personnel Costs ($169,900-All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations.
Salary true-ups are performed every two to three years. Benefits will include
retirement increases effective 07/01/03. Budget will include four FTEs added
to the department during 2002: two Police Officers, one Crime Analyst, and
one Evidence Technician.
Reallocation ($83,500 - Investigation)
The Local Law Enforcement Block Grant (LLEBG), which includes a
Domestic Violence Victim Advocate position (I FTE), is being transferred
from the Human Services Division to the Police Department.
Contract Costs ($121,900—Administration,Auxiliary Services)
Harbor Patrol increase of$2,500 with an annual budget of$21,200.
The increase of$100,000 to the County Jail contract will be offset with
additional revenue generated by the new contract. The total annual budget is
$551,300. Health Officer Services increase of$19,400 with an annual budget
of$159,200 for inmate healthcare is due to increasing medical costs.
Self-Sustaining Programs ($34,100—Investigation,Administrative
Services,Auxiliary Services)
Increase expenditure authorization for the narcotics seizure funds, inmate
health and welfare, and youth programs. This is offset with revenue generated
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from these programs.
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3-54 Operating Budget—Police Department lrlfi
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Staffing Levels by Division - Police Department
IIYr
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 4.0 4.0 4.0 4.0 4.0 0.0% 0.0%
Patrol Operations 53.0 55.0 55.0 55.0 55.0 0.0% 0.0%
Patrol Services 10.2 11.2 11.2 11.2 11.2 0.0% 0.0%
No Investigations" 18.0 21.0 21.0 21.0 21.0 0.0% 0.0%
Administrative Services 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
Staff Services 11.0 11.0 11.0 11.0 11.0 0.0% 0.0%
Auxiliary Services 16.0 16.0 16.0 16.0 16.0 0.0% 0.0%
Total FTE 122.2 128.2 128.2 128.2 128.2 0.0% 0.0%
"Includes VNET officer
Divisions by Fund Number
The Police Department includes the operations of all the following divisions
in the General Fund (000):
Administration
Patrol Operations
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Patrol Services
Investigations
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Administrative Services
Staff Services
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Auxiliary Services
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Operating Budget-Police Department 3-55
r
Administration Division
Following the mission statement and lists of core services, outcome, and
accomplishments, we include charts for Administration Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement rrr
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving r
community problems, and improving the quality of life.
Core Services r•
• Maximize department effectiveness with appropriate allocation of resources
and technology.
• Provide enhanced leadership opportunity, supporting community service
and individual growth. No
• Strategically position resources and services, ensuring successful response
to service needs and law enforcement emerging issues.
wnr
Outcome
• The department maintains its national and state accreditation program.
2002 Accomplishments
• Crime Analysis program was initiated with the allocation of personnel.
• All department supervisors received leadership training.
• All department personnel received training in the area of personal growth
and integrity.
• The department maintained its national and state accreditation program. No
• Research is underway to achieve a more cost-effective means of providing
jail services. no
no
M
r
r
3-56 Operating Budget—Police Department
No
Expenditure Budget by Category - Administration Division
l
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
rrir
Regular Salaries 350,605 303,400 312,070 313,200 316,600 3.2% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 2,752 4,700 999 4,700 4,800 0.0% 2.1%
am Personnel Benefits 335,619 314,200 336,275 318,300 318,300 1.3% 0.0%
Supplies 37,703 12,600 9,004 12,600 12,600 0.0% 0.0%
Other Services and Charges 125,406 186,300 169,277 186,300 186,300 0.0% 0.0%
No
Intergovernmental Services 981,975 934,700 965,282 937,200 937,200 0.3% 0.0%
Capital Outlay 0 25,000 0 25,000 25,000 0.0% 0.0%
1W Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 1,834,060 1,780,900 1,792,907 1,797,300 1,800,800 0.9% 0.2%
rrr CIP 0 0 0 0 0 N/A N/A
Total 1,834,060 1,780,900 1,792,907 1,797,300 1,800,800 0.9% 0.2%
Funding Decisions - Administration Division
rrr 2002 Original Adopted Budget $1,780,900
2003 Budget Changes
Salaries 9,800
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Benefits 4,100
Harbor Patrol Contract 2,500
IlMll Total 2003 Budget $1,797,300
2004 Forecast Changes
Salaries 3,500
ow 2004 Forecast $1,800,800
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
No contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Mi' Stang Levels(Full-Time Equivalent Employees -FTE) -Administration Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 4.0 4.0 4.0 4.0 4.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 4.0 4.0 4.0 4.0 4.0 0.0% 0.0%
am
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w
Operating Budget-Police Department 3-57
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no
Patrol Operations Division so
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Patrol Operations Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
Core Services
• Prevent criminal conduct.
• Enforce laws and ordinances.
• Investigate criminal offenses.
• Detect and preserve evidence and property.
• Apprehend offenders.
No
Outcomes
• Incidents of the violent crimes of homicide, robbery, and assault are below
the national average per 100,000 population. so
• Achieved a 20 percent reduction in the number of warrant transports in the
first half of 2002, resulting in increased officer presence in the community. No
2002 Accomplishments
No
• Average response times for the first half of 2002
Priority I 3.62 minutes
No
Priority II 9.74 minutes
Priority I11 12.99 minutes go
Priority IV 28.13 minutes
• Forty-nine thousand eight hundred ninety (49,890) projected calls for no
service for 2002. This projection is an increase of approximately 2 percent
as compared to 2001.
No
• Created a Civil Disturbance Unit to address potential local issues and
regional issues in cooperation with other regional law enforcement
agencies.
wo
• Increased officer presence in the downtown area.
No
■.r
3-58 Operating Budget—Police Department
am
MW Expenditure Budget by Category - Patrol Operations Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
No Regular Salaries 3,396,532 3,650,400 3,566,894 3,652,800 3,693,000 0.1% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 399,193 335,700 485,188 335,700 339,300 0.0% 1.1%
r�r Personnel Benefits 858,376 912,600 921,124 938,300 938,300 2.8% 0.0%
Supplies 14,204 25,000 14,361 25,000 25,000 0.0% 0.0%
Other Services and Charges 419,418 578,000 525,548 578,000 578,000 0.0% 0.0%
am
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
iw Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 5,087,723 5,501,700 5,513,115 5,529,800 5,573,600 0.5% 0.8%
taw CIP 0 0 0 0 0 N/A N/A
Total 5,087,723 5,501,700 5,513,115 5,529,800 5,573,600 0.5% 0.8%
Funding Decisions - Patrol Operations Division
i� 2002 Original Adopted Budget $5,501,700
2003 Budget Changes
Salaries 2,400
Benefits 25,700
Total 2003 Budget $5,529,800
rrr 2004 Forecast Changes
Salaries 43,800
2004 Forecast $5,573,600
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels(Full-Time Equivalent Employees -FTE) -Patrol Operations Division
" 2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 53.0 55.0 55.0 55.0 55.0 0.0% 0.0%
r Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Total FTE 53.0 55.0 55.0 55.0 55.0 0.0% 0.0%
rrr
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IIS
Operating Budget-Police Department 3-59
rr�
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Patrol Services Division Ne
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Patrol Services Division expenditures,
2003 funding decisions, and staffing levels.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
Core Services
• Provide traffic enforcement.
• Investigate major accidents. .rr
• Provide parking enforcement.
• Resolve animal complaints.
• Plan and organize special events.
r
Outcomes
• Performed emphasis area traffic patrols in more than 60 different
neighborhoods in the first half of 2002. '
• Investigated 486 accidents in the first half of 2002, which is a reduction of
2 percent compared to 2001. No
2002 Accomplishments
rril
• Issued more than 7,000 citations (including parking) in the first half of
2002, which is a reduction of more than 3 percent compared to 2001.
• Increased coverage for animal control issues to seven days a week by r
adding an additional Animal Control Officer.
• Continued participation in the Valley Special Response Team. During the
first half of 2002, department members responded to 30 critical incidents
requiring their expertise. +rr�
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No
go
no
go
3-60 Operating Budget—Police Department
no
rrr
Expenditure Budget by Category - Patrol Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
No Regular Salaries 566,241 710,600 701,204 768,800 777,300 8.2% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 38,454 66,000 61,815 66,000 66,700 0.0% 1.1%
r Personnel Benefits 158,769 208,000 205,585 229,200 229,200 10.2% 0.0%
Supplies 9,618 8,800 9,991 8,800 8,800 0.0% 0.0%
Other Services and Charges 96,187 121,700 109,530 121,700 121,700 0.0% 0.0%
�rrr
Intergovernmental Services 10,880 7,600 1,508 7,600 7,600 0.0% 0.0%
Capital Outlay 4,716 0 0 0 0 N/A N/A
No Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 884,865 1,122,700 1,089,633 1,202,100 1,211,300 7.1% 0.8%
am CIP 0 0 0 0 0 N/A N/A
Total 884,865 1,122,700 1,089,633 1,202,100 1,211,300 7.1% 0.8%
so
Funding Decisions - Patrol Services Division
2002 Original Adopted Budget $1,122,700
2003 Budget Changes
Salaries 58,200
wM
Benefits 21,200
Total 2003 Budget $1,202,100
rrr 2004 Forecast Changes
Salaries 9,200
2004 Forecast $1,211,300
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
i
Staffing Levels(Full-Time Equivalent Employees -FTE) -Patrol Services Division
011111 2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 10.2 11.2 11.2 11.2 11.2 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 10.2 11.2 11.2 11.2 11.2 0.0% 0.0%
ow
rrr
Operating Budget-Police Department 3-61
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Investigations Division
Following the mission statement and lists of core services, outcome, and
accomplishments, we include charts for Investigations Division expenditures,
2003 funding decisions, and staffing levels.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
Core Services
• Conduct criminal investigations.
• Collect and disseminate intelligence.
• Recover stolen property.
• Arrest offenders.
• Process, store, and release evidence and property.
Outcome
• Achieved a 72.2 percent clearance ratio for cases assigned in the first
half of 2002. `
2002 Accomplishments
• Enhanced the department's crime analysis function with the addition of
personnel and by cooperative efforts with other law enforcement agencies.
.�r
• Identified as the lead agency in a statewide task force to reduce auto thefts
through cooperation with law enforcement,judicial, and legislative
branches of government.
• Researched and implemented a program to increase the division's
efficiency in disposing of items of evidence and property. +
r
No
,rrr
3-62 Operating Budget—Police Department
r
rrr
Expenditure Budget by Category - Investigations Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 1,245,629 1,326,700 1,230,781 1,418,000 1,433,600 6.9% 1.1%
Part-Time Salaries 8,852 0 0 6,700 6,700 100.0% 0.0%
Overtime 139,285 90,000 146,552 90,000 91,000 0.0% 1.1%
rr•r Personnel Benefits 331,844 339,000 331,019 385,500 385,500 13.7% 0.0%
Supplies 19,046 17,300 11,238 17,300 17,300 0.0% 0.0%
Other Services and Charges 128,774 147,700 108,780 160,400 160,400 8.6% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
taw Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 1,873,430 1,920,700 1,828,370 2,077,900 2,094,500 8.2% 0.8%
r CIP 0 0 0 0 0 N/A N/A
Total 1,873,430 1,920,700 1,828,370 2,077,900 2,094,500 8.2% 0.8%
err
Funding Decisions -Investigations Division
i 2002 Original Adopted Budget $1,872,400
2003 Budget Changes
Salaries 81,600
irr
Benefits 27,700
Transfer LLEBG Grant from Human Services, 1 FTE 83,500
rrr Narcotics Confiscation Fund,Self-Sustaining 12,700
Total 2003 Budget $2,077,900
2004 Forecast Changes
Salaries 16,600
2004 Forecast $2,094,500
�1 Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels(Full-Time Equivalent Employees -FTE) -Investigations Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 18.0 21.0 21.0 21.0 21.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 18.0 21.0 21.0 21.0 21.0 0.0% 0.0%
rr
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Operating Budget-Police Department 3-63
Ift
Administrative Services Division fig
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Administrative Services Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving N
community problems, and improving the quality of life.
Core Services
• Provide department personnel services.
• Provide crime prevention and community relations programs. •�+►
• Provide personnel and department equipment needs.
• Administer a volunteer staff.
• Plan and research.
No
Outcomes
• Conducted analysis of the overall department function as compared to the
law enforcement agencies throughout the country to gauge our
effectiveness.
• Received re-accreditation by the Washington Association of Sheriffs and so
Police Chiefs (WASPC).
No
2002 Accomplishments
• Continued our outreach program in the Royal Hills community by
sponsoring events for"youth at risk."
• Deployed two additional School Resource Officers for a total of four
officers assigned full-time to schools within the city limits.
• Instructed all officers in the use of the TASER. This piece of equipment
adds an additional"less-lethal" option for officers during critical incidents.
• Ensured that every commissioned employee received in excess of 30 hours
of in-service training.
r
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3-64 Operating Budget—Police Department
r
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Expenditure Budget by Category -Administrative Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
No
Regular Salaries 493,248 646,900 579,867 638,600 645,600 -1.3% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 29,684 22,000 49,533 22,000 22,300 0.0% 1.4%
rrr Personnel Benefits 126,361 164,700 148,400 158,300 158,300 -3.9% 0.0%
Supplies 204,165 181,500 129,321 196,800 196,800 8.4% 0.0%
Other Services and Charges 90,857 101,600 95,425 101,600 101,600 0.0% 0.0%
l
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
r Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 944,315 1,116,700 1,002,546 1,117,300 1,124,600 0.1% 0.7%
rrs CIP 0 0 0 0 0 N/A N/A
Total 944,315 1,116,700 1,002,546 1,117,300 1,124,600 0.1% 0.7%
Funding Decisions -Administrative Services Division
2002 Original Adopted Budget $1,116,700
2003 Budget Changes
Salaries (8,300)
Benefits (6,400)
Youth Programs,Self-Sustaining 15,300
sr Total 2003 Budget $1,117,300
2004 Forecast Changes
Salaries 7,300
2004 Forecast $1,124,600
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
ilrlll contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
rrrr Staffing Levels(Full-Time Equivalent Employees -FTE) -Administrative Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
am
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rrr
Operating Budget-Police Department 3-65
Staff Services Division
Following the mission statement and lists of core services, outcome, and
accomplishments, we include charts for Staff Services Division expenditures,
2003 funding decisions, and staffing levels.
Mission Statement an
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving No
community problems, and improving the quality of life.
Core Services go
• Record and disseminate information to department members and other
agencies.
• Organize and store information.
• Provide service to the public. .rr
• Provide security for City Hall.
rrr
Outcome
• Maintained a 100 percent rate of compliance with ACCESS system. This
system is used by department members to gain statewide information stored
by the Washington State Patrol.
2002 Accomplishments
• Increased the efficiency of processing arrest files. This increase resulted in
reducing the backlog from six months to one month. aw
• Identified ways to increase the efficiency of providing domestic violence
reports to the Domestic Violence Advocate while at the same time ,o
increasing the security and confidentiality of the records.
• Processed and entered into the department record management system an no
estimated 12,500 case reports.
go
no
so
No
3-66 Operating Budget—Police Department
wr
yrrt Expenditure Budget by Category -Staff Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
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Regular Salaries 382,846 425,100 402,896 401,800 406,200 -5.5% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 19,668 15,700 16,907 15,700 15,900 0.0% 1.3%
aw Personnel Benefits 108,577 122,600 111,495 113,300 113,300 -7.6% 0.0%
Supplies 13,361 15,900 10,538 15,900 15,900 0.0% 0.0%
Other Services and Charges 29,846 69,100 30,582 69,100 69,100 0.0% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 7,262 0 0 0 0 N/A N/A
WW Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 561,560 648,400 572,418 615,800 620,400 -5.0% 0.7%
No CIP 0 0 0 0 0 N/A N/A
Total 561,560 648,400 572,418 615,800 620,400 -5.0% 0.7%
MW
Funding Decisions -Staff Services Division
2002 Original Adopted Budget $648,400
2003 Budget Changes
Salaries (23,300)
Benefits (9,300)
Total 2003 Budget $615,800
we 2004 Forecast Changes
Salaries 4,600
2004 Forecast $620,400
rrr
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
ftill
Staffing Levels(Full-Time Equivalent Employees -FTE) -Staff Services Division
No 2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 11.0 11.0 11.0 11.0 11.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
ilr Total FTE 11.0 11.0 11.0 11.0 11.0 0.0% 0.0%
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dft
Operating Budget-Police Department 3-67
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Auxiliary Services Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Auxiliary Services Division „M,r
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
Core Services
• Maintain a safe, secure, and contraband-free jail environment.
• Evaluate inmate health and living conditions. +�
• Provide a cost-effective and safe Electronic Home Detention Program.
Outcomes
• Continued our program on transferring inmates to Yakima County
Corrections rather than King County Jail, saving a minimum of$80,000 in
jail fees for the first half of 2002.
• Twenty-one percent(21%) increase in jail days for the first half of 2002 as
compared to 2001.
2002 Accomplishments
• Entered into an interlocal agreement with 12 cities for temporary housing of
inmates prior to pick-up by Yakima County, generating revenue in the WAi
amount of$7,000 for the first half of 2002.
• Implemented a trial work release program that will be reviewed in detail in no
2003, saving $1,400 in booking fees and generating $700 in revenue
pertaining to one inmate.
as
• Worked cooperatively with all cities in King County to develop a long-term
contract with Yakima County for housing inmates.
go
NO
go
so
3-68 Operating Budget—Police Department
M
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Expenditure Budget by Category -Auxiliary Services Division
itl.l
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
irrr
Regular Salaries 702,903 806,500 783,987 805,200 814,000 -0.2% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 68,199 23,100 77,742 23,100 23,400 0.0% 1.3%
Inr Personnel Benefits 211,923 241,700 221,726 229,500 229,500 -5.0% 0.0%
Supplies 137,484 191,600 155,180 191,600 191,600 0.0% 0.0%
Other Services and Charges 326,871 339,600 301,395 365,100 365,100 7.5% 0.0%
Intergovernmental Services 270,496 451,300 420,683 551,300 551,300 22.2% 0.0%
Capital Outlay 0 0 0 0 0 N/A N/A
IW Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 1,717,876 2,053,800 1,960,713 2,165,800 2,174,900 5.5% 0.4%
W0 CIP 0 0 0 0 0 N/A N/A
Total 1,717,876 2,053,800 1,960,713 2,165,800 2,174,900 5.5% 0.4%
Funding Decisions -Auxiliary Services Division
i� 2002 Original Adopted Budget $2,053,800
2003 Budget Changes
Salaries (1,300)
l�rr
Benefits (12,200)
Inmate Health and Welfare,Self-Sustaining 6,100
rrir Health Officer Services,Contract 19,400
County Jail,Contract 100,000
Total 2003 Budget $2,165,800
r� 2004 Forecast Changes
Salaries 9,100
r 2004 Forecast $2,174,900
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
IIIM1 contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
rw
Stang Levels(Full-Time Equivalent Employees -FTE) -Auxiliary Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 16.0 16.0 16.0 16.0 16.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
+w Total FTE 16.0 16.0 16.0 16.0 16.0 0.0% 0.0%
rw
Operating Budget-Police Department 3-69
new
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Table 3-9. Police Department Position Listing (1 of 2)
2001 2002 2002 2003 2004 �1
Grade Title Actual Adj Budget Actual Budget Forecast
Administration rrr
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief 0.0 1.0 1.0 1.0 1.0 WIN
M38 Deputy Chief 1.0 0.0 0.0 0.0 0.0
Total Commissioned Officers 2.0 2.0 2.0 2.0 2.0
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
Total Administration Division 4.0 4.0 4.0 4.0 4.0 "A
Patrol Operations
Commissioned Officers
rrr
M36 Commander 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant 5.0 6.0 6.0 6.0 6.0
PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0 crri
PC52/59/60 Police Officer-Patrol 41.0 42.0 42.0 42.0 42.0
PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0
Total Commissioned Officers 53.0 55.0 55.0 55.0 55.0
Total Patrol Operations Division 53.0 55.0 55.0 55.0 55.0
Patrol Services so
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0
Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0 rr�1
Non-Commissioned Personnel
PN52 Animal Control Officer 1.0 2.0 2.0 2.0 2.0 r
PN50 Traffic Controller 1.2 1.2 1.2 1.2 1.2
Total Non-Commissioned 2.2 3.2 3.2 3.2 3.2
Total Patrol Services Division 10.2 11.2 11.2 11.2 11.2 so
Investigations
Commissioned Officers rrr
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
rrr
PC52/59/60 Police Officer/Detectives 11.0 11.0 11.0 11.0 11.0
PC52/59/60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-VNET' 1.0 1.0 1.0 1.0 1.0 rrW
Total Commissioned Officers 16.0 16.0 16.0 16.0 16.0
Non-Commissioned Personnel
lrwi
PN61 Crime Analyst 0.0 1.0 1.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 0.0 1.0 1.0 1.0 1.0
3-70 Operating Budget-Police Department rte
r
No
rrr
Table 3-9. Police Department Position Listing(2 of 2)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
PN53 Evidence Technician 1.0 2.0 2.0 2.0 2.0
ilk
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 5.0 5.0 5.0 5.0
rrrt Total Investigations Division 18.0 21.0 21.0 21.0 21.0
Administrative Services
rrrl Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
irr PC52/59/60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer-SRO* 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0
ow Total Commissioned Officers 7.0 7.0 7.0 7.0 7.0
Non-Commissioned Personnel
am PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0
Total Administrative Services Division 10.0 10.0 10.0 10.0 10.0
Staff Services
aw Non-Commissioned Personnel
PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0
PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0
�rrr PN51 Police Service Specialist-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0
Total Non-Commissioned 11.0 11.0 11.0 11.0 11.0
Total Staff Services Division 11.0 11.0 11.0 11.0 11.0
Auxiliary Services(Jail)
r� Non-Commissioned Personnel
M34 Police Manager 1.0 1.0 1.0 1.0 1.0
tnr PN52 Jail Sergeant 2.0 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 10.0 10.0 10.0
PN51 Police Secretary/Transportation Coordinator 1.0 1.0 1.0 1.0 1.0
am Total Non-Commissioned 14.0 14.0 14.0 14.0 14.0
Total Auxiliary Services(Jail) 14.0 14.0 14.0 14.0 14.0
irr
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
PN52 Jailer 2.0 2.0 2.0 2.0 2.0
am Total Auxiliary Services(Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services Division 16.0 16.0 16.0 16.0 16.0
Total Commissioned Officers 86.0 88.0 88.0 88.0 88.0
Total Non-Commissioned Officers 36.2 40.2 40.2 40.2 40.2
Total Police Department 122.2 128.2 128.2 128.2 128.2
*Note
One Task Force Officer and two School Resource Officers are grant funded.
One Task Force Officer not previously included in the City FTE count.
Operating Budget-Police Department 3-71
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M
This page is intentionally left blank. ow
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3.72 Operating Budget—Police Department fw
go
FIRE DEPARTMENT
LrvE, WORK AAY!
■
■
��
fes:
� e
Fire Chief
A. Lee Wheeler
1
Administrative Support .
3
Deputy Chief
Deputy Chief
Administration/
Operations Support Services .
1 1
ChaplainsNolunteers
Emergency Training Prevention Disaster •
Response Administration 3 Bureau Management
98 .
Fire Suppression Management Fire Suppression Business Emergency
pp 9 Operations Center .
Response and Planning Training Inspections (EOC)
Emergency Data Emergency Investigations Disaster Drills •
Medical Response Management Medical Training
Technical Rescue Fire Station Technical Rescue Citizen/Business
Response Operations Training Plans Review Preparedness
p Training
Apparatus/ Public
Equipment Education
Note:This department has 117 total full-time equivalent employees.
City of Renton Fire Department Organization
r.r
Fire Department
In this section you will find the Fire Department Mission Statement with a
summary list of core services provided by division. Following the core
services list, we include the mission statements of each division, along with
lists of their core services, expected results of those services (Outcomes), and
accomplishments for the year 2002.
.. Mission Statement
Provide protection and service with excellence: Life—Property —Environment.
rrir
Division Core Services
Administration
• Management and planning
r.� • Data management
* Fire station operations
• Apparatus/equipment
�.. Emergency Response
* Fire suppression response
• Emergency medical response
• Technical rescue response
.rr
Prevention
• Business inspections
• Investigations
• Plans review
• Public education
Training
• Emergency medical training
• Fire suppression training
• Technical rescue training
• Apparatus/equipment
Operating Budget—Fire Department 3-73
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Disaster Management
• Emergency Operations Center (EOC)response
• Disaster drills .rw
• Community disaster training
An overview of the Fire Department expenditures is shown in figure 3-7,
followed by expenditures by division and category.
so
Figure 3-7. Fire Department Overview
Expenditure Comparison WWI
$12,000,000 ...........
$9,600,000 01 *�
$7,200,000
$4,800,000
$2,400,000
wrr
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
EMS
Expenditure Budget by Division - Fire Department
2001 2002 2002 2003 2004 Change Change M
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 737,551 710,200 761,935 763,700 768,500 7.5% 0.6%
Communications 137,056 184,300 136,034 221,500 221,500 20.2% 0.0% ON
Total Administration 874,607 894,500 897,969 985,200 990,000 10.1% 0.5%
Emergency Response am
Suppression 8,606,460 9,179,200 9,031,545 9,141,800 9,222,400 -0.4% 0.9%
Facilities 56,926 56,100 56,751 62,900 62,900 12.1% 0.0%
No
Haz-Mat 32,294 15,500 17,233 16,100 16,100 3.9% 0.0%
Dive Team 38,273 39,200 37,981 40,500 40,500 3.3% 0.0%
EMS Life Support 55,603 60,800 56,485 60,800 60,800 0.0% 0.0% �rrri
Total Emergency Response 8,789,556 9,350,800 9,199,995 9,322,100 9,402,700 -0.3% 0.9%
Fire Prevention 745,193 839,000 808,454 837,300 844,000 -0.2% 0.8%
Training 347,633 376,800 365,843 382,500 385,700 1.5% 0.8%
Disaster Management 27,672 16,400 9,958 15,100 15,100 -7.9% 0.0%
Operating Total 10,784,661 11,477,500 11,
282,219 11,542,200 11,637,500 0.6% 0.8%
CIP 0 0 0 0 0 N/A N/A
Total 10,784,661 11,477,500 11,282,219 11,542,200 11,637,500 0.6% 0.8%
3-74 Operating Budget-Fire Department i
rr�
rrr
arr Expenditure Budget by Category - Fire Departinent
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
r�r Regular Salaries 7,287,450 7,902,100 7,769,258 7,874,300 7,960,800 -0.4% 1.1%
Part-Time Salaries 16,945 0 7,340 0 0 N/A N/A
Overtime 787,112 778,800 859,873 804,500 813,300 3.3% 1.1%
M Personnel Benefits 1,610,338 1,690,200 1,707,985 1,703,500 1,703,500 0.8% 0.0%
Supplies 238,650 256,100 232,489 265,500 265,500 3.7% 0.0%
Other Services and Charges 721,083 696,500 598,560 703,400 703,400 1.0% 0.0%
Intergovernmental Services 106,298 147,000 106,159 161,700 161,700 10.0% 0.0%
Capital Outlay 16,785 6,800 555 29,300 29,300 330.9% 0.0%
ar Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 10,784,661 11,477,500 11,282,219 11,542,200 11,637,500 0.6% 0.8%
circ
CIP 0 0 0 0 0 N/A N/A
Total 10,784,661 11,477,500 11,282,219 11,542,200 11,637,500 0.6% 0.8%
Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
Personnel Costs (-$13,800-All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations.
Salary true-ups are performed every two to three years. Benefits will include
retirement increases effective 07/01/03.
Overtime($25,000-Emergency Response)
Includes a$25,000 one-time transfer from Other City Services to fund
military leave obligations.
Contract Costs ($21,500-Administration,Emergency Response)
Valley Communications increase will be $14,700 with a total annual budget
of$161,700. Fire District 25 contract: Fire Station 16 increase will be $6,800
for maintenance and utilities with a total annual budget of$20,900.
Radio Replacement ($22,500-Administration)
Reduce frequency problems with replacement of two base stations with
remote adapters and antennae plus six desktop remote radios.
rrr
r..
Operating Budget-Fire Department 3-75
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Stang Levels by Division - Fire Department No
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 5.0 6.0 6.0 6.0 6.0 0.0% 0.0%
no
Emergency Response 98.0 98.0 98.0 98.0 98.0 0.0% 0.0%
Fire Prevention 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
Training 3.0 3.0 3.0 3.0 3.0 0.0% 0.0% No
Total FTE 116.0 117.0 117.0 117.0 117.0 0.0% 0.0%
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Divisions by Fund Number
The Fire Department includes the operations of the following divisions of the
General Fund (000):
Administration
no
Emergency Response
Prevention
Training
Disaster Management
Ila
M
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No
M
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no
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3.76 Operating Budget-Fire Department
No
im Administration Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Administration Division
expenditures, 2003 funding decisions, and staffing levels.
r.. Mission Statement
Provide management and direction for the City of Renton Fire Department
and assist the City in meeting its mission to maintain a safe environment for
the citizens of Renton.
r.. Core Services
• Management and planning: Financial, personnel and policy management,
r planning, and governmental relations
• Data management: Data entry, statistical reports, analyzing, and planning
,., • Apparatus/equipment: Program oversight
• Fire station operations: Maintenance and operations of current stations;
planning and purchasing new stations
Outcomes
• Provide beneficial communication with internal personnel and external
agencies and customers.
irr • Increase employee understanding of department and City goals.
• Ensure continuous operation of critical database components.
• Ensure integrity of data entry for inspections and incident reports.
• Increase timely reports.
• Improve budget preparation process.
• Increase employee satisfaction.
• Complete maintenance and testing of all equipment according to
manufacturers' recommendations.
• Increase the effectiveness of fire department services through selection of
appropriate apparatus.
• Ensure City obligations are met for housing firefighters and apparatus.
• Ensure new fire stations are sited to provide a corresponding decrease in
response times and service where needed.
2002 Accomplishments
• Developed a customer expectation survey and a "focus group"presentation.
• Completed 100 percent of all required State and Federal reporting.
• Completed design phase of relocation of Station 12.
• Purchased property for Station 15 to serve the Kennydale area.
Operating Budget—Fire Department 3-77
+wi
• Performed functional analysis of the department's technical needs and
selected a vendor to implement a records management system.
• Purchased and equipped a battalion chief's command car for emergency
response.
• Purchased and equipped a reserve ladder truck to be utilized as backup
.rr
emergency response apparatus.
Expenditure Budget by Category - Administration Division ,
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 370,006 391,800 399,972 439,000 443,800 12.0% 1.1% Ulf
Part-Time Salaries 16,945 0 7,340 0 0 N/A N/A
Overtime 6,533 0 5,873 0 0 N/A N/A
Personnel Benefits 266,091 238,700 285,252 246,500 246,500 3.3% 0.0% rl�
Supplies 20,147 22,800 16,671 21,300 21,300 -6.6% 0.0%
Other Services and Charges 88,587 94,200 76,702 94,200 94,200 0.0% 0.0% rriY
Intergovernmental Services 106,298 147,000 106,159 161,700 161,700 10.0% 0.0%
Capital Outlay 0 0 0 22,500 22,500 100.0% 0.0%
Debt Service 0 0 0 0 0 N/A N/A rrr
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 874,607 894,500 897,969 985,200 990,000 10.1% 0.5% r
CIP 0 0 0 0 0 N/A N/A
Total 874,607 894,500 897,969 985,200 990,000 10.1% 0.5%
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Funding Decisions - Administration Division
2002 Original Adopted Budget $894,500
2003 Budget Changes
Salaries 47,200
Benefits 7,800 rri
Valley Communications/Fire Dispatch 13,900
Valley Communications/8000-MHz Radio 800
Replace Radios,800-MHz w/Base Units and Accessories(1 x item) 22,500 Irrr
All Other (1,500)
Total 2003 Budget $985,200
2004 Forecast Changes
Salaries 4,800
2004 Forecast $990,000
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees -FTE) -Administration Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 5.0 6.0 6.0 6.0 6.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A Iris
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 5.0 6.0 6.0 6.0 6.0 0.0% 0.0%
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3-78 Operating Budget-Fire Department
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Emergency Response Division
Following the mission statement and lists of core services, outcomes, and
r.r accomplishments, we include charts for Emergency Response Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
Provide protection of life and property in the Greater Renton area through
quick professional response of Fire, Emergency Medical, and Technical
Teams year round, 24 hours a day.
Core Services
• Fire suppression response: Immediate response, deployment of a tactical
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fire team, rescue of victims, and protection of property
• Emergency medical response: Immediate response, medical treatment, and
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transport to local hospitals
• Technical rescue response: Immediate response, water rescue, hazardous
materials containment, trench rescue,rope rescue, confined-space rescue,
and urban search and rescue
Outcomes
• Save lives.
• Reduce fire deaths and injuries.
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• Reduce emotional impact on families.
• Decrease pain and suffering.
• Reduce property loss.
• Reduce economic loss.
• Reduce environmental impact.
.rr • Increase firefighter safety.
• Increase customer satisfaction.
• Improve quality of life.
2002 Accomplishments
• Zero (0) fire deaths in 2002.
• Fire loss of less than$0.00030 per thousand of assessed value.
• Total fire suppression response time of six minutes or less in 90 percent
(90%) of first-in districts.
• Total emergency medical response time of six minutes or less in 90 percent
(90%) of first-in districts.
Operating Budget—Fire Department 3-79
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• Fifty-six percent(56%) of all basic life support transports provided by fire
department aid cars.
• Zero (0)firefighter injuries while on scene.
• Zero (0) water-related deaths from victims or volunteer rescuers.
• Integrated Weapons of Mass Destruction procedures and technologies into
the department's response capabilities.
Expenditure Budget by Category - Emergency Response Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 6,132,663 6,665,500 6,530,412 6,593,100 6,665,600 -1.1% 1.1% rll
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 726,501 718,600 796,075 743,800 751,900 3.5% 1.1%
Personnel Benefits 1,179,564 1,269,000 1,247,204 1,274,600 1,274,600 0.4% 0.0%
Supplies 177,890 189,900 185,838 197,000 197,000 3.7% 0.0%
Other Services and Charges 556,153 507,800 439,911 513,600 513,600 1.1% 0.0%
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Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 16,785 0 555 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A rlri
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 8,789,556 9,350,800 9,199,995 9,322,100 9,402,700 -0.3% 0.9%
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CIP 0 0 0 0 0 N/A N/A
Total 8,789,556 9,350,800 9,199,995 9,322,100 9,402,700 -0.3% 0.9%
Funding Decisions - Emergency Response Division r
2002 Original Adopted Budget $9,350,800
2003 Budget Changes rrl
Salaries (72,200)
Military Leave Overtime,One-Time Transfer from Other City Services 25,000
Benefits 5,600
Recertifications, NAPD,and Rope Rescue 4,200
Station 16,Utilities and Maintenance 6,800 �rlY
All Other 1,900
Total 2003 Budget $9,322,100
2004 Forecast Changes
Salaries 80,600
2004 Forecast $9,402,700 rill
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years. rrM
Staffing Levels(Full-Time Equivalent Employees -FTE) -Emergency Response Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004 rrr
Regular 98.0 98.0 98.0 98.0 98.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Intermittent Part-Time O.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 98.0 98.0 98.0 98.0 98.0 0.0% 0.0%
3-80 Operating Budget-Fire Department
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Prevention Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Prevention Division expenditures,
2003 funding decisions, and staffing levels.
Mission Statement
Keeping our community fire-safe at home, work, and play.
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Core Services
• Business inspections—On-duty firefighters, certified fire inspectors, and
hazardous materials expert perform inspections of Renton businesses.
• Investigations—Fire inspectors conduct comprehensive investigations on
why, where, and how suspicious or significant fires occur.
• Plans review —Construction plans requiring fire protection devices are
,r. approved and tested by a full-time plans reviewer.
• Public education—Coordinate efforts to save lives and prevent fires and
other hazards through classes and presentations to businesses and the public.
Outcomes
r' • Reduce death and injuries.
• Reduce environmental damage.
• Increase public awareness.
• Reduce property loss.
• Increase customer satisfaction.
2002 Accomplishments
• One hundred percent (100%) of all businesses received an annual fire safety
inspection.
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• Thirty percent (30%) of all fire safety inspections done by Uniform Fire
Code certified inspectors.
• Uniform Fire Code certified inspectors do 100 percent(100%) of all
business reinspections.
+r. • One hundred percent (100%) of all businesses with regulated hazardous
materials inspected by a certified Hazardous Materials inspector on an
annual basis.
• "Customer Satisfaction Survey" distributed with 100 percent (100%) of
... business inspections.
• One hundred percent (100%) of all Customer Satisfaction Surveys returned
with a mark of 3 or less will get a return phone call for quality
improvement.
Operating Budget—Fire Department 3-81
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• One hundred percent (100%) of all significant fires investigated by a No
certified fire investigator.
• One hundred percent (100%) of all incendiary fires completed with a case
report sent to Renton Police Department for evaluation and possible
prosecution.
• One hundred percent (100%) of all plans submitted for new construction or rr
tenant improvements reviewed and field tested for compliance to Uniform
Fire Code and hazardous material restrictions.
• Customer Satisfaction Surveys available for all plan review submittals.
• Ninety percent(90%) of requests for public education to requesting groups '
provided by public educator or firefighters.
• Instituted an Adult Care Family Home Inspection/Education Program. rrr►
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3_82 Operating Budget—Fire Department
M
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+err Expenditure Budget by Category -Prevention Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
am Regular Salaries 534,447 581,500 576,639 579,200 585,500 -0.4% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 29,331 40,000 38,020 34,500 34,900 -13.8% 1.2%
SUN Personnel Benefits 123,684 139,500 133,513 139,400 139,400 -0.1% 0.0%
Supplies 11,295 13,500 13,162 19,700 19,700 45.9% 0.0%
No
Other Services and Charges 46,436 57,700 47,120 57,700 57,700 0.0% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 6,800 0 6,800 6,800 0.0% 0.0%
so Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 745,193 839,000 808,454 837,300 844,000 -0.2% 0.8%
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CIP 0 0 0 0 0 N/A N/A
Total 745,193 839,000 808,454 837,300 844,000 -0.2% 0.8%
Funding Decisions - Prevention Division
rr� 2002 Original Adopted Budget $839,000
2003 Budget Changes
Salaries (7,800)
No
Benefits (100)
Firestoppers Program, previously funded by King County 4,200
am All Other 2,000
Total 2003 Budget $837,300
2004 Forecast Changes
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Salaries 6,700
2004 Forecast $844,000
Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
IYIII
Staffing Levels(Full-Time Equivalent Employees -FTE) -Prevention Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
rrrr Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
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Operating Budget-Fire Department 3-83
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Training Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Training Division expenditures, No
2003 funding decisions, and staffing levels.
Mission Statement No
Professional Training for Professional Firefighters: Safety—Skills—
Knowledge go
Core Services
• Emergency medical training: Certification, recertification, and cardiac
defibrillation
• Fire suppression training: Certification, annual training objectives, and
regional involvement
• Technical rescue training: Certification, annual training objectives, and r�
regional involvement
• Apparatus/Equipment: Assignments, inventory tracking, status, and
planning
Outcomes
• Increase technical expertise of firefighters in emergency services.
• Provide drills and activities to promote standards of response in the No
Greater Renton area.
• Complete all training required by local, State, and Federal regulations.
• Increase safety on drill ground and at emergency scenes.
• Reduce liability and improve insurance rating for the City.
2002 Accomplishments
• Provided 105 classes and drills at the training center for suppression
personnel and helped coordinate 24 regional drills for suppression
personnel.
• Certified three new personnel in NAPD driver's training, one person as Fire
Fighter I, nine personnel as Incident Safety Officer, and recertified 18
EMTs.
• Completed adjustments and adoption of records tracking program for .rr
Training Division.
• Revised Fire Department Training Objectives Manual. Began collaboration
on a regional training objectives manual for South King County Fire
Departments.
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• Purchased water flow gauge to determine safe and effective pressures of
fire hose.
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3-84 Operating Budget—Fire Department
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Expenditure Budget by Category - Training Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 250,334 263,300 262,235 263,000 265,900 -0.1% 1.1%
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 24,747 20,200 19,905 26,200 26,500 29.7% 1.1%
iter Personnel Benefits 40,999 43,000 42,016 43,000 43,000 0.0% 0.0%
Supplies 9,971 18,500 8,762 18,500 18,500 0.0% 0.0%
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Other Services and Charges 21,582 31,800 32,925 31,800 31,800 0.0% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
rlrr Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 347,633 376,800 365,843 382,500 385,700 1.5% 0.8%
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CIP 0 0 0 0 0 N/A N/A
Total 347,633 376,800 365,843 382,500 385,700 1.5% 0.8%
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Funding Decisions - Training Division
+� 2002 Original Adopted Budget $376,800
2003 Budget Changes
Salaries 5,700
VIM
Total 2003 Budget $382,500
2004 Forecast Changes
Salaries 3,200
2004 Forecast $385,700
1 Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
illli
Stang Levels(Full-Time Equivalent Employees -FTE) -Training Division
2001 2002 2002 2003 2004 Change Change
ON Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 3.0 3.0 3.0 3.0 3.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
oft Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 3.0 3.0 3.0 3.0 3.0 0.0% 0.0%
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Operating Budget-Fire Department 3-85
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Disaster Management Division „,
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Disaster Management Division No
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement am
Provide direction and control over the City's activities before, during, and
after a disaster or threat such as a flood, earthquake, volcanic eruption, or aw
terrorist activity.
Core Services No
• Emergency Operations Center (EOC) Response: Coordinates all City
departments to provide immediate direction, support, follow-up, and s
communication with all external agencies during times of disaster.
• Disaster drills: Hands-on training where City personnel practice EOC
techniques
• Community disaster training: Logistics and preparation of citizens and
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businesses to provide self-help and community support in the event of a
disaster
Outcomes
• Save lives and reduce injuries.
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• Reduce environmental impact.
• Reduce property loss.
• Maintain order.
• Restore City services.
• Reduce financial impact on the City of Renton.
• Increase coordination of City resources. r.
• Increase external agency cooperation.
2002 Accomplishments
• Maintained EOC activation readiness.
• Conducted two disaster drills involving members of City departments. r
• Conducted 20 drills with HAM radio communication volunteers.
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• Conducted disaster training for 30 citizen groups and formed Community
Emergency Response Teams.
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• Provided disaster training to all requesting groups.
• Collaborated with 8 area service providers to develop EOC liaison
responses during disasters.
3-86 Operating Budget—Fire Department
No
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Expenditure Budget by Category, — Disaster Management Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
wrr Regular Salaries 0 0 0 0 0 N/A N/A
Part-Time Salaries 0 0 0 0 0 N/A N/A
Overtime 0 0 0 0 0 N/A N/A
rrr Personnel Benefits 0 0 0 0 0 N/A N/A
Supplies 19,347 11,400 8,056 9,000 9,000 -21.1% 0.0%
Other Services and Charges 8,325 5,000 1,902 6,100 6,100 22.0% 0.0%
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Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
+rw Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 27,672 16,400 9,958 15,100 15,100 -7.9% 0.0%
CIP 0 0 0 0 0 N/A N/A
Total 27,672 16,400 9,958 15,100 15,100 -7.9% 0.0%
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Funding Decisions — Disaster Management Division
its 2002 Original Adopted Budget $16,400
2003 Budget Changes
Supplies and Small Tools/Minor Equipment (1,300)
2003 Budget 15,100
2004 Forecast Changes
WW N/A 0
2004 Forecast $15,100
am Note
Salaries: Departmental salary adjustments were limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
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Stang Levels(Full-Time Equivalent Employees —FTE) — Disaster Management Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 0.0 0.0 0.0 0.0 0.0 N/A N/A
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Total FTE 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Operating Budget—Fire Department 3-87
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go
Table 3-10. Fire Apparatus by Station
Scheduled for No
Year Purchased Replacement
Station 11 Aid Car 1999 2007
Engine 1998 2013 so
Ladder 1999 2014
Command Car 2001 2011
alaw
HazMat 1990 1998
Reserve Engine 1989 2004
Reserve Ladder 1992 2007 No
Reserve Command Car 1995 2005
Station 12 Aid Car 1999 2007 016
Engine 1999 2014
Dive Rig 1999 2007
Dive Boat 1999 2007 io
Reserve Engine 1987 2002
Station 13 Aid Car 1999 2007
�Ilfil
Engine 1999 2014
Reserve Engine 1996 2011
Station 14 Aid Car 1999 2007 a
Engine 1999 2014
Reserve Engine 1996 2011
Station 16(Owned by Aid Car 2000 2008
District 25)
Engine 1996 2011
Reserve Engine 1989 2004
Table 3-I1. Fire Apparatus by Vehicle
Total Number Dive Rig and Boat
First Run Vehicles Aid Cars 5
Engines 5 w
Ladder 1
Command Car 1
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HazMat 1
Dive Rig 1
Dive Boat 1
Total First Run Apparatus 13 2
Reserve Vehicles Engines 5
Ladders 1
Command Car 1
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Total Reserve Apparatus 7
Grand Total 20 2
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3-88 Operating Budget—Fire Department
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r�rr Table 3-12. Fire Department Position Listing(1 of 2)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
rr Administration
Commissioned Officers
M49 Fire Chief(Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0
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M43 Deputy Chief(Emergency Response) 0.0 1.0 1.0 1.0 1.0
M43 Deputy Chief(Administrative and Support Services, Disaster 0.0 1.0 1.0 1.0 1.0
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Management)
F74 Deputy Chief(Enver Resp and Admin/Support Serv) 2.0 0.0 0.0 0.0 0.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0
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Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 0.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 3.0 3.0 3.0 3.0
Total Administration Division 5.0 6.0 6.0 6.0 6.0
Emergency Response(Suppression,Facilities,HazMat,Dive Team,EMS/Life Support)Commissioned Officers
F73 Battalion Chief(Shift Commander) 3.0 3.0 3.0 3.0 3.0
F72 Captain 5.0 5.0 5.0 5.0 5.0
F71 Lieutenant 13.0 13.0 13.0 13.0 13.0
F70 Firefighter 77.0 77.0 77.0 77.0 77.0
i Total Emergency Response Division 98.0 98.0 98.0 98.0 98.0
Prevention
err Commissioned Officers
F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0
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Prevention
Non-Commissioned Personnel
iwr M23 Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0
A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0
A20 Fire Inspector 111 2.0 2.0 2.0 2.0 2.0
A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A18 Fire Inspector 11 1.0 1.0 1.0 1.0 1.0
A16 Fire Inspector 1 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
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A03 Office Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 9.0 9.0 9.0 9.0 9.0
Total Prevention Division 10.0 10.0 10.0 10.0 10.0
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Operating Budget-Fire Department 3-89
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Table 3-12. Fire Department Position Listing(2 of 2)
No
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
Training am
Commissioned Officers
F73 Battalion Chief(Training) 1.0 1.0 1.0 1.0 1.0
F72 Captain 1.0 1.0 1.0 1.0 1.0 so
F71 Lieutenant 1.0 1.0 1.0 1.0 1.0
Total Training Division 3.0 3.0 3.0 3.0 3.0 rril
Total Commissioned Officers 105.0 105.0 105.0 105.0 105.0
Total Non-Commissioned Officers 11.0 12.0 12.0 12.0 12.0
Total Fire Department 116.0 117.0 117.0 117.0 117.0 rll
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3-90 Operating Budget-Fire Department
COMMUNITY
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A GREAT PLACE TO LIVE, WORK, AND PLAY!
N
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/� ® Rnsn.ogr 9.Mnp/rNr„kl Nrights
(Iup�ph,aer 9.Tiny Park
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Subrirrci aqr 9,[<�krridgr
Administrator
James E. Shepherd
1
Administrative
Support
4.2
Facilities Parks Recreation Human Services Library
26.3 57.7 53.7 5.2 23.5
Leased Human Services
Park BoardVParkoard Advisory Library Board
City Properties
Committee
Capital Parks Recreation Community Renton
Improvement — Maintenance Historical
Projects Maintenance Services Block Grants Museum 1�
Maplewood Renton
Golf Course Community
Center
Capital Renton Senior
Improvement Activity Center
Projects
Note:This department has 171.6 total full-time equivalent employees.
City of Renton Community Services Department Organization
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Community Services
In this section you will find the Community Services Mission Statement with
a summary list of core services provided by division. Following the core
services list, we include the mission statements of each division, along with
lists of their core services, expected results of those services (Outcomes), and
accomplishments for the year 2002.
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Mission Statement
rrr Promote and support a more livable Renton community by providing
recreation, library and Human Services programs, modern parks and facilities,
and undisturbed natural areas.
Division Core Services
Administration—Provide leadership, guidance,and resources.
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• Budget preparation
• Leadership and management
• Communication with Mayor's Office, City Council, and appointed boards
• Set and approve department goals and programs
Facilities—Facilities development and management
• Service delivery management
• Asset protection
• Building performance
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• Tenant services
Parks Division
• Management, maintenance, and improvement of City parks and other
identified City-owned grounds and urban vegetation
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• Preservation and protection of City-owned open space and natural areas
• Park and open space planning, acquisition, and development
Operating Budget—Community Services 3-91
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Maplewood Golf Course
• Manage, maintain, and improve public golf facility.
• Program a variety of golf activities. WAi
Recreation Division
• Offer a variety of diverse programs that reflect the needs and interests of
the community.
• Encourage participation in physical activities that promote fitness and
wellness.
• Encourage social interaction and quality of life.
• Provide opportunities for enjoying aquatic activities.
• Provide exposure to the arts. rrr
Human Services Division
• Maintain affordable housing.
• Fund non-profit human service agencies to ensure persons with
low/moderate incomes and/or disabilities have access to human services.
• Provide information and assistance.
Library Division
• Collection Development
NON
• Children's Services
• Information Services
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An overview of the Department of Community Services expenditures is
shown in figure 3-8, followed by expenditures by division and category.
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3-92 Operating Budget—Community Services
Figure 3-8. Community Services Overview
Expenditure Comparison
$18,000,000
roti $15,000,000 ........... ......•�•.....
...........
$12,000,000 ""'�••.•••••••
$9,000,000 �••�•••••••
r $6,000,000
$3,000,000
i $0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
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Expenditure Budget by Division - Community Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 835,818 893,700 825,385 821,400 828,300 -8.1% 0.8%
Facilities 2,143,238 2,503,100 2,272,421 2,343,200 2,353,200 -6.4% 0.4%
Parks 3,539,906 5,174,122 4,885,276 3,174,200 3,186,600 -38.7% 0.4%
Recreation Services 997,867 1,058,100 1,017,874 1,079,700 1,084,100 2.0% 0.4%
M Community Center 1,313,533 1,256,000 1,462,260 1,281,700 1,286,900 2.0% 0.4%
Senior Activity Center 610,212 625,100 568,603 614,100 616,200 -1.8% 0.3%
No
Human Services/CDBG 769,563 867,400 797,549 819,000 821,800 -5.6% 0.3%
Library 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
Golf Course 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
rrr Operating Total 13,963,802 16,089,422 15,333,276 13,778,500 13,835,100 -14.4% 0.4%
CIP-CDBG 0 13,000 0 0 0 -100.0% N/A
CIP-Leased City Properties 440,962 1,223,972 1,191,044 452,700 452,700 -63.0% 0.0%
CIP-Golf Course 0 0 0 0 0 N/A N/A
Total 14,404,764 17,326,394 16,524,320 14,231,200 14,287,800 -17.9% 0.4%
Expenditure Budget by Category - Community Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 4,767,878 5,384,100 4,993,273 5,122,100 5,178,400 -4.9% 1.1%
rrr Part-Time Salaries 1,659,409 1,581,400 1,758,865 1,577,600 1,577,600 -0.2% 0.0%
Overtime 64,400 71,900 56,121 72,200 72,500 0.4% 0.4%
rrr Personnel Benefits 1,484,443 1,654,700 1,527,645 1,637,000 1,637,000 -1.1% 0.00/0
Supplies 996,465 1,014,700 913,470 992,500 992,500 -2.2% 0.0%
Other Services and Charges 3,167,370 3,416,122 3,130,559 3,540,700 3,540,700 3.6% 0.0%
No Intergovernmental Services 1,111,196 2,250,000 2,250,000 150,000 150,000 -93.3% 0.0%
Capital Outlay 140,749 125,700 114,510 101,000 101,000 -19.6% 0.00/0
Debt Services 458,893 475,500 473,533 466,600 466,600 -1.9% 0.00/0
Interfund Payments 112,999 115,300 115,300 118,800 118,800 3.0% 0.00/0
Operating Total 13,963,802 16,089,422 15,333,276 13,778,500 13,835,100 -14.4% 0.4%
rrr CIP 440,962 1,236,972 1,191,044 452,700 452,700 -63.4% 0.0%
Total 14,404,764 17,326,394 16,524,320 14,231,200 14,287,800 -17.9% 0.4%
Operating Budget-Community Services 3-93
so
Major Department Changes for 2003 N
Major department changes are given below, followed by staffing levels.
No
Personnel Costs (-$93,200—All Divisions)
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations. NO
Salary true-ups are performed every 2 to 3 years. Benefits will include
retirement increases effective 07/01/03.
Salary and Benefit Reallocation ($0—Administration, Facilities,
and Parks)
The net effect of these allocations will be zero. The adjustments resulted from
positions shifting between divisions. See the position listing at the end of the rrr
Community Services section for details.
Reallocation (-$83,500—Human Services)
LLEBG Grant along with one position was reallocated to Police.
.rr
Reallocation (-$118,000—Facilities)
Budgeted salaries and benefits were removed from Facilities budget. These
positions are to be paid from Capital Funds.
Interfund Loan Repayment($62,400—Facilities —Leased Properties)
Fund 306, Leased Property Fund, has borrowed money from other funds to
pay for building improvements. The total loan payment for 2003 will be
$377,600. r�
Utilities ($36,500—Facilities)
Electricity and gas utility expenses will increase.
Self-Sustaining Programs ($46,700—Community Center)
Programs that are paid for by the program fees are referred to as "self-
sustaining." Increased expenditures to more closely match Revenue. ,
Human Services Funding ($30,700)
Funding from the General Fund to Contracted Services increased to $259,000.
�w
3-94 Operating Budget—Community Services
W
rr.
Staffing Levels by Division - Community Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 10.2 9.2 9.2 9.2 9.2 0.0% 0.0%
Facilities' 26.3 25.3 25.3 25.3 25.3 0.0% 0.0%
Parks 34.3 36.3 36.3 36.3 36.3 0.0% 0.0%
rlrr Recreation Services 24.6 24.6 24.6 24.6 24.6 0.0% 0.0%
Community Center 19.5 19.5 19.5 19.5 19.5 0.0% 0.0%
Senior Activity Center 7.6 7.6 7.6 7.6 7.6 0.0% 0.0%
irr
Human Services/CDBG 6.2 5.2 5.2 5.2 5.2 0.0% 0.0%
Library 23.5 23.5 23.5 23.5 23.5 0.0% 0.0%
No Golf Course 20.4 20.4 20.4 20.4 20.4 0.0% 0.0%
Total FTE 172.6 171.6 171.6 171.6 171.6 0.0% 0.0%
Includes 2.0 Capital Project Coordinators to be paid from Capital Funds.
Divisions by Fund Number
The Community Services Department includes the operations of the following
divisions:
000 General Fund Human Services
101 Parks Fund Administration, Facilities, Parks, and Recreation
.l
104 CDBG Fund Community Development Block Grants
106 Library Fund Libraries and Museum
306 Leased City Properties Facilities
rr. 404 Golf Course Fund
r..
rr.
r
rr
Operating Budget-Community Services 3-95
rir
Administration Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Administration Division WA
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement s+
Provide leadership, guidance, and resources to allow the various divisions
within the department to perform their respective functions in accordance with
the City Business Plan, administration and council policy directives, and the
general needs of the populations they serve.
Core Services
• Budget preparation �rrr
• Leadership and management
• Communication with Mayor's Office, City Council, and appointed boards
• Set and approve department goals and programs.
Outcomes .rr
• Completed and adopted annual budget and six-year CIP.
• Division programs and activities that are consistent with the City Business
Plan and departmental philosophy and goals
• Budgetary control
• Successful employee recognition program
• Fair personnel actions
rr�1
• Agenda bills, memorandums, and responses to Mayor/Council
inquiries/referrals are accurate, on time, and contain needed information;
quality support is provided for boards and commissions; citizen concerns
are resolved quickly.
• Divisions receive guidance and approvals in sufficient time to successfully
implement work programs. r
2002 Accomplishments
• Completed an accurate budget document that provided resources and r
financial direction for department operations in 2002.
• Received national accreditation. Received National Park Service award for
participation in Washington Water Trails project.
• Provided information to Mayor, Council, and appointed board members on
numerous topics, department activities, and requested materials through
memos, reports, and presentations.
• Implemented policy directives from elected/appointed officials.
3-96 Operating Budget—Community Services
irw
,�, • Conducted a series of surveys that indicate a high level of satisfaction with
Community Services facilities and programs.
r.
• Completed department Strategic Plan.
Expenditure Budget by Category - Administration Division
I
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 634,668 681,800 629,051 624,000 630,900 -8.5% 1.1%
ilryl
Part-Time Salaries 2,625 3,200 425 3,200 3,200 0.0% 0.0%
Overtime 24 0 569 0 0 N/A N/A
MW Personnel Benefits 136,720 142,400 129,244 126,500 126,500 -11.2% 0.0%
Supplies 6,751 7,500 8,587 7,500 7,500 0.0% 0.0%
Other Services and Charges 55,030 58,800 57,509 60,200 60,200 2.4% 0.0%
ilrrr
Operating Total 835,818 893,700 825,385 821,400 828,300 -8.1% 0.8%
CIP 0 0 0 0 0 N/A N/A
■o Total 835,818 893,700 825,385 821,400 828,300 -8.1% 0.8%
am Funding Decisions - Administration Division
2002 Original Adopted Budget $893,700
2003 Budget Changes
rrr
Salaries 2,900
Reallocation to Parks -76,600
go Copier Mntc Agreement Contract 2,400
Cell Phones -1,000
Total 2003 Budget $821,400
rlrr
2004 Forecast Changes
Salaries 6,900
2004 Forecast $828,300
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
MW contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
wrrr Staffing Levels (Full-Time Equivalent Employees - FTE) - Administration Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
so Regular 10.0 9.0 9.0 9.0 9.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% 0.0%
No Total FTE 10.2 9.2 9.2 9.2 9.2 0.0% 0.0%
Itrr
l�
Inrr
Operating Budget-Community Services 3-97
rrr
wi
Facilities Division am
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Facilities Division expenditures, No
2003 funding decisions, and staffing levels.
Mission Statement so
Develop and maintain city buildings and manage the delivery of building-
related services to the public in a safe, customer-focused manner. No
Core Services
• Service delivery management wr
• Asset protection
• Building performance
• Tenant services
r
Outcomes
• Complete work according to client's schedule and quality.
• Protect the value of city buildings.
• Provide the best possible places in which to work and recreate.
• Deliver desired services in a friendly, courteous, and responsive manner.
2002 Accomplishments �+►
• Developed customer surveys.
• Completed work according to client's schedule.
• Created automated surveys.
• Completed priority CIP program. ►
• Developed annual maintenance project plan.
• Developed rolling five-year CIP program.
• Reduced number of customer-generated maintenance work orders.
• Completed the design of and began construction of Traffic Management
Center.
• Completed the design of and began construction of Police Evidence
building.
• Completed the Conferencing Center. «�w
• Met goal of compliments outnumbering complaints by 5:1.
• Started construction of Renton Municipal Parking Garage.
• Started design of the Renton Aquatics Center.
• Started design of Pavilion Building remodel.
• Completed remodel of ground floor, 200 Mill Building.
3-98 Operating Budget—Community Services
wrr
r.n Expenditure Budget by Category - Facilities Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
so Regular Salaries 883,829 1,093,700 945,490 906,100 916,000 -17.2% 1.1%
Part-Time Salaries 82,973 88,900 100,896 88,900 88,900 0.0% 0.0%
Overtime 16,015 12,900 17,867 12,900 13,000 0.0% 0.8%
lM11 Personnel Benefits 270,219 330,900 289,903 312,000 312,000 -5.7% 0.0%
Supplies 125,675 150,500 122,841 150,500 150,500 0.0% 0.0%
Other Services and Charges 764,527 826,200 795,424 872,800 872,800 5.6% 0.0%
ow Capital Outlay 0 0 0 0 0 N/A N/A
Operating Total 2,143,238 2,503,100 2,272,421 2,343,200 2,353,200 -6.4% 0.4%
No CIP 440,962 1,223,972 1,191,044 452,700 452,700 -63.0% 0.0%
Total 2,584,200 3,727,072 3,463,465 2,795,900 2,805,900 -25.0% 0.4%
IiW
Funding Decisions - Facilities Division
2002 Original Adopted Budget $2,893,400
111M
2003 Budget Changes
Salaries -5,300
rrr Reallocation to Parks -82,900
Remove Salary and Benefits for Capital Project Coordinators to be Paid -118,000
from Capital Funds
No Utility Charges 36,500
Interfund Loan Repayment(Fund 306) 62,400
Maintenance 9,800
Total 2003 Budget $2,795,900
2004 Forecast Changes
rrr Salaries 10,000
2004 Forecast $2,805,900
flMl Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
f�
Staffing Levels (Full-Time Equivalent Employees - FTE) - Facilities Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 23.0 22.0 22.0 22.0 22.0 0.0% 0.0%
Temporary Part-Time 2.1 2.1 2.1 2.1 2.1 0.0% 0.0%
rrw
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2 0.0% 0.0%
Total FTE 26.3 25.3 25.3 25.3 25.3 0.0% 0.0%
rlirr
illw
w
rrlt
Operating Budget-Community Services 3-99
Parks Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Parks Division expenditures, 2003
funding decisions, and staffing levels.
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment
for the public's enjoyment of active and passive recreational opportunities
along with natural resource and wildlife preservation and stewardship.
Core Services
• Management, maintenance, and improvement of City parks and other
identified City-owned grounds and urban vegetation No
• Preservation and protection of City-owned open space and natural areas
• Park and open space planning, acquisition, and development urs
Outcomes
• Safe and accessible parks; clean, attractive, and well-maintained
environment;informed and satisfied public
• Natural environment preserved and protected; clean, attractive, and r
well-maintained environment;informed and satisfied public
• Improved, increased, and/or safer recreational opportunities r.r
2002 Accomplishments
• Received national accreditation.
• Black River Riparian Forest recognized by the National Audubon Society.
• Completed Parks Maintenance Operations Manual.
No
• Executed contracts for hanging basket program, waterfowl management,
and landscape maintenance at 22 locations.
• Maintained additional 12 miles of trails, 521 street trees, and 26 developed
park sites.
• Installed fencing at two locations.
• Worked with volunteer organizations for landscape improvement and
cleanup projects.
• Completed Natural Resource Management Plan.
• Coordinated with the King Conservation District to complete the Draft
Black River Riparian Forest Management Plan.
• Maintained 732 acres of open space and natural areas.
• Installed fencing at one location.
.rr
rrr
3-100 Operating Budget—Community Services
rr
• Coordinated with volunteer organizations for stewardship of natural areas
and native plant installation and cleanup projects.
r
• Completed installation of new tennis and ballfield poles and lighting at
Liberty Park and installation of new tennis poles and lighting at Highlands
Park.
• Completed Conservation Futures Grant application for park site acquisition.
• Safety and operational improvements at skate park.
• Parking lot repairs at Kiwanis and Philip Arnold Parks.
• Playground redesign and replacement at Coulon Park.
• Infield renovation at Liberty Park.
• Irrigation replacement at Highlands Park.
• Drainage improvements at Carco Theatre.
r
r.
No
aw
No
nr
wir
Operating Budget—Community Services 3-101
rir
so
Expenditure Budget by Category - Parks Division
No
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 924,962 1,033,400 973,383 1,114,500 1,126,800 7.8% 1.1%
No
Part-Time Salaries 289,279 284,800 287,421 284,800 284,800 0.0% 0.0%
Overtime 22,067 15,800 16,925 15,800 15,900 0.0% 0.6%
Personnel Benefits 286,351 319,400 304,730 354,200 354,200 10.9% 0.0% to
Supplies 220,010 217,400 200,074 221,200 221,200 1.7% 0.0%
Other Services and Charges 997,237 1,203,322 1,002,742 1,183,700 1,183,700 -1.6% 0.0%
Intergovernmental Services 800,000 2,100,000 2,100,000 0 0 -100.0% N/A
Capital Outlay 0 0 0 0 0 N/A N/A
Operating Total 3,539,906 5,174,122 4,885,276 3,174,200 3,186,600 -38.7% 0.4%
CIP 0 0 0 0 0 N/A N/A
Total 3,539,906 5,174,122 4,885,276 3,174,200 3,186,600 -38.7% 0.4%
■111
Funding Decisions - Parks Division
2002 Original Adopted Budget $3,011,400
2003 Budget Changes
Salaries -43,600
Reallocation from Administrative and Facilities Divisions 159,500
Hanging Baskets 30,000
Cell Phones 8,400
Repair Fences, Lighting,and Sport Courts 4,500
Increase in Park Maintenance Contracts 4,000
Total 2003 Budget $3,174,200
2004 Forecast Changes
Salaries 12,400 me
2004 Forecast $3,186,600
Note 611111i
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
at
Stang Levels (Full-Time Equivalent Employees -FTE) -Parks Division
2001 2002 2002 2003 2004 Change Change No
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 21.0 23.0 23.0 23.0 23.0 0.0% 0.0%
Temporary Part-Time 4.1 4.1 4.1 4.1 4.1 0.0% 0.0% go
Intermittent Part-Time 9.2 9.2 9.2 9.2 9.2 0.0% 0.0%
Total FTE 34.3 36.3 36.3 36.3 36.3 0.0% 0.0%
so
me
3-102 Operating Budget-Community Services
+rn
Parks Division - Maplewood Golf Course
Following the mission statement and lists of core services, outcomes, and
+rrr accomplishments, we include data for Maplewood Golf Course expenditures,
2003 funding decisions, and staffing levels.
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment
for the public's enjoyment of active and passive recreational opportunities
along with natural resource and wildlife preservation and stewardship.
Core Services
• Manage, maintain, and improve the public golf facility.
r.� • Program a variety of golf activities.
Outcomes
• Financially solvent golf facility
• Safe, accessible, clean, attractive, and well-maintained environment
• Informed and satisfied public
• Natural environment preserved and protected
• Increased level of physical fitness
.r
• New and improved skills
• Greater enjoyment of life
• Increase in social interaction
2002 Accomplishments
rr. • Received the South County Journal"Reader's Choice Award"for the third
consecutive year.
• RiverRock Grill and Alehouse recognized in the Wine Spectator magazine.
• Sold 71,000 rounds of golf and 80,000 range tokens.
• Installed new tee signs and benches.
• Continued paving existing gravel cart paths on the back nine holes.
• Completed tree inventory and assessment.
• Continued water quality testing in the Low Flow Channel.
�r • Completed construction drawings for the tournament scoreboard area.
• Adopted the Maplewood Master Plan Revision Study, addressing future
r parking and maintenance needs.
• Provided excellent customer service and value through courteous
professional service and competitive pricing.
Operating Budget—Community Services 3-103
rrr
no
• Improved golf accessibility through junior and adult classes and seminars. no
• Coordinated with high school golf teams for driving range/course practice
and play.
wr
• Coordinated with the Men's and Ladies' Clubs.
• Scheduled 125 tournaments. ,lam
Expenditure Budget by Category - Maplewood Golf Course
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 401,018 476,600 424,916 453,600 458,500 -4.8% 1.1%
Part-Time Salaries 271,386 256,300 245,281 250,800 250,800 -2.1% 0.0%
Overtime 5,958 9,700 6,189 9,000 9,000 -7.2% 0.0%
Personnel Benefits 174,574 198,500 173,494 198,500 198,500 0.0% 0.0%
Supplies 314,442 324,500 244,274 287,900 287,900 -11.3% 0.0%
Other Services and Charges 204,965 141,700 144,951 174,900 174,900 23.4% 0.0%
Intergovernmental Services 311,196 150,000 150,000 150,000 150,000 0.0% 0.0% �Y
Capital Outlay -140,749 124,700 100,823 100,000 100,000 -19.8% 0.0%
Debt Services 458,893 475,500 473,533 466,600 466,600 -1.9% 0.0%
Interfund Payments 112,999 115,300 115,300 118,800 118,800 3.0% 0.0%
Operating Total 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
CIP 0 0 0 0 0 N/A N/A
Total 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
l
Funding Decisions_- Maplewood Golf Course
2002 Original Adopted Budget $2,248,900
2003 Budget Changes
Salaries -28,500
Overtime -700
I
Debt Reduction -8,900
Reimbursement to General Fund 3,500
All Other -4,200 Ilrlrl
Total 2003 Budget $2,210,100
2004 Forecast Changes
Salaries 4,900
2004 Forecast $2,215,000
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees - FTE) - Maplewood Golf Course
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004 r�1
Regular 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
Temporary Part-Time 3.9 3.9 3.9 3.9 3.9 0.0% 0.0%
Intermittent Part-Time 6.5 6.5 6.5 6.5 6.5 0.0% 0.0% rr�l
Total FTE 20.4 20.4 20.4 20.4 20.4 0.0% 0.0%
3-104 Operating Budget-Community Services
fr..
Recreation Division - Recreation Services
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Recreation Services Division
expenditures, 2003 funding decisions, and staffing levels.
Wo Mission Statement
The Recreation Division of the Community Services Department promotes
rrrr and supports a more livable community by providing opportunities for the
public to participate in diverse recreational, cultural, athletic, and aquatic
programs and activities.
Core Services
• Offer a variety of well-balanced, diverse programs that reflect the needs and
interests of the community.
• Provide high quality of leadership and equipment so that the community
chooses to participate in physical activities that promote fitness and
wellness.
• Encourage social interaction and quality of life.
Outcomes
• New classes and programs are introduced.
• Popular and base programs are maintained or increased to reflect
community interest.
• Physical fitness and wellness levels are increased.
• Social interaction is increased by providing opportunities for families,
workgroups, neighborhoods, and the community to gather.
+r.
2002 Accomplishments
• Received national accreditation.
• New teen program was offered that included all-city middle school dance,
hip-hop dance class, monthly teen nights, an outdoor adventure club, and
new hours for the late-night program.
• Free summer playground programs were expanded to include Philip Arnold
r Park.
• Summer camps and programs increased at the Highlands Neighborhood
rr. Center by 55 percent.
• The developmentally disabled program introduced nine new Outdoor
ror Adventure programs including snowshoeing, sea kayaking, hiking, caving,
and family snow tubing.
• Renton Rookies (preschool athletics)increased by 49 percent.
• Youth track increased by 29 percent.
Operating Budget—Community Services 3-105
no
• T-ball increased by 49 percent. no
• Rotated Picnic Pizzazz, a creative kids and family weekly entertainment
series, to different locations throughout the city.
11
Expenditure Budget by Category - Recreation Services
gig
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 350,906 394,600 374,458 390,700 395,000 -1.0% 1.1%
rrl
Part-Time Salaries 341,777 371,000 338,917 371,000 371,000 0.0% 0.0%
Overtime 13,713 12,200 9,923 12,200 12,300 0.0% 0.8%
Personnel Benefits 142,276 157,300 139,495 157,300 157,300 0.0% 0.0% l
Supplies 36,509 39,400 37,981 34,300 34,300 -12.9% 0.0%
Other Services and Charges 112,686 83,600 104,175 114,200 114,200 36.6% 0.0%
Capital Outlay 0 0 12,925 0 0 N/A N/A r
Operating Total 997,867 1,058,100 1,017,874 1,079,700 1,084,100 2.0% 0.4%
CIP 0 0 0 0 0 N/A N/A M
Total 997,867 1,058,100 1,017,874 1,079,700 1,084,100 2.0% 0.4%
Funding Decisions - Recreation Services
2002 Original Adopted Budget $1,058,100
rril
2003 Budget Changes
Salaries -3,900
Recreation Brochure Printing(Reallocated from Community Center) 23,700 rri
River Days Art Purchase 1,500
All Other 300
Total 2003 Budget 1,079,700 so
2004 Forecast Changes
Salaries 4,400 rr
2004 Forecast 1,084,100
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels (Full-Time Equivalent Employees - FTE) - Recreation Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 8.0 8.0 8.0 8.0 8.0 0.0% 0.0%
Temporary Part-Time 4.8 4.8 4.8 4.8 4.8 0.0% 0.0%
Intermittent Part-Time 11.8 11.8 11.8 11.8 11.8 0.0% 0.0% �rr1
Total FTE 24.6 24.6 24.6 24.6 24.6 0.0% 0.0%
rrri►
IAN
rrrir
3-106 Operating Budget-Community Services
r
Recreation Division - Renton Community Center
Following the mission statement and lists of core services, outcomes, and
„rn accomplishments, we include charts for Renton Community Center
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes
r and supports a more livable community by providing opportunities for the
public to participate in diverse recreational, cultural, athletic, and aquatic
programs and activities.
rr.
Core Services
• Offer a variety of well-balanced, diverse programs that reflect the needs and
interests of the community.
• Encourage participation in physical activities that promote fitness and
wellness.
..r
• Provide exposure to the arts.
• Provide opportunities for enjoying aquatic activities.
• Encourage social interaction and quality of life.
Outcomes
rrr • New classes and programs are introduced.
• Popular and base programs are maintained or increased to reflect
�.r community interest.
• Physical fitness and wellness levels are increased.
• Exposure to the arts is increased.
• Opportunities for enjoying aquatic activities are provided.
• Social interaction is increased by providing opportunities for families,
workgroups, neighborhoods, and the community to gather.
2002 Accomplishments
• Received national accreditation.
• Preschool class attendance increased by 75 percent.
• Twenty-five new leisure classes were offered during winter quarter.
• Outdoor Recreation offered 10 more cross-country skiing and nine more
snowshoeing trips than in 2001.
• Purchased new weight equipment.
• Implemented more pass card options, resulting in increased usage from
11,718 in 2001 to 14,033 in 2002 (through May).
• Drop-in weight room use increased by 74 percent.
.r.
Operating Budget—Community Services 3-107
so
• Offered eight more drama classes, including adult acting classes. No
• Developed Special Populations drama class.
• Presented on-site drama programs at numerous city schools. go
• Non-traditional casting methods for "The Wiz"increased the diversity of
the show talent.
• Participation in "Behind the Scenes," the volunteer program of the teen
musical, increased by 70 percent.
■.r
• Implemented the automated pay box at the Gene Coulon Beach boat launch.
• Participation in Boat House programs more than doubled over 2001.
• Offered new special event in 2000: "Mother's Day Memories."
• Offered new rental program of"birthday party packages." .rr
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3_108 Operating Budget—Community Services
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Expenditure Budget by Category - Renton Community Center
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
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Regular Salaries 436,732 473,400 470,586 469,700 474,900 -0.8% 1.1%
Part-Time Salaries 344,084 262,100 440,940 262,100 262,100 0.0% 0.0%
Overtime 2,370 14,200 2,059 14,200 14,200 0.0% 0.0%
Personnel Benefits 153,713 152,000 170,407 152,000 152,000 0.0% 0.0%
Supplies 30,356 26,900 27,374 26,900 26,900 0.0% 0.0%
Other Services and Charges 346,278 327,400 350,893 356,800 356,800 9.0% 0.0%
Operating Total 1,313,533 1,256,000 1,462,260 1,281,700 1,286,900 2.0% 0.4%
CIP 0 0 0 0 0 N/A N/A
llrlr Total 1,313,533 1,256,000 1,462,260 1,281,700 1,286,900 2.0% 0.4%
+ Funding Decisions - Renton Community Center
2002 Original Adopted Budget $1,256,000
2003 Budget Changes
rrri
Salaries -3,700
Recreation Brochure Printing(Reallocated to Recreation Services) -23,700
#i Self-Sustaining Programs 46,700
Utilities 4,400
Class Software Mntc Agreement 2,000
r� Total 2003 Budget $1,281,700
2004 Forecast Changes
rrrr Salaries 5,200
2004 Forecast $1,286,900
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels (Full-Time Equivalent Employees - FTE) - Renton Community Center
2001 2002 2002 2003 2004 Change Change
i� Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 10.0 10.0 10.0 10.0 10.0 0.0% 0.0%
Temporary Part-Time 3.8 3.8 3.8 3.8 3.8 0.0% 0.0%
rrr Intermittent Part-Time 5.7 5.7 5.7 5.7 5.7 0.0% 0.0%
Total FTE 19.5 19.5 19.5 19.5 19.5 0.0% 0.0%
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Operating Budget-Community Services 3-109
irn
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Recreation Division - Renton Senior Activity Center
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Renton Senior Activity Center WA
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement no
The Recreation Division of the Community Services Department promotes
and supports a more livable community by providing opportunities for the 09
public to participate in diverse recreational, cultural, athletic, and aquatic
programs and activities. do
Core Services
• Offer a variety of well-balanced, diverse programs that reflect the needs and rrr
interests of the community.
• Encourage participation in physical activities that promote fitness and
wellness.
• Encourage social interaction and quality of life.
.rt
Outcomes
• New or improved recreational skills
• Increased levels of physical fitness and wellness
• Increased social interaction and greater enjoyment of life ..ri
2002 Accomplishments
• Received national accreditation.
• Offered "free" square dancing classes.
• Started a 12-member Senior Citizens "Recreational" Band.
• Formed a Book Club with members reading and discussing a book each
month.
• Increased "Low Impact Aerobics" from 2 to 3 classes per week.
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• Implemented a punch card system for "Water Aerobics," which makes
registration and participation easier.
• Offered overnight hiking trips. r.r�
• Started low-cost "Friday Frolics" travel program and intergenerational
"Pen Pal" program.
• Staffed the "Welcome Desk" with volunteers throughout the day.
• Installed new awning and patio furniture for our coffee bar patio. �r
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3-110 Operating Budget—Community Services
rr.
Expenditure Budget by Category - Renton Senior Activity Center
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
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Regular Salaries 192,495 197,600 190,751 186,600 188,700 -5.6% 1.1%
Part-Time Salaries 107,471 106,200 108,527 106,200 106,200 0.0% 0.0%
Overtime 2,723 2,300 2,279 2,300 2,300 0.0% 0.0%
rrlr Personnel Benefits 70,665 70,400 74,932 70,400 70,400 0.0% 0.0%
Supplies 11,625 10,900 13,243 10,900 10,900 0.0% 0.0%
Other Services and Charges 225,233 237,700 178,871 237,700 237,700 0.0% 0.0%
Operating Total 610,212 625,100 568,603 614,100 616,200 -1.8% 0.3%
CIP 0 0 0 0 0 N/A N/A
rrr Total 610,212 625,100 568,603 614,100 616,200 -1.8% 0.3%
++�+ Funding Decisions - Renton Senior Activity Center
2002 Original Adopted Budget $625,100
2003 Budget Changes
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Salaries -11,000
Total 2003 Budget $614,100
M 2004 Forecast Changes
Salaries 2,100
2004 Forecast $616,200
Ire
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels (Full-Time Equivalent Employees - FTE) - Renton Senior Activity Center
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 4.0 4.0 4.0 4.0 4.0 0.0% 0.0%
Temporary Part-Time 2.2 2.2 2.2 2.2 2.2 0.0% 0.0%
Intermittent Part-Time 1.4 1.4 1.4 1.4 1.4 0.0% 0.0%
M Total FTE 7.6 7.6 7.6 7.6 7.6 0.0% 0.0%
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Operating Budget-Community Services 3-111
Human Services Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Human Services Division •w
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
The Human Services Division of the Community Services Department
contributes to the livability of the community by providing and supporting an
integrated system of human services that promote the health, safety, and well-
being of Renton residents.
Core Services
• Maintain affordable housing. No
• Fund non-profit human service agencies to ensure persons with
low/moderate incomes and/or disabilities have access to human services. so
• Provide information and assistance.
Outcomes ""
• Increase client satisfaction.
• Improve quality of Renton housing stock. rM
• Negotiate and administer contracts with agencies so that performance
measures are met or exceeded. ur
• Increase knowledge of community resources by City and School District
staff. N
2002 Accomplishments
• Assisted 150 individual households in Housing Repair Assistance Program. +
• Implemented customer service survey for the Housing Program.
• Updated policies and procedures for the Housing Repair Assistance
Program.
• Administered 26 contracts with agencies/City programs that are funded by
the General Fund and Community Development Block Grants.
• 95 percent of contracted agencies met performance goals. ■■
• Updated and published Renton Resource Directory in six languages
(English, Vietnamese, Russian, Spanish, Korean, and Somali). no
• Purchased 30"Where To Turd'books for City staff for resource
information. no
• Distributed 22,000 Renton Resource Directories.
3-112 Operating Budget—Community Services
rrr
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Expenditure Budget by Category - Human Services Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
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Human Services
Regular Salaries 150,878 167,300 161,565 125,500 126,900 -25.0% 1.1%
Part-Time Salaries 15,820 7,200 6,879 5,700 5,700 -20.8% 0.0%
r Overtime 67 1,600 0 1,600 1,600 0.0% 0.0%
Personnel Benefits 39,589 44,200 31,515 26,500 26,500 -40.0% 0.0%
Supplies 5,343 1,300 2,850 200 200 -84.6% 0.0%
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Other Services and Charges 297,478 353,700 330,204 363,800 363,800 2.9% 0.0%
Operating Total 509,175 575,300 533,013 523,300 524,700 -9.0% 0.3%
M CIP 0 0 0 0 0 N/A N/A
Total 509,175 575,300 533,013 523,300 524,700 -9.0% 0.3%
i�
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Expenditure Budget by Category - Community Development Block Grant(CDBG)
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
rr� CDBG
Regular Salaries 124,190 138,400 126,453 128,100 129,500 -7.4% 1.1%
Part-Time Salaries 23,056 26,000 19,528 29,200 29,200 12.3% 0.0%
I� Overtime 594 1,000 0 2,000 2,000 100.0% 0.0%
Personnel Benefits 29,843 35,300 29,293 35,300 35,300 0.0% 0.0%
rrn Supplies 10,083 10,000 10,592 16,800 16,800 68.0% 0.0%
Other Services and Charges 72,622 81,400 78,670 84,300 84,300 3.6% 0.0%
Operating Total 260,388 292,100 264,536 295,700 297,100 1.2% 0.5%
am CIP 0 13,000 0 0 0 -100.0% N/A
Total 260,388 305,100 264,536 295,700 297,100 -3.1% 0.5%
Note
Due to fluctuations of Community Development Block Grant funds,actual dollars appropriated to CDBG Programs
are subject to change throughout the year and may require mid-year budget adjustments.
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No
Operating Budget-Community Services 3-113
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Funding Decisions — Human Services Division and CDBG
Human Services
2002 Original Adopted Budget—Human Services $575,300
2003 Budget Changes rri
Salaries 14,200
Moved LLEBG Grant to Police -83,500
1%from General Fund—Human Services 30,700 �r111
Grant for Housing Repair -13,000
All Other -400
Total 2003 Budget $523,300
2004 Forecast Changes
Salaries 1,400 so
2004 Forecast $524,700
rel
CDBG
2002 Original Adopted Budget—CDBG $305,100
2003 Budget Changes ■rl
Salaries -10,300
CIP Plan -13,000
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Supplies and Small Tools 6,800
CDBG Public Services 3,100
All Other 4,000 No
Total 2003 Budget $295,700
2004 Forecast Changes
Salaries 1,400 we
2004 Forecast $297,100
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels(Full-Time Equivalent Employees — FTE) — Human Services Division and CDBG
2001 2002 2002 2003 2004 Change Change r
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular—Human Services 3.0 2.0 2.0 2.0 2.0 0.0% 0.0%
Regular—CDBG 3.0 3.0 3.0 3.0 3.0 0.0% 0.0% rr�r
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0% 0.0%
Total FTE 6.2 5.2 5.2 5.2 5.2 0.0% 0.0%
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l
l
3-114 Operating Budget—Community Services
Library Division
Following the mission statement and lists of core services, outcomes, and
,,. accomplishments, we include data for Library Division expenditures, 2003
funding decisions, and staffing levels.
Mission Statement
Renton Public Library supports lifelong learning for the public by anticipating
nr. and responding to community needs for information, and by inspiring and
encouraging the community's desire to read.
Core Services
• Collection Development
■ • Children's Services
• Information Services
rr
Outcomes
• Library materials that meet current customer needs
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• Library reading program enjoyed by children of all ages
• Library activities that introduce children to books and reading
r
• Broad range of current library materials
• Access to local, regional, statewide, national, and international print and
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electronic information resources
• Responsive services
2002 Accomplishments
• Acquired, cataloged, and processed 9,991 books, 500 magazine
subscriptions (weekly, monthly, quarterly), and 3,395 videos.
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• Encouraged children to read. Over 5,045 children attended storytimes.
• Attracted 10,420 participants to special activities and programs.
• Provided citizen access to off-site library resources by maximizing
interlibrary loan, Internet use, and reciprocal borrowing from King County
Library System.
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Operating Budget—Community Services 3-115
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Expenditure Budget by Category - Library Division
2001 2002 2002 2003 2004 Change Change rY
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 668,200 727,300 696,619 723,300 731,200 -0.5% 1.1%
WIN
Part-Time Salaries 180,938 175,700 210,051 175,700 175,700 0.0% 0.0%
Overtime 869 2,200 310 2,200 2,200 0.0% 0.0%
Personnel Benefits 180,493 204,300 184,631 204,300 204,300 0.0% 0.0% to
Supplies 235,671 226,300 245,654 236,300 236,300 4.4% 0.0%
Other Services and Charges 91,314 102,300 87,119 92,300 92,300 -9.8% 0.0%
Capital Outlay 0 1,000 762 1,000 1,000 0.0% 0.0%
Operating Total 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
CIP 0 0 0 0 0 N/A N/A W6
Total 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
Funding Decisions - Library Division
2002 Original Adopted Budget $1,439,100
2003 Budget Changes
Salaries -4,000
Total 2003 Budget $1,435,100 ]
2004 Forecast Changes
Salaries 7,900
2004 Forecast $1,443,000
Note
Salaries: Department salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contract negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels (Full-Time Equivalent Employees - FTE) - Library Division
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 15.0 15.0 15.0 15.0 15.0 0.0% 0.0% rrlr
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0% 0.0%
Intermittent Part-Time 6.9 6.9 6.9 6.9 6.9 0.0% 0.0% rril
Total FTE 23.5 23.5 23.5 23.5 23.5 0.0% 0.0%
No
ali
3-116 Operating Budget-Community Services
rrr
Table 3-13. Community Services Position Listing (I of S)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
NO Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
M38 Recreation Director 0.0 1.0 1.0 1.0 1.0
M37 Recreation Director 1.0 0.0 0.0 0.0 0.0
M38 Parks Director 0.0 1.0 1.0 1.0 1.0
r M37 Parks Director 1.0 0.0 0.0 0.0 0.0
M38 Facilities Director 0.0 1.0 1.0 1.0 1.0
rr� M37 Facilities Director 1.0 0.0 0.0 0.0 0.0
M28 Capital Improvement Project Manager 1.0 0.0 0.0 0.0 0.0
M26 Recreation Manager 1.0 1.0 1.0 1.0 1.0
r�r N11 Administrative Secretary EX 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 3.0 3.0 3.0 3.0 3.0
ire Total Regular Staffing 10.0 9.0 9.0 9.0 9.0
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2
Total Administration Division 10.2 9.2 9.2 9.2 9.2
Facilities Division
Facilities
am M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0
A25 Capital Improvement Project Coordinator 3.0 0.0 0.0 0.0 0.0
onA25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0
A20 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0
A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0 2.0
A13 Facilities Technician 1 3.5 3.5 3.5 3.5 3.5
rr�
A07 Maintenance Custodian 5.0 5.0 5.0 5.0 5.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 3.0 3.0 3.0 3.0 3.0
+ + Total Regular Staffing 21.5 18.5 18.5 18.5 18.5
Temporary Part-Time 2.1 2.1 2.1 2.1 2.1
�e
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Facilities Division 24.8 21.8 21.8 21.8 21.8
Leased City Properties
A13 Facilities Technician 0.5 0.5 0.5 0.5 0.5
A01 Custodian 1.0 1.0 1.0 1.0 1.0
rrr Total Regular Staffing 1.5 1.5 1.5 1.5 1.5
Total Leased City Properties 1.5 1.5 1.5 1.5 1.5
iw
Operating Budget-Community Services 3-117
rrr
Table 3-13. Community Services Position Listing (2 of S) me
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
Capital Improvement No
A25 Capital Improvement Project Coordinator(Limited Term) 0.0 2.0 2.0 2.0 2.0
Total Regular Staffing 0.0 2.0 2.0 2.0 2.0
Total Capital Improvement 0.0 2.0 2.0 2.0 2.0 go
Total Regular Staffing 23.0 22.0 22.0 22.0 22.0
Temporary Part-Time 2.1 2.1 2.1 2.1 2.1 No
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Facilities Division 26.3 25.3 25.3 25.3 25.3
go
Parks Division
Parks
M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0 om
A25 Capital Improvement Project Coordinator 0.0 2.0 2.0 2.0 2.0
A21 Park Maintenance Supervisor 2.0 2.0 2.0 2.0 2.0
A16 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0 No
Al2 Park Maintenance Worker III 14.0 13.0 12.0 12.0 12.0
A08 Park Maintenance Worker II 1.0 1.0 1.0 1.0 1.0 ■o
A04 Park Maintenance Worker 1 1.0 2.0 3.0 3.0 3.0
Total Regular Staffing 21.0 23.0 23.0 23.0 23.0
No
Temporary Part-Time 4.1 4.1 4.1 4.1 4.1
Intermittent Part-Time 9.2 9.2 9.2 9.2 9.2
Total Parks 34.3 36.3 36.3 36.3 36.31
Golf Course
Golf Course Administration
M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 1
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Intermittent Part-Time 0.5 0.5 0.5 0.5 0.5
Total Golf Administration 3.5 3.5 3.5 3.5 3.5
Golf Course Maintenance
M21 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0 r
A16 Lead Golf Course Maintenance Worker 1.0 1.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
No
A08 Golf Course Maintenance Worker II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part-Time 2.2 2.2 2.2 2.2 2.2 so
Intermittent Part-Time 2.2 2.2 2.2 2.2 2.2
Total Golf Maintenance 8.4 8.4 8.4 8.4 8.4
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I■11
3-118 Operating Budget-Community Services
ow
No Table 3-13. Communitv Services Position Listing (3 of 5)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
No Pro Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0
A04 Pro Shop Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Temporary Part-Time 1.7 1.7 1.7 1.7 1.7
Intermittent Part-Time 3.8 3.8 3.8 3.8 3.8
Total Pro Shop/Driving Range 8.5 8.5 8.5 8.5 8.5
Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
Total Temporary Part-Time 3.9 3.9 3.9 3.9 3.9
Total Intermittent Part-Time 6.5 6.5 6.5 6.5 6.5
Total Golf Course 20.4 20.4 20.4 20.4 20.4
Total Regular Staffing 31.0 33.0 33.0 33.0 33.0
Total Temporary Part-Time 8.0 8.0 8.0 8.0 8.0
Total Intermittent Part-Time 15.7 15.7 15.7 15.7 15.7
rirr Total Parks Division 54.7 56.7 56.7 56.7 56.7
Recreation Division
Recreation Services
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 3.0 3.0 3.0 3.0 3.0
am A14 Recreation Specialist II 3.0 3.0 3.0 3.0 3.0
A11 Recreation Specialist 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Temporary Part-Time 4.8 4.8 4.8 4.8 4.8
Intermittent Part-Time 11.8 11.8 11.8 11.8 11.8
+ + Total Recreation Services 24.6 24.6 24.6 24.6 24.6
Community Center
+rrr
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
M20 Community Center and Rec Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreational Specialist 11 1.0 1.0 1.0 1.0 1.0
Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
err A01 Custodian 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
err Temporary Part-Time 3.8 3.8 3.8 3.8 3.8
Intermittent Part-Time 5.7 5.7 5.7 5.7 5.7
Total Community Center 19.5 19.5 19.5 19.5 19.5
NO
+irr
Operating Budget-Community Services 3-119
ow
go
Table 3-13. Community Services Position Listing (4 of S) so
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
Renton Senior Activity Center go
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 ir11
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part-Time 2.2 2.2 2.2 2.2 2.2
Intermittent Part-Time 1.4 1.4 1.4 1.4 1.4
Total Senior Activity Center 7.6 7.6 7.6 7.6 7.6
Total Regular Staffing 22.0 22.0 22.0 22.0 22.0
Temporary Part-Time 10.8 10.8 10.8 10.8 10.8 ir111
Intermittent Part-Time 18.9 18.9 18.9 18.9 18.9
Total Recreation Division 51.7 51.7 51.7 51.7 51.7
nrr
Human Services Division
Human Services
M28 Human Services Manager 0.0 1.0 1.0 1.0 1.0 rrrl
M26 Human Services Manager 1.0 0.0 0.0 0.0 0.0
A14 Court Advocate(Limited Term) 1.0 0.0 0.0 0.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 2.0 2.0 2.0 2.0
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 No
Total Human Services 3.2 2.2 2.2 2.2 2.2
Community Development Block Grants(CDBG) go
A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0
A18 CDBG Specialist 0.0 0.0 0.0 1.0 1.0
A18 CDBG Specialist(Limited Term) 1.0 1.0 1.0 0.0 0.0 ao
A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 go
Total CDBG 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 6.0 5.0 5.0 5.0 5.0
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 No
Total Human Services Division 6.2 5.2 5.2 5.2 5.2
iiM
rr
ri1
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3-120 Operating Budget-Community Services
fm
No Table 3-13. Community Services Position Listing (S of S)
2001 2002 2002 2003 2004
Grade Title Actual Adj Budget Actual Budget Forecast
No Library Division
Library Administration
M38 Library Director 0.0 1.0 1.0 1.0 1.0
M37 Library Director 1.0 0.0 0.0 0.0 0.0
M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0
rr N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Library Administration 4.0 4.0 4.0 4.0 4.0
Library Services
A17 Librarian 3.0 3.0 3.0 3.0 3.0
am Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A03 Library Assistant 1 5.0 5.0 5.0 5.0 5.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Regular Staffing 15.0 15.0 15.0 15.0 15.0
rrr Temporary Part-Time 1.6 1.6 1.6 1.6 1.6
Intermittent Part-Time 6.9 6.9 6.9 6.9 6.9
Total Library Division 23.5 23.5 23.5 23.5 23.5
r�
Total Department Regular Staffing 107.0 106.0 106.0 106.0 106.0
Total Temporary Part-Time 22.5 22.5 22.5 22.5 22.5
#ter Total Intermittent Part-Time 43.1 43.1 43.1 43.1 43.1
Total Community Services Department 172.6 171.6 171.6 171.6 171.6
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ir►
Operating Budget-Community Services 3-121
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This page is intentionally left blank. no
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3-122 Operating Budget—Community Services
No
PLANNING, BUILDING,
and PUBLIC WORKS
�• rr
x
�, tr
-
i
ISE , WORK, ANO PLAyt
N P
Administrator
Gregg Zimmerman
1
Administrative
Support
3.1
Development Maintenance Transportation utility
Services Services Systems Systems
40.7 67.3 39.3 26.7 J
Development Street/
p Operations Water
Planning Solid Waste
PW Inspections Waste Water/
and Permits Surface Water Design Surface Water
Building Waste Water/
Inspections and Water Planning Technical
Permits Services
d
Fleet Airport Solid Waste
Note:This department has 178.1 total full-time equivalent employees.
City of Renton Planning/Building/Public Works Department Organization
r
Planning/ Building/Public Works
In this section you will find the Planning/Building/Public Works Mission
+�► Statement with a summary list of core services provided by division.
Following the core services list, we include the mission statements of each
division, along with lists of their core services, expected results of those
services (Outcomes), and accomplishments for the year 2002.
Mission Statement
The Planning/Building/Public Works Department manages and maintains
r�. Renton's utility and transportation systems and conducts land use permitting
and code compliance services in a skillful, professional, and caring manner so
rr as to improve the lives of our residents and business customers.
Division Core Services
Administration—Provide management and direction.
aw • Establish department service levels.
• Prepare department budget.
• Prepare pipe utility rates.
• Provide regional influence.
.�. • Provide leadership and direction.
• Acquire funding partners and grants to build city capital projects.
• Serve as political liaison between department and elected officials.
.rr
• Prepare interlocal service and capital improvement agreements.
Development Services—Create and maintain a safe and pleasant physical
environment.
• Permit plan review and issuance
• Building inspection
• Code enforcement
,.r • Public information
• Preapplication reviews
++�+ • Permit issuance
Operating Budget—Planning/Building/Public Works 3-123
air
no
Maintenance Services—Operate and maintain the City's infrastructure. no
• Division administration
• Street maintenance Nd
• Water maintenance
• Wastewater(sewer/storm) maintenance
• Fleet maintenance
• Solid waste maintenance
Transportation Systems—Plan,design, construct, operate,and maintain
a transportation system.
• Administration services
• Transportation planning and programming o
• Traffic operations and maintenance
• Design and construction management
• Bridge inspection and maintenance
log
• Airport operations and maintenance
Utility Systems—Ensure the public health and safety of the water, ,,,,,,
wastewater, surface water, and solid waste systems.
• Utility engineering, planning, and plan review
.rr
• Capital improvement program implementation
• Garbage collection management .�■r
• Data and database management, and GIS
• Property management
• Regulatory compliance and monitoring
• Environmental education .rr
• Regional representation and coordination
An overview of the Department of Planning/Building/Public Works
expenditures is shown in figure 3-9, followed by expenditures by division
.rr
and category.
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3-124 Operating Budget—Planning/Building/Public Works
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Figure 3-9. Planning/Building/Public Works Overview
Expenditure Comparison
$50,000,000 ••�,.�........... ...�............#...........*...........
rw $40,000,000 -i.. �' •�-
$30,000,000
$20,000,000
$10,000,000
$0
am 1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
r� Expenditure Budget by Division-Planning/Building/Public Works
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
r� Administration 286,099 334,400 297,909 334,900 337,800 0.1% 0.9%
Development Services 2,820,630 3,038,700 2,896,697 3,069,800 3,093,700 1.0% 0.8%
Maintenance Services 16,110,775 18,464,200 17,597,323 17,830,200 17,864,200 -3.4% 0.2%
Transportation Systems 3,867,372 4,169,700 3,852,459 4,200,100 4,222,600 0.7% 0.5%
Utility Systems 23,806,483 23,252,900 21,641,946 21,070,700 21,088,100 -9.4% 0.1%
rrr Operating Total 46,891,359 49,259,900 46,286,334 46,505,700 46,606,400 -5.4% 0.2%
Airport CIP 831,930 1,409,956 933,310 785,000 785,000 -44.3% 0.0%
Total 47,723,289 50,669,856 47,219,644 47,290,700 47,391,400 -6.7% 0.2%
tirir
rr
Expenditure Budget by Category-Planning/Building/Public Works
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 8,265,518 9,110,900 8,634,431 8,968,200 9,067,000 -1.6% 1.1%
Part-Time Salaries 268,190 410,300 298,938 419,300 419,300 2.2% 0.0%
Overtime 168,266 184,100 192,615 194,500 196,300 5.6% 0.9%
circ Personnel Benefits 2,185,062 2,454,400 2,233,240 2,461,700 2,461,700 0.3% 0.0%
Supplies 1,430,976 1,857,200 1,661,486 1,888,100 1,888,100 1.7% 0.0%
Other Services and Charges 18,206,765 20,160,900 18,693,637 19,733,900 19,734,000 -2.1% 0.0%
rr
Intergovernmental Services 2,911,406 4,586,000 4,412,009 2,923,200 2,923,200 -36.3% 0.0%
Capital Outlay 1,190,854 1,266,700 1,191,313 1,210,100 1,210,100 -4.5% 0.0%
m„r Debt Service 3,696,624 5,840,100 5,889,095 3,784,300 3,784,300 -35.2% 0.0%
Interfund Payments 8,567,698 3,389,300 3,079,570 4,922,400 4,922,400 45.2% 0.0%
Operating Total 46,891,359 49,259,900 46,286,334 46,505,700 46,606,400 -5.6% 0.2%
Airport CIP 831,930 1,409,956 933,310 785,000 785,000 -44.3% 0.0%
Total 47,723,289 50,669,856 47,219,644 47,290,700 47,391,400 -6.7% 0.2%
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Operating Budget-Planning/Building/Public Works 3-125
■rr
Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
Personnel Costs (-$142,000—All Divisions) rr
Departmental salary adjustments will be limited to step increases, longevity,
and payroll true-ups due to contract negotiations during budget deliberations. rr
Salary true-ups are performed every two to three years. Benefits will include
retirement increases effective 07/01/03.
CIP Overtime($10,000—Development Services)
Funding has been added to pay overtime for inspections on CIP projects.
This addition will have offsetting revenue through reimbursements from the
respective CIP projects.
Electricity/Pumping ($57,300—Maintenance and Transportation
Systems)
Puget Sound Energy has proposed a 5 percent rate increase for electricity in
2003. .r
King County Wastewater Treatment Charge (-$154,300—Maintenance)
The amount budgeted for this charge will be reduced to reflect an estimated
decrease in wastewater usage.
Interfund Payments ($124,600—Maintenance and Utility Systems)
A 3 percent increase will be added to interfund payments to reflect an increase
in cost of service.
Intermittent Salaries for Office Operations ($16,000—Airport)
wr1
Funding will be added to pay salaries for an intermittent employee to assist
the Airport Manager in daily operations.
Airport CIP Projects ($517,000—Airport)
Additional funding will be added to the Airport CIP for the Air Side/Land
Side Program and the Signage and Pavement Program.
Professional Services for City's Survey Network ($57,200—Technical ..i
Services)
Funding will be restored to the 2001 level to cover the costs of maintaining r
the City's Survey Network. This addition will have offsetting revenue through
reimbursements from Utilities CIP projects and the Transportation Systems
Division.
.rr
3.126 Operating Budget—Planning/Building/Public Works
.err
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Taxes (-$112,100-Utility Systems)
The amount budgeted for taxes will be reduced to reflect an estimated
decrease in water and sewer usage.
�r
Garbage Contractor(-$300,000-Utility Systems)
The amount budgeted for the Garbage contract will be reduced to reflect an
estimated decrease in commercial usage.
nrr Transfer to the Waterworks CIP Fund ($450,000-Utility Systems)
Additional funding will be added to the transfer to the Waterworks CIP Fund.
Public Works Trust Fund ($125,200-Utility Systems)
Two new trust funds will be added: Maplewood Water Treatment and
r.. Pipeline for Wells 1, 2, and 3.
Limited-Term Position to Regular($0-Street Maintenance)
In the Street Fund, one limited-term Transportation Planner in the
Engineering division has been moved to the Maintenance division and
converted to a regular position Street Maintenance worker.
Stang Levels by Division-Planning/Building/Public Works
irr 2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Administration 4.1 4.1 4.1 4.1 4.1 0.0% 0.0%
Itrr Development Services 40.7 40.7 40.7 40.7 40.7 0.0% 0.0%
Transportation Systems 39.8 39.8 39.8 39.3 39.3 -1.3% 0.0%
Utility Systems 25.3 26.7 26.7 26.7 26.7 0.0% 0.0%
Maintenance Services 66.3 66.3 66.3 67.3 67.3 1.5% 0.0%
Total Planning/Building/Public Works 176.2 177.6 177.6 178.1 178.1 -0.3% 0.0%
No
Divisions by Fund Number
.rr
The Planning/Building/Public Works Department includes the operations of
the following divisions:
000 General Fund Administration
�. 000 General Fund Development Services
103 Street Fund Transportation Systems
402 Airport Fund
401 Waterworks Utility Fund Utility Systems
403 Solid Waste Fund
451 Bond Fund
,�. 000 General Fund Technical Services
103 Street Fund Maintenance Services
401 Waterworks Utility Fund
403 Solid Waste Fund
Operating Budget-Planning/Building/Public Works 3-127
Administration Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Administration Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement r
Provide leadership, resources, and regional influence to enable the department
to meet its duties in a manner that is responsible to the needs of our customers rrr
and consistent with the City Business Plan goals.
Core Services no
• Establish department service levels.
• Prepare department budget. No
• Prepare pipe utility rates.
• Provide regional influence. no
• Provide leadership and direction.
• Acquire funding partners and grants to build city capital projects. 01i
• Serve as political liaison between department and elected officials.
rrr
• Prepare interlocal service and capital improvement agreements.
Outcomes .n
• Acquire sufficient funding to perform duties at accepted service levels.
• Establish sufficient revenue stream to manage utilities at established service r
levels.
• Maintain low rates for utility customers. r
• Prepare interlocal service and capital improvement agreements.
• Implement City Business Plan goals.
• Establish department service and activity goals.
• Acquire funding partners and grants to build city capital projects. r
• Establish progress tracking/reporting system.
• Incorporate City of Renton perspectives and needs into regional policy ..
decisions.
• Ensure that the department understands policy objectives. tint
• Ensure that department staff follows policy directions.
• Ensure that policymakers support department activities.
3-128 Operating Budget—Planning/Building/Public Works
No
No 2002 Accomplishments
• Managed and directed the efforts of four of the five divisions of
Planning/Building/Public Works: Development Services, Maintenance
111M Services, Transportation Systems, and Utility Systems to achieve the goals
of the City.
• Ensured that the City's transportation and utilities infrastructure were
maintained and necessary improvements were achieved.
rr. • Provided communication on public works matters to citizens and the media,
and represented the City on various regional planning boards and
committees.
• Continued to keep water and sewer rates at 1996 levels yet still delivered
rrr
quality drinking water and efficient sewers.
Expenditure Budget by Category-Administration
rrr 2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 233,890 267,300 248,854 267,500 270,400 0.1% 1.1%
Part-Time Salaries 1,071 2,200 1,800 2,200 2,200 0.0% 0.0%
Overtime 0 1,300 0 1,300 1,300 0.0% 0.0%
Personnel Benefits 46,728 53,300 43,351 53,600 53,600 0.6% 0.0%
Yrr Supplies 2,443 4,100 1,864 4,100 4,100 0.0% 0.0%
Other Services and Charges 1,967 6,200 2,040 6,200 6,200 0.0% 0.0%
�rrr Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
Debt Service 0 0 0 0 0 N/A N/A
irrr Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 286,099 334,400 297,909 334,900 337,800 0.1% 0.9%
am CIP 0 0 0 0 0 N/A N/A
Total 286,099 334,400 297,909 334,900 337,800 0.1% 0.9%
r Funding Decisions-Administration
2002 Original Budget $334,400
err 2003 Budget Changes
Salaries 200
Benefits 300
Total 2003 Budget $334,900
2004 Forecast Changes
Salaries 2,900
2004 Forecast $337,800
Note
{YIM Salaries:Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contact negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
i1r�1
Operating Budget-Planning/Building/Public Works 3-129
w
Staffing Levels (Full-Time Equivalent Employees—FTE)—Administration
rr�
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 4.0 4.0 4.0 4.0 4.0 0.0% 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 0.0% 0.0%
Total FTE 4.1 4.1 4.1 4.1 4.1 0.0% 0.0%
nW
OWN
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ar
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3-130 Operating Budget—Planning/Building/Public Works Illii
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Development Services Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Development Services Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
Create and maintain a safe and pleasant physical environment by ensuring
.r.. compliance with codes and land use regulations and assisting the public and
the development community through the regulatory process in a polite,
professional, and helpful manner.
Core Services
• Permit plan review and issuance
• Building inspection
• Code enforcement
• Public information
rr. • Preapplication reviews
• Permit issuance
w
Outcomes
• 95 percent or more of new single-family permit applications are reviewed
within two weeks.
• 90 percent or more of inspection requests are responded to within 24 hours.
�w • Average code compliance resolution will be within 15 days.
• 80 percent or more of the completed customer survey cards for the public
information staff are rated good or better
• 90 percent or more of pre-application requests are completed within three
weeks.
• 70 percent or more of issued permits are issued within 24 hours of
r. application.
rrr
r
Operating Budget—Planning/Building/Public Works 3-131
No
2002 Accomplishments rM
• 95 percent of new single-family permit applications in 2001 were reviewed
in two weeks or less. 98 percent of new single-family permit applications No
for the first quarter of 2002 were reviewed in less than two weeks.
• 96 percent of all building inspection requests in 2001 were responded to No
within 24 hours. For the first quarter of 2002, 99 percent of all building
inspection requests were responded to within 24 hours.
• For 2001, we worked on 599 code compliance requests, with an average
resolution time of 15 days. For the first quarter of 2002, this average
resolution time has remained at 15 days.
• For 2001, more than 95 percent of our completed customer comment cards
rated staff good or better. For the first quarter of 2002, this satisfaction rate
has remained greater than 90 percent.
• For 2001, we completed 133 pre-application reviews, all within three weeks MW
of application. For the first quarter of 2002, we have maintained our goal of
completing all pre-application review requests within three weeks.
r
• For 2001, out of 3,696 building permits issued, 2,612 were issued in less
than 24 hours of application (71 percent). Out of a total of 1,644 public
works permits, 705 were issued in less than 24 hours (43 percent). For the No
first quarter of 2002, the percentages of over-the-counter permits remain
close to those experienced in 2001. r
r
r.rr
.rr
No
r
rnr
3-132 Operating Budget—Planning/Building/Public Works
t Expenditure Budget by Category-Development Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
wr Regular Salaries 2,022,624 2,133,000 2,079,704 2,149,100 2,172,800 0.8% 1.1%
Part-Time Salaries 41,858 79,500 56,247 79,500 79,500 0.0% 0.0%
Overtime 38,504 15,600 24,513 25,600 25,800 64.1% 0.8%
r+ Personnel Benefits 511,789 530,000 502,576 532,200 532,200 0.4% 0.0%
Supplies 23,002 25,400 21,777 25,400 25,400 0.0% 0.0%
Other Services and Charges 182,853 255,200 211,880 258,000 258,000 1.1% 0.0%
rr�
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 0 N/A N/A
i Dept Service 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 0 0 N/A N/A
Operating Total 2,820,630 3,038,700 2,896,697 3,069,800 3,093,700 1.0% 0.8%
CIP 0 0 0 0 N/A N/A
Total 2,820,630 3,038,700 2,896,697 3,069,800 3,093,700 1.0% 0.8%
am
Funding Decisions-Development Services
MM 2002 Original Budget $3,038,700
2003 Budget Changes
Salaries 16,100
Benefits 2,200
Increased Overtime for CIP Projects-Offsetting Revenue 10,000
err Fees for Recording Plats 2,800
Total 2003 Budget $3,069,800
2004 Forecast Changes
++ Salaries 23,900
2004 Forecast $3,093,700
Note
Salaries:Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contact negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Stang Levels (Full-Time Equivalent Employees-FTE)-Development Services
2001 2002 2002 2003 2004 Change Change
r
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 38.7 38.7 38.7 38.7 38.7 0.0% 0.0%
Temporary Part-Time 1.1 1.1 1.1 1.1 1.1 0.0% 0.0%
+nw Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 0.0% 0.0%
Total FTE 40.7 40.7 40.7 40.7 40.7 0.0% 0.0%
l�
MW
No
tea
Operating Budget-PlanningBuilding/Public Works 3-133
+rrr
Maintenance Services Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Maintenance Services Division
expenditures, 2003 funding decisions, and staffing levels.
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
provide planning, budgeting, goal-setting, and management; provide
purchasing and inventory support; establish effective liaison and project
coordination; perform administrative, customer service contact, and record
systems management.
Core Services „w
• Division administration
• Street maintenance
• Water maintenance
• Wastewater(sewer/storm) maintenance
• Fleet maintenance
• Solid waste maintenance +�r
Outcomes
• 85 percent of the citizens contacting the division rate our service as
satisfactory.
• A street Overall Condition Index (OCI)rating of 80 is maintained.
• High-quality water is provided in sufficient quantity.
• Surface water flooding and sewer overflows are minimized. No
• Ensure safe, available, and reliable vehicles and equipment.
• Within the resource provided, keep Renton's rights-of-way clean.
2002 Accomplishments
• 82.47 percent of the citizens contacting the division rated our service as
satisfactory.
• The July 2001 OCI rating was 82.
• For CY 2001 water quality met or exceeded regulatory requirements
100 percent of the time.
• In CY 2001, 94 percent of our sanitary sewer customers rated our service
as satisfactory.
• Our customer satisfaction rating for CY 2002 was 89 percent.
• 34.9 tons of debris were removed from rights-of-way in CY 2001.
3-134 Operating Budget—Planning/Building/Public Works
Division by Fund Number
This division consists of Street Fund Maintenance (Fund 103/19),
�w
Waterworks Utility Maintenance (Fund 401/19), Solid Waste Maintenance
(403/19), and Equipment Rental (Fund 501).
Expenditure Budget by Category-Maintenance Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
r�r Regular Salaries 2,724,789 3,029,800 2,859,784 2,972,300 3,005,000 -1.9% 1.1%
Part-Time Salaries 73,691 118,800 60,679 111,800 111,800 -5.9% 0.0%
rril Overtime 88,713 126,500 119,203 126,900 128,200 0.3% 1.0%
Personnel Benefits 815,388 933,500 841,546 935,000 935,000 0.2% 0.0%
Supplies 1,197,830 1,607,200 1,427,327 1,620,600 1,620,600 0.8% 0.0%
am Other Services and Charges 9,173,695 10,339,500 10,089,768 10,196,200 10,196,200 -1.4% 0.0%
Intergovernmental Services 0 0 0 0 0 N/A N/A
Capital Outlay 1,091,321 1,248,700 1,187,617 1,192,100 1,192,100 -4.5% 0.0%
rrs
Debt Service 0 0 0 0 0 N/A N/A
Interfund Payments •945,398 1,060,200 1,011,399 675,300 675,300 -36.3% 0.0%
+rrr Operating Total 16,110,825 18,464,200 17,597,323 17,830,200 17,864,200 -3.4% 0.2%
CIP 0 0 0 0 0 N/A N/A
Total 16,110,825 18,464,200 17,597,323 17,830,200 17,864,200 -3.4% 0.2%
ilk
Funding Decisions-Maintenance Services
rr� 2002 Original Budget $17,979,200
2003 Budget Changes
Salaries -64,100
Benefits 1,500
Reduced King County Wastewater Treatment Charge -154,300
5%Rate Increase in Electricity/Pumping 27,900
Increased Interfund Payment by 3%and Adjusted Interfund Payments
in Water Maintenance and Equipment Rental 40,000
Total 2003 Budget $17,830,200
2004 Forecast Changes
r Salaries 34,000
2004 Forecast $17,864,200
Note
Irul Salaries:Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contact negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
Staffing Levels (Full-Time Equivalent Employees-FTE)-Maintenance Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 61.0 61.0 61.0 62.0 62.0 1.6% 0.0%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0% 0.0%
Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 0.0% 0.0%
Total FTE 66.3 66.3 66.3 67.3 67.3 1.5% 0.0%
rrr
Operating Budget-Planning/Building/Public Works 3-135
rrr
No
Transportation Systems Division
Following the mission statement and lists of core services, outcomes, and
accomplishments, we include charts for Transportation Division expenditures,
2003 funding decisions, and staffing levels.
Mission Statement
Plan, design, construct, operate, and maintain the City's transportation
system to ensure the public health and safety of the general public in a
skillful, professional, and caring manner so as to enhance the lives of our
residents and business customers. The Division aggressively pursues
mobility improvements that benefit Renton and the region consistent with
the Six-Year Business Plan.
.rr
Core Services
• Division administration
• Transportation planning and programming
• Traffic operations and maintenance
• Design and construction management
• Bridge inspection and maintenance
• Airport operations and maintenance
Outcomes
• Provide leadership and administrative support.
• Plan and pursue funding for future multi-modal needs.
• Operate and maintain a safe transportation system.
• Construct new transportation infrastructure.
• Maintain safe structures.
r�rl
• Manage, operate, and maintain the airport to provide a safe, fully leased
facility that is compatible with City policy.
r
2002 Accomplishments
• Coordinated Renton's transportation interests through regional efforts with am
WSDOT/ETP/SCATBd and others.
• Provided administrative support to Division staff, Administrator, Mayor,
and Renton City Council.
• Completed the Renton Transit Needs Assessment Study.
r
3-136 Operating Budget—Planning/Building/Public Works
No
2002 Accomplishments (continued)
• Completed Project Definition Study for SW 27th Street/Strander
Boulevard.
rrw
• Secured over$1.8 million for I-405/NE 44"Interchange, Duvall
Ave./Sunset Boulevard, and Maple Valley Highway.
w.r
• Completed selection of new central Advanced Traffic Management System
(ATMS) and 15 new ATMS traffic signal controllers.
r
• Completed traffic signal design for safety improvement project at
SW 7`" Street and Lind Ave. SW.
• Completed construction of seven concrete railroad crossings.
e Completed design and construction of Monster Road Guardrail.
r
• Completed construction of Oakesdale Phase II and associated wetlands.
e Completed construction of NE Sunset/Anacortes Avenue NE.
rrr
• Secured $150,000 FAA grant for the Security Gate Project.
rrr
• Completed 2002 overlay.
9 Completed design and began construction of the Airport Security Gate
Project.
* Completed airport restaurant demolition and construction of the
seaplane docks.
• Awarded $2,000,000 FAA grant and began design for taxiway, lighting,
and signing improvements.
wr
• Completed 90% of the design of the Logan Avenue Bridge Seismic
Retrofit.
• Completed the Airport Business Plan and began implementing identified
projects/processes.
• Completed an Air Side/Land Side Separation and security plan.
• Installed a U.S. Customs Service building.
... • Improved the implementation of the program designed to reduce aircraft
noise complaints.
.r
Division by Fund Number
The Transportation Systems Division consists of the Street Fund
Transportation Systems (Fund 103/16) and the Airport Fund (Fund 402/16).
wo
No
No
Operating Budget—Planning/Building/Public Works 3-137
rw
M
Expenditure Budget by Category- Transportation Systems rrr
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 1,800,367 2,057,500 1,883,005 2,012,100 2,034,300 -2.2% 1.1% so
Part-Time Salaries 116,272 136,100 132,898 152,100 152,100 11.8% 0.0%
Overtime 40,474 32,100 47,813 32,100 32,400 0.0% 0.9%
ON
Personnel Benefits 449,403 532,100 483,858 534,300 534,300 0.4% 0.0%
Supplies 176,199 178,100 178,573 186,800 186,800 4.9% 0.0%
Other Services and Charges 1,123,970 1,171,900 1,082,141 1,219,000 1,219,000 4.0% 0.0% No
Intergovernmental Services 100,000 0 0 0 0 N/A N/A
Capital Outlay 17,407 18,000 0 18,000 18,000 0.0% -100.0%
Debt Service 0 0 0 0 0 N/A N/A so
Interfund Payments 43,280 43,900 44,171 45,700 45,700 4.1% 0.0%
Operating Total 3,867,372 4,169,700 3,852,459 4,200,100 4,222,600 0.7% 0.5% so
CIP 831,930 1,409,956 933,310 785,000 785,000 -44.3% 0.0%
Total 4,699,302 5,579,656 4,785,769 4,985,100 5,007,600 -10.7% 0.5%
Funding Decisions- Transportation Systems
2002 Original Budget $4,410,700
�j
2003 Budget Changes
Salaries -45,400
Benefits 2,200
Consulting Services for Grant Funding 10,000
Increased Cost of Flex Pass 9,900
Increased Intermittent Help at Airport 16,000 >�
5%Rate Increase for Electricity 29,400
Airport General Liability Increase 24,500
Airport Runway Line Painting 10,800
Increased Airport Major Maintenance for Signage and Pavement 217,000
Increased Airport CIP for Air Side/Land Side Project 300,000
Total 2003 Budget $4,985,100
2004 Forecast Changes
Salaries 22,500
2004 Forecast $5,007,600
Note
Salaries:Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contact negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
go
Staffing Levels(Full-Time Equivalent Employees-FTE)- Transportation Systems
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004 to
Regular 33.0 34.0 34.0 33.0 33.0 -3.0% 0.0%
Temporary Part-Time 1.5 1.5 1.5 1.5 1.5 0.0% 0.0%
Intermittent Part-Time 5.3 4.3 4.3 4.8 4.8 11.0% 0.0%
Total FTE 39.8 39.8 39.8 39.3 39.3 -1.3% 0.0%
rrri
t
3-138 Operating Budget-Planning/Building/Public Works
am
No Utility Systems Division
Following the mission statement and lists of core services, outcomes, and
rr. accomplishments, we include charts for Utility Systems Division
expenditures, 2003 funding decisions, and staffing levels.
,r. Mission Statement
Manage the planning, engineering, construction, and database functions for
the City's solid waste, water, wastewater, surface water, and mapping systems
in a manner that ensures public health and safety, meets all regulatory
requirements,protects environmental resources, is financially sound, and
supports the City's Business Plan Goals.
Core Services
.r. • Utility engineering, planning, and plan review
• Capital improvement program implementation
ow
• Garbage collection management
• Data and database management, and GIS
• Property management
• Regulatory compliance and monitoring
e Environmental education
• Regional representation and coordination
Outcomes
• High quality, lasting infrastructure, and maintained standards
• Reduced maintenance costs
• Cleaner city and efficient, affordable waste collection and disposal
• Efficient storage and retrieval of data, and accurate information
.. • Consistent legal description and survey information; efficient, standardized
plat review
• Compliance with regulations
• Increased environmental stewardship, water conservation, recycling, and
waste reduction
• Maintain regional favor and funding opportunities
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WAN
Operating Budget—Planning/Building/Public Works 3-139
rri
2002 Accomplishments
• Completed review of 90 percent of projects within five working days.
• Completed more than 90 percent of the planned utility capital improvement
program and exceeded 80% of the annual spending plan on capital
improvement projects.
• Collected more than 43 tons of garbage; diverted 26 percent of residential
recyclables for processing and 25 percent of residential yard waste to
compost.
• Missed collection rate was under 5 percent of total collections.
rrr
• Implemented map guide intranet.
• Maintained full compliance status on water system operating permit.
rr�r
• Optimized operation of corrosion control facilities, 100 percent compliance
with lead and copper rule.
r
• Participated in and represented the City in Water Resource Inventory Area
(WRIA) 8 and 9 salmon conservation planning process, WRIA 8 and 9
Watershed Forums, East King County Regional Water Association,
Washington Water Utilities Council, and Central Puget Sound Water
Supplier's Forum, Metropolitan Water Pollution Abatement Advisory
Committee, and Regional Water Quality Committee.
Division by Fund Number
The Utility Systems and Technical Services Division consists of Waterworks
Utility Systems Fund (401/18), Solid Waste Utility Systems Fund (403/18),
Waterworks Revenue Bond Fund (451), and the Technical Services section in
the General Fund (000/017).
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3-140 Operating Budget—Planning/Building/Public Works
r..
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Expenditure Budget by Category- Utility Systems
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular Salaries 1,483,848 1,623,300 1,563,084 1,567,200 1,584,500 -3.5% 1.1%
Part-Time Salaries 35,298 73,700 47,314 73,700 73,800 0.0% 0.1%
Overtime 575 8,600 1,086 8,600 8,600 0.0% 0.0%
r Personnel Benefits 361,804 405,500 361,909 406,600 406,600 0.3% 0.0%
Supplies 31,502 42,400 31,945 51,200 51,200 20.8% 0.0%
Other Services and Charges 7,724,280 8,388,100 7,307,808 8,054,500 8,054,500 -4.0% 0.0%
Intergovernmental Services 2,811,406 4,586,000 4,412,009 2,923,200 2,923,200 -36.3% 0.0%
Capital Outlay 82,126 0 3,696 0 0 N/A N/A
rr� Debt Service 3,696,624 5,840,100 5,889,095 3,784,300 3,784,300 -35.2% 0.0%
Interfund Payments 7,579,020 2,285,200 2,024,000 4,201,400 4,201,400 83.9% 0.0%
Operating Total 23,806,483 23,252,900 21,641,946 21,070,700 21,088,100 -9.4% 0.1%
Mill CIP 0 0 0 0 0 N/A N/A
Total 23,806,483 23,252,900 21,641,946 21,070,700 21,088,100 -9.4% 0.1%
111111110 Note
Allocation for transfer to CIP moved from Intergovernmental Services to Interfund Payments.
rrr Funding Decisions- Utility Systems
2002 Original Budget $20,787,900
2003 Budget Changes
Salaries -56,100
Benefits 1,100
Restored Professional Services to 2001 Level in Technical Services 57,200
Taxes for Utility Gross Receipts Reduced -112,100
Adjusted Mitigation Fee One-Time Expense-Stoneway Relocation -74,000
irrr
Garbage Contractor Payment Adjusted -300,000
Transfer to Capital Improvement Program Increase 450,000
irr New Public Works Trust Funds-Maplewood Water Treatment Improvement
and Pipeline for Wells 1,2,and 3 125,200
3%Interfund Payment Increase 84,600
r Debt Payment to Fund 215 LTGO Debt Reduced-Bonds Have Been -77,100
Redeemed
Revenue Bond Debt Service-Interest Payment Increase 184,000
Total 2003 Budget $21,070,700
2004 Forecast Changes
r
Salaries 17,400
2004 Forecast $21,088,100
Note
am Salaries:Departmental salary adjustments will be limited to step increases,longevity,and payroll true-ups due to
contact negotiations during budget deliberations. Salary true-ups are performed every 2 to 3 years.
it11/
rll�
Operating Budget-Planning/Building/Public Works 3-141
rrr
Staffing Levels(Full-Time Equivalent Employees—FTE)— Utility Systems
r
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Regular 24.8 25.8 25.8 25.8 25.8 0.0% 0.0%
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Temporary Part-Time O.0 0.0 0.0 0.0 0.0 N/A N/A
Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9 0.0% 0.0%
Total FTE 25.3 26.7 26.7 26.7 26.7 0.0% 0.0%
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3-142 Operating Budget—Planning/Building/Public Works
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ar!
Table 3-14. Planning/Building/Public Works Position Listing(1 of 6)
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
a� Administration Division
M49 Ping/Bldg/Public Works Administrator 1.0 1.0 1.0 1.0 1.0
M26 Principal Finance and Admin Analyst 0.5 0.5 0.5 0.5 0.5
a• M24 Principal Finance and Admin Analyst 0.5 0.5 0.5 0.5 0.5
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5
rrr A3 Office Assistant II 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Administration Division 4.1 4.1 4.1 4.1 4.1
rn Development Services Division
Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0
A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 2.0 2.0 2.0 2.0 2.0
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
rwr Total Administration 2.1 2.1 2.1 2.1 2.1
Development and Planning
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
err A23 Senior Planners 3.0 3.0 4.0 4.0 4.0
A19 Associate Planner 1.0 1.0 0.0 0.0 0.0
A18 Land Use Compliance Inspector 2.0 2.0 2.0 2.0 2.0
am
A15 Assistant Planner 1.0 1.0 1.0 1.0 1.0
A5 Secretary 1 1.0 1.0 1.0 1.0 1.0
rrr A3 Office Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
Temporary Part-Time 0.1 0.1 0.1 0.1 0.1
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2
Total Development and Planning 10.3 10.3 10.3 10.3 10.3
Public Works Inspections and Permits
crit M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 0.0 0.0 1.0 1.0 1.0
A23 Engineering Specialist III 3.0 4.0 3.0 3.0 3.0
rrr A21 Lead Construction Inspector 0.0 0.0 1.0 1.0 1.0
A21 Lead Field Engr Specialist 1.0 1.0 0.0 0.0 0.0
A19 Engineering Specialist II 1.0 0.0 0.7 0.7 0.7
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A18 Construction Inspector II 0.0 0.0 4.0 4.0 4.0
ray A18 Field Engineering Specialist 4.0 4.0 0.0 0.0 0.0
A14 Construction Inspector 1 0.0 0.0 1.0 1.0 1.0
A14 Utility Locator/Inspector 1.0 1.0 0.0 0.0 0.0
rrr A13 Engineering Specialist 1 0.7 0.7 0.0 0.0 0.0
A8 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 13.7 13.7 13.7 13.7 13.7
am Temporary Part-Time 1.0 1.0 1.0 1.0 1.0
Total Inspections and Permits 14.7 14.7 14.7 14.7 14.7
arc
Operating Budget-Planning/Building/Public Works 3-143
i
Table 3-14. Planning/Building/Public Works Position Listing (2 of 6)
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
Building Inspections and Permits
M32 Building Official 1.0 1.0 1.0 1.0 1.0
A23 Building Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A18 Building Inspector 2.0 2.0 2.0 2.0 2.0 nril
A18 Building Inspectors/Combination 5.0 5.0 5.0 5.0 5.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A7 Secretary II 1.0 1.0 1.0 1.0 1.0 �I
A10 Permit Technician 2.0 2.0 2.0 2.0 2.0
Total Regular Staffing 13.0 13.0 13.0 13.0 13.0
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Intermittent Part-Time 0.6 0.6 0.6 0.6 0.6
Total Building Inspections and Permits 13.6 13.6 13.6 13.6 13.6
Total Regular Staffing 38.7 38.7 38.7 38.7 38.7 No
Total Temporary Part-Time 1.1 1.1 1.1 1.1 1.1
Total Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9
Total Development Services Division 40.7 40.7 40.7 40.7 40.7 916
Transportation Systems Division
Administration ari
M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0
A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A5 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0
Total Administration 3.0 3.0 3.0 3.0 3.0
Transportation Planning
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
A25 Program Development Coordinator 1 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 (.5 Limited Term) 2.5 2.5 2.5 1.5 1.5
A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0 riri
Total Regular Staffing 6.5 6.5 6.5 5.5 5.5
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0
Total Transportation Planning 6.5 6.5 6.5 5.5 5.5
Transportation Design wo
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 3.0 3.0 2.0 2.0 2.0
A23 Engineering Specialist I I 1 1.0 1.0 1.0 1.0 1.0 Orli
A19 Civil Engineer 1 0.0 0.0 1.0 1.0 1.0
Total Regular Staffing 5.0 5.0 5.0 5.0 5.0
Temporary Part-Time 0.7 0.7 0.7 0.7 0.7
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Transportation Design 6.1 6.1 6.1 6.1 6.1 No
3-144 Operating Budget-Planning/Building/Public Works wo
M
Table 3-14. Planning/Building/Public Works Position Listing(3 of 6)
w.
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
aw Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
rrr A27 Civil Engineer III (0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech II 6.0 6.0 6.0 6.0 6.0
rrr
A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0 1.0
Al2 Traffic Maintenance Worker II 3.0 3.0 3.0 3.0 3.0
A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 16.0 16.0 16.0 16.0 16.0
Temporary Part-Time 0.8 0.8 0.8 0.8 0.8
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Transportation Operations/Maintenance 18.0 18.0 18.0 18.0 18.0
�rrr
Airport
M32 Airport Manager 1.0 1.0 1.0 1.0 1.0
All Airport Maintenance Worker 1.0 2.0 2.0 2.0 2.0
No A5 Secretary 1 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 2.5 3.5 3.5 3.5 3.5
Intermittent Part-Time 3.7 2.7 2.7 3.2 3.2
rrr Total Airport 6.2 6.2 6.2 6.7 6.7
Total Regular Staffing 33.0 34.0 34.0 33.0 33.0
w�rr Total Temporary Part-Time 1.5 1.5 1.5 1.5 1.5
Total Intermittent Part-Time 5.3 4.3 4.3 4.8 4.8
Total Transportation Systems Division 39.8 39.8 39.8 39.3 39.3
Utility Systems Division
Administration
M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0
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A9 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0
A7 Secretary II 1.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 3.5 3.5 3.5 3.5 3.5
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Utility Systems Administration 3.6 3.6 3.6 3.6 3.6
Water Utility Systems
r M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 1.0 1.0 1.0 1.0 1.0
A23 Civil Engineer 11 2.0 2.0 2.0 2.0 2.0
wr A19 Engineering Specialist II 2.5 2.5 2.5 2.5 2.5
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 7.0 7.0 7.0 7.0 7.0
r
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Water Utility Systems 7.4 7.4 7.4 7.4 7.4
rrr
Operating Budget-Planning/Building/Public Works 3-145
wr
Table 3-14. Planning/Building/Public Works Position Listing (4 of 6)
r
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
Wastewater Utility Systems and Technical Services
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Mapping Coordinator 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 2.0 2.0 2.0 2.0
A25 Property Services Agent 1.0 1.0 1.0 0.0 0.0
A23 Engineering Specialist III 2.0 2.0 2.0 3.0 3.0
A19 Engineering Specialist II (1.0 Limited Term) 0.5 1.5 1.5 1.5 1.5
Total Regular Staffing 7.5 8.5 8.5 8.5 8.5
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 ■r�i
Intermittent Part-Time 0.0 0.4 0.4 0.4 0.4
Total Wastewater Utility Sys and Tech Svcs 7.5 8.9 8.9 8.9 8.9
Surface Water Utility Systems t
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0
A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0 rrrr
A19 Engineering Specialist II 1.0 1.0 1.0 1.0 1.0
A13 Engineering Specialist 1 0.3 0.3 0.3 0.3 0.3 r
Total Regular Staffing 5.3 5.3 5.3 5.3 5.3
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3
Solid Waste Utility Systems
M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0 1.0 rrr
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Solid Waste Utility Systems 1.5 1.5 1.5 1.5 1.5
Total Regular Staffing 24.8 25.8 25.8 25.8 25.8 rrtr
Total Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Total Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9
Total Utility Systems Division 25.3 26.7 26.7 26.7 26.7
Maintenance Services Division
Maintenance Administration rrw
M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0
A26 Public Works Maintenance Manager 0.5 0.5 0.5 0.5 0.5
no
A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0
A17 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 1.0
A7 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0 MA
A7 Secretary II 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant III 0.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 1.0 0.0 0.0 0.0 0.0 r�
Total Regular Staffing 6.5 6.5 6.5 6.5 6.5
Temporary Part-Time 0.6 0.6 0.6 0.6 0.6
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Maintenance Administration 7.2 7.2 7.2 7.2 7.2
3-146 Operating Budget-Planning/Building/Public Works
iio
if Table 3-14. PlanningBuilding/Public Works Position Listing (5 of 6)
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
or Streets/Solid Waste Maintenance Services
A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0 2.0
No Al2 Maint Services Worker III/Street 9.0 9.0 8.0 10.0 10.0
A8 Maint Services Worker II/Street 3.0 3.0 3.0 3.0 3.0
A4 Solid Waste Mtc Worker 1.0 1.0 1.0 1.0 1.0
I� Total Regular Staffing 15.0 15.0 15.0 16.0 16.0
Intermittent Part-Time 1.1 1.1 1.1 1.1 1.1
r Total Streets/Solid Waste Maint Sery 16.1 16.1 16.1 17.1 17.1
Wastewater/Surface Water Maintenance Services
M26 Public Works Maintenance Manager 0.4 0.4 0.4 0.4 0.4
A23 Wastewater Maint Supr(Waste/Surface Water) 1.0 1.0 1.0 1.0 1.0
A16 Lead Maintenance Services Worker 0.0 0.0 0.0 1.0 1.0
A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 0.0 0.0 0.0 5.0 5.0
A08 Maintenance Svc Wkr II (Waste/Surface Water) 7.0 7.0 7.0 1.0 1.0
i Total Regular Staffing 10.4 10.4 10.4 10.4 10.4
Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Waste Water/Surface Water Maint Sery 12.1 12.1 12.1 12.1 12.1
Water Maintenance Services
owM33 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0
M26 Public Works Maintenance Manager 0.1 0.1 0.1 0.1 0.1
A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0
IWO A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0
A15 Water Treatment Plant Operator 2.0 2.0 2.0 2.0 2.0
Al2 Maintenance Services Worker III 9.0 9.0 7.0 7.0 7.0
A8 Maintenance Services Worker II 1.0 1.0 3.0 3.0 3.0
A5 Meter Reader 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 21.1 21.1 21.1 21.1 21.1
rrr Intermittent Part-Time 0.5 0.5 0.5 0.5 0.5
Total Water Maintenance Services 21.6 21.6 21.6 21.6 21.6
Cllr
Operating Budget-Planning/Building/Public Works 3-147
�r
Table 3-14. Planning/Building/Public Works Position Listing(6 of 6)
2001 2002 2002 2003 2004
Grade Title Actual Budget Actual Budget Forecast
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0
A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 2.0 2.0
A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0
A9 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0
A9 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 we
Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part-Time 0.8 0.8 0.8 0.8 0.8 No
Total Equipment Maintenance Services 9.3 9.3 9.3 9.3 9.3
Total Regular Staffing 61.0 61.0 61.0 62.0 62.0 No
Total Temporary Part-Time 1.6 1.6 1.6 1.6 1.6
Total Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7
Total Maintenance Services Division 66.3 66.3 66.3 67.3 67.3 so
Total Regular Staffing 161.5 163.5 163.5 163.5 163.5
Total Temporary Part-Time 4.2 4.2 4.2 4.2 4.2
Total Intermittent Part-Time 10.5 9.9 9.9 10.4 10.4 No
Total Public Works Department 176.2 176.2 177.6 178.1 178.1
11111110
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3-148 Operating Budget-Planning/Building/Public Works
OTHER CITY SERVICES
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. ii
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-- Other City Services
In this section you will find the Other City Services Mission Statement,
an overview of Other City Services expenditures (figure 3-10), followed by
expenditures by division and category.
Mission Statement
r. Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
The Finance and Information Services Department manages this accounting
department. The primary activity is to receive revenue and to make property
and liability payments to the insurance fund, interfund payments,
intergovernmental payments, limited general obligations debt payments, and
employee termination payments.
An overview of Other City Services expenditures is shown in figure 3-10,
followed by expenditures by division and category.
Figure 3-10. Other City Services Overview
rrr Expenditure Comparison
$10,000,000
$8,000,000 •.�►.. -.........
yrrr ♦•'''
$6,000,000
$4,000,000 •+ ••
rrr $2,000,000 �•
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget forecast
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Operating Budget—Other City Services 3-149
ago
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Expenditure Budget by Division-Other City Services
2001 2002 2002 2003 2004 Change Change go
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Other City Services 7,991,038 6,521,458 7,363,889 5,468,300 5,024,900 -16.1% -8.1%
Limited Tax General Obligation 2,726,156 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1%
Bonds
Operating Total 10,717,194 9,389,816 10,226,253 8,029,000 7,586,900 -14.5% -5.5%
CIP 0 0 0 0 0 N/A N/A
Total 10,717,194 9,389,816 10,226,253 8,029,000 7,586,900 -14.5% -5.5%
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Expenditure Budget by Category-Other City Services
2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Salaries 0 0 26,420 1,542,700 1,215,400 100.0% -21.2%
Retirement/Term Payments 12,216 125,000 185,226 125,000 125,000 0.0% 0.0% aw
Disaster Response Overtime 217,927 25,000 0 0 0 -100.0% N/A
Personnel Benefits 220,642 182,200 234,228 641,600 525,500 252.1% -18.1%
arlitt
Supplies 1,319 0 0 0 0 N/A N/A
Other Services and Charges 1,887,968 1,858,400 2,589,278 2,104,800 2,104,800 13.3% 0.0%
Intergovernmental Services 5,593,892 4,330,858 4,323,494 1,054,200 1,054,200 -75.7% 0.0% rrrr
Capital Outlay 57,074 0 5,243 0 0 N/A N/A
Operating Total 7,991,038 6,521,458 7,363,889 5,468,300 5,024,900 -16.1% -8.1%
Illlii
CIP 0 0 0 0 0 N/A N/A
Total 7,991,038 6,521,458 7,363,889 5,468,300 5,024,900 -16.1% -8.1%
Expenditure Budget by Category-Limited Tax General Obligation Bonds-Other City Services
2001 2002 2002 2003 2004 Change Change ke
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Debt Service
Principal 1,441,447 1,229,300 1,229,269 1,028,500 1,468,500 -16.3% 42.8% so
Interest 574,709 1,084,700 1,078,893 1,532,200 1,093,500 41.3% -28.6%
Operating Transfer Out 710,000 554,358 554,202 0 0 -100.0% N/A
r1i
Total Limited Tax General 2,726,156 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1%
Obligation Bonds
CIP 0 0 0 0 0 N/A N/A no
Total 2,726,156 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1%
No
No
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No
3-150 Operating Budget-Other City Services
w.y
Major Department Changes for 2003
Major department changes are given below, followed by staffing levels.
Transfer to Fund 316 (-$720,000)
Will reduce the budgeted transfer to the Capital Improvement Fund
(Fund 316) to $1,000,000 for 2003.
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Liability Insurance ($188,500)
Expenditures will be increased to $1,374,700,per contract.
r Disaster Response Overtime (-$25,000)
Will reallocate to Fire Department.
Telephone ($50,000)
Will increase the telephone budget to 2001 level to reflect actual costs.
Election Costs (-$5,000)
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Actual costs are estimated to be $20,000 for 2003.
Staffing Levels by Division—Other City Services
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2001 2002 2002 2003 2004 Change Change
Actual Adj Budget Actual Budget Forecast 2002/2003 2003/2004
Other City Services 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Limited Tax General Obligation 0.0 0.0 0.0 0.0 0.0 N/A N/A
Bonds
Total FTE 0.0 0.0 0.0 0.0 0.0 N/A N/A
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Divisions by Fund Number
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This department is part of the General Fund (000): Other City Services (005).
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Operating Budget—Other City Services 3-151
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3-152 Operating Budget—Other City Services mw
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Shm&*l age 9,(akeridge A r
Shrena,age&Tiff—Park
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Performance Indicators
In 1996, the City of Renton formed a special committee to research
performance-based systems in other public and private organizations and
to identify meaningful performance indicators for the City of Renton.
This committee involved all City departments in the performance indicator
research. The committee identified several guiding performance
indicator principles:
• Performance indicators must be flexible.
• Departments and organizational units must own the performance indicators.
• Indicators should be developed in an inclusive manner that allows for clear
•"' understanding of organizational priorities to allow departments to align
with overall City lines of business.
.r,
The committee worked through 1998 to complete the following actions:
• They developed an assessment of current practices used to measure each
r. City department's indicator, and they published a catalog of those
indicators.
• They surveyed local, County, and State governments that have recently
undertaken performance indicator modifications to understand the
..r experience and results each entity was able to achieve. The committee
published the findings of this effort in the Performance Indicator
Interim Report.
• They designed and implemented an outcome management pilot project
for the Public Works Division to evaluate the change in performance
outcomes when using a system that seeks to understand internal and
external customer expectations and to build specific accountability for
�• specific results.
• They created a template to model department and division relationships
r.. in line with business concepts. This model maps a process that connects
citywide goals, measurable outcomes, program outputs, and resource and
program inputs for all entities in the City structure. The City used portions
of this model in the 1999-2000 budget-development process. The
committee believes that further refinement and implementation of the
model in budget development and actual operations could help the City
of Renton continue to work toward the completion of its business plan.
Performance Indicators 4-1
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The committee noted the importance of developing a system that is mission
driven, customer oriented, and results focused. This system should also link
resource allocation and organizational results. Performance indicators and
monitoring systems serve as one mechanism to link an organization's strategic
plan to its budget. The research and analysis of performance indicator systems
is consistent with the City Business Plan. Renton is committed to finding
appropriate ways to study and measure the benefits and outcomes of all its
activities and services.
Although the current measurement systems maintained within each
department provide a useful understanding of various outputs and workloads, no
a sense of how the outputs achieve the desired outcomes may be missing in
some cases. Benchmarks that measure success are another important element
that the City needs for the true management of desired outcomes. no
Building from the work of the pilot program in the Public Works Maintenance to
Division, a system of outcome management was introduced citywide during
the last quarter of 2000. The City intends, over the next several years, to
weave outcome management into its organizational fabric and the way it does
business. In future years, this section of this document will include some of
the results and findings of this effort.
The following tables give a sampling of the existing performance and
workload indicators currently tracked within each City department. uri
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4-2 Performance Indicators
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Table 4-1. Community Services Performance and Workload Indicators(1 of 2)
2000 2001 2002 2002 2003
Facilities Actual Actual Forecast Actual Forecast
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Work Orders Processed 2,668 2,550 2,850 2,150 2,500
Vandalism,$ $4,771.14 $5,500 $3,400 $3,030 $2,200
Total Square Feet Maintained/City Buildings 412,000 412,000 412,000 550,470 747,170
am City Custodial Staff, Number of Square Feet Per 21,300 21,300 21,300 21,300 21,300
Custodian Per Day
Parks-Maintenance
Maintenance Facilities
Developed Parks-Acres Maintained 253.74 254.68 254.68 254.68 254.68
Im Developed Parks Maintained 26 26 26 26 26
Open Space-Acres Maintained 732.67 732.67 732.67 732.67 734.73
Municipal Building Grounds-Number of Sites 11 11 11 11 11
No Trails Maintained, Miles 12 12.5 12.5 12.5 12.5
Mowing,Acres 150 150 150 150 149
00 Bark Beds,Square Feet 271,929 271,929 271,929 271,929 271,929
Ball Fields 14 14 14 14 14
Soccer Fields 6 6 6 6 6
Street Miles Maintained 9.5 9.5 10.5 10.5 10.5
Traffic Islands/Parks/Gateways-Number of Sites 7 8 8 8 8
Contracted Maintenance Services/Sites 22 22 22 22 21
Contracted Maintenance Services Miles/Acres 23.5/8 23.5/8 23.5/8 23.5/8 23.7/8
Parks-Maplewood Golf Course
Revenue from Green Fees $1,218,332 $1,267,200 $1,340,000 $1,212,443 $1,200,000
Number of Golf Rounds 71,667 71,000 72,000 64,581 66,000
me Revenue from Driving Range $314,299 $370,000 $340,000 $364,312 $343,000
Number of Driving Range Tokens Sold 80,383 80,000 87,000 95,051 95,100
Revenue from Banquet Facility, Restaurant,and Lounge $222,571 $200,000 $185,000 $194,228 $199,500
Revenue from Sale of Merchandise $197,466 $195,000 $195,000 $166,712 $192,100
Revenue from Golf Cart, Pull Cart,and Club Rentals $232,383 $217,000 $192,500 $223,330 $217,000
rwr Miscellaneous Revenue/Investment Interest $69,874 $50,000 $30,000 $125,209 $82,100
Recreation-Recreation Services
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Athletic Programs 96,376 119,422 90,000 126,534 100,000
Teen Programs 4,003 6,456 6,000 5,026 5,500
Highlands Neighborhood Center 12,916 39,997 38,900 74,644 50,000
am North Highlands Neighborhood Center 31,950 17,181 17,600 29,576 25,000
Summer Programs 20,278 35,000 25,000 43,780 35,000
Developmentally Disabled 10,855 11,317 9,725 10,327 9,725
am Picnic Shelter Rentals 27,487 33,330 34,000 32,023 29,200
After-School/Neighborhood Programs and Park Use 106,798 104,017 90,000 116,389 95,000
Aw Special Events 34,596 37,136 25,000 32,434 30,500
Carco/Theatre/Cultural Arts Program 30,156 28,814 34,000 30,000 32,000
Renton Community Center 220,000 225,000 225,000 220,000 220,000
No
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Performance Indicators 4-3
A*
Table 4-1. Community Services Performance and Workload Indicators(2 of 2) go
2000 2001 2002 2002 2003
Recreation - Renton Community Center Actual Actual Forecast Actual Forecast
Fitness (weight room) 27,080 39,000 40,000 42,600 42,000
Gym Programs 42,295 37,500 43,000 36,400 37,000
Racquetball/Wallyball 4,396 4,100 4,500 3,580 3,500
Classroom Rentals 4,191 4,300 5,000 5,540 5,000
Banquet Room Rentals 25,270 24,600 25,000 20,810 21,000
Classes 53,002 65,000 60,000 54,040 55,000
Recreation-Renton Senior Activity Center
Renton Senior Activity Center 144,600 142,000 146,000 137,700 138,000
Total Lunch Meals Served 23,295 21,365 23,000 21,006 21,500 1
Medical Clinic(total visits) 1,326 1,392 1,400 1,420 1,450
Foot Care(total visits) 1,385 1,426 1,500 1,208 1,300
Blood Pressure by Volunteer Nurses 4,224 4,125 4,200 3,840 3,900
Meals on Wheels 16,639 20,599 18,500 22,347 22,500
Mental Health(total visits) 210 125 200 121 150 No
Transportation(one-way trips provided) 6,850 5,950 7,000 4,850 4,900
Human Services r
Renton Resource Directories Distributed 16,600 15,300 18,500 22,000 24,000
Scholarships Distributed 94 140 150 145 120
Victims of Domestic Violence Contacted by Letter 520 520 550 690 N/A
Victims Assisted by the Court Advocate 364 300 468 350 N/A
Households Assisted by the Housing Repair Assistance 154 157 175 144 150 rr
Program
Number of Critical Emergency Repairs/Housing Repair 236 210 200 606 540
Assistance Program
Library
Registered Library Card Holders 34,858 28,374 36,000 34,003 35,000
Registered City Card Holders 26,149 21,176 28,000 25,162 24,000
Registered King County Library System Card Holders 8,593 7,198 8,000 8,841 9,000
Total Library Circulation 352,334 382,443 375,000 456,982 470,000
Total Holdings Added 8,042 11,118 8,000 13,767 11,000
Total Holdings 147,818 148,758 140,000 155,463 150,000
Total Titles Added 6,818 7,286 7,000 8,402 7,000 ■IM
Total Titles 104,073 106,281 100,000 110,832 105,000
Titles Borrowed From Other Libraries-Interlibrary Loan 408 527 400 453 400
so
Renton Library Titles Loaned 2,244 2,956 2,000 3,304 3,500
Interlibrary Loan Borrowing Libraries 416 623 400 737 800
Internet 4,417 6,509 6,000 10,728 15,000 so
Museum Outreach 1,200 4,205 4,000 719 800
Museum Visitors 9,200 3,307 3,500 2,618 2,900 we
as
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4-4 Perfonnance Indicators
r Table 4-2. Economic Development Performance and Workload Indicators
2000 2001 2002 2002 2003
Actual Actual Forecast Actual Forecast
Neighborhood Liaisons to Which Training and Support 8 15 8 18 20
Are Provided
Code Amendments Adopted 12 8 10 22 10
Comp Plan Amendments Completed 11 4 10 2 10
Annexations/Pre-zones Analyzed and/or Completed 4 9 3 0 6
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Performance Indicators 4-5
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Table 4-3. Administrative, Judicial, and Legal Services Performance and Workload Indicators
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2000 2001 2002 2002 2003
Mayor's Office Actual Actual Forecast Actual Forecast
Renton's Web Site Total Hits for the Year 720,190 1,131,971 1,169,775 1,672,066 1,915,821
go
New Resident Welcome Packets Mailed Out 181 900 950 1,126 1,250
Court Services
Jury Trials Set 830 711 750 797 770 10
Jury Trials Heard 30 18 30 14 30
Non-Jury Trials Set 241 250 260 204 220 go
Non-Jury Trials Heard 44 20 30 17 20
Interpreters Used 271 398 400 349 380
Pre-Sentence and Evaluations 221 246 250 256 250
Probation(monthly average) 318 412 440 424 430
Court Cost Recoupment
Public Defense $136,456 $136,239 $130,000 $136,823 $130,000
Probation $176,548 $162,250 $150,000 $153,818 $150,000
Hearing Examiner
Total Cases 95 107 112 48 65
Types of Cases Filed
Property Forfeitures 6 3 6 3 4
Vehicle Impounds 9 9 10 5 7
SEPA Appeals 4 5 5 2 3
Administrative Appeals 5 10 12 2 3
Other Jurisdiction Cases 18 4 11 1 2 a
Conditional Use Permits 10 5 7 8 10
Preliminary Plats 8 18 18 7 9
Site Approvals 12 8 11 6 8 ■W
Short Plats 5 14 11 8 9
Variances 7 5 6 1 2
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Special Permit for Fill and Grade 3 1 3 2 3
Waiver of Street Improvements 0 0 0 0 0
Rezones 2 15 10 1 2 rrrl
Shoreline Management 6 1 3 2 3
City Clerk
Ordinances Processed 63 49 50 60 65
Resolutions Processed 57 63 60 61 65
New Contracts 184 202 200 218 225
Contract Addenda 59 58 50 71 75
New Index Cards(mainframe) 866 810 1,500 885 900
Videos Produced(excluding Council Meetings) 25 13 26 12 20
Council Minutes Published 41 42 42 42 42
Recorded Documents 200 175 200 190 200 its
4-6 Performance Indicators
X111
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No
Table 4-4. Fire Department Performance and Workload Indicators
2000 2001 2002 2002 2003
Operations Actual Actual Forecast Actual Forecast
ow Fire Rating(Washington Survey and Rating Bureau) 3 3 3 3 3
Number of Fire Stations(Includes District No.25) 5 5 5 5 5
Average Response Time—Fire, Minutes 5.0 5.5 5.1 5.3 5.3
aw Average Response Time—Aid, Minutes 4.7 4.7 4.7 5.0 5.0
Responses
Life Support 5,714 6,030 6,137 5,963 6,000
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Structure Fires 121 103 130 99 120
Vehicle Fires 94 96 98 80 95
rrr Other Fires 160 149 200 186 190
Overpressure Ruptures 55 52 60 61 60
Hazardous Conditions 169 205 270 184 190
r Service 415 541 550 483 500
Good Intent 237 264 310 246 260
False Alarms—Malicious 60 57 85 71 75
False Alarms—Other 848 768 850 854 850
All Other 22 8 9 6 10
r Total Responses 7,895 8,416 8,699 8,233 8,350
Fire Prevention
+�++� UFC Inspections 2,192 2,269 2,300 2,261 2,300
UFC Reinspections 1,052 1,093 1,100 1,189 1,100
Fire Protection/Plans Reviewed 567 523 560 667 575
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Hazardous Materials(HazMat)Plans Reviewed 64 31 55 36 35
Public Education Programs 87 97 110 257 200
Fires Investigated 38 52 52 48 50
Actual and Budgeted Revenues $108,363 $111,399 $108,000 $98,147 $96,900
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Performance Indicators 4-7
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Table 4-5. Police Department Performance and Workload Indicators
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2000 2001 2002 2002 2003
Patrol Services Actual Actual Forecast Actual Forecast
Calls for Service 45,744 47,221 50,000 50,675 52,500
No
Traffic Accidents Investigated 1,696 1,766 1,800 1,675 1,800
Investigation
Clearance Ratio,% 70.5% 87.0% 75.0% 73.20% 75.00% Orli
Total Crimes Investigated 8,211 9,172 8,300 9,426 8,300
Staff Services
Case Reports 11,938 12,164 12,500 12,473 12,500
Citations 12,290 12,120 12,500 12,386 12,500
Auxiliary Services
Electronic Home Detention(EHD)
EHD Days 12,856 13,170 14,000 12,282 14,000
Average Daily Population 35.0 36.0 40.0 34 40
Jail
Bookings 3,380 3,160 3,600 3,665 4,000
Jail Days 42,935 45,359 46,000 53,780 55,000
Average Daily Population 68 60 60 65 65
Average Daily Outplacement 15 25 25 43 50
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4-8 Performance Indicators
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Table 4-6. Planning, Building and Public Works Department Performance and Workload Indicators(I of 2)
2000 2001 2002 2002 2003
Administration Actual Actual Forecast Actual Forecast
MW Completed Utility CIP Monthly Transfers,$ $721,885 N/A N/A N/A N/A
Support to Board of Public Works 100% N/A N/A N/A N/A
Regional Representation on Issues 100% N/A N/A N/A N/A
Development Services
Building Permit Valuation $238,424,000 $187,148,515 $148,000,000 $185,463,800 $180,000,000
rr� Building Permit Revenue $2,717,347 $2,216,606 $1,600,000 $2,582,800 $2,400,000
Building Permits Processed 4,626 4,756 4,800 4,078 4,000
Land Use Applications Processed 172 174 150 149 150
rar Public Works Permits Processed 575 668 500 450 480
Water Meter Applications 443 520 380 320 270
+rrri Transportation Systems
Complete Construction of 80%TIP Projects 4 9 4 7 6
Complete Design of 80%TIP Projects 5 10 3 4 4
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Complete Planning of 80%TIP Projects(New) 0 0 7 7 5
Respond to Customer Service Requests 1,701 1,911 1,911 1,821 2,003
Respond to Work Order Requests 6,932 7,861 7,861 7,472 8,219
CTR Program 80%Designed/Implemented 23/100% 29/96% 30/100% 27/100% 29/100%
IMUtility Systems
Water Utility
Construction of CIPs Completed, Number 4 7 8 7 6
r�r Design of CIP Completed,Number 6 6 6 6 4
Outside Funding for CIP Projects,% 1% 0% 28% 18% 7%
Wastewater Utility
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Construction of CIPs Completed,Number 3 5 4 4 6
Design of CIP Completed, Number 3 2 6 3 7
r Outside Funding for CIP Projects,% 4% 0% 0% 0% 0%
Surface Water Utility
Construction of CIPs Completed,Number 4 6 5 6 6
rrrr Design of CIP Completed, Number 6 8 8 7 8
Outside Funding for CIP Projects,% 27% 0% .05% 1.50% 0.50%
rrr Responded to Customer Service Requests 65 60 65 65 70
Awarded Discount on Flood Insurance Rates,% 15% 15% 15% 15% 15%
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Solid Waste Utility
Special Collection Events,Total Tons 2/166 2/156 2/130 2/234 2/100
Household Hazardous Waste Workshops, Number 20 26 25 0 20
go Residential Diversion,% 55% 55% 59% 53% 55%
Multifamily Diversion,% 16% 20% 18% 16% 16%
Solid Waste,Garbage Total Tons 48,600 46,177 48,000 42,372 43,000
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Performance Indicators 4-9
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Table 4-6. Planning, Building and Public Works Department Performance and Workload Indicators(2 of 2)
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2000 2001 2002 2002 2003
Maintenance Services Actual Actual Forecast Actual Forecast
Street Maintenance
Utility Cut Patching,Square Feet 55,500 51,335 67,045 57,793 68,300
Cracked Sealed City Streets,Lineal Feet 150,000 79,666 91,131 138,676 92,100
Streetside Vegetation Mowing,Swath Miles 480 563 552 536 550 No
Snow/Ice Control, Lane Miles 6,500 538 1,988 519 2,000
Sidewalk Repairs,Labor Days 300 285 332 234 332
NMI
Surface Water Maintenance
Clean Storm Lines, Lineal Feet 80,000 51,836 91,713 77,099 91,000
Refurbish Catch Basins 35 69 60 39 55 016
Clean Catch Basins 850 1,305 1,400 1,510 1,350
TV Inspections, Feet 20,000 1,081 1,000 7,338 1,500
so
Backup Reduction,Catch Basins 50 6,730 6,421 11,908 6,500
Water Maintenance
Conduct Leak Detection on Water Mains/Lineal Feet 27,000 41,341 13,900 7,896 14,000 No
Test City Water for High Quality,Samples 1,400 406 1,200 404 1,200
Inspect/Operate Hydrants 5,525 5,976 5,900 5,999 5,900
Meter Reading, Routes 555 423 480 587 480 rr11
New Main Connections,Tie-in 130 63 70 110 65
Wastewater Maintenance(Sewer) so
Clean Sewer Line,Lineal Feet 90,000 136,766 140,763 193,145 140,500
TV Inspect,Lineal Feet 23,800 57,718 27,244 56,558 28,000
Wet Well Washing 240 244 228 242 228 N
Root Cut Lines, Lineal Feet 22,000 20,963 18,163 42,860 18,000
Manhole Cleaning 1,000 1,344 1,225 1,632 1,300
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Solid Waste/Litter Control Program
Trash Collected,Tons 40 63 38 83 38
Equipment Services ro
Vehicle Services and Repairs 3,400 2,550 2,600 2,745 2,600
Replacement, Number of Vehicles 23 39 30 31 34
No
Outfitted, Number of Vehicles 8 10 12 11 10
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4-10 Performance Indicators
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Table 4-7. Finance and Information Services Department Performance and Workload Indicators
2000 2001 2002 2002 2003
Utility Billing,Number of Customers Actual Actual Forecast Actual Forecast
Average Total Customers 13,054 13,091 13,725 13,613 13,900
Payroll
Number of Employees Paid(per W-2 count) 1,098 1,094 1.100 1,058 1,100
Print Shop
Mail Machine Production 226,528 267,134 270,000 287,811 300,000
rrr Operations
Number of Accounts Receivable Billings 1,794 1,891 1,900 1,728 1,778
rrn Number of Vendor Checks 10,732 10,987 11,200 10,939 11,000
Information Services
Calls for Service 2,399 2,035 2,247 2,014 2,100
Table 4-8. Human Resources and Risk Management Department Performance and Workload Indicators
2000 2001 2002 2002 2003
Actual Actual Forecast Actual Forecast
Bloodborne Pathogen Training 364 425 425 390 400
Drug and Alcohol Testing 17 18 20 28 20
Applications Processed 2,119 2,600 1,843 3,397 4,000
err Employees Hired or Promoted 87 63 72 66 45
Risk Management Claims Processed 136 287 150 141 150
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Performance Indicators 4-11
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4-12 Performance Indicators
DEBT
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Debt Service
Introduction
The Debt Services section provides an extensive overview of the City's debt
program. It includes financial data on debt limitations, property tax rates and
property tax revenues, long-term debt service requirements, limited (non-
voted)general obligation debt per capita, individual debt summaries, and a
schedule of the City's overall outstanding debt.
err Figure 5-1 shows debt margin availability from 1998 through 2007. Table 5-1
provides an overview of the City's outstanding debt, including the total debt
■w
availability from 1998 through 2007. The table also includes a breakdown of
property tax rates and property tax revenues.
Figure S-1. Debt Margin Availability
$180
r� $150Non-Vote _ �.•• 1•.3 171.0
■ Vote ■..• 154.1
•■""" 146.3
$120 ■•''� 137.4 138.8
rrr 0 ■ ''124.1
■' 110.8
° $90 f' 102.5
(n 90.6
(n +
crit $60 -.... . .....*••••••� .....46 80.5
+..... .....�•08 56.4 58.2
63.5 69.0—
43.6 48.8 5 .
$30 35.4
ctrl
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
<r. Projected
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Debt Service 5-1
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Table 5-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, 106
and Property Tax Revenue(1 of 2)
111111110
Year 1998 1999 2000 2001 2002
Indebtedness for General Purposes
Without a Vote so
Assessed Valuation(AV)Used for $3,825,109,334 $4,258,500,750 $4,545,321,019 $5,062,641,752 $5,593,880,488
Next Year's Levy/Rates
Legal Limit: 1.5%AV 57,376,640 63,877,511 68,179,815 75,939,626 83,908,207
General Obligation Bonds Outstanding 22,220,906 21,203,906 20,151,906 25,580,583 28,272,581
Installment Notes/Contracts Outstanding 265,832 242,856 218,831 193,707 167,440 rrf
Total Outstanding Debt 22,486,738 21,446,762 20,370,737 25,774,290 28,440,021
Less Amount Available for Debt Service 522,976 1,151,400 951,092 654,025 977,826
Debt Margin Without a Vote $35,412,878 $43,582,149 $48,760,170 $50,819,361 $56,446,012
With a 60% Yes Vote
Legal Limit:2.50%of AV $95,627,733 $106,462,519 $113,633,025 $126,566,044 $139,847,012
Less Outstanding Debt 6,000,000 5,020,000 3,975,000 3,515,000 3,030,000
Less Amount in Debt Service Funds 1,004,955 1,103,600 1,145,663 1,048,876 560,698
Debt Margin Available With Vote $90,632,688 $102,546,119 $110,803,688 $124,099,920 $137,377,710 rr�
Total Debt Margin Available $126,045,566 $146,128,268 $159,563,859 $174,919,281 $193,823,723
City and Overlapping Tax Rates rill
(Per$1,000 of Assessed Value)
City of Renton General Levy $3.55000 $3.42726 $3.39877 $3.27385 $3.26036
City of Renton Special Levy 0.34608 0.31981 0.28488 0.10078 0.09397
Total City of Renton Tax Rate $3.89608 $3.74707 $3.68365 $3.37463 $3.35433
King County 1.85109 1.77385 1.68951 1.55218 1.44949
Port of Seattle 0.26466 0.23898 0.21585 0.19029 0.18956
Hospital District#1 0.15934 0.15354 0.11830 0.09873 0.09643
Renton School District#403 3.49222 3.78290 3.65397 3.36669 3.11288 No
State of Washington 3.51138 3.35872 3.30278 3.14502 2.98946
Emergency Medical Services 0.00000 0.29000 0.27299 0.24624 0.25000 so
Total Property Tax Rate $13.17477 $13.34506 $12.93705 $11.97378 $11.44215
Property Tax Revenue
General Levy $13,119,160 $14,310,777 $15,125,785 $16,253,829 $17,871,034 go
Special Levy 1,390,793 1,339,623 1,275,911 523,017 510,660
Total Property Taxes $14,509,953 $15,650,400 $16,401,696 $16,776,846 $18,381,694
log
Source
Assessed Valuation and Property Tax Rates:1998-2002 King County Department of Assessments.
Debt Margin:City of Renton Finance Department.
t
No
No
5-2 Debt Service
rrr
Table 5-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates,
and Property Tax Revenue(2 of 2)
Projected
Year 2003 2004 2005 2006 2007
Indebtedness for General Purposes
Without a Vote
Assessed Valuation(AV)Used for $5,634,818,557 $5,916,559,485 $6,212,387,459 $6,523,006,832 $6,849,157,174
Next Year's Levy/Rates
Legal Limit:1.5%a AV 84,522,278 88,748,392 93,185,812 97,845,102 102,737,358
General Obligation Bonds Outstanding 27,248,008 26,184,152 25,248,447 24,359,501 23,440,575
Installment Notes/Contracts Outstanding 139,972 111,250 81,217 49,813 16,976
Total Outstanding Debt 27,387,980 26,295,402 25,329,664 24,409,314 23,457,551
Less Amount Available for Debt Service 1,026,717 1,078,053 1,131,956 1,188,554 1,247,981
Debt Margin Without a Vote $58,161,016 $63,531,043 $68,988,104 $74,624,342 $80,527,788
With a 60% Yes Vote
Legal Limit:2.50%of AV $140,870,464 $147,913,987 $155,309,686 $163,075,171 $171,228,929
r Less Outstanding Debt 2,665,000 2,280,000 1,870,000 1,440,000 985,000
Less Amount in Debt Service Funds 588,733 618,170 649,078 681,532 715,609
WIN Debt Margin Available With Vote $138,794,197 $146,252,157 $154,088,764 $162,316,703 $170,959,538
Total Debt Margin Available $196,955,212 $209,783,200 $223,076,868 $236,941,045 $251,487,326
City and Overlapping Tax Rates
rrr (Per$1,000 of Assessed Value)
City of Renton General Levy $3.18871 $3.22060 $3.25280 $3.28533 $3.31818
City of Renton Special Levy 0.08865 0.07801 0.06865 0.06041 0.05316
wir Total Ci of Renton Tax Rate
City $3.27736 $3.29861 $3.32145 $3.34574 $3.37135
King County 1.34948 1.36297 1.37660 1.39037 1.40427
Port of Seattle 0.25895 0.26154 0.26415 0.26680 0.26946
Hospital District#1 0.09254 0.09347 0.09440 0.09534 0.09630
Renton School District#403 2.98691 3.01678 3.04695 3.07742 3.10819
rrr State of Washington 2.89680 2.92577 2.95503 2.98458 3.01442
Emergency Medical Services 0.24143 0.24384 0.24628 0.24875 0.25123
rur
Total Property Tax Rate $11.10347 $11.20298 $11.30487 $11.40899 $11.51523
Property Tax Revenue
General Levy $18,758,300 $18,758,300 $18,945,883 $19,135,342 $19,326,695
sm Special Levy 507,700 507,700 515,610 514,815 517,463
Total Property Taxes $19,266,000 $19,266,000 $19,461,493 $19,650,157 $19,844,158
Source
Assessed Valuation,and Property Tax Rates: 1998-2002 King County Department of Assessments.
Debt Margin:City of Renton Finance Department.
IfIIY
low
rr Debt Service 5-3
rrr
io
Figure 5-2 provides the percentage breakout and the total property taxes paid so
by all taxpayers within the City of Renton for 2003. These tax totals are based
on $100,000 assessed valuation. rw
Figure 5-2. Property Tax Allocation Among Overlapping "Jurisdictions" — 2003
Emergency Medical
$24,2%
City of Renton
State of Washington $328,30% WIN
$290,26
Illi
King County
$135, 12%
Renton Schools
$299,27% �', i'i !Ip, I No
Port of Seattle
$26,2%
Hospital District
$9,1% VIII
go
5-4 Debt Service
wr.
Table 5-2 describes the City's long-term debt program and shows the various
forms of debt.
rwr The City's long-term debt is accounted for in three areas: (1) general
obligation long-term debt(debt in this classification is paid from property
taxes and is a general obligation of the City); (2)proprietary-type long-term
rr. debt (operating revenue of the individual proprietary funds are used to satisfy
this debt, which includes revenue bonds, Public Works Trust Fund loans, and
r�rr contract/lease debt); and (3) special assessment long-term debt (special
assessment payments from participants in each special assessment district are
used to satisfy this debt). The City is in compliance with all Washington State
debt limitation statutes and bond indenture agreements. The City's most
current bond ratings from Fitch IBCA rating agency for general obligation
bonds and revenue bonds are A+ and AA-, respectively.
Table 5-2 is a summary of long-term debt transactions of the City for the year
ending December 31, 2002.
Table 5-2. Long-Term Debt
General Public Works Special Total
Obligation Revenue Trust Fund Contract/ Assessment Long-
Item Long-Term Debt Bonds Loans Lease Debt Debt Term Debt
Outstanding 1/01/02 $29,289,290 $23,070,000 $7,894,355 $45,655 $135,000 $60,434,300
r�r Issued 3,895,000 11,980,000 948,053 0 0 16,823,053
Redeemed 1,714,269 3,820,000 620,274 38,417 135,000 6,327,960
err Outstanding 12/31/02 $31,470,021 $31,230,000 $8,222,134 $7,238 $0 $70,929,393
riw
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am
■o
rar
irrr
Debt Service 5-5
+rr
Debt Service to Maturity r„r
Table 5-3 is a schedule showing the debt service requirements to maturity for
the City's long-term debt.
111111111110
Table 5-3. Debt Service Requirement to Maturity Long-Term Debt Summary
as of December 31, 2002 (Dollars in Thousands) us
General Obligation Public Works Contract/ Special Total
Long-Term Debt Revenue Bonds Trust Fund Loans Leases Debt Assessment Debt Long-Term Debt
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest go
2003 $1,417 $1,635 $1,870 $1,483 $727 $93 $7 $0 $0 $0 $4,021 $3,211
2004 1,477 1,574 1,965 1,393 754 86 0 0 0 0 4,196 3,053
2005 1,376 1,684 2,065 1,292 692 78 0 0 0 0 4,133 3,054 as
2006 1,350 1,714 1,885 1,198 692 71 0 0 0 0 3,927 2,983
2007 1,407 1,720 1,980 1,105 586 63 0 0 0 0 3,973 2,888 No
2008 1,393 1,732 2,075 1,005 586 56 0 0 0 0 4,054 2,793
2009 1,490 1,613 2,175 908 586 49 0 0 0 0 4,251 2,570
2010 1,520 1,070 2,275 806 586 42 0 0 0 0 4,381 1,918 no
2011 1,575 1,010 2,370 706 586 35 0 0 0 0 4,531 1,751
2012 1,655 947 2,455 595 586 28 0 0 0 0 4,696 1,570 so
2013 1,720 862 1,150 487 560 21 0 0 0 0 3,430 1,370
2014 1,810 774 1,105 447 390 15 0 0 0 0 3,305 1,236
2015 1,900 681 1,145 396 385 10 0 0 0 0 3,430 1,087 ISI
2016 1,995 583 765 341 291 5 0 0 0 0 3,051 929
2017 2,095 479 805 307 77 1 0 0 0 0 2,977 787
2018 1,615 371 1,000 270 27 1 0 0 0 0 2,642 642 r1
2019 1,705 287 1,000 217 27 1 0 0 0 0 2,732 505
2020 1,800 199 1,000 165 28 0 0 0 0 0 2,828 364 s1
2021 1,885 108 1,045 112 28 0 0 0 0 0 2,958 220
2022 285 14 1,100 58 28 0 0 0 0 0 1,413 72
Total $31,470 $19,057 $31,230 $13,291 $8,222 $655 $7 $0 $0 $0 $70,929 $33,003 to
rrir
i
lrli
5-6 Debt Service
Figure 5-3 summarizes the City's limited tax general obligation debt from
1995 through 2010. Limited tax general obligation debt is incurred without
rrr the vote of the Renton populace while unlimited tax general obligation debt is
incurred with voter approval. Table 5-4 further calculates limited tax general
obligation debt per capita.
Figure 5-3. Limited Tax General Obligation Debt Through 2010
t�
Limited Tax General Obligation Debt Service
$3,000
$2,500
rr g
$2,000
0
rrr F $1,500
$1,000
0
d $500
$0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Other LTGO Debt ®2001 LTGO(Parking Garage) ❑ 2002 LTGO(Fire Station)
Table 5-4. Limited Tax General Obligation Debt Per Capita
Limited Tax GO Annual Debt Service
Year (Amounts in 000s) Population Per Capita
1995 $1,900 44,890 $42.33
1996 1,839 45,170 $40.71
wrr
1997 1,884 45,920 $41.03
1998 1,977 46,270 $42.73
1999 2,008 47,620 $42.17
2000 1,990 48,270 $41.23
2001 2,016 51,140 $39.42
rrR 2002 2,316 53,840 $43.02
2003 2,544 54,286 $46.86
2004 2,542 54,732 $46.44
2005 2,544 55,178 $46.11
2006 2,549 55,624 $45.83
MW 2007 2,610 56,070 $46.55
2008 2,606 56,516 $46.11
2009 2,585 56,962 $45.38
No
2010 2,590 57,409 $45.11
Note
so -The 2001 LTGO(parking garage)and 2002 LTGO(fire station)debt service is included in the
Limited Tax GO Annual Debt Service column in this table.
•Population projections 2003 through 2010 provided by City of Renton Economic Development,
Neighborhoods and Strategic Planning Department.Population growth assumptions exclude
1111111111110 potential annexation areas.
UK Debt Service 5-7
ow
am
Table 5-5 provides a schedule of all the City's outstanding debt for limited
and unlimited tax general obligation bonds, installment contracts, revenue
bonds, Public Works Trust Fund loans,capital leases, and local improvement so
district(LID)bonds and notes. The table further outlines interest rates, issue
and maturity dates, and the total amount of debt issued. It also provides a id
financial summary of the outstanding status of the debt.
Table 5-5. Outstanding Debt(I of 2) No
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/1/2002 Issued Redeemed 12/31/2002 Ilry
General Obligation Bonds
Limited
�IIII
1989 GO Refunding Bonds 6.75%-7.00% 06/01/89 05/01/02 2,085,000 290,000 0 290,000 0
1993 GO Refunding Bonds 3.00%-4.80% 08/01/93 06/01/02 4,910,000 855,000 0 855,000 0
1994 GO Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 0 65,000 Irl
1996 GO Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 454,012 0 58,000 396,012
1997 GO Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 0 2,683,827
1997 GO Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744
2001 GO Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000
2001 GO Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000
2002 GO Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 0 3,895,000 0 3,895,000
Subtotal Limited GO 49,309,908 25,580,583 3,895,000 1,203,000 28,272,583
Unlimited irl
1993 GO Refunding Bonds- 4.00%-6.10% 09/01/93 05/01/02 4,660,000 140,000 0 140,000 0
Coulon Pk(Tx)
1993 GO Refunding Bonds-
Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,375,000 0 345,000 3,030,000
Subtotal Unlimited GO 8,930,000 3,515,000 0 485,000 3,030,000
Total General Obligation Bonds 58,239,908 29,095,583 3,895,000 1,688,000 31,302,583
Installment Contracts
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 193,707 0 26,269 167,438
Total Installment Contracts 278,172 193,707 0 26,269 167,438
Total General Obligation Debt 58,518,080 29,289,290 3,895,000 1,714,269 31,470,021
Revenue Bonds
1992 Water/Sewer 3.50%-6.50% 06/01/92 12/01/02 4,000,000 180,000 0 180,000 0
1992 Water/Sewer Refunding 3.50%-6.35% 06/01/92 12/01/06 4,635,000 2,170,000 0 2,170,000 0
1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,760,000 0 230,000 3,530,000
1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 6,425,000 0 775,000 5,650,000
1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 610,000 0 190,000 420,000 trli
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,595,000 0 50,000 5,545,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,330,000 0 225,000 4,105,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 0 11,980,000 0 11,980,000
Total Revenue Bonds 49,490,000 23,070,000 11,980,000 3,820,000 31,230,000
5-8 Debt Service
i
Table 5-5. Outstanding Debt(2 of 2)
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/1/2002 Issued Redeemed 12/31/2002
rr Public Works Trust Fund Loans
Sierra Heights Sewer 3.00% 10/20/92 07/01/12 888,462 282,068 0 25,642 256,426
Improvement
aw Central Renton Sewer
Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,153,837 0 87,484 1,066,353
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,614,840 0 134,570 1,480,270
rrrN
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 66,340 0 5,103 61,237
Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 185,407 0 61,802 123,605
WA NE 27th/Aberdeen Drainage 1,00% 06/27/95 07/01/15 731,000 596,257 0 42,590 553,667
Improvements
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,752,817 0 116,855 1,635,962
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,453,080 0 96,872 1,356,208
Corrosion Control Treatment 1.00% 03/26/96 07/01/17 1,106,000 789,709 0 49,356 740,353
Facilities
me Maplewood Water Treatment
Improvements 0.50% 01/17/02 07/01/06 425,873 0 425,873 0 425,873
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 522,180 0 522,180 0 522,180
No Total Public Works Trust Fund Loans 12,228,296 7,894,355 948,053 620,274 8,222,134
Capital Leases
Golf Course John Deere 9.50% 10/01/97 09/01/02 21,298 3,427 0 3,427 0
Equipment
Golf Course John Deere 10.39% 10/01/97 09/01/02 42,473 6,949 0 6,949 0
Equipment
Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 35,279 0 28,041 7,238
Total Capital Leases 144,439 45,655 0 38,417 7,238
rrr� LID Bonds and Notes
329th Street/Utilities 3.00%-5.50% 04/01/93 04/01/02 1,654,063 135,000 0 135,000 0
rrr� Total LID Bonds and Notes 1,654,063 135,000 0 135,000 0
Total Outstanding Debt 122,034,878 60,434,300 16,823,053 6,327,960 70,929,393
The City's debt program conforms to the City's overall financial policy of
maintaining a fiscally stable position to achieve short and long-term goals. A
r separate City Debt Manual has been prepared and is included as reference in
the Finance Department's library. The Debt Manual has been utilized as a
vital guide in the preparation of the City's debt program. The manual
provides extensive information on general obligation debt, revenue bonds,
public works trust fund loans, special assessment debt, contract/lease debt and
,r. other miscellaneous debt such as interfund loans and joint venture debt
obligations. It also includes the City's most current bond ratings by various
r
independent rating agencies, the City's debt capacity and margin of available
indebtedness, and long-term projections for the City's debt service.
rrr
Debt Service 5-9
rri
rrw
Limited (Nonvoted) Tax General Obligation Debt
1994 Limited Tax General Obligation Bonds (Ordinance#4483)
The 1994 Limited Tax General Obligation Bonds were issued in the amount
of$980,000 and dated December 1, 1994. The average interest rate is 5.76
percent. These bonds were issued to finance the acquisition of various WA
equipment rental additions and replacements. The debt service was
100 percent apportioned to the Equipment Rental Fund (501). However, go
beginning in 1999, the debt service is now accounted for 100 percent in the
General Governmental Miscellaneous Debt Service Fund (215). Interest rate
coupons on outstanding bonds range from 5.3 percent through 6.3 percent. VA
The final bonds will mature on December 1, 2004. $670,000 of these bonds
was refunded May 1, 1997 (see 1997 Limited Tax General Obligation N
Refunding Bonds Series A). The last two maturities (2003 and 2004)
remain unrefunded.
1996 Limited Tax General Obligation Bonds (Ordinance#4635)
The 1996 Limited Tax General Obligation Bonds were issued in the amount
of$553,337 and dated October 15, 1996. The average interest rate is 5.95
percent. The bonds were issued in denominations of$1,000. The bonds
consisted of$410,000 serial bonds and$240,000 capital appreciation bonds
($143,336.72 principal and $96,663.28 interest). The capital appreciation
bonds are due in years 2001, 2005, and 2006 where interest, at rates of 5.1 r,r,
percent, 5.5 percent, and 5.6 percent, will accrue from date of issuance and be
paid at maturity. The proceeds from the bonds were used to acquire two fire
apparatus pumpers. The bond sale was handled by City staff to sell the bonds
to local citizens. The last bonds will mature October 15, 2006. Interest rate
coupons on serial bonds range from 4.25 percent through 5.4 percent. These rrrr
bonds were not rated. The debt service for these bonds is accounted for in the
General Governmental Miscellaneous Debt Service Fund (215).
1997 Limited Tax General Obligation Refunding Bonds Series A
(Ordinance#4661) +r.
The 1997 Limited Tax General Obligation Refunding Bonds Series A were
issued in the amount of$2,683,826.70 and dated May 1, 1997, with an
average interest rate of 6.63 percent for purposes of advance refunding the
following bonds: 1978 Limited Tax General Obligation Bonds, maturing
February 1, 1998, with an average interest rate of 5.50 percent all apportioned
to 1978 Limited Tax General Obligation Bonds— Senior Center Fund (207);
1989 Limited Tax General Obligation Bonds, maturing March 1, 1998
through March 1, 2002, with an average interest rate of 6.9 percent
apportioned 80.1 percent to the General Governmental Miscellaneous Debt
Service Fund (215) and 19.9 percent to the Equipment Rental Fund (501);
1992 Limited Tax General Obligation Bonds, maturing October 28, 1997
5.10 Debt Service rrr�
Mllfl
we
am through December 1, 2002, with an average interest rate of 4.55 percent
apportioned 77 percent to the General Governmental Miscellaneous Debt
Service Fund (215) and 23 percent to the Equipment Rental Fund (501); 1993
an Limited Tax General Obligation Bonds, maturing February 22, 1997 through
December 1, 1999, with an average interest rate of 4.75 percent all
apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax
General Obligation Bonds, maturing December 5, 1997 through December 31,
+err
2002, with an average interest rate of 5.7 percent all apportioned to
Equipment Rental Fund (501). Beginning in 1999, the debt service for these
bonds is now accounted for 97.11 percent in the General Governmental
Miscellaneous Debt Service Fund (215) and 2.89 percent in the 1978 Limited
Tax General Obligation Bonds— Senior Center Fund (207).
1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662)
The 1997 Limited Tax General Obligation Bonds Series B were issued in the
amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of
$12,660,000 serial bonds, with an average interest rate of 5.79 percent, and
$3,830,000 capital appreciation bonds ($2,037,743.60 principal and
$1,792,256.40 interest), with an average interest rate of 7.79 percent. The
capital appreciation bonds are due in years 2006, 2007, 2008, and 2009 where
interest, at rates of 5.55 percent, 5.6 percent, 5.65 percent, and 5.75 percent,
will accrue from date of issuance and be paid at maturity. The proceeds from
r.. the bonds were used to acquire the Main and Grady building. The
$12,660,000 serial bonds were refunded November 1, 2001. See 2001
Limited Tax General Obligation Refunding Bonds. The $3,830,000 capital
appreciation bonds remain unrefunded. The debt service for these bonds is
accounted for in the 1997 Limited Tax General Obligation Bonds - City Hall
Fund (201).
2001 Limited Tax General Obligation Refunding Bonds Series A
r. (Ordinance#4922)
The 2001 Limited Tax General Obligation Refunding Bonds Series A were
issued in the amount of$13,505,000 and dated November 1, 2001, with an
average interest rate of 5.02 percent for purposes of advance refunding the
serial bond portion of the 1997 Limited Tax General Obligation Bonds with
an average interest rate of 5.79 percent. This resulted in a positive cash flow
difference of$393,062. Proceeds of the 1997 Limited Tax General Obligation
Bonds were used to acquire the Main and Grady building. Interest rate
coupons on outstanding bonds range from 2.15 percent through 5.25 percent.
The last bonds will mature December 1, 2017. The debt service for these
bonds is accounted for in the 1997 Limited Tax General Obligation Bonds—
..� City Hall Fund (201).
Debt Service 5-11
rrr
2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922) so
The 2001 Limited Tax General Obligation Bonds Series B were issued in the
amount of$6,000,000 and dated November 1, 2001, with an average interest WN
rate of 5.11 percent. The proceeds of the bonds were used to finance the
construction of a downtown parking facility. Interest rate coupons on
outstanding bonds range from 5.00 percent through 5.25 percent. The last WA
bonds will mature December 1, 2021. The debt service for these bonds is
accounted for in the General Governmental Miscellaneous Debt Service so
Fund (215).
2002 Limited Tax General Obligation Bonds (Ordinance#4977) ,rri
The 2002 Limited Tax General Obligation Bonds were issued in the amount
of$3,895,000 and dated July 15, 2002, with an average interest rate of 4.53
percent. The proceeds of the bonds were used to finance the construction of a
new fire station. Interest rate coupons on outstanding bonds range from 2.5
percent through 5.00 percent. The last bonds will mature December 1, 2022.
The-debt service for these bonds is accounted for in the General
Governmental Miscellaneous Debt Service Fund(215).
Unlimited (Voted) Tax General Obligation Debt
..r
1993 Unlimited Tax General Obligation Refunding Bonds
(Ordinance#4417) rr
The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in
the amount of$4,270,000 and dated September 1, 1993. The average interest +.
rate is 4.92 percent. These bonds were issued for purposes of refunding the
callable portion of the outstanding 1989 Unlimited Tax General Obligation
Bonds to realize savings from a reduction in interest rates, or a savings in
property tax to homeowners of about 45 cents per year on a $100,000 home.
The last bonds will be fully redeemed on February 1, 2009. Interest rate
coupons on outstanding bonds range from 5.2 percent through 6.1 percent.
The debt service on these bonds is accounted for in the 1989 Unlimited Tax
General Obligation Bonds— Senior Housing Fund (219).
Certificates of Participation '
1998 Certificates of Participation (Resolution#3346)
The 1998 Certificates of Participation were issued through a State-
administered Lease Purchase agreement in September 1998 for the purchase
of the Energy Conservation/Lighting Retrofit Project for the new city hall. '
The lease agreement terms are $278,171.50 for 10 years at 4.51 percent
interest. The debt service for these certificates is accounted for in the General
Governmental Miscellaneous Debt Service Fund(215).
5_12 Debt Service
ill`
rrr
Revenue Bonds
1993 Water/Sewer Revenue Bonds (Ordinance#4410)
The 1993 Water/Sewer Revenue Bonds were issued in the amount of
$5,285,000 and dated August 1, 1993. The average interest rate is 4.74
percent. The reserve requirement is an amount equal to average annual debt
service on the bonds. The reserve currently being held on these bonds is
$425,784.
1993 Water/Sewer Refunding Revenue Bonds (Ordinance#4410)
rrr The 1993 Water/Sewer Refunding Revenue Bonds were issued in the amount
of$8,860,000 and dated August 1, 1993. The average interest rate is 4.80
percent. These bonds were issued to refund a portion of the 1988, 1989, 1989
Ref, and 1990 Water/Sewer Revenue Bonds. The reserve requirement is an
amount equal to average annual debt service on the bonds. The reserve
currently being held on these bonds is $795,000.
1994 Water/Sewer Revenue Bonds (Ordinance#4480)
The 1994 Water/Sewer Revenue Bonds were issued in the amount of
$3,570,000 and dated November 1, 1994. The average interest rate is
6.34 percent. $2,605,000 was refunded in 1998, leaving a remaining balance
of$965,000. The reserve requirement is an amount equal to average annual
„r debt service on the bonds. The reserve currently being held on these bonds
is $187,582.
�• 1998 Water/Sewer Refunding Revenue Bonds (Ordinance#4709)
The 1998 Water/Sewer Refunding Revenue Bonds were issued in the amount
of$6,120,000 and dated March 1, 1998. The average interest rate is 4.456
percent. These bonds were issued to refund a portion of the 1977, 1992, and
1994 Water/Sewer Revenue Bonds. The reserve requirement is an amount
r. equal to average annual debt service on the bonds. The reserve currently being
held on these bonds is $562,991.
rr.
1999 Golf System Refunding Revenue Bonds (Ordinance#4772)
The 1999 Golf System Refunding Revenue Bonds were issued in the amount
r�r of$5,040,000 and dated April 1, 1999. The average interest rate is 4.9634
percent. These bonds were issued to refund the 1994 Golf System Revenue
+ • Bonds. The reserve requirement is an amount equal to the least of
(a) maximum annual debt service on all outstanding bonds and parity bonds,
(b) 125 percent of average annual debt service on all outstanding bonds and
parity bonds, or(c) 10 percent of the proceeds of the bonds and parity bonds.
The reserve currently being held on these bonds is $441,358.
Debt Service 5-13
■rii
2002 Water/Sewer Revenue Bonds (Ordinance#4976)
The 2002 Water/Sewer Revenue Bonds were issued in the amount of
$11,980,000 and dated July 1, 2002. The average interest rate is 4.80 percent.
The reserve requirement is an amount equal to average annual debt service .w
of the bonds. The reserve currently being held on these bonds is $690,196.
Public Works Trust Fund Loan Debt
Sierra Heights Sewer Repair (CAG 92-065)
This Public Works Trust Fund loan was issued in the amount of$888,462 and
dated January 20, 1992. The interest rate is 2 percent. This loan was for the
installation of approximately 5,500 lineal feet of 8-inch-diameter gravity
sewer main to service the Sierra Heights area. This will include the am
neighborhood mains as well as an interceptor line down to the existing
Honey Creek Interceptor. no
Central Renton Sewer Replacement(CAG 93-056/95-057)
This Public Works Trust Fund loan was issued in the amount of
$1,631,800.47 and dated May 24, 1993. The interest rate is 1 percent. This
loan was for the replacement of approximately 10,400 linear feet of existing
8-inch concrete sewer pipe within the Central Renton Subbasin with new
8-inch sewer pipe, replacement of 40 to 50 manholes, replacement of
approximately 8,400 linear feet of alleyway, and an undetermined quantity of r�r
storm drainage improvements.
East Renton Interceptor (CAG 93-055) .�
This Public Works Trust Fund loan was issued in the amount of$2,542,704
and dated June 7, 1993. The interest rate is 1 percent. This loan was for the
construction of approximately 9,865 feet of 8-, 12-, 15-, and 18-inch pipe
from the East Renton area (NE 4th and Duvall Ave. NE) westerly along NE ur
4th Street southerly to the Maple Valley Highway, installation of manholes,
street restoration, and landscaping.
irrr
Dayton Avenue NE (CAG 94-045)
This Public Works Trust Fund loan was issued in the amount of$96,957.47 r
and dated May 12, 1994. The interest rate is 2 percent. This loan was for the
installation of approximately 870 linear feet of 8-inch sanitary sewer main,
three manholes, and 22 side-sewer stubs and street restoration, including an
asphalt overlay. Expansion to our current infrastructure that will provide
sanitary sewer service to a portion of an existing developed single-family „rr
neighborhood that currently is using on-site septic systems.
5-14 Debt Service
.rr
Sanitary Sewer Grouting (CAG 94-046)
This Public Works Trust Fund loan was issued in the amount of$349,010.80
and dated May 12, 1994. The interest rate is 2 percent. This loan was for the
grouting and rehabilitation of Honey Creek and South Highlands subbasins,
including mainline and manhole grouting, various pipe-lining techniques, and
removal of inflow sources from the sewer system to a storm system.
NE 27th/Aberdeen Drainage Improvements (CAG 95-058)
This Public Works Trust Fund loan was issued in the amount of$731,000 and
dated May 15, 1995. The interest rate is 1 percent. This loan was for
surveying, design, permitting, and constructing approximately 2,800 feet of
new 18- or 24-inch stormwater pipe. The project includes manholes, catch
basins, control structures,relocation of conflicting utilities, pavement
patching, and overlay and restoration of all areas disturbed by construction.
.r East Kennydale Interceptor(CAG 96-079)
This Public Works Trust Fund loan was issued in the amount of$2,093,740
and dated January 24, 1998. The interest rate is 2 percent. This loan was for
construction of approximately 5,200 linear feet of 12-to 15-inch sanitary
sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary
sewer lift station, 300 linear feet of 6-inch sanitary force main, fish habitat
improvements,repair of access road, and associated asphalt patching and
ir. paving.
Honeycreek (Sunset) Interceptor (CAG 96-078)
.. This Public Works Trust Fund loan was issued in the amount of
$1,840,568.45 and dated December 4, 1995. The interest rate is 2 percent.
This loan was for construction of approximately 5,785 linear feet of 15- to
18-inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of
asphalt paving, and related appurtenances to the construction of a sanitary
sewer main.
,,,.. Corrosion Control Treatment Facilities (CAG 96-031/97-130)
This Public Works Trust Fund loan was issued in the amount of$1,106,000
r.r
and dated January 6, 1997. The interest rate is 1 percent. This loan was for
construction of a building on City property in Cedar River Park between well
PW-8 and well PW-9 to store and pump chemicals for treating the water from
wells RW.
Maplewood Water Treatment Improvement(CAG 01-175)
This Public Works Trust Fund loan was issued in the amount of$425,873 and
dated January 17, 2002. The interest rate is 0.5 percent. This loan was to fund
the costs to eliminate quality problems in water from the Maplewood
wellfield wells.
Debt Service 5-15
r
CT Pipeline for Wells RW-1, RW-2, and RW-3 (CAG 02-082) r
This public works trust fund loan was issued in the amount of$522,180 and
dated November 5, 2002. The interest rate is .5%. This loan was for
construction of the CT detention pipeline for wells RW-1, RW-2, and RW-3 ..�
at Liberty Park.
Contract/Lease Debt
r
Golf Course Capital Lease (CAG 00-060)
This lease is in the amount of$80,668 and dated April 2000. This lease is for
the purchase of Yamaha golf carts. Payments are made monthly at an interest W6
rate of 5.437 percent. The debt service for this lease is accounted for in the
Municipal Golf Course System Fund (404).
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5-16 Debt Service
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Sarah.age 9,Map(ewoad Heights
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Capital Improvement Program
Overview
The City has heavily invested in our capital investments over the past five
�. years. The new downtown park, the Piazza, Pavilion building changes, the
new downtown parking garage, the rebuilt Highlands Community Center,
improvements through partnerships with our neighborhood organizations, our
contribution to the School District's new Ikea Performing Arts Center,
Veteran's Park, a new Swimming Pool, and over one million dollars in major
maintenance are all illustrations of our investment. These are examples of the
noticeable changes. In addition, we continue to put significant investment in
our streets with the overlay of Lind and Grady, work on building a new east-
west corridor, and new sidewalks in our neighborhoods. The utilities are also
r�r
making significant improvements to our underground assets. We rebuilt the
sewer system in the Highlands area and are working on improving the water
quality for the same area. We have improved drainage systems and fish runs
throughout our City.
rrr
Capital investment holds several purposes. First, we must maintain our
r..
facilities for future use. Thus, our maintenance dollars total $38 million
across all departments in the next six years.
r.r
Second, we must take advantage of opportunities as they arise to meet future
needs. These are not easily projected. We have set aside another$100,000
for matching funds to take advantage of park opportunities should they avail
themselves. We continue to fund the planning for the completion of the Cedar
River trail. As we see more housing in the Coulon Park area, and develop
plans for North Renton, the completion of this trail will be a high priority.
We also have small project funds for all the utilities to respond to
unanticipated needs.
r.r
Third, we must invest in infrastructure to ensure we remain competitive when
the economy does, again, expand. This includes accommodating growth in
utilities where it meets our plans or is currently occurring. We must continue
work on our transportation needs to enhance transport of goods, services and
employees. These types of investments will maintain our aggressive
Capital Improvement Program 6-1
it
IIS
economic development program. This is the only way we will be able to UA
sustain our fiscal and financial health.
The Proposed Program rr
We have a total CIP plan for$220,695,000 over the next six years. This plan
encompasses expenditures for our streets,buildings, water, sewer, and surface No
water infrastructure. Much of this will be funded with future bond sales,
particularly in our utilities. Our transportation detail is explained in the WA
Transportation Capital Improvement Program presented to Council in June,
and forwarded to various state and regional agencies. Our general capital
projects—for park, city owned buildings and other quality of life needs—are ro
typically paid for with general revenues, Real Estate Excise Tax, mitigation
monies, and other grants and resources we can generate. no
Figure 6-1 illustrates the allocation of all CIP monies planned for the next so
six years.
r
Figure 6-1. CIP Monies Allocation
Acquisition-0%
Regulatory
Requirements-1%
Major
Maintenance-17%
Development-82% V
WAI
6-2 Capital Improvement Program so
Ift
�w
As you can see, the greatest amount of money is for development projects.
These types of projects range from a new fire station, potential new
w Community Center, new water reservoirs, and water and sewer main
replacements.
r.
While the CIP helps maintain a focus on the long term, we are most interested
ilrr
in the expenditures for this year and next. This is especially true as we face a
different financial situation over the next 24 months than we have had in the
rrr past four years.
In general our focus is maintaining our current infrastructure, building to be
ready for the next economic cycle, and taking advantage of opportunities
today for tomorrow's use.
ywr
Figure 6-2. 2003 Department Expenditures
2003 Capital Allocations
$7,000
rrr
$6,000
$5,000
$4,000
No $3,000
$2,000
VAW $1,000
$0
Administration Parks Transportation Airport Golf Course Water Wastewater Surface Water
am
Acquisition Ea Development ❑ Major Maintenance Regulatory Requirements
Development, again, is a major component of our CIP for next year. Projects
in this category for 2003 include continuing progress on the public safety
technology systems. We are testing wireless systems for police and fire
communications. If this works well, we will expand it throughout the
geographic area. We are proposing to expend one million dollars for the
+�+ purpose of designing a new records management system for the Fire
Department. We have completed the same investment for the Police
rrr Department.
Capital Improvement Program 6-3
so
The 2003 CIP also includes the monies necessary to complete Fire Station 12. am
The total cost of this project, including property acquisition, is approximately
five million dollars. We will also complete the Police Storage buildings at wry
our City Shops location. We have monies to begin design on the Cedar River
trail.
Development projects for the utilities are similar to the things earlier
described. We have monies for storm sewer, water and sewer pipe
improvements, and river and drainage recovery projects for wildlife habitat.
Maintenance projects include replacing and repairing our infrastructure
without adding capacity. In 2003 we plan on spending$798,000 for
maintenance to parking lots, ongoing replacement of Community Center
equipment, and other types of ongoing repair and maintenance to city owned
facilities. rrr
There are a variety of funding sources for all departments and projects. The
utilities use a combination of cash and bond funding for their projects. A
portion of each round of golf is booked into an ongoing capital fund for the wr
Golf Fund projects. Until their construction debt is retired, all of their
improvements will be accomplished with cash. The Airport meets its capital
obligations through cash and grants from both public and private agencies.
The largest are of concern for the City is accumulating money for general
administrative—citywide projects—and parks projects. r
Cities have few available options to meet these types of needs. Real Estate
Excise taxes (REET) are the only dedicated source for general infrastructure
improvements. We then must use general governmental revenues to meet I„W
these needs. This includes, but is not limited to property and sales taxes,
investment earnings, and available monies from previous years.
a
The CIP proposes spending$1,750,000 for General Capital projects in 2003,
including$1,400,000 for various technology projects and maintenance.
rrr
Future Challenges
As always there are some outstanding issues we need to face over the course r■r
of the next two years. Of course, there is always the available funding issue.
This is particularly true in the Transportation sphere. A referendum to
increase gas taxes for transportation projects failed. This eliminated funds to
6-4 Capital Improvement Program
improve Interstate 405 and I-167. We are continuing to work with regional
leaders on future options.
r.r
Another major need identified in this CIP document is the requirement of a
new Facility for the Parks Department maintenance equipment. As you are all
aware, we are currently in two very old locations. The least useful is near
rrr Carco Park, and this facility will need to be replaced once the state begins I-
405 and Highway 169 improvements. This construction project will eliminate
some of the property currently used at that location. The other location, near
�. the Senior Center, is very small, and does not have the capacity for the
equipment we own.
r
The cost of this facility is estimated to be approximately $8.5 million dollars.
We have identified this as an unfunded need in 2003 through 2005. While the
City Shops area may appear to be the best location, it may be wiser to locate it
r.r elsewhere to ensure we have City equipment in different parts of the City
should a natural disaster occur. We are currently working on options, as you
are well aware. We will continue to analyze options and keep you informed.
The next greatest challenge for the City is the development of acquired
properties. As you are aware, we currently have property to the east of the
City, Ron Regis Park, that requires more ball fields. As we continue to annex
to the east, there is County property that will become ours. This property will
require improvement to make it useful. We have development plans for
Heather Downs Park. Development of our parks is the challenge for the next
period of economic growth.
Summary
In 2003 our goals include completion of the myriad of projects we have in
progress, continue our investment in major maintenance for our assets, and
rr position the City through capital investments to take advantage of any
development opportunities. This translates into an allocation across all
departments of$32 million in this coming year, and over$220 million over
the next six years. There are no new projects planned for next year.
r
We are fairly confident we can meet needs for 2003. The economy will
r determine our future capital investment.
Capital Improvement Program 6-5
ie
The Capital Improvement Program of the City of Renton is supported by
several city departments, Transportation Systems Division,the Waterworks
Utility, and the City-owned Renton Airport and Maplewood Golf Course. so
Table 6-1 summarizes the financial support and projected investment in
capital improvement. Tables 6-2 through 6-5 provide a detailed took at the go
projected total investment.
■t�lf
Table 6-1. CIP Financial Participation(in thousands of dollars)
Total Capital Improvement Program Actual Budget Projected Projected Projected Projected Projected Projected Projected
Participation by Department 2002 2002 2003 2004 2005 2006 2007 2008 Total
Administration 7,744 17,340 1,705 3,015 9,675 1,675 1,675 1,675 19,465
Community Services 2,581 11,952 9,146 3,240 7,454 2,470 4,351 2,930 29,591
Transportation 4,638 7,451 6,661 7,028 2,965 17,717 32,837 34,899 102,105
Airport 756 1,410 785 1,615 - - - - 2,400
Golf Course 137 259 359 280 130 75 150 2,200 3,194
Water Utility 3,949 5,381 6,475 5,990 5,990 4,390 3,360 3,260 29,465
Wastewater Utility 2,107 2,805 4,125 4,700 3,300 2,600 2,600 2,600 19,925
Surface Water Utility 2,119 2,995 2,700 2,350 2,400 2,300 2,200 2,600 14,550
Total 24,030 49,593 32001 28,218 31,914 31,227 47,173 50,164 220,695
60
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6-6 Capital Improvement Program
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Table 6-2. Acquisition Expenditures(in thousands of dollars)
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Acquisition by Department 2002 2002 2003 2004 2005 2006 2007 2008 Total
Administration - - - - - - - - -
Community Services - 550 950 - - - - - 950
Transportation - - - - - - - - -
tatr
Airport - - - - - - - -
Golf Course - - - - - - - - -
rr� Water Utility - 15 - - - - - -
Wastewater Utility - - - - - - - - -
Surface Water Utility - - - - - - - - -
Total - 565 950 - - - - - 950
Table 6-3. Development Expenditures(in thousands of dollars)
■rr
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development by Department 2002 2002 2003 2004 2005 2006 2007 2008 Total
Administration 7,744 17,340 1,750 3,015 9,675 1,675 1,675 1,675 19,465
Community Services 770 8,916 7,398 2,070 6,250 1,400 3,800 200 21,118
Transportation 3,686 6,448 6,251 6,618 2,555 17,307 32,427 34,489 99,645
t Airport 636 1,310 685 1,615 - - - - 2,300
Golf Course 137 235 359 180 - - - 1,900 2,439
Water Utility 1,394 2,511 3,740 4,440 4,740 2,540 1,240 1,040 17,740
y� Wastewater Utility 1,300 1,500 2,300 3,400 1,000 - - - 6,700
Surface Water Utility 1,690 2,279 2,110 1,950 2,020 1,970 1,775 910 10,735
Total 17,358 40,539 24,593 23,288 26,240 24,892 40,917 40,214 180,142
Table 6-4. Major Maintenance Expenses(in thousands of dollars)
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Major Maintenance by Department 2002 2002 2003 2004 2005 2006 2007 2008 Total
Administration - - - - - - - - -
Community Services 1,811 2,486 798 1,170 1,204 1,070 551 2,730 7,523
Transportation 952 1,003 410 410 410 410 410 410 2,460
Airport 119 100 100 - - - - - 100
Golf Course - 24 - 100 130 75 150 300 755
Water Utility 1,642 2,785 2,585 1,370 1,170 1,770 2,020 2,120 11,035
Wastewater Utility 807 1,305 1,825 1,300 2,300 2,600 2,600 2,600 13,225
+rn Surface Water Utility 354 456 335 320 300 250 345 1,610 3,160
Total 5,685 8,159 6,053 4,670 5,514 6,175 6,076 9,770 38,258
rrr
Table 6-5. Cost of Regulatory Compliance(in thousands of dollars)
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Regulatory Compliance by Department 2002 2002 2003 2004 2005 2006 2007 2008 Total
r
Water Utility 912 70 150 180 80 80 100 100 690
Wastewater Utility - - - - - - - - -
r Surface Water Utility 75 260 255 80 80 80 80 80 655
Total 987 330 405 260 160 160 180 180 1,345
arrt
1rr� Capital Improvement Program 6-7
i�
to
Administration Department CIP Allocation by Development am
Table 6-6 shows yearly CIP projections for the 11 projects included in the go
administration category. The amounts represent thousands of dollars.
Table 6-6. Summary of Administration CIP Projections go
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total
Downtown Parking Garage 5,588 9,540 - - - - - - - 1
Fire Station 12 602 3,945 - -
Fire Station 13 - - 990 3,500 4,490
Fire Station 15 - 350 4,500 4,850
Highlands Improvement Program 115 - - -
Highlands Redevelopment 1,500 - - - 1rfl
Information Services Division 940 1,400 1,400 1,325 1,325 1,325 1,325 1,325 8,025
Neighborhood Grant Program 42 90 50 50 50 50 50 50 300
Performing Arts Center 250 250 - - - - - - to
Valley Communications Center 251 300 300 300 300 300 300 300 1,800
Renton Visioning 63 200 - - - - - -
Total 7,744 17,340 1,750 3,015 9,675 1,675 1,675 1,675 19,465 am
On the Administration CIP map we show the locations for the Highlands No
Improvements Program (A),Fire Station 15 (B), the new parking garage (C),
and Fire Station 12 (D).
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6-8 Capital Improvement Program am
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CIP Map - Administration
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Capital Improvement Program 6-9
,rr
Community Services Department CIP Allocations by Development and
Major Maintenance Project
Table 6-7 shows projections for park site acquisition, 22 development
projects, and six maintenance projects. The amounts represent thousands of
dollars.
Table 6-7. Summary of Community Services CIP Projections
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Acquisition 2002 2002 2003 2004 2005 2006 2007 2008 Total
Park Site Acquisition - 550 950 - - - - - 950
Total - 550 950 - - - - - 950
Development
Cedar River Ball Field Lighting - - 200 - 200 X11
Cedar River Trail Extension 17 100 100 1,000 1,000 2,100
City Neighborhood Beautification 0 30 30 20 - 50
Comprehensive Plan Update 34 59 - - - rr11
Conferencing Center 196 198
Family Aquatic Center 100 5,000 - - - -
Grant Matching Program - 200 100 200 200 200 200 200 1,100
Heather Downs Development - - - 50 750 - - 800
Maplewood Community Park
Development - - - - - - 3,000 3,000 r
New Maintenance Facility 7 40 5,000 500 3,000 - 8,500
North Highlands Community Center 38 40 - 150 2,000 2,150
City Hall Ramp Improvements (15) 37 - - - - ari
Pavilion Improvement 47 2,300 2,000 2,000
Police Department Storage Building 319 430 128 - - 128
Regis Park Athletic Field Expansion - - - 450 600 1,050
Skateboard Park Additions 6 50 40 - - 40
Transit Center Espresso Stand - 18 - - 1
Veteran's Memorial Park 21 414 - - - -
Total 770 8,916 7,398 2,070 6,250 1,400 3,800 200 21,118
Major Maintenance
Operational Facilities 88 100 45 250 44 155 70 - 564
Leased Facilities 798 816 33 - 290 - - - 323
Public Facilities 334 509 307 617 420 225 90 80 1,739
Pavement Repair Program 11 70 157 70 70 70 70 70 507
Parks Major Maintenance Projects 579 991 256 233 380 620 321 2,580 4,390
Total 1,811 2,486 798 1,170 1,204 1,070 551 2,730 7,523
On the Community Services CIP map we show the locations for the Liberty
Park Playground relocation, lighting renovation, and water line installation
project (A), the Cedar River trail design and playground renovation at Gene
Coulon Park (B), the Pavilion improvements project(C), and the Police
Department storage building project(D).
6-10 Capital Improvement Program
t
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CIP Map - Community Services
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Lake Washington Alm,Creek
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r11r Capital Improvement program 6-11
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Transportation Department CIP Allocation by Development am
Capital improvements affecting surface transportation include these 53
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development projects and one major maintenance program. The amounts in
table 6-8 represent thousands of dollars.
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Table 6-8. Summary of Transportation CIP Projections(1 of 2)
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total 11rW
Arterial Circulation Program 68 75 200 200 150 200 250 250 1,250
Arterial HOV Program 10 10 180 15 150 150 55 560
Arterial Rehab. Prog. 240 240 234 154 113 301 333 96 1,231
Benson Rd S/S 31 st St 10 140 - - - - - 140
Bicycle Route Dev.Program 3 5 20 18 18 110 80 80 326
Bridge Inspection&Repair 9 22 40 19 19 735 40 19 872
CBD Bike&Ped.Connections 1 5 105 10 10 590 410 5 1,130
City Gateways 25 25 50 23 50 23 50 22 218 r
Duvall Ave NE 110 325 631 2,789 116 - - - 3,536
Environmental Monitoring 133 520 105 50 50 25 25 25 280
GIS Needs Assessment 7 10 10 10 10 10 10 10 60
Grady Wy Approach at Rainier Av - 620 - - - - - 620
Houser Wy S-Main to Burnett - - - - 810 810
1-405 HOV Direct Access 6 10 30 10 10 5 55
Interagency Signal Coord. 12 8 - - - 8
Lake Wash.Bv-Coulon to NE 44th 0 5 20 - 20
Lake Wash.By-Park to Coulon Pk 5 10 10 - 20 so
Lind Av-SW 16th-SW 43rd - 5 10 1,914 626 2,555
Logan Av Bridge Seismic Retrofit 18 85 13 - - - 13
11
Loop Replacement Program 12 40 20 20 20 20 20 20 120
Missing Links Program 5 5 30 30 30 30 30 30 180
NE 4th SUHoquiam Av NE - 400 - - - - - 400
NE 8th St-Union to Duvall 5 8 27 - 300 - - 334
NE 3rd/NE 4th Corridor 52 86 75 214 290 1,886 2,000 4,000 8,465
Oakesdale Ave SW Extension - - - - 60 2,753 9,399 12,212 No
Oakesdale Ave SW Phase 2 783 1,490 425 - - - - - 425
Park-Sunset Corridor 5 5 50 100 1,190 650 - 1,995
Pole Program 24 71 25 25 25 25 25 25 150 No
Project Development/Predesign 77 90 175 175 200 200 200 200 1,150
Rainier Av/SR 167 - 20 - - - - - 20
Rainier Av-SR 167 to S 2nd St 2 30 50 40 - - - - 90 Ow
Renton Urban Shuttle(RUSH) 15 60 60 60 60 60 60 360
RR Crossing Safety Prog. 183 359 10 - - 10 - - 20
tib
S.2nd Street Safety Project 76 257 22 - - - - - 22
Sign Replacement Program 1 15 7 8 7 8 7 8 45
South Renton Project - 175 360 - - - - 535 ttillr
SR167/SW 27th St/Strander By 116 211 610 1,410 510 3,500 20,822 19,700 46,552
SR169 HOV-140th to SR900 198 407 200 - - 3,809 3,400 - 7,409
Sunset/Anacortes Ave NE 313 309 32 - - 32 ir11
6-12 Capital Improvement Program
rrr
Table 6-8. Summary of Transportation CIP Projections(2 of 2)
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development(Continued) 2002 2002 2003 2004 2005 2006 2007 2008 Total
rrir Sunset/1-405 Interchange 30 40 - - - - - 40
SW 7th St./Lind Ave SW 30 274 26 - - - - - 26
TDM Program 59 61 64 64 64 64 64 64 385
rrw Traffic Efficiency Program 21 226 347 47 47 30 30 30 531
Traffic Safety Program 40 184 40 40 40 40 40 40 240
r Trans Concurrency 2 12 40 10 10 10 10 10 90
Trans Valley ITS - 50 - - - - - 50
Transit Center Security 50 10 10
rwr Transit Priority Signal System 245 746 370 - - - - - 370
Transit Program 17 35 80 40 81 81 81 81 444
Trans-Valley&Soos Creek Corr. 1 5 10 - - - - - 10
am Valley Connections to West 765 - 305 255 250 850 - - 1,660
Walkway Program 38 50 250 250 250 250 250 250 1,500
WSDOT Coordination Program 8 15 20 10 10 10 10 10 70
Total 3,686 6,448 6,251 6,618 2,555 17,307 32,427 34,489 99,645
Major Maintenance
art
Street Overlay Program 952 1,003 410 410 410 410 410 410 2,460
Total 522 1,003 410 410 410 410 410 410 3,463
Carr
Car
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Cir
Wi
On the Transportation CIP map, we show the locations for the following
projects:
A. Oakesdale Avenue SW Phase II 01�
B. SR 169 HOV— 140"Way SE to SR 900
C. Duvall Avenue NE—SR 900 to North City Limits
D. CBD bicycle and pedestrian connections
rr
E. Rainier Avenue—SR 167 to South 2nd St
F. Park/Sunset Corridor HOV
■rr
G. SR 167/SW 27th Street HOV/Strander Connection
H. Sunset/Anacortes Ave NE ar
I. South 2nd Street Safety Project
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No
6-14 Capital Improvement Program
0000.
CIP Map - Transportation
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iun
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Renton Airport Allocation by Development rw
Table 6-9 shows our plan for four development projects and one major
maintenance program for the Renton Airport. The amounts represent nrr
thousands of dollars.
Table 6-9. Summary of Renton Airport CIP Projections
Actual Budget Projected Projected Projected Projected Projected Projected Projected aw
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total
Air Side/Land Side Separation 199 505 300 - - - - - 300
Seaplane Base Improvement Project 401 555 - - - No
Runway/Taxiway Lighting,Signage, 18 225 385 1,615 2,000
Pavement
U.S.Customs Facility 19 25 - - - go
Total 636 1,310 685 1,615 2,300
Major Maintenance
Airport Major Maintenance-Facilities 119 100 100 — — — — — 100 SII
Total 119 100 100 — — — — — 100
rr
On the aerial photo of the Renton Airport, we show the locations for the air
side/land side separation (A); the seaplane base improvement(B); the runway
and taxiway lighting, signage, and pavement project(C); and the proposed No
restaurant demolition (D).
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6-16 Capital Improvement Program
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CIP Projects - Renton Airport
m �
A Air Side/
Land Side
Separation
� B Seaplane Base
Improvement
C Runway/Taxiway
Lighting, Signage,
and Pavement
D Major
rrr Ij Maintenance:
� Demolition of
Restaurant
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A
k
err Capital Improvement Program 6-17
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Will
Maplewood Golf Course CIP by Development No
The City plans for five development projects and one major maintenance
we
program for the Maplewood Golf Course. The amounts in table 6-10 represent
thousands of dollars.
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Table 6-10. Summary of Maplewood Golf Course CIP Projections
Actual Budget Projected Projected Projected Projected Projected Projected rrlr
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total
Landscape and Patio Improvements 37 30 - - - - - - -
Parking Stall Addition and Cart Path
Paving 46 100 344 - 344
Maintenance Bldg&Pump House 54 105 15 - 1,800 1,815
Reconstruction of the 8th Green and - - - 180 - 180 ■rrI
Fairway
Reconstruction of the 13th and 15th
100 100
Greens
Total 137 235 359 180 — — — 1,900 2,439 ram
Major Maintenance
Golf Course Major Maintenance — — — 100 130 75 150 300 755
Total — — — 100 130 75 150 300 755 IM
On the next CIP map we show the locations for the Maplewood Golf Course am
development projects: the maintenance building and pump house design (A),
improvements to landscaping and patios (B), and addition of parking stalls No
and a paved cart path (C).
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6-18 Capital Improvement Program
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CIP Map - Maplewood Golf Course
rYaf 4 Lake Br»z n
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Lake Washington
Ob Mal,creek
irr :: •0000_•• sees' •e 0:
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No
Water Utility Department CIP Allocation by Development and Major am
Maintenance Project
In order to improve and better protect our watershed, storage, and pumping
facilities, the City of Renton plans for a variety of acquisition, development,
and maintenance projects. The amounts in table 6-11 represent thousands of rlrlr
dollars.
No
Table 6-I1. Summary of Water CIP Projections
Actual Budget Projected Projected Projected Projected Projected Projected
Acquisition 2002 2002 2003 2004 2005 2006 2007 2008 Total No
Springbrook Springs Watershed Exp _ 15 - - - - - - 15
and Fence
Total - 15 - - - - - - 15 s
Development
Springbrook Springs Watershed Exp& 82 85 -
Fence
No
New Pump Station for EW-3 458 445 - - - - - - -
New Reservoirs and Pump Stations - - 100 400 2,500 1,000 1,000 1,000 6,000
Supply Development&Quality 854 1,981 3,640 4,040 2,240 1,540 240 40 11,740
Improvements
Total 1,394 2,511 3,740 4,440 4,740 2,540 1,240 1,040 17,740
Major Maintenance
Water Main Rehabilitation 1,090 1,171 1,170 1,000 1,000 1,000 1,000 1,000 6,170
Main Replacement So. Downtown& 14 35 300 100 100 100 100 100 800
Highlands
Automatic Meter Reading Conversion - - - - - 500 500 500 1,500
Water Utility Major Maintenance 539 1,579 1,115 270 70 170 420 520 2,565
Total 1,642 2,785 2,585 1,370 1,170 1,770 2,020 2,120 11,035 t
Regulatory Compliance
Water Utility Regulatory Compliance 912 70 150 180 80 80 100 100 690
Program r
Total 912 70 150 180 80 80 100 100 690
On the Water Utility CIP map we show the locations for the following
projects:
A. Well EW-3 pump station Will
B. Disinfection contact piping
No
C. Maplewood water quality improvements
D. Reservoir repair and seismic upgrade
No
E. Water main replacement
6-20 Capital Improvement Program
rr.
CIP Map - Water Utility
r
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Wastewater Utility Department CIP Allocation by Development and
Major Maintenance Project
Improvements to Renton's wastewater facilities will include extending
sanitary sewer mains and major infrastructure maintenance. The amounts in
table 6-12 represent thousands of dollars.
Table 6-12. Summary of Wastewater CIP Projections so
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total
Sanitary Sewer Main Extensions 1,300 1,500 2,300 3,400 1,000 — — — 6,700 No
Total 1,300 1,500 2,300 3,400 1,000 — — — 6,700
Major Maintenance
Kennydale Lakefront Sewer 56 60 400 - - 400 no
Rehabilitation
Thunder Hill Access Road Repair 259 300 - - - -
Miscellaneous/Emergency Projects 118 50 50 75 75 75 75 75 425 ao
Main Replacement&Rehabilitation 196 220 1,200 1,200 2,200 2,500 2,500 2,500 12,100
Lift Station Replacement& 153 650 150 - - - - - 150
Rehabilitation ow
Miscellaneous Minor Capital
Improvements 25 25 25 25 25 25 25 25 150
Total 807 1,305 1,825 1,300 2,300 2,600 2,600 2,600 13,225 so
On the Wastewater Utility CIP map we show the locations for the following No
maintenance projects:
A. Sanitary Sewer Main Extensions
1. Kennydale sewer infill phase I
2. Puget Colony and White Fence Ranch sewers
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3. Highgate lift station elimination
B. Major Maintenance r
1. Kennydale Lakefront sewer rehabilitation
2. Thunder Hill access road repair
3. Ridgecrest sewer replacement
C. Lift Station Replacement r,rr
1. Earlington lift station replacement
2. East Valley lift station replacement rr�r
6-22 Capital Improvement Prograin t
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CIP Map - Wastewater Utility
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Surface Water Utility Department CIP Allocation by Development and .�
Major Maintenance Project
In order to better manage its surface water runoff, the City plans for six
development projects and two major maintenance programs. We will also
improve our surface water utility plans in order to better comply with current rr
regulations. The amounts in table 6-13 represent thousands of dollars.
Table 6-13. Summary of Surface Water CIP Projections
Actual Budget Projected Projected Projected Projected Projected Projected Projected
Development 2002 2002 2003 2004 2005 2006 2007 2008 Total
Wetland Mitigation Bank 3 75 - 35 50 1,300 10 10 1,405
Storm System Improvement& 1,511 1,933 1,775 1,510 555 230 900 700 5,670
Replacement Irlf
Springbrook Creek Improvements 20 65 210 150 850 - 100 200 1,510
Cedar River Basin 98 116 10 - - 75 400 - 485
Green River Ecosystem Restoration 4 15 15 15 365 365 365 1,125 Ir111
May Creek Basin Plan CIP 54 75 100 240 200 - - 540
Implementation
Total 1,690 2,279 2,110 1,950 2,020 1,970 1,775 910 10,735 Irri
Major Maintenance
Small Drainage&Emergency Storm 104 150 150 150 150 150 150 150 900
Projects
Lower Cedar River Sediment 250 306 185 170 150 100 195 1,460 2,260
Management
Total 354 456 335 320 300 250 345 1,610 3,160
Regulatory Compliance
Surface Water Utility Plans and 75 260 255 80 80 80 80 80 655
Programs am
Total 75 260 255 80 80 80 80 80 655
On the Surface Water Utility CIP map we show the locations for five of the go
planned surface water projects:
A. Lower Cedar River sediment management we
B. Storm system improvement and replacement
1. NE 10th Street and Anacortes Storm Project Mll
2. SW 7th Street Storm Improvement Project
C. Green River ecosystem restoration projects No
D. Springbrook Creek Floodplain map update
rte
E. May Creek Basin Plan implementation
t
6-24 Capital Improvement Program
r
CIP Map - Surface Water Utility
r
JIM
Luke Boren
•
.
Lake Washington13
WO
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...q•• t...�• ••y
0
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405 • • t%*....j*j. t
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Beach • •• •
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.r't
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fl�rlS. •s%..l
ti. Renton
' Airport PACCAR
j po Renton •N•�
j Kenworth ••
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Plant College �••••;
aey Zk 5......: •
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• .�Golf Course
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Capital Improvement Program 6.25
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6_26 Capital Improvement Program
1
Eli, 4
s
Slephanie,age 9 Rennin Park
min,age 9,Roman Punk
a
Nailn•.age R,Kawytblr
a2
■r.
Budget by Fund
In tables 7-1 and 7-2,we provide detailed comparisons by fund
category of the Revenue(table 7-1)and Expenditure(table 7-2)
Budget. This budget contains the following categories:
• General Governmental Funds.
• Special Revenue Funds.
• Debt Service Funds.
• Capital Project Funds.
• Enterprise Funds
• Internal Service Funds
nr�r
• Fiduciary Funds.
In tables 7-3 through 7-40,you will find revenue and expenditure
r.� totals for each specific fund,presented in the order of their fund
identification number.
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Budget by Fund 7-1
ar
go
Table 7-1. New Revenue Budget Comparisons by Fund, All Funds
2001 2002 2002 2003 2004 Change Change so
Item Actual AdjBudget Actual Budget Forecast 02-03 03-04
GENERAL GOVERNMENT FUNDS: 06
000/General 42,298,585 42,148,300 42,443,589 43,447,600 43,447,600 3.1% 0.0%
101/Park 10,648,303 9,281,300 9,287,076 9,348,100 9,348,100 0.7% 0.0%
103/Street 5,493,183 5,883,200 5,877,711 5,911,400 5,911,400 0.5% 0.0%
go
106/Library 1,193,164 1,439,100 1,484,571 1,435,100 1,435,100 -0.3% 0.0%
201/Ltd GO Bonds/Gen Govt Misc Debt 736,919 650,000 650,054 654,300 654,300 0.7% 0.0%
207/1978 Limited GO Bonds 4,264 500 803 35,100 35,100 6920.0% 0.0% No
212/1989 Limited Ref GO Bonds 311,568 301,617 301,617 0 0 -100.0% N/A
215/Gen Govt Misc Debt Service 1,503,280 1,326,100 2,233,691 1,871,300 1,871,300 41.1% 0.0%
TOTAL 62,189,266 61,030,117 62,279,112 62,702,900 62,702,900 2.7% 0.0%
s
SPECIAL REVENUE FUNDS:
102/Arterial Street 353,399 344,400 354,943 353,500 353,500 2.6% 0.0%
104/Community Dev Block Grant 300,543 292,100 263,586 305,000 305,000 4.4% 0.0%
110/Hotel/Motel Fund 170,991 135,000 209,439 200,000 200,000 48.1% 0.0%
118/Reserve for Paths&Trails 0 0 0 0 0 N/A N/A
125/1%For Art 88,981 75,000 15,629 75,000 75,000 0.0% 0.0% r
127/Cable Communication 38,927 36,000 34,289 32,700 32,700 -9.2% 0.0%
TOTAL 952,841 882,500 877,886 966,200 966,200 9.5% 0.0%
DEBT SERVICE FUNDS: rr�
213/1983 Unlimited Ref GO Bonds 17,414 17,047 17,047 0 0 -100.0% N/A
219/1989 Unlimited GO Bonds 533,420 504,200 515,879 512,700 512,700 1.7% 0.0%
220/L.I.D.Debt Service Fund 434,732 336,100 364,977 334,600 334,600 -0.4% 0.0% r
221/L.I.D.Guaranty Fund 5,907 566 566 0 0 -100.0% N/A
TOTAL 991,473 857,913 898,469 847,300 847,300 -1.2% 0.0%
crit
CAPITAL PROJECT FUNDS(CIP):
301/City Hall/Garage CIP 10,014,099 300,000 127,879 100,000 100,000 -66.7% 0.0%
303/Community Dev Mitigation Fund 398,224 225,000 425,484 290,000 290,000 28.9% 0.0%
304/Fire Mitigation Fund 472,597 4,145,000 4,428,677 225,000 225,000 -94.6% 0.0%
305 Transportation Mitigation Fund 600,156 475,000 1,092,179 585,000 585,000 23.2% 0.0%
306/1-eased City Properties 576,560 1,024,400 1,085,644 610,000 610,000 -40.5% 0.0%
307/Aquatics Center 0 5,000,000 5,031,594 0 0 -100.0% N/A
316/Municipal Facilities CIP 3,486,818 3,159,000 3,817,239 2,367,600 2,367,600 -25.1% 0.0%
317/Transportation CIP 6,666,096 6,254,500 6,089,231 5,946,500 5,946,500 -4.9% 0.0%
TOTAL 22,214,550 20,582,900 22,097,927 10,124,100 10,124,100 -50.8% 0.0% aril
ENTERPRISE FUNDS:
401/Waterworks Utility 19,317,136 20,837,700 20,682,938 19,415,800 19,415,800 -6.8% 0.0%
402/Airport 977,953 1,688,000 1,840,094 1,895,100 1,895,100 12.3% 0.0% r�
403/Solid Waste Utility 8,497,909 9,370,300 8,646,485 9,074,500 9,074,500 -3.2% 0.0%
404/Golf Course 2,376,370 2,340,200 2,287,567 2,218,500 2,218,500 -5.2% 0.0%
421/Waterworks Utl Construction 7,013,604 8,124,000 15,105,353 4,028,000 4,028,000 -50.4% 0.0%
424/Golf Course Capital Fund 315,737 152,900 154,233 154,000 154,000 0.7% 0.0%
451/Waterwork revenue Bond Fund 2,863,348 4,758,646 4,646,723 3,320,900 3,320,900 -30.2% 0.0%
TOTAL 41,362,057 47,271,746 53,363,393 40,106,800 40,106,800 -15.2% 0.0% so
INTERNAL SERVICE FUNDS:
501/Equipment Rental 3,427,150 3,361,000 3,117,098 2,991,200 2,991,200 -11.0% 0.0% rrr
502/Insurance 9,208,725 7,876,100 8,333,083 8,187,400 8,476,700 4.0% 3.5%
TOTAL 12,635,875 11,237,100 11,450,181 11,178,600 11,467,900 -0.5% 2.6%
FIDUCIARY FUNDS:
601/Firemen's Pension 171,660 112,000 161,272 147,000 147,000 31.3% 0.0%
TOTAL NEW REVENUE 140,517,722 141,974,276 151,128,240 126,072,900 126,362,200 -11.2% 0.2%
7-2 Budget by Fund
Ilrn
Table 7-2. Committed Expenditure Budget Comparisons by Fund, All Funds
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
GENERAL GOVERNMENT FUNDS:
000/General 43,787,659 45,626,376 44,909,291 44,871,800 44,700,000 -1.7% -0.4%
101/Park 9,382,475 11,444,022 10,982,369 9,250,100 9,290,600 -19.2% 0.4%
am 103/Street 5,817,858 6,335,200 5,915,677 5,911,400 5,943,600 -6.7% 0.5%
106/Library 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
201/Ltd GO Bonds/Gen Govt Misc Debt 732,411 655,000 652,068 654,300 654,300 -0.1% 0.0%
rrr 207/1978 Limited GO Bonds 160,003 500 7 35,100 28,000 6920.0% -20.2%
212/1989 Limited Ref GO Bonds 305,040 354,558 354,558 0 0 -100.0% N/A
215/Gen Govt Misc Debt Service 1,528,701 1,858,300 1,855,731 1,871,300 1,879,700 0.7% 0.4%
TOTAL 63,071,632 67,713,056 66,094,846 64,029,100 63,939,200 -5.4% -0.1%
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SPECIAL REVENUE FUNDS:
102/Arterial Street 353,500 353,500 353,500 353,500 353,500 0.0% 0.0%
rrn 104/Community Dev Block Grant 260,388 305,100 264,536 295,700 297,100 -3.1% 0.5%
110/Hotel/Motel Fund 119,746 275,938 214,727 200,000 200,000 -27.5% 0.0%
118/Reserve for Paths&Trails 0 0 0 0 0 N/A N/A
rar 125/1%For Art 29,100 75,000 23,071 75,000 75,000 0.0% 0.0%
127/Cable Communication 37,250 30,800 30,413 31,600 31,600 2.6% 0.0%
TOTAL 799,984 1,040,338 886,247 955,800 957,200 -8.1% 0.1%
rrw DEBT SERVICE FUNDS:
213/1983 Unlimited Ref GO Bonds 142,540 516,716 516,716 0 0 -100.0% N/A
219/1989 Unlimited GO Bonds 504,705 505,200 504,388 511,500 511,500 1.2% 0.0%
1111°' 220/L.I.D.Debt Service Fund 206,364 573,000 536,911 334,600 334,600 -41.6% 0.0%
221/L.I.D.Guaranty Fund 0 152,133 152,132 0 0 -100.0% N/A
TOTAL 853,609 1,747,049 1,710,147 846,100 846,100 -51.6% 0.0%
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CAPITAL PROJECT FUNDS(CIP):
301/City Hall/Garage CIP 535,981 9,540,400 5,588,238 0 0 -100.0% N/A
err 303/Community Dev Mitigation Fund 4,238 550,000 59,550 950,000 950,000 72.7% 0.0%
304/Fire Mitigation Fund 1,955,189 4,395,000 694,316 298,000 0 -93.2% -100.0%
305 Transportation Mitigation Fund 941,509 1,587,200 1,200,000 2,451,400 2,451,400 54.4% 0.0%
306/1-eased City Properties 499,061 1,290,072 1,240,493 516,900 517,400 -59.9% 0.1%
rr 307/Aquatics Center 0 5,000,000 100,453 0 0 -100.0% N/A
316/Municipal Facilities CIP 2,832,786 9,915,949 4,122,668 2,946,000 2,946,000 -70.3% 0.0%
317/Transportation CIP 8,354,050 7,562,800 4,779,559 6,661,200 6,661,200 -11.9% 0.0%
rrr TOTAL . 15,122,814 39,841,421 17,785,277 13,823,500 13,526,000 -65.3% -2.2%
ENTERPRISE FUNDS:
,1,11 401/Waterworks Utility 18,663,243 20,837,800 19,999,512 20,921,500 20,952,600 0.4% 0.1%
402/Airport 1,495,416 2,157,356 1,604,640 1,557,000 1,558,800 -27.8% 0.1%
403/Solid Waste Utility 8,776,670 9,370,300 8,424,641 9,074,500 9,075,600 -3.2% 0.0%
404/Golf Course 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
421/Waterworks Utl Construction 8,397,029 11,324,600 8,174,313 13,300,000 13,300,000 17.4% 0.0%
424/Golf Course Capital Fund 126,125 235,000 137,404 359,000 359,000 52.8% 0.0%
451/Waterwork revenue Bond Fund 6,762,249 5,101,400 4,909,723 2,920,400 2,920,400 -42.8% 0.0%
TOTAL 46,616,912 51,299,256 45,328,996 50,342,500 50,381,400 -1.9% 0.1%
INTERNAL SERVICE FUNDS:
501/Equipment Rental 2,623,805 3,035,500 2,760,927 2,991,200 2,995,600 -1.5% 0.1%
502/Insurance 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
TOTAL 10,048,585 10,310,600 10,022,282 12,038,200 12,333,000 16.8% 2.4%
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FIDUCIARY FUNDS:
601/Firemen's Pension 336,167 351,700 340,213 365,900 365,900 4.0% 0.0%
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TOTAL COMMITTED EXPENDITURES 136,849,703 172,303,420 142,168,008 142,401,100 142,348,800 -17.4% 0.0%
Budget by Fund 7-3
■rr
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Fund 000, General Fund
The General Fund is the primary operating fund of the city. It is used to
account for the resources and disbursements of ordinary City operations that
are not required to be accounted for in another fund. These include the
costs of public safety, building, planning, human services, and general
administration. The major source of revenue is property taxes, utility taxes
and sales taxes. Licenses and permits, charges for services, and fines and
forteits provide additional support.
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No
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No
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7_4 Budget by Fund
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Now
Table 7-3. Fund 000, General Fund
r 2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Wr. Real &Personal Property Tax 6,777,353 7,841,200 7,276,734 8,637,500 8,637,500 10.2% 0.0%
Sales Tax 15,343,552 15,560,000 15,037,534 15,550,000 15,550,000 -0.1% 0.0%
Sales Tax/Criminal Justice 1,012,546 1,050,000 986,344 1,050,000 1,050,000 0.0% 0.0%
NN. Utility Taxes 5,474,749 4,790,000 4,931,700 4,950,000 4,950,000 3.3% 0.0%
Gambling Excise Tax 2,322,137 2,401,000 2,110,861 2,455,000 2,455,000 2.2% 0.0%
Other Taxes 495,253 1,345,000 1,712,648 1,350,000 1,350,000 0.4% 0.0%
rrr Business License Fees 443,387 440,000 444,841 397,500 397,500 -9.7% 0.0%
Building and Street Use Permits 1,603,743 1,293,400 1,949,900 1,420,300 1,420,300 9.8% 0.0%
Other Licenses&Permits 11,328 1,000 19,564 4,000 4,000 300.0% 0.0%
Nr Federal/State Grants 176,239 330,000 309,464 215,000 215,000 -34.8% 0.0%
State Shared Revenue 722,042 734,200 755,541 480,600 480,600 -34.5% 0.0%
Fire District#25 999,502 1,000,000 1,057,852 1,065,000 1,065,000 6.5% 0.0%
N� Other Intergovernmental 1,782 509,200 22,917 0 0 -100.0% N/A
Zoning Fees 176,543 121,000 150,797 121,000 121,000 0.0% 0.0%
Plan Checking Fees 665,777 450,000 730,376 550,000 550,000 22.2% 0.0%
Other Charges for Services 790,466 630,000 783,239 815,000 815,000 29.4% 0.0%
Municipal Court&Other Fines 959,047 854,600 1,004,893 929,100 929,100 8.7% 0.0%
Investment Interest 1,491,789 719,400 444,484 560,000 560,000 -22.2% 0.0%
Other Miscellaneous 259,659 30,000 104,080 371,700 371,700 1139.0% 0.0%
Other Financing Sources 55,168 0 104,825 0 0 N/A N/A
Interfund Revenues 2,516,524 2,557,500 2,504,995 2,525,900 2,525,900 -1.2% 0.0%
TOTAL NEW REVENUE 42,298,585 42,148,300 42,443,589 43,447,600 43,447,600 3.1% 0.0%
Use of Prior Yr Revenue 0 3,478,076 0 1,424,200 1,252,400 -59.1% -12.1%
TOTAL RESOURCES 42,298,585 42,860,800 42,443,589 44,871,800 44,700,000 4.7% -0.4%
EXPENDITURES:
Regular Salaries 21,501,250 23,429,500 22,767,921 23,431,300 23,687,400 0.0% 1.1%
Part Time Salaries 243,219 228,500 292,312 218,300 218,300 -4.5% 0.0%
+� Overtime 1,558,206 1,404,300 1,757,322 1,417,500 1,432,900 0.9% 1.1%
Personnel Benefits 5,616,938 5,927,300 5,871,670 6,103,500 6,103,500 3.0% 0.0%
Salary and Benefit Reserves 0 53,200 0 1,948,100 1,504,700 3561.8% -22.8%
+� Supplies 913,815 984,800 817,995 1,009,200 1,009,200 2.5% 0.0%
Professional Services 2,651,995 2,949,155 2,657,341 3,029,800 3,029,800 2.7% 0.0%
Postage/Telephone 386,241 341,400 383,746 412,800 412,800 20.9% 0.0%
Nrr Travel/Training 223,306 282,100 214,809 273,400 273,400 -3.1% 0.0%
Other Rentals 119,998 173,100 119,206 166,900 166,900 -3.6% 0.0%
Equipment Rental 1,304,463 1,394,700 1,281,084 1,394,700 1,394,700 0.0% 0.0%
Nrr Insurance 1,200,000 1,186,200 1,861,200 1,374,700 1,374,700 15.9% 0.0%
Public Utility Services 11,491 9,700 12,350 13,500 13,500 39.2% 0.0%
Repairs&Maintenance 226,278 391,100 291,139 418,700 418,700 7.1% 0.0%
.r. Other Services&Charges 687,717 872,163 699,415 817,300 817,400 -6.3% 0.0%
Intergovernmental Services 1,452,189 1,638,100 1,583,844 1,756,600 1,756,600 7.2% 0.0%
Operating Transfer Out 5,550,000 4,273,058 4,273,059 1,000,000 1,000,000 -76.6% 0.0%
rrr Capital Outlay 140,554 88,000 24,878 85,500 85,500 -2.8% 0.0%
TOTAL COMMITTED EXPENDITURES 43,787,659 45,626,376 44,909,291 44,871,800 44,700,000 -1.7% -0.4%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 43,787,659 45,626,376 44,909,291 44,871,800 44,700,000 -1.7% -0.4%
Fund Balance,January 1 7,744,589 6,255,515 6,255,515 3,789,813 2,365,613 -39.4% -37.6%
Total New Revenue 42,298,585 42,148,300 42,443,589 43,447,600 43,447,600 3.1% 0.0%
Total Committed Expenditures (43,787,659) (42,860,800) (44,909,291) (44,871,800) (44,700,000) 4.7% -0.4%
Fund Balance Plus Reserves 6,255,515 5,543,015 3,789,813 2,365,613 1,113,213 -57.3% -52.9%
Year End Operating Reserves 3,503,013 3,428,864 3,592,743 3,589,744 3,576,000 4.7% -0.4%
rr. Fund Balance,December 31 2,752,502 2,114,151 197,070 (1,224,131) (2,462,787) -157.9% 101.2%
Budget by Fund 7-5
ears
Fund 101,Park Fund
The Park Fund accounts for the City's parks and recreation programs:
operations, maintenance, and improvements for municipal buildings; and
the landscaping and street tree functions. See the Community Services
operating budget section of this document for more information on park
fund program budget and staffing.
v
Table 7-4. Fund 101, Park Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE: ■ril
Real&Personal Property Taxes 4,521,895 4,300,000 4,950,000 4,756,200 4,756,200 10.6% 0.0%
Utility Tax/Electricity 4,755,927 3,700,000 2,899,375 3,300,000 3,300,000 10.8% 0.0%
KC/Cultural Fac Prog Art Grant 7,500 0 0 0 0 N/A N/A trill
Charges for Services 776,803 822,300 844,788 768,500 768,500 -6.5% 0.0%
Investment Interest 91,856 500 39,907 30,000 30,000 5900.0% 0.0%
Rents/Leases/Concessions 480,324 458,500 534,568 490,400 490,400 7.0% 0.0%
Contributions/Donations 12,492 0 11,995 3,000 3,000 100.0% 0.0%
Other Miscellaneous 1,505 0 6,444 0 0 N/A N/A
TOTAL NEW REVENUE 10,648,303 9,281,300 9,287,076 9,348,100 9,348,100 0.7% 0.0%
Use of Prior Yr Revenue 0 2,162,722 0 0 0 -100.0% N/A
TOTAL RESOURCES 10,648,303 11,444,022 9,287,076 9,348,100 9,348,100 -18.3% 0.0%
EXPENDITURES:
Regular Salaries 3,376,920 3,854,800 3,542,974 3,641,700 3,681,900 -5.5% 1.1%
Part Time Salaries 1,168,209 1,068,100 1,277,126 1,116,200 1,116,200 4.5% 0.0%
Overtime 56,690 73,400 49,618 57,400 57,700 -21.8% 0.5%
Personnel Benefits 1,048,738 1,158,100 1,100,013 1,158,100 1,158,100 0.0% 0.0%
Supplies 430,926 452,600 410,099 451,300 451,300 -0.3% 0.0%
Professional Services 95,179 137,000 123,897 129,700 129,700 -5.3% 0.0%
Postage/Telephone/Other 20,487 4,000 25,465 17,100 17,100 327.5% 0.0%
Travel/Training 25,557 32,200 34,198 34,300 34,300 6.5% 0.0% rrir
Advertising 6,885 3,100 3,988 3,100 3,100 0.0% 0.0%
Other Rentals 2,258 20,800 8,017 15,500 15,500 -25.5% 0.0%
Equipment Rental 510,125 485,800 445,482 485,800 485,800 0.0% 0.0% Orr
Public Utility Services 803,218 917,700 817,212 957,500 957,500 4.3% 0.0%
Repairs&Maintenance 553,505 697,322 576,597 694,600 694,600 -0.4% 0.0%
Miscellaneous 483,778 439,100 454,758 487,800 487,800 11.1% 0.0% aw
Transfer out Fund 502 800,000 0 0 0 0 N/A N/A
Transfer out Fund 307 0 2,100,000 2,100,000 0 0 -100.0% N/A
Capital Outlay 0 0 12,925 0 0 N/A N/A rr�
TOTAL COMMITTED EXPENDITURES 9,382,475 11,444,022 10,982,369 9,250,100 9,290,600 -19.2% 0.4%
Increase to Reserves 0 0 0 98,000 57,500 100.0% -41.3% r
TOTAL EXPENDITURES 9,382,475 11,444,022 10,982,369 9,348,100 9,348,100 -18.3% 0.0%
Fund Balance,January 1 1,693,070 2,958,898 2,958,898 1,263,604 1,361,604 -57.3% 7.8%
Total New Revenue 10,648,303 9,281,300 9,287,076 9,348,100 9,348,100 0.7% 0.0%
Total Committed Expenditures (9,382,475) (11,444,022) (10,982,369) (9,250,100) (9,290,600) -19.2% 0.4%
Fund Balance Plus Reserves 2,958,898 796,176 1,263,604 1,361,604 1,419,104 71.0% 4.2%
Year End Operating Reserves 750,598 915,522 878,590 747,848 747,848 -18.3% 0.0%
Fund Balance,December 31 2,208,300 (119,346) 385,014 613,756 671,256 -614.3% 9.4%
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7-6 Budget by Fund
■rr
Fund 102, Arterial Street Fund
The Arterial Street Fund was established pursuant to state law allocating the
one-half cent State Gasoline Tax revenue to cities and towns for construction,
improvements, and major repair of streets. In order for a project to qualify for
funding, it has to be a part of the City's Six-Year Transportation Improvement
Program and must be approved by the State Highway Department's District
�. State Aid Engineer. The fund allows the City to accomplish approved projects
using either City forces or contractors,and provides the capability of matching
LID participation and outside agency grants. In 2003, $353,500 will be
■.. transferred to the Transportation Capital Improvement Program (CIP) Fund
317,to provide funding for the continuing street overlay program.
r
Table 7-5. Fund 102, Arterial Street Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
■r. Arterial Street Fuel Tax 345,619 338,400 347,983 348,500 348,500 3.0% 0.0%
Investment Interest 7,780 6,000 6,960 5,000 5,000 -16.7% 0.0%
TOTAL NEW REVENUE 353,399 344,400 354,943 353,500 353,500 2.6% 0.0%
Use of Prior Year Revenue 0 9,100 0 0 0 -100.0% N/A
TOTAL RESOURCES 353,399 353,500 354,943 353,500 353,500 0.0% 0.0%
,i EXPENDITURES:
Transfer-Out to CIP/Overlay Program 353,500 353,500 353,500 353,500 353,500 0.0% 0.0%
TOTAL COMMITTED EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0% 0.0%
lrrr Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0% 0.0%
Fund Balance,January 1 153,069 152,968 152,968 154,411 154,411 0.9% 0.0%
Total New Revenue 353,399 344,400 354,943 353,500 353,500 2.6% 0.0%
Total Committed Expenditures (353,500) (353,500) (353,500) (353,500) (353,500) 0.0% 0.0%
r„r Designated Fund Balance 152,968 143,868 154,411 154,411 154,411 7.3% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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Budget by Fund 7-7
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N
Fund 103, Street Fund
The Street Fund revenue comes from general tax sources such as sales, ro
property, and gas utility taxes that provide $4.1 million, or 70 percent of
2003 funding. The other significant resource is street fuel taxes, a state
shared revenue source,which will provide $778,700, or 13 percent of 2003
financing. The balance, or 17 percent of 2003 support, will come from
reimbursements for service from other funds, investment interest, and
permits. There are two divisions of the Planning/Building/Public Works
Department in this fund: Transportation Systems (Fund 103/16) and Street
Maintenance Services(Fund 103/19).
Table 7-6. Fund 103, Street Fund
Will
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
am
REVENUE:
Real&Personal Property Taxes 2,771,019 3,193,800 3,193,800 2,926,300 2,926,300 -8.4% 0.0%
Utility Taxes 1,048,273 925,000 1,067,570 1,175,000 1,175,000 27.0% 0.0%
Licenses&Permits 39,610 30,000 24,305 30,000 30,000 0.0% 0.0%
State Shared Revenue 739,186 743,000 765,855 778,700 778,700 4.8% 0.0%
Investment Interest 36,670 10,000 21,999 20,000 20,000 100.0% 0.0%
Other Miscellaneous 517 25,000 10,860 25,000 25,000 0.0% 0.0%
Other Financing Sources 6,754 0 0 0 0 N/A N/A
Interfund Revenue 851,154 956,400 793,322 956,400 956,400 0.0% 0.0%
TOTAL NEW REVENUE 5,493,183 5,883,200 5,877,711 5,911,400 5,911,400 0.5% 0.0%
Use of Prior Yr Revenue 0 452,000 0 0 32,200 -100.0% 100.0%
TOTAL RESOURCES 5,493,183 6,335,200 5,877,711 5,911,400 5,943,600 -6.7% 0.5%
EXPENDITURES:
Regular Salaries 2,596,679 2,897,100 2,698,373 2,859,300 2,891,500 -1.3% 1.1% rrM
Part Time Salaries 99,639 203,600 104,457 122,000 122,000 -40.1% 0.0%
Overtime 50,626 74,800 66,831 60,900 60,900 -18.6% 0.0%
Personnel Benefits 689,737 674,500 705,915 786,400 786,400 16.6% 0.0%
Supplies 350,715 345,900 341,999 349,000 349,000 0.9% 0.0%
Professional Services 41,788 81,700 55,240 89,700 89,700 9.8% 0.0%
Postage/Telephone/Other 9,449 4,600 10,886 7,200 7,200 56.5% 0.0%
Travel/Training 18,338 39,300 43,835 24,500 24,500 -37.7% 0.0%
Other Rentals 1,604 17,700 5,105 14,200 14,200 -19.8% 0.0%
Equipment Rental 696,309 745,100 683,008 745,100 745,100 0.0% 0.0% rw
Public Utility Services 752,936 754,800 737,055 784,200 784,200 3.9% 0.0%
Repairs&Maintenance 26,847 50,400 14,115 44,900 44,900 -10.9% 0.0%
Miscellaneous 19,214 17,700 14,231 21,000 21,000 18.6% 0.0%
Interfund Payments 13,975 3,000 9,627 3,000 3,000 0.0% 0.0%
Operating Transfers-Out 450,000 425,000 425,000 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 5,817,858 6,335,200 5,915,677 5,911,400 5,943,600 -6.7% 0.5%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 5,817,858 6,335,200 5,915,677 5,911,400 5,943,600 -6.7% 0.5%
Fund Balance,January 1 1,299,138 974,464 974,464 936,498 936,498 -3.9% 0.0%
Total New Revenue 5,493,184 5,883,200 5,877,711 5,911,400 5,911,400 0.5% 0.0%
Total Committed Expenditures (5,817,858) (6,335,200) (5,915,677) (5,911,400) (5,943,600) -6.7% 0.5%
Fund Balance Plus Reserves 974,464 522,464 936,498 936,498 904,298 79.2% -3.4%
Year End Operating Reserves 465,429 470,656 473,254 472,912 475,488 0.5% 0.5%
Fund Balance,December 31 509,035 51,808 463,244 463,586 428,810 794.8% 7.5% r
7-8 Budget by Fund
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Fund 104, Community Development Block Grant Fund
r., The CDBG fund collects and disburses Community Development grant
monies. Current programs include Visiting Nurse Services, YWCA
Emergency Housing, Renton Communities in Schools, Emergency Feeding,
w.r Domestic Abuse Women's Shelter, CHCKC Primary Dental, Housing Repair,
Connections, and Dawn Shelter Support.
Table 7-7. Fund 104, Community Development Block Grant Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Comm Dev Block Grants 250,543 292,100 263,586 305,000 305,000 4.4% 0.0%
Operating Transfer 50,000 0 0 0 0 N/A N/A
r TOTAL NEW REVENUE 300,543 292,100 263,586 305,000 305,000 4.4% 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 300,543 305,100 263,586 305,000 305,000 0.0% 0.0%
EXPENDITURES:
Salaries 124,190 138,400 126,453 128,100 129,500 -7.4% 1.1%
irrr Part Time Salaries 23,056 26,000 19,528 29,200 29,200 12.3% 0.0%
Overtime 594 1,000 0 2,000 2,000 100.0% 0.0%
Personnel Benefits 29,843 35,300 29,293 35,300 35,300 0.0% 0.0%
Supplies 10,083 10,000 10,592 16,800 16,800 68.0% 0.0%
Professional Services 69,185 76,100 75,088 76,700 76,700 0.8% 0.0%
Postage/Telephone/Other 1,027 300 1,346 1,400 1,400 366.7% 0.0%
rrr Travel/Training 110 500 844 2,500 2,500 400.0% 0.0%
Equipment Rental 2,064 2,500 1,115 2,500 2,500 0.0% 0.0%
Public Utility Services 238 2,000 277 300 300 -85.0% 0.0%
■w Miscellaneous 0 0 0 900 900 100.0% 0.0%
SUB-TOTAL OPERATING BUDGET 260,389 292,100 264,536 295,700 297,100 1.2% 0.5%
Capital Improvement Project Plan 0 13,000 0 0 0 -100.0% N/A
rr TOTAL COMMITTED EXPENDITURES 260,389 305,100 264,536 295,700 297,100 -3.1% 0.5%
Increase to Reserves 0 0 0 9,300 7,900 100.0% -15.1%
TOTAL EXPENDITURES 260,389 305,100 264,536 305,000 305,000 0.0% 0.0%
rrr
Fund Balance,January 1 (44,992) (4,838) (4,838) (5,788) 3,512 19.6% -160.7%
Total New Revenue 300,543 292,100 263,586 305,000 305,000 4.4% 0.0%
Total Committed Expenditures (260,389) (305,100) (264,536) (295,700) (297,100) -3.1% 0.5%
Designated Fund Balance (4,838) (17,838) (5,788) 3,512 11,412 -119.7% 224.9%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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Budget by Fund 7-9
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so
Fund 106,Library Fund
The Library Fund accounts for the operation of two City libraries and the n
City Historical Museum. It is a part of general governmental funds since
the majority of support for library services is derived from general tax
revenues. In 2003, 97 percent of the resources will come from property
taxes,with 3 percent from service charges for photocopies, library fines,
investment interest, and contributions from the annual book sale. See the
Community Services operating budget section of this document for more
information on library fund program budget and staffing. No
Table 7-8. Fund 106, Library Fund am
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
■o
REVENUE:
Real&Personal Property Tax 1,141,872 1,400,000 1,425,000 1,397,600 1,397,600 -0.2% 0.0%
Charges for Services 7,740 0 8,296 6,000 6,000 100.0% 0.0% so
Library Fines 34,046 29,000 38,306 28,000 28,000 -3.4% 0.0%
Investment Interest 6,584 8,600 2,131 2,000 2,000 -76.7% 0.0%
Contributions/Book Sale 2,914 1,500 10,775 1,500 1,500 0.0% 0.0% No
Other Miscellaneous Revenue 8 0 62 0 0 N/A N/A
TOTAL NEW REVENUE 1,193,165 1,439,100 1,484,571 1,435,100 1,435,100 -0.3% 0.0%
Use of Prior Yr Revenue 0 0 0 0 7,900 N/A 100.0%
TOTAL RESOURCES 1,193,165 1,439,100 1,484,571 1,435,100 1,443,000 -0.3% 0.6%
EXPENDITURES: rni
Regular Salaries 668,200 727,300 696,619 723,300 731,200 -0.5% 1.1%
Part Time Salaries 180,938 175,700 210,051 175,700 175,700 0.0% 0.0%
Overtime 869 2,200 310 2,200 2,200 0.0% 0.0%
Personnel Benefits 180,493 204,300 184,631 204,300 204,300 0.0% 0.0%
Supplies 14,501 22,800 18,764 3,600 3,600 -84.2% 0.0%
Supplies/Library Books 221,170 203,500 226,890 232,700 232,700 14.3% 0.0%
Professional Services 54,814 55,400 70,586 45,400 45,400 -18.1% 0.0%
Postage/Telephone/Other 0 0 0 0 0 N/A N/A
Travel/Training 10,430 9,600 5,878 9,600 9,600 0.0% 0.0%
Other Rentals 0 600 466 600 600 0.0% 0.0%
Repairs&Maintenance 14,312 30,800 3,708 30,800 30,800 0.0% 0.0%
Miscellaneous 11,757 5,900 6,481 5,900 5,900 0.0% 0.0% rrf
Capital Outlay 0 1,000 762 1,000 1,000 0.0% 0.0%
TOTAL COMMITTED EXPENDITURES 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
Increase to Reserves 0 0 0 0 0 N/A N/A
ISO
TOTAL EXPENDITURES 1,357,485 1,439,100 1,425,145 1,435,100 1,443,000 -0.3% 0.6%
Fund Balance,January 1 331,999 167,678 167,678 227,104 227,104 35.4% 0.0% go
Total New Revenue 1,193,165 1,439,100 1,484,571 1,435,100 1,435,100 -0.3% 0.0%
Total Committed Expenditures (1,357,485) (1,439,100) (1,425,145) (1,435,100) (1,443,000) -0.3% 0.6%
Fund Balance Plus Reserves 167,678 167,678 227,104 227,104 219,204 35.4% -3.5% No
Year End Operating Reserves 108,599 115,128 114,012 114,808 115,440 -0.3% 0.6%
Fund Balance,December 31 59,079 52,550 113,092 112,296 103,764 113.7% -7.6%
e
7-10 Budget by Fund
r.r
Fund 110,Hotel/Motel Fund
During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows
Washington State cities to impose an increase in the hotel/motel tax of up to 1
r. percent for the purpose of increasing tourism. On October 13, 1997,the
Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel
Lodging Tax Advisory Committee. The Committee investigated the feasibility
.�. of implementing the 1 percent tax and made a recommendation to the City
Council to enact this tax. The Council adopted the tax with Ordinance No.
+r•r 4697 on December 15, 1997.
Table 7-9. Fund 110, Hotel/Motel Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Hotel/Motel Tax 162,460 130,000 148,798 196,000 196,000 50.8% 0.0%
Marketing Contributions 0 56,901 0 0 N/A N/A
rrr Investment Interest 8,531 5,000 3,740 4,000 4,000 -20.0% 0.0%
TOTAL NEW REVENUE 170,991 135,000 209,439 200,000 200,000 46.1% 0.0%
Use of Prior Yr Revenue 0 140,938 0 0 0 -100.0% N/A
TOTAL RESOURCES 170,991 275,938 209,439 200,000 200,000 -27.5% 0.0%
EXPENDITURES:
rrr Marketing 74,414 185,938 135,805 100,000 100,000 -46.2% 0.0%
Tourism 45,331 90,000 78,922 100,000 100,000 11.1% 0.0%
TOTAL COMMITTED EXPENDITURES 119,745 275,938 214,727 200,000 200,000 -27.5% 0.0%
rrr Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 119,745 275,938 214,727 200,000 200,000 -27.5% 0.0%
Fund Balance,January 1 216,090 267,336 267,336 262,048 262,048 -2.0% 0.0%
Total New Revenue 170,991 135,000 209,439 200,000 200,000 48.1% 0.0%
Total Committed Expenditures (119,745) (275,938) (214,727) (200,000) (200,000) -27.5% 0.0%
irrr Designated Fund Balance 267,336 126,398 262,048 262,048 262,048 107.3% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrn
rrr
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Budget by Fund 7-11
rrr
Fund 118,Reserve for Paths and Trails Fund
This reserve fund for paths and trails was established under authority of
Washington State Law(Sections 2, 3,4 and 5, Chapter 103, Extraordinary
Session Laws of 1972) for the purpose of accommodating, establishing, and
maintaining certain paths and trails. Accumulated funds must be used
within a ten-year period.
Table 7-10. Fund 118, Reserve for Paths and Trails Fund r
2001 2002 2002 2003 2004 Change Change
Item Actual Adi Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Street Fuel Tax-1/2 of 1% 0 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 0 0 0 0 0 N/A N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 0 0 0 0 0 N/A N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A N/A rrr
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A N/A
rrl
Fund Balance,January 1 2,807 2,807 2,807 2,807 2,807 0.0% 0.0%
Total New Revenue 0 0 0 0 0 N/A N/A
Total Committed Expenditures 0 0 0 0 0 N/A N/A
Designated Fund Balance 2,807 2,807 2,807 2,807 2,807 0.0% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
r
rrr
r
arr'
crit
rrr
7-12 Budget by Fund
rr.
Fund 125, 1% for Art Fund
r. The 1 percent for Art Fund was established to account for art expenditures in
municipal construction projects. Guidelines for determining art expenditures
are as follows: 1) The project cost must exceed $10,000. 2) The project must
r. be either new construction or a significant renovation of an existing structure
that allows expansion, new construction, or a significant renovation of an
existing structure that allows an expanded or different use of the facility.
Routine or periodic maintenance expenditures have been excluded. 3) Land
acquisition is not included. 4)Acquisition of equipment, vehicles, or
rr. machinery is not included. 5)All funds specifically limited to the construction
and improvement of the transportation system have been excluded; such as
rr. Federal aid, forward thrust, and half-cent gasoline tax. In 2003 an Art Project
will be selected for the Downtown Parking Garage. Future art projects will be
rrr
selected for the Aquatic Center and Fire Station#14.
Table 7-11. Fund 125, 1%for Art Fund
2001 2002 2002 2003 2004 Change Change
Item Actual AdlBudget Actual Budget Forecast 02-03 03-04
REVENUE:
Investment Interest 896 0 1,437 0 0 N/A N/A
Bond Proceeds 75,000 75,000 0 0 0 -100.0% N/A
rrr Other Financing Sources 13,085 0 14,192 75,000 75,000 100.0% 0.0%
TOTAL NEW REVENUE 88,981 75,000 15,629 75,000 75,000 0.0% 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 88,981 75,000 15,629 75,000 75,000 0.0% 0.0%
EXPENDITURES:
Capital Projects 15,900 75,000 23,071 75,000 75,000 0.0% 0.0%
Transfer out to 316 13,200 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 15,900 75,000 23,071 75,000 75,000 0.0% 0.0%
rrr Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 15,900 75,000 23,071 75,000 75,000 0.0% 0.0%
rr� Fund Balance,January 1 29,406 89,287 102,487 95,045 95,045 6.4% 0.0%
Total New Revenue 88,981 75,000 15,629 75,000 75,000 0.0% 0.0%
Total Committed Expenditures (15,900) (75,000) (23,071) (75,000) (75,000) 0.0% 0.0%
Designated Fund Balance 102,487 89,287 95,045 95,045 95,045 6.4% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
rr�
rrr
err
rr.
Budget by Fund 7-13
rrM
Fund 127,Cable Communications Development Fund
The Cable Communications Development Fund was established to provide no
promotion and development of cable communications. The City uses a
character generator to issue public information over a municipal access No
cable TV channel (Channel 21). The City Clerk's office is responsible for
gathering, formatting and programming the information submitted by City
departments and external organizations for broadcast. On May 8, 1995,
Council authorized the broadcasting of weekly Council meetings on
Channel 21. In December 1995, Council authorized the broadcasting of the
Committee of the Whole meetings. In 1998 the City began to produce
quarterly videos on various highlights of the City. This included major
private and public capital projects and highlights of major City sponsored
events.
Table 7-12. Fund 127, Cable Communications Development Fund rrr
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04 Yr11
REVENUE:
Utility Tax/TV Cable 30,000 30,000 30,000 30,000 30,000 0.0% 0.0%
Investment Interest 7,427 6,000 1,289 1,200 1,200 -80.0% 0.0%
Other Misc.Revenue 1,500 0 3,000 1,500 1,500 100.0% 0.0%
TOTAL NEW REVENUE 38,927 36,000 34,289 32,700 32,700 -9.2% 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A r�
TOTAL RESOURCES 38,927 36,000 34,289 32,700 32,700 -9.2% 0.0%
EXPENDITURES:
Supplies 2,370 2,000 2,151 2,500 2,500 25.0% 0.0%
Professional Services 15,751 20,800 20,950 21,100 21,100 1.4% 0.0%
Repairs and Maintenance 37 8,000 7,312 8,000 8,000 0.0% 0.0%
Capital Outlay 19,092 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 37,250 30,800 30,413 31,600 31,600 2.6% 0.0% W
Increase to Reserves 0 5,200 0 1,100 1,100 -78.8% 0.0%
TOTAL EXPENDITURES 37,250 36,000 30,413 32,700 32,700 -9.2% 0.0%
Fund Balance,January 1 170,536 172,213 172,213 176,089 177,189 2.3% 0.6% rraf
Total New Revenue 38,927 36,000 34,289 32,700 32,700 -9.2% 0.0%
Total Committed Expenditures (37,250) (30,800) (30,413) (31,600) (31,600) 2.6% 0.0%
Designated Fund Balance 172,213 177,413 176,089 177,189 178,289 -0.1% 0.6, rrr
Fund Balance,December 31 0 0 0 0 0 N/A N/A
tog
sm
No
go
no
7-14 Budget by Fund
No
■w
Funds 201/207/212/215, Limited Tax General Obligation Bond Funds
rr. Council-approved general obligation debt is also known as limited tax general
obligation debt(LTGO)or councilmanic debt. The City maintains three funds
to account for existing bond revenue and expenditures. Fund 201 (table 7-14)
w.. maintains the revenue and expenditures for the 1997 and 2001 debt issues
associated with the Main and Grady building (new Renton City Hall)purchase
r. and renovation. The remaining funds(207 and 215) (tables 7-15 and 7-17)
maintain the revenue and expenditures associated with various issues
including but not limited to 1994 issue for various equipment rental additions
err
and replacements; 1996 mini-bond issue for two fire pumper replacements;
1997 refunding issue of$2.6 million that refunded five separate LTGO issues;
.rr 1998 Certificates of Participation for lighting improvements at City Hall; 2001
issue for the downtown parking garage; and the 2002 issue for a new fire
r..
station. For more detail on any of these debt issues, see the separately
published City of Renton Debt Manual. The outstanding balance for all
limited tax general obligation debt as of January 1, 2003 was $28,440,021.
w.
Table 7-13. Funds 201/207/212/215, Limited Tax General Obligation Bond Funds
rr�r
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
wre Property Tax(General Levy) 1,041,690 1,025,500 1,025,500 1,040,700 1,040,700 1.5% 0.0%
Real Estate Excise Tax 1,398,393 850,000 1,297,662 1,200,000 1,200,000 41.2% 0.0%
Investment Interest/Allocation 38,299 325,017 32,245 20,000 20,000 -93.8% 0.0%
aw Transfer in from Fire Mitigation Fund 304 0 0 0 300,000 300,000 100.0% 0.0%
Transfer in from Water Fund 401 77,650 77,700 77,700 0 0 -100.0% N/A
rrr
Transfer in from General Fund 000 0 0 753,059 0 0 N/A N/A
TOTAL NEW REVENUE 2,556,032 2,278,217 3,186,165 2,560,700 2,560,700 12.4% 0.0%
Use of Prior Year Revenue 0 590,141 0 0 1,300 -100.0% 100.0%
TOTAL RESOURCES 2,556,032 2,868,358 3,186,165 2,560,700 2,562,000 -10.7% 0.1
EXPENDITURES:
Debt Service:Principal 1,441,447 1,229,300 1,229,269 1,053,100 1,093,500 -14.3% 3.8%
wwe Debt Service:Interest 574,708 1,084,700 1,078,894 1,507,600 1,468,500 39.0% -2.6%
Trf-Out 207 to 502 160,000 0 0 0 0 N/A N/A
rrr
Trf-Out 215 To 316/Excess Reet 550,000 500,000 500,000 0 0 -100.0% N/A
Trf-Out 212 FB to Fund 316 0 54,358 54,202 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 2,726,155 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1
wr Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 2,726,155 2,868,358 2,862,364 2,560,700 2,562,000 -10.7% 0.1
Fund Balance,January 1 824,147 654,024 654,024 977,825 977,825 49.5% 0.0%
rrr Total New Revenue 2,556,032 2,278,217 3,186,165 2,560,700 2,560,700 12.4% 0.0%
Total Committed Expenditures (2,726,155) (2,868,358) (2,862,364) (2,560,700) (2,562,000) -10.7% 0.1
rrr Fund Balance Plus Reserves 654,024 63,883 977,825 977,825 976,525 1430.7% -0.1
Reserve for Debt Service 654,024 63,883 977,825 977,825 976,525 1430.7% -0.1
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
rww
Budget by Fund 7-15
■o
wo
Fund 201,Limited Tax General Obligation Bond Fund (City Hall)
Fund 201 (table 7-14)maintains the revenue and expenditures for the 1997 No
and 2001 debt issues associated with the Main and Grady building (new
Renton City Hall)purchase and renovation.
Table 7-14. Fund 201, Limited Tax General Obligation Bond Fund(City Hall)
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Property Tax(General Levy) 735,765 650,000 650,000 654,300 654,300 0.7% 0.0%
Investment Interest 1,154 0 54 0 0 N/A N/A
TOTAL NEW REVENUE 736,919 650,000 650,054 654,300 654,300 0.7% 0.0%
Use of Prior Year Revenue 0 5,000 0 0 0 -100.0% N/A
TOTAL RESOURCES 736,919 655,000 650,054 654,300 654,300 -0.1% 0.0%
INA
EXPENDITURES:
Debt Service:Principal 310,000 0 0 0 0 -100.0% N/A
Debt Service:Interest 422,411 655,000 652,068 654,300 654,300 -0.1% 0.0% ■iM
TOTAL COMMITTED EXPENDITURES 732,411 655,000 652,068 654,300 654,300 -0.1% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 732,411 655,000 652,068 654,300 654,300 -0.1% 0.0% earl
Fund Balance,January 1 8,805 13,313 13,313 11,299 11,299 -15.1% 0.0%
Total New Revenue 736,919 650,000 650,054 654,300 654,300 0.7% 0.0% no
Total Committed Expenditures (732,411) (655,000) (652,068) (654,300) (654,300) -0.1% 0.0%
Fund Balance Plus Reserves 13,313 8,313 11,299 11,299 11,299 35.9% 0.0%
Reserve for Debt Service 13,313 8,313 11,299 11,299 11,299 35.9% 0.0% twri
Fund Balance,December 31 0 0 0 0 0 N/A N/A
■r
so
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erg
No
No
a
7-16 Budget by Fund
r
rrr
Fund 207,Limited Tax General Obligation Bond Fund (Senior Center)
..r In May 1997, limited tax general obligation refunding bonds were issued in the
amount of$2.6 million. The refunding amount apportioned to the 1978
limited tax general obligation bonds for the Renton Senior Activity Center was
2.89 percent. The first annual principal and interest payment is due December
2003.
Table 7-15. Fund 207, Limited Tax General Obligation Bond Fund(Senior Center)
2001 2002 2002 2003 2004 Change Change
rrr Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Property Tax(General Levy) 500 500 500 35,100 35,100 6920.0% 0.0%
r Investment Interest 3,764 0 303 0 0 N/A N/A
TOTAL NEW REVENUE 4,264 500 803 35,100 35,100 6920.0% 0.0%
Use of Prior Year Revenue 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 4,264 500 803 35,100 35,100 6920.0% 0.0%
EXPENDITURES:
Debt Service:Principal 0 0 0 24,600 18,500 100.0% -24.8%
Debt Service:Interest 3 500 7 10,500 9,500 2000.0% -9.5%
Trf-Out 207 to 502 160,000 0 0 0 0 N/A N/A
err TOTAL COMMITTED EXPENDITURES 160,003 500 7 35,100 28,000 6920.0% -20.2%
Increase to Reserves 0 0 0 0 7,100 N/A 100.0%
err TOTAL EXPENDITURES 160,003 500 7 35,100 35,100 6920.0% 0.0%
Fund Balance,January 1 179,202 23,463 23,463 24,259 24,259 3.4% 0.0%
Total New Revenue 4,264 500 803 35,100 35,100 6920.0% 0.0%
rrw Total Committed Expenditures (160,003) (500) (7) (35,100) (28,000) 6920.0% -20.2%
Fund Balance Plus Reserves 23,463 23,463 24,259 24,259 31,359 3.4% 29.3%
Reserve for Debt Service 23,463 23,463 24,259 24,259 31,359 3.4% 29.3%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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rrr
aw
aw
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Budget by Fund 7-17
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so
Fund 212,Limited Tax General Obligation Refunding Bonds Fund
(City Shops) do
Fund 212 (table 7-16)was closed in 2002 after the final debt service
payment was made on the debt accounted for in this fund. The fund balance
was transferred to the Municipal Facilities Capital Improvement Fund (Fund
316).
Table 7-16. Fund 212, Limited Tax General Obligation Refunding Bonds Fund(City Shops)
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Property Tax(General Levy) 305,425 300,200 300,200 0 0 -100.0% N/A
Investment Interest 6,143 1,417 1,417 0 0 -100% N/A
TOTAL NEW REVENUE 311,568 301,617 301,617 0 0 -100.0% N/A rr
Use of Prior Year Revenue 0 52,941 0 0 0 -100% N/A
TOTAL RESOURCES 311,568 354,558 301,617 0 0 -100.0% N/A
EXPENDITURES:
Debt Service:Principal 275,000 290,000 290,000 0 0 -100.0% N/A
Debt Service:Interest 30,040 10,200 10,356 0 0 -100.0% N/A rr
Transfer Out FB to Fund 316 0 54,358 54,202 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 305,040 354,558 354,558 0 0 -100.0% N/A
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 305,040 354,558 354,558 0 0 -100.0% N/A
Fund Balance,January 1 46,413 52,941 52,941 0 0 -100.0% 0.0%
Total New Revenue 311,568 301,617 301,617 0 0 -100.0% N/A
Total Committed Expenditures (305,040) (354,558) (354,558) 0 0 -100.0% N/A
Fund Balance Plus Reserves 52,941 0 0 0 0 0.0% 0.0%
Reserve for Debt Service 52,941 0 0 0 0 0.0% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
�r
7-18 Budget by Fund
am
Fund 215, General Governmental Miscellaneous Debt Service Fund
r.. Fund 215 (table 7-17)maintains the revenue and expenditures for the debt
issues associated with various purchases of equipment, construction of the
Downtown Parking Garage, construction of a new fire station, and lighting
project for City Hall. For more detail on any of these debt issues, see the
separately published City of Renton Debt Manual.
Table 7-17. Fund 215, General Governmental Miscellaneous Debt Service Fund
2001 2002 2002 2003 2004 Change Change
rr� Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Property Tax(General Levy) 0 74,800 74,800 351,300 351,300 369.7% 0.0%
Real Estate Excise Tax 1,398,393 850,000 1,297,662 1,200,000 1,200,000 41.2% 0.0%
Investment Interest 27,237 323,600 30,471 20,000 20,000 -93.8% 0.0%
er. Transfer In from Fire Mitigation Fund 304 0 0 0 300,000 300,000 100.0% 0.0%
Transfer In from Water Fund 401 77,650 77,700 77,700 0 0 -100.0% N/A
Transfer In from General Fund 000 0 0 753,059 0 0 N/A N/A
TOTAL NEW REVENUE 1,503,280 1,326,100 2,233,691 1,871,300 1,871,300 41.1% 0.0%
Use of Prior Year Revenue 0 532,200 0 0 8,400 -100.0% 100.0%
TOTAL RESOURCES 1,503,280 1,858,300 2,233,691 1,871,300 1,879,700 0.7% 0.4%
EXPENDITURES:
Debt Service:Principal 856,447 939,300 939,269 1,028,500 1,075,000 9.5% 4.5%
rrr Debt Service:Interest 122,254 419,000 416,462 842,800 804,700 101.1% -4.5%
Trf-Out 215 To 316/Excess Reet 550,000 500,000 500,000 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 1,528,701 1,858,300 1,855,731 1,871,300 1,879,700 0.7% 0.4%
r Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 1,528,701 1,858,300 1,855,731 1,871,300 1,879,700 0.7% 0.4%
Fund Balance,January 1 589,727 564,306 564,306 942,266 942,266 67.0% 0.0%
Total New Revenue 1,503,280 1,326,100 2,233,691 1,871,300 1,871,300 41.1% 0.0%
Total Committed Expenditures (1,528,701) (1,858,300) (1,855,731) (1,871,300) (1,879,700) 0.7% 0.4%
Fund Balance Plus Reserve 564,306 32,106 942,266 942,266 933,866 2834.8% -0.9%
Reserve for Debt Service 564,306 32,106 942,266 942,266 933,866 2834.8% -0.9%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
�rw
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+rr.
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arr
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Budget by Fund 7-19
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ON
Funds 213/219,Unlimited Tax General Obligation Bond Funds
Voter-approved general obligation debt is also known as unlimited tax a
general obligation debt(ULTGO). Currently the City maintains one fund to
account for existing bond revenue and expenditures. Fund 219 maintains
the revenue and expenditures for the 1993 refunding issue relating to Senior
Housing. For more detail on this issue, see the separately published City of
Renton Debt Manual. The outstanding balance for all ULTGO debt as of
January 1, 2003 was $3,030,000. Fund 213 was closed in 2002 after the
final debt service payment had been made on the debt accounted for in this
fund.
no
Table 7-18. Funds 213/219, Unlimited Tax General Obligation Bond Funds
2001 2002 2002 2003 2004 Change Change
Item Actual Adi Budget Actual Budget Forecast 02-03 03-04 I,1
REVENUE:
Property Tax(Voted Levy) 523,017 496,700 510,660 507,700 507,700 2.2% 0.0% reit
Investment Interest 27,818 24,547 22,266 5,000 5,000 -79.6% 0.0%
TOTAL NEW REVENUE 550,835 521,247 532,926 512,700 512,700 -1.6% 0.0%
Use of Prior Yr Revenue 0 500,669 0 0 0 -100.0% N/A rrri
TOTAL REVENUE 550,835 1,021,916 532,926 512,700 512,700 -49.8% 0.0%
EXPENDITURES: ■r
Debt Service:Principal 460,000 485,000 485,000 365,000 365,000 -24.7% 0.0%
Debt Service:Interest 187,245 165,000 163,848 146,500 146,500 -11.2% 0.0%
Transfer out FB to Fund 502 0 371,916 372,256 0 0
TOTAL COMMITTED EXPENDITURES 647,245 1,021,916 1,021,104 511,500 511,500 -49.9% 0.0%
Increase for Designated Fund Balance 0 0 0 1,200 1,200 100.0% 0.0%
TOTAL EXPENDITURES 647,245 1,021,916 1,021,104 512,700 512,700 -49.8% 0.0% Nd
Fund Balance,January 1 1,145,287 1,048,877 1,048,877 560,699 561,899 -46.5% 0.2%
Total New Revenue 550,835 514,200 532,926 512,700 512,700 -0.3% 0.0%
Total Committed Expenditures 647,245 1,021,916 (1,021,104) (511,500) (511,500) -150.1% 0.0%
Designated Fund Balance 1,048,877 541,161 560,699 561,899 563,099 3.8% 0.2%
Fund Balance,December 31 0 0 0 0 0 N/A N/A ry
■rf
SON
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to
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7-20 Budget by Fund
r
Fund 213, Unlimited Tax General Obligation Refunding Bond Fund
(Coulon Park)
Fund 213 (table 7-19)was closed in 2002 after the final debt service payment
has been made on the debt accounted for in this fund. The fund balance was
transferred to the Insurance Fund 502.
Table 7-19. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund(Coulon Park)
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Investment Interest 17,415 17,047 17,047 0 0 -100.0% N/A
TOTAL NEW REVENUE 17,415 17,047 17,047 0 0 -100.0% N/A
Use of Prior Yr Revenue 0 499,669 0 0 0 -100.0% N/A
®rw
TOTAL REVENUE 17,415 516,716 17,047 0 0 -100.0% N/A
EXPENDITURES:
Debt Service:Principal 130,000 140,000 140,000 0 0 -100.0% N/A
rrr Debt Service:Interest 12,540 4,800 4,460 0 0 -100.0% N/A
Transfer out FB to Fund 502 0 371,916 372,256 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 142,540 516,716 516,716 0 0 -100.0% N/A
Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 142,540 516,716 516,716 0 0 -100.0% N/A
"■' Fund Balance,January 1 624,794 499,669 499,669 0 0 -100.0% N/A
Total New Revenue 17,415 17,047 17,047 0 0 -100.0% N/A
Total Committed Expenditures (142,540) (516,716) (516,716) 0 0 -100.0% N/A
Designated Fund Balance 499,669 0 0 0 0 N/A N/A
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
rr�r
rrr
r�r
rrr
Budget by Fund 7-21
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Fund 219,Unlimited Tax General Obligation Bond Fund
(Senior Housing) No
Fund 219 (table 7-20)maintains the revenue and expenditures for the 1993
refunding issue relating to Senior Housing.
No
Table 7-20. Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing
2001 2002 2002 2003 2004 Change Change go
Item Actual Adi Budget Actual Budget Forecast 02-03 03-04
REVENUE: rr
Property Tax(Voted Levy) 523,017 496,700 510,660 507,700 507,700 2.2% 0.0%
Investment Interest 10,403 7,500 5,219 5,000 5,000 -33.3% 0.0%
TOTAL NEW REVENUE 533,420 504,200 515,879 512,700 512,700 1.7% 0.0%
Use of Prior Yr Revenue 0 1,000 0 0 0 -100.0% N/A
TOTAL REVENUE 533,420 505,200 515,879 512,700 512,700 1.5% 0.0%
rrW
EXPENDITURES:
Debt Service:Principal 330,000 345,000 345,000 365,000 365,000 5.8% 0.0%
Debt Service:Interest 174,705 160,200 159,388 146,500 146,500 -8.6% 0.0% awri
TOTAL COMMITTED EXPENDITURES 504,705 505,200 504,388 511,500 511,500 1.2% 0.0%
Increase for Designated Fund Balance 0 0 0 1,200 1,200 100.0% 0.0%
TOTAL EXPENDITURES 504,705 505,200 504,388 512,700 512,700 1.5% 0.0%
Fund Balance,January 1 520,492 549,207 549,207 560,698 561,898 2.1% 0.2%
Total New Revenue 533,420 504,200 515,879 512,700 512,700 1.7% 0.0%
Total Committed Expenditures (504,705) (505,200) (504,388) (511,500) (511,500) 1.2% 0.0%
Designated Fund Balance 549,207 548,207 560,698 561,898 563,098 2.5% 0.2%
Fund Balance,December 31 0 0 0 0 0 N/A N/A rrri
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err
rdi
7_22 Budget by Fund
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Fund 220,Local Improvement District Debt Service Fund
�r. The Local Improvement District(LID)Debt Service Fund accounts for
assessment collections and debt service payments for the LID's located within
the City. A LID is created to construct public improvements deemed to
benefit the property owners such as sidewalks or sewer lines. The City sells
bonds to finance these projects. The benefited property owners are billed for
their share and given an extended period of time to repay their assessments
plus interest. As of January 1,2003,there is no LID debt outstanding,
.� however there are still outstanding assessments being collected.
Table 7-21. Fund 220, L.I.D. Debt Service Fund
rrr 2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
rrr
REVENUE:
LID Assessments&Interest 415,462 336,100 364,534 293,000 293,000 -12.8% 0.0%
Investment Interest 19,270 0 443 41,600 41,600 100.0% 0.0%
TOTAL NEW REVENUE 434,732 336,100 364,977 334,600 334,600 -0.4% 0.0%
Use of Prior Yr Revenue 0 236,900 0 0 0 -100.0% N/A
TOTAL RESOURCES 434,732 573,000 364,977 334,600 334,600 -41.6% 0.0%
�rw EXPENDITURES:
Operating Transfer-Out 0 80,000 67,621 40,000 40,000 -50.0% 0.0%
®rr
Transfer out to 316 0 323,000 323,000 267,600 267,600 -17.2% 0.0%
Debt Service:Principal 185,000 145,000 135,000 0 0 -100.0% N/A
Debt Service:Interest 21,364 25,000 11,290 27,000 27,000 8.0% 0.0%
TOTAL COMMITTED EXPENDITURES 206,364 573,000 536,911 334,600 334,600 -41.6% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 206,364 573,000 536,911 334,600 334,600 -41.6% 0.0%
Fund Balance,January 1 374,719 603,087 603,087 431,153 431,153 -28.5% 0.0%
Total New Revenue 434,732 336,100 364,977 334,600 334,600 -0.4% 0.0%
Total Committed Expenditures (206,364) (573,000) (536,911) (334,600) (334,600) -41.6% 0.0%
Designated Fund Balance 603,087 366,187 431,153 431,153 431,153 17.7% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
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rr
rrr
Budget by Fund 7-23
■rr
■rri
Fund 221,Local Improvement District Guaranty Fund
The Local Improvement District (LID) Guaranty Fund was established in ,eg
accordance with State law for the purpose of guaranteeing the payment of
outstanding LID bonds and coupons. Payments are made from this fund if
sufficient monies are not collected from LID assessments during the
prescribed time period. State law requires that this fund be maintained as
long as there are any outstanding LID bonds. Sources of revenue to this ,
fund can include general property taxes, investment interest, and any surplus
remaining in an LID after all obligations have been met. State law allows
transfers from this fund to the General Fund, limited to an amount not less
than 10 percent of the net outstanding obligations guaranteed by the fund.
Fund 221 was closed in 2002 after the final LID debt service payment had
been made. Guaranty funds are not required to be maintained when there
are no LID bonds outstanding.
Table 7-22. Fund 221, L.I.D. Guaranty Fund
2001 2002 2002 2003 2004 Change Change ern
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE: Wd
Investment Interest 5,907 566 566 0 0 -100.0% N/A
TOTAL NEW REVENUE 5,907 566 566 0 0 -100.0% N/A
Use of Prior Yr Revenue 0 151,567 0 0 0 -100.0% N/A
TOTAL RESOURCES 5,907 152,133 566 0 0 -100.0% N/A
EXPENDITURES:
Transfer Out to Insurance Fund 502 0 152,133 152,132 0 0 -100.0% N/A rui
TOTAL COMMITTED EXPENDITURES 0 152,133 152,132 0 0 -100.0% N/A
Increase to Reserves 0 0 0 0 0 N/A N/A W
TOTAL EXPENDITURES 0 152,133 152,132 0 0 -100.0% N/A
Fund Balance,January 1 145,660 151,567 151,567 0 0 -100.0% N/A
od
Total New Revenue 5,907 566 566 0 0 -100.0% N/A
Total Committed Expenditures 0 (152,133) (152,132) 0 0 -100.0% N/A
Designated Fund Balance 151,567 0 1 0 0 -100.0% N/A
rrl
Fund Balance,December 31 0 0 0 0 0 N/A N/A
arir
rr
ralr
7-24 Budget by Fund
No
Fund 301, Garage Capital Improvement Project Fund
rM Beginning in 2001 Fund 301 has been specifically used for the completion of a
parking garage in downtown Renton. In 2001 a Residual Equity Transfer from
the General Fund (000)was made for$4 million. Limited General Obligation
r. Bonds were issued in 2001 for$6 million. Resources not expended in 2001
were rebudgeted in 2002.
rrr Table 7-23. Fund 301, Garage Capital Improvement Project Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adi Budget Actual Budget Forecast 02-03 03-04
REVENUE:
rar LTGO Bonds 5,947,691 0 0 0 0 N/A N/A
Investment Interest 66,408 300,000 127,879 100,000 100,000 -66.7% 0.0%
Residual Equity Transfer in from 000 4,000,000 0 0 0 0 N/A NIA
r TOTAL NEW REVENUE 10,014,099 300,000 127,879 100,000 100,000 -66.7% 0.0%
Use of Prior Yr Revenue 0 9,240,400 0 0 0 -100.0% N/A
TOTAL RESOURCES 10,014,099 9,540,400 127,879 100,000 100,000 -99.0% 0.0%
■rr
EXPENDITURES:
Regular Salaries 0 0 49,073 0 0 N/A N/A
rrr Personnel Benefits 0 0 13,012 0 0 N/A N/A
Supplies 0 0 745 0 0 N/A N/A
Travel/Training 0 0 422 0 0 N/A N/A
Capital Outlay 436,549 9,540,400 5,524,985 0 0 -100.0% N/A
Debt Service 99,431 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 535,980 9,540,400 5,588,238 0 0 -100.0% N/A
Increase to Reserves 0 0 0 100,000 100,000 100.0% 0.0%
TOTAL EXPENDITURES 535,980 9,540,400 5,588,238 100,000 100,000 -99.0% 0.0%
aw Fund Balance,January 1 0 9,478,119 9,478,119 4,017,760 4,117,760 -57.6% 2.5%
Total New Revenue 10,014,099 300,000 127,879 100,000 100,000 -66.7% 0.0%
Total Committed Expenditures (535,980) (9,540,400) (5,588,238) 0 0 -100.0% N/A
rr� Designated Fund Balance 9,478,119 237,719 4,017,760 4,117,760 4,217,760 1632.2% 2.4%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
iwrr
rrr
rr�r
rar
r�rr
ar.
Budget by Fund 7-25
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Fund 303,Community Development Impact Mitigation Fund
Beginning in 1999,Fund 303 was created for the purpose of identifying „
Community Development Impact Mitigation revenue and expenditures.
Previously,Transportation, Fire, and Community Development(Park)
mitigation activities were budgeted in Fund 105. The Designated Fund
Balance is for identified projects in the 2003-2008 CIP.
rrr
Table 7-24. Fund 303, Community Development Impact Mitigation Fund
2001 2002 2002 2003 2004 Change Change rrrr
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE: rr
Community Dev.Mitigation Fees 362,343 200,000 383,784 250,000 250,000 25.0% 0.0%
Investment Interest 35,881 25,000 41,699 40,000 40,000 60.0% 0.0%
TOTAL NEW REVENUE 398,224 225,000 425,484 290,000 290,000 28.9% 0.0% r
Use of Prior Yr Revenue 0 325,000 0 660,000 660,000 103.1% 0.0%
TOTAL RESOURCES 398,224 550,000 425,484 950,000 950,000 72.7% 0.0%
ctrl
EXPENDITURES:
Community Dev.Mitigation Proj 4,238 550,000 59,550 950,000 950,000 72.7% 0.0%
TOTAL COMMITTED EXPENDITURES 4,238 550,000 59,550 950,000 950,000 72.7% 0.0% rrrr
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 4,238 550,000 59,550 950,000 950,000 72.7% 0.0%
Fund Balance,January 1 801,590 1,195,576 1,195,576 1,561,510 901,510 30.6% -42.3%
Total New Revenue 398,224 225,000 425,484 290,000 290,000 28.9% 0.0%
Total Committed Expenditures (4,238) (550,000) (59,550) (950,000) (950,000) 72.7% 0.0%
Designated Fund Balance 1,195,576 870,576 1,561,510 901,510 241,510 3.6% -73.2%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
r
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ear
rrr
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7_26 Budget by Fund
r
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Fund 304,Fire Impact Mitigation Fund
+•�• Fund 304 was created for the purpose of identifying Fire Impact Mitigation
revenue and expenditures. Mitigation fees are charged to new development
near existing fire stations and developments located further out. Revenue is
collected at the time a permit is issued. The Designated Fund Balance is for
identified projects in the 2003-2008 CIP. Bonds were issued in 2002 for the
completion of Fire Station 12 which will be completed in 2003.
Table 7-25. Fund 304, Fire Impact Mitigation Fund
rrr 2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Fire Mitigation Fees 405,850 200,000 518,665 200,000 200,000 0.0% 0.0%
Bond Proceeds 0 3,895,000 3,879,038 0 0 -100.0% N/A
Wrr Investment Interest 66,747 50,000 30,974 25,000 25,000 -50.0% 0.0%
TOTAL NEW REVENUE 472,597 4,145,000 4,428,677 225,000 225,000 -94.6% 0.0%
Use of Prior Yr Revenue 0 250,000 0 73,000 0 -70.8% -100.0%
�+ TOTAL RESOURCES 472,597 4,395,000 4,428,677 298,000 225,000 -93.2% -24.5%
EXPENDITURES:
rrr Regular Salaries 21,868 0 44,409 0 0 N/A N/A
Personnel Benefits 5,090 0 12,365 0 0 N/A N/A
Supplies 282 0 880 0 0 N/A N/A
rrr Debt Service Costs 0 80,000 73,487 298,000 0 272.5% -100.0%
Fire Mitigation Projects 1,927,949 4,315,000 563,175 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 1,955,189 4,395,000 694,316 298,000 0 -93.2% -100.0%
Increase to Reserves 0 1 0 0 0 225,000 N/A 100.0%
TOTAL EXPENDITURES 1,955,189 4,395,000 694,316 298,000 225,000 -93.2% -24.5%
Fund Balance,January 1 2,471,291 961,457 988,699 4,723,060 4,650,060 391.2% -1.5%
Total New Revenue 472,597 4,145,000 4,428,677 225,000 225,000 -94.6% 0.0%
Total Committed Expenditures (1,955,189) (4,395,000) (694,316) (298,000) 0 -93.2% -100.0%
r Designated Fund Balance 988,699 711,457 4,723,060 4,650,060 4,875,060 553.6% 4.8%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
+rrr
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rr�
rrr
■rr
Budget by Fund 7-27
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Fund 305,Transportation Impact Mitigation Fund
Fund 305 was created for the purpose of identifying Transportation Impact
Mitigation revenue and expenditures. Mitigation fees are charged to new
development projects within Renton city limits using a vehicle trip rate
which has been established based on the number of vehicle trips generated
between 1990 and 2010 by new development. The Designated Fund
Balance is for city identified projects in the 2003-2008 Capital
Improvement Program (CIP) and the 2003-2008 Transportation Capital
Improvement Program (TCIP).
rrtt
Table 7-26. Fund 305, Transportation Impact Mitigation Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
rril
REVENUE:
Transportation Mitigation Fees 365,038 350,000 1,001,645 500,000 500,000 42.9% 0.0%
Investment Interest 235,118 125,000 90,534 85,000 85,000 -32.0% 0.0%
TOTAL NEW REVENUE 600,156 475,000 1,092,179 585,000 585,000 23.2% 0.0%
Use of Prior Yr Revenue 0 1,112,200 0 1,866,400 1,866,400 67.8% 0.0%
TOTAL RESOURCES 600,156 1,587,200 1,092,179 2,451,400 2,451,400 54.4% 0.0% a
EXPENDITURES:
Transfer out to 317 941,509 1,587,200 1,200,000 2,451,400 2,451,400 54.4% 0.0%
TOTAL COMMITTED EXPENDITURES 941,509 1,587,200 1,200,000 2,451,400 2,451,400 54.4% 0.0% No
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 941,509 1,587,200 1,200,000 2,451,400 2,451,400 54.4% 0.0% rad
Fund Balance,January 1 4,470,570 4,129,217 4,129,217 4,021,396 2,154,996 -2.6% -46.4%
Total New Revenue 600,156 475,000 1,092,179 585,000 585,000 23.2% 0.0%
Total Committed Expenditures (941,509) (1,587,200) (1,200,000) (2,451,400) (2,451,400) 54.4% 0.0%
Designated Fund Balance 4,129,217 3,017,017 4,021,396 2,154,996 288,596 -28.6% -86.6%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
t
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No
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7-28 Budget by Fund
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Fund 306,Leased City Properties
rrr Beginning in 1999,Fund 306 is created for the purpose of identifying Leased City
Properties revenue and expenditures.
rrl
Table 7-27. Fund 306, Leased City Properties
2001 2002 2002 2003 2004 Change Change
as Item Actual Adi Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Sale of Specs 1,415 0 0 0 0 N/A N/A
Investment Interest 9,089 0 2,370 4,000 4,000 100.0% 0.0%
Interfund Loan Proceeds 0 600,000 600,000 0 0 -100.0% N/A
Leases-200 Mill Ave 101,987 20,000 171,003 311,400 311,400 1457.0% 0.0%
Leases-New City Hall 464,069 404,400 312,271 294,600 294,600 -27.2% 0.0%
TOTAL NEW REVENUE 576,560 1,024,400 1,085,644 610,000 610,000 -40.5% 0.0%
arr Use of Prior Yr Revenue 0 265,672 0 0 0 -100.0% N/A
TOTAL RESOURCES 576,560 1,290,072 1,085,644 610,000 610,000 -52.7% 0.0%
rrr EXPENDITURES:
Regular Salaries 46,672 51,800 40,745 49,900 50,400 -3.7% 1.0%
Overtime 222 0 4 0 0 N/A N/A
r�r Personnel Benefits 11,205 14,300 8,699 14,300 14,300 0.0% 0.0%
Property Management Services 3,494 18,000 18,200 0 0 -100.0% N/A
Repairs and Mntc 67,122 75,100 61,463 75,100 75,100 0.0% 0.0%
rrr Upgrades/Improvements-200 Mill Ave 6,432 815,672 796,181 0 0 -100.0% N/A
Upgrades/Improvements-RCH 113 0 0 0 0 N/A N/A
Interfund Loan Repayment 0 315,200 315,200 377,600 377,600 19.8% 0.0%
rw Tfr-Out to 316 363,800 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 499,061 1,290,072 1,240,493 516,900 517,400 -59.9% 0.1%
Increase to Reserves 0 0 0 93,100 92,600 100.0% -0.5%
rrr TOTAL EXPENDITURES 499,061 1,290,072 1,240,493 610,000 610,000 -52.7% 0.0%
Fund Balance,January 1 188,173 265,672 265,672 110,823 203,923 -58.3% 84.0%
am Total New Revenue 576,560 1,024,400 1,085,644 610,000 610,000 -40.5% 0.0%
Total Committed Expenditures (499,061) (1,290,072) (1,240,493) (516,900) (517,400) -59.9% 0.1%
Designated Fund Balance 265,672 0 110,823 203,923 296,523 100.0% 45.4%
r Fund Balance,December 31 0 0 0 0 0 N/A N/A
rrr
rr.
rrr,
rrr
rrr
r.r
Budget by Fund 7-29
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Fund 307,Aquatics Center
Fund 307 was created in 2002 for the purpose of identifying Aquatic Center
revenue and expenditures. The Designated Fund Balance is for identified
projects in the 2003-2008 Capital Improvement Program (CIP).
Table 7-28. Fund 307, Aquatics Center
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03.04
REVENUE: erl
Transfer In Fund 000 0 1,800,000 1,800,000 0 0 -100.0% N/A
Transfer In Fund 101 0 2,100,000 2,100,000 0 0 -100.0% N/A
Transfer In Fund 103 0 425,000 425,000 0 0 -100.0% N/A am
Transfer In Fund 215 0 500,000 500,000 0 0 -100.0% N/A
Transfer In Fund 316 0 175,000 175,000 0 0 -100.0% N/A
Investment Interest 0 0 31,594 0 0 N/A N/A no
TOTAL NEW REVENUE 0 5,000,000 5,031,594 0 0 -100.0% N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A so
TOTAL RESOURCES 0 5,000,000 5,031,594 0 0 -100.0% N/A
EXPENDITURES:
Capital Outlay 0 0 100,453 0 0 N/A N/A auk
TOTAL COMMITTED EXPENDITURES 0 0 100,453 0 0 N/A N/A
Increase to Reserves 0 5,000,000 0 0 0 -100.0% N/A
TOTAL EXPENDITURES 0 5,000,000 100,453 0 0 -100.0% N/A aril
Fund Balance,January 1 0 0 0 4,931,142 4,931,142 100.0% 0.0%
Total New Revenue 0 5,000,000 5,031,594 0 0 -100.0% N/A No
Total Committed Expenditures 0 0 (100,453) 0 0 N/A N/A
Designated Fund Balance 0 5,000,000 4,931,142 4,931,142 4,931,142 -1.4% 0.0%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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oak
eat
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7-30 Budget by Fund
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Fund 316,Municipal Facilities Capital Improvement Fund
This fund is used to accumulate resources to fund facility improvements and
renovations,property acquisitions for parks and City space needs,parks
development and equipment, and major capital requirements such as computer
r.. technology and copier needs benefiting all general governmental operations.
Table 7-29. Fund 316, Municipal Facilities Capital Improvement Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
rirrr
REVENUE:
Real Estate Excise Tax 1,398,393 850,000 1,297,663 1,000,000 1,000,000 17.6% 0.0%
Investment Interest 346,246 200,000 119,393 100,000 100,000 -50.0% 0.0%
Donations 0 66,000 39,788 0 0 -100.0% N/A
Sale of General Fixed Assets 6,000 0 0 0 0 N/A N/A
wrr Sale of Plans&Specs/Parks 920 0 2,195 0 0 N/A N/A
EPA Grant-Port Quendall 16,021 0 0 0 0 N/A N/A
Other Grants 74,688 0 0 0 0 N/A N/A
rrr� Misc.Revenue 7,550 0 0 0 0 N/A N/A
Interfund Loan Repayment 0 0 315,200 0 0 N/A N/A
Trf-In 125/Fund Balance 13,200 0 0 0 0 N/A N/A
"a" Trf-In/000 Gen Fund 1,260,000 1,720,000 1,720,000 1,000,000 1,000,000 -41.9% 0.0%
Trf-In/220 LID 0 323,000 323,000 267,600 267,600 -17.2% 0.0%
Trf-In 306 Leased City Properties 363,800 0 0 0 0 N/A N/A
TOTAL NEW REVENUE 3,486,818 3,159,000 3,817,239 2,367,600 2,367,600 -25.1% 0.0%
Use of Prior Yr Revenue 0 6,756,949 0 578,400 578,400 -91.4% 0.0%
TOTAL RESOURCES 3,486,818 9,915,949 3,817,239 2,946,000 2,946,000 -70.3% 0.0%
EXPENDITURES:
Technology Plan/ComputerAcq 869,237 1,325,000 936,417 1,200,000 1,200,000 -9.4% 0.0%
Copier Acquisitions-Other Rentals 95,696 75,000 113,587 200,000 200,000 166.7% 0.0%
Library Projects 34,851 0 2,076 0 0 N/A N/A
Econ Dev/Neighbrhds/Strat Ping Proj 120,805 405,000 112,739 50,000 50,000 -87.7% 0.0%
Main&Grady Improvements 93,231 36,594 35,880 0 0 -100.0% N/A
Municipal Facilities(incl Parks Proj) 1,131,085 2,635,355 1,579,054 1,096,000 1,096,000 -58.4% 0.0%
Highlands Redevelopment 0 1,500,000 0 0 0 -100.0% N/A
rr�r Pavillion Project 0 2,300,000 46,733 0 0 -100.0% N/A
Performing Arts Center 200,000 250,000 250,000 0 0 -100.0% N/A
ow Valley Com Center 245,882 300,000 250,595 300,000 300,000 0.0% 0.0%
Veterans Memorial Park 0 414,000 20,587 0 0 -100.0% N/A
Comm Svc Grant Matching Funds 0 200,000 0 100,000 100,000 -50.0% 0.0%
rrrr Trf-Out/000 0 175,000 175,000 0 0 -100.0% N/A
Trf-Out/306 0 300,000 600,000 0 0 -100.0% N/A
Trf-Out/317 42,000 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 2,832,786 9,915,949 4,122,668 2,946,000 2,946,000 -70.3% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 2,832,786 9,915,949 4,122,668 2,946,000 2,946,000 -70.3% 0.0%
nrr
Fund Balance,January 1 5,888,908 6,542,940 6,542,940 6,237,511 5,659,111 -4.7% -9.3%
Total New Revenue 3,486,818 3,159,000 3,817,239 2,367,600 2,367,600 -25.1% 0.0%
r.r Total Committed Expenditures (2,832,786) (9,915,949) (4,122,668) (2,946,000) (2,946,000) -70.3% 0.0%
Fund Balance Plus Reserves 6,542,940 (214,009) 6,237,511 5,659,111 5,080,711 -2744.3% -10.2%
Reserve for Downtown Redevelopment 0 0 0 0 0 N/A N/A
�r. Fund Balance,December 31 6,542,940 (214,009) 6,237,511 5,659,111 5,080,711 -2744.3% -10.2%
Budget by Fund 7-31
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Fund 317,Transportation Capital Improvement Fund
This fund supports City of Renton Transportation projects and projects
linked with various State and Federal Funding programs. Many of the
projects are dependent on acquisition of outside grants, formation of LID's
and mitigation revenue. Investment earnings generated on the fund balance
throughout the year are credited to the General Fund.
Table 7-30. Fund 317, Transportation Capital Improvement Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Per Capita Business License Fees 1,967,436 2,000,000 1,790,890 1,880,000 1,880,000 -6.0% 0.0%
Transportation Grants 2,441,158 1,963,800 2,277,504 911,600 911,600 -53.6% 0.0%
Local Vehicle License Fee/Transp 452,053 350,000 466,822 350,000 350,000 0.0% 0.0% NO
Charges for Svcs/Plan Sales,Misc 33,440 0 515 0 0 N/A N/A
Miscellaneous 10,000 0 0 0 0 N/A N/A
Trf-In Fm 103 100,000 0 0 0 0 N/A N/A so
Trf-In Fm 125 42,000 0 0 0 0 N/A N/A
Trf-In Fm 305 941,509 1,587,200 1,200,000 2,451,400 2,451,400 54.4% 0.0%
Trf-In Fm Arterial Str Fd/Overlay Prgm 678,500 353,500 353,500 353,500 353,500 0.0% 0.0% so
TOTAL NEW REVENUE 6,666,096 6,254,500 6,089,231 5,946,500 5,946,500 -4.9% 0.0%
Use of Prior Yr Revenue 0 1,308,300 0 714,700 714,700 -45.4% 0.0%
TOTAL RESOURCES 6,666,096 7,562,800 6,089,231 6,661,200 6,661,200 -11.9% 0.0% rr
EXPENDITURES:
TBZ Planning Studies 1,440 0 0 0 0 N/A N/A
Transportation Projects 8,352,610 7,562,800 4,779,559 6,661,200 6,661,200 -11.9% 0.0%
TOTAL COMMITTED EXPENDITURES 8,354,050 7,562,800 4,779,559 6,661,200 6,661,200 -11.9% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A r
TOTAL EXPENDITURES 8,354,050 7,562,800 4,779,559 6,661,200 6,661,200 -11.9% 0.0%
Fund Balance,January 1 7,225,572 5,537,618 5,537,618 6,847,290 6,132,590 23.7% -10.4%
Total New Revenue 6,666,096 6,254,500 6,089,231 5,946,500 5,946,500 -4.9% 0.0%
Total Committed Expenditures (8,354,050) (7,562,800) (4,779,559) (6,661,200) (6,661,200) -11.9% 0.0%
Fund Balance,December 31 5,537,618 4,229,318 6,847,290 6,132,590 5,417,890 45.0% -11.7% wry
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7-32 Budget by Fund
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Fund 401,Waterworks Utility Fund
Utility charges and fees provide revenue for the operation and maintenance of the
water,wastewater and surface water utilities and Public Works Trust Fund Loan
payments. Fund 451 was established for revenue bond debt service payments and
rrr bond reserves. A portion of water,wastewater, and surface water fees are allocated
to Fund 451 in order to make revenue bond debt payments.
rrr Table 7-31. Fund 401, Waterworks Utility Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
�r Water Collections 5,899,407 6,043,600 6,120,656 5,573,400 5,573,400 -7.8% 0.0%
Wastewater(City) 3,037,158 3,249,200 3,074,720 2,378,200 2,378,200 -26.8% 0.0%
Metro Revenue 6,536,744 7,894,300 7,338,790 7,436,100 7,436,100 -5.8% 0.0%
Surface Water Fees&Charges 2,171,600 2,178,600 2,227,355 2,420,700 2,420,700 11.1% 0.0%
Other Utility Fees&Charges 309,819 332,600 322,889 312,400 312,400 -6.1% 0.0%
Interfund Revenue 924,283 779,600 857,765 921,900 921,900 18.3% 0.0%
Investment Interest 116,217 137,900 52,518 87,900 87,900 -36.3% 0.0%
Other Misc Revenue 106,591 81,000 418,555 103,900 103,900 28.3% 0.0%
Water Installation 215,317 140,900 202,069 141,300 141,300 0.3% 0.0%
Operating Transfers-In 0 0 67,621 40,000 40,000 100.0% 0.0%
TOTAL NEW REVENUE 19,317,136 20,837,700 20,682,938 19,415,800 19,415,800 -6.8% 0.0%
Use of Prior Yr Revenue 0 100 0 1,505,700 1,536,800 1505600.0% 2.1%
em TOTAL RESOURCES 19,317,136 20,837,800 20,682,938 20,921,500 20,952,600 0.4% 0.1%
EXPENDITURES:
Regular Salaries 2,563,444 2,791,800 2,645,983 2,724,200 2,754,300 -2.4% 1.1%
r Part Time Salaries 38,950 85,900 42,540 80,900 80,900 -5.8% 0.0%
Overtime 121,054 101,400 89,438 101,800 102,800 0.4% 1.0%
Personnel Benefits 637,657 808,000 713,021 797,300 797,300 -1.3% 0.0%
Supplies 640,141 676,300 696,261 686,300 686,300 1.5% 0.0%
Professional Services 84,396 171,700 100,774 155,200 155,200 -9.6% 0.0%
Postage/Telephone/Other 10,050 12,900 13,288 21,400 21,400 65.9% 0.0%
Travel/Training 14,128 29,000 16,717 29,500 29,500 1.7% 0.0%
Other Rentals 7,178 15,200 9,617 15,200 15,200 0.0% 0.0%
Equipment Rental 467,100 481,500 481,826 481,500 481,500 0.0% 0.0%
so Insurance 83,693 83,700 83,700 83,700 83,700 0.0% 0.0%
Public Utility Services 592,022 639,800 523,812 666,400 666,400 4.2% 0.0%
Metro Sewer 6,785,354 7,894,300 7,924,164 7,740,000 7,740,000 -2.0% 0.0%
Repairs& Maintenance 159,392 198,000 146,047 198,000 198,000 0.0% 0.0%
Miscellaneous 35,958 129,900 92,576 60,400 60,400 -53.5% 0.0%
State Tax 527,877 588,400 513,460 556,800 556,800 -5.4% 0.0%
Interfund Taxes 1,205,729 1,353,300 1,228,627 1,272,800 1,272,800 -5.9% 0.0%
Operating Transfers Out 77,650 177,100 177,700 0 0 -100.0% N/A
Residual Equity Transfers to 421 1,436,700 1,500,000 1,500,000 1,950,000 1,950,000 30.0% 0.0%
Capital Outlay 45,548 38,200 19,157 25,200 25,200 -34.0% 0.0%
Debt Service:Principal 751,432 620,400 620,274 767,700 767,700 23.7% 0.0%
Debt Service:Interest 105,293 118,300 97,899 96,200 96,200 -18.7% 0.0%
rnr Interfund Payments 2,272,499 2,322,700 2,262,631 2,411,000 2,411,000 3.8% 0.0%
TOTAL COMMITTED EXPENDITURES 18,663,243 20,837,800 19,999,512 20,921,500 20,952,600 0.4% 0.1%
Increase to Reserves 0 0 0 0 0 N/A N/A
rrrr TOTAL EXPENDITURES 18,663,243 20,837,800 19,999,512 20,921,500 20,952,600 0.4% 0.1%
Fund Balance,January 1 2,454,343 3,108,236 3,108,236 3,791,662 2,285,962 22.0% -39.7%
Total New Revenue 19,317,136 20,837,700 20,682,938 19,415,800 19,415,800 -6.8% 0.0%
rrr Total Committed Expenditures (18,663,243) (20,837,800) (19,999,512) (20,921,500) (20,952,600) 0.4% 0.1%
Fund Balance Plus Reserves 3,108,236 3,108,136 3,791,662 2,285,962 749,162 -26.5% -67.2%
Year End Operating Reserves 1,170,897 1,332,592 1,283,140 1,302,240 1,304,728 -2.3% 0.2%
Fund Balance,December 31 1,937,339 1,775,544 2,508,522 983,722 (555,566) -44.6% -156.5%
Budget by Fund 7-33
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Fund 402,Airport Fund
The Airport Fund supports administration, operation, improvement, and ■o
maintenance of the Renton Municipal Airport. Capital projects planned for
2003 include installing security improvements at the Airport, replacing the
existing wooden beaching ramp and dock facilities, and resurfacing and no
rehabilitating pavement on the taxiways. The Airport is a section of the
Planning/Building/Public Works Transportation Systems. N6
Table 7-32. Fund 402, Airport Fund
2001 2002 2002 2003 2004 Change Change No
Item Actual Adj Budget Actual Budget Forecast 02-03 03.04
REVENUE: ad
FAA Grants 0 833,000 904,573 1,150,000 1,150,000 38.1% 0.0%
Charges for Services 14,010 7,000 6,476 5,000 5,000 -28.6% 0.0%
Investment Interest 176,375 150,000 60,583 50,000 50,000 -66.7% 0.0%
Airport Leases 729,116 698,000 867,656 680,800 680,800 -2.5% 0.0%
Runway 15 Safety Improvement 44,799 0 0 0 0 N/A N/A
FAA Airport Improvement 8,231 0 0 0 0 N/A N/A
Other Miscellaneous Revenue 5,422 0 806 9,300 9,300 100.0% 0.0%
TOTAL NEW REVENUE 977,953 1,688,000 1,840,094 1,895,100 1,895,100 12.3% 0.0%
Use of Prior Yr Revenue 0 469,356 0 0 0 -100.0% N/A r
TOTAL RESOURCES 977,953 2,157,356 1,840,094 1,895,100 1,895,100 -12.2% 0.0%
EXPENDITURES:
Regular Salaries 135,291 184,900 173,938 164,300 166,100 -11.1% 1.1%
Part Time Salaries 45,876 51,900 50,629 67,900 67,900 30.8% 0.0%
Overtime 5,810 4,200 9,123 4,200 4,200 0.0% 0.0%
Personnel Benefits 37,513 67,100 60,206 61,900 61,900 -7.7% 0.00
Supplies 19,295 33,300 32,638 42,300 42,300 27.0% 0.0%
Professional Services 181,931 119,200 101,831 79,300 79,300 -33.5% 0.0%
Postage/Telephone/Other 524 300 2,361 300 300 0.0% 0.0% arrr
Travel/Training 1,533 2,200 494 3,000 3,000 36.4% 0.0%
Other Rentals 1,013 22,600 1,000 7,300 7,300 -67.7% 0.0%
Equipment Rental 34,800 35,600 34,600 35,600 35,600 0.0% 0.0%
Insurance 42,069 24,100 48,417 48,600 48,600 101.7% 0.0%
Public Utility Services 62,222 73,800 63,947 83,400 83,400 13.0% 0.0%
NMI
Repairs&Maintenance 34,863 64,300 21,859 64,300 64,300 0.0% 0.0%
Miscellaneous 60 2,000 1,864 27,900 27,900 1295.0% 0.0%
Machinery&Equipment 17,407 18,000 31,186 18,000 18,000 0.0% 0.0% No
Capital Outlay/Operating 0 0 0 18,000 18,000 100.0% 0.0%
Interfund Payments 43,280 43,900 44,171 45,700 45,700 4.1% 0.0%
SUBTOTAL OPERATING BUDGET 663,486 747,400 678,264 772,000 773,800 3.3% 0.2% o
Airport Capital Improvements 831,929 1,409,956 926,376 785,000 785,000 -44.3% 0.0%
TOTAL COMMITTED EXPENDITURES 1,495,416 2,157,356 1,604,640 1,557,000 1,558,800 -27.8% 0.1%
Increase to Reserves 0 0 0 338,100 336,300 100.0% -0.5% No
TOTAL EXPENDITURES 1,495,416 2,157,356 1,604,640 1,895,100 1,895,100 -12.2% 0.0%
Fund Balance,January 1 3,465,150 2,947,686 2,947,687 3,183,141 3,521,241 8.0% 10.6% so
Total New Revenue 977,953 1,688,000 1,840,094 1,895,100 1,895,100 12.3% 0.0%
Total Committed Expenditures (1,495,416) (2,157,356) (1,604,640) (1,557,000) (1,558,800) -27.8% 0.1%
Fund Balance Plus Reserves 2,947,687 2,478,330 3,183,141 3,521,241 3,857,541 42.1% 9.6% am
Year End Operating Reserves 53,079 59,792 54,261 61,760 61,904 3.3% 0.2%
Capital Reserves 2,894,608 2,418,538 3,128,880 3,459,481 3,795,637 43.0% 9.7%
Fund Balance December 31 0 0 0 0 0 N/A N/A lot
7-34 Budget by Fund
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Fund 403, Solid Waste Utility Fund
r.r The Solid Waste Utility Fund accounts for contracted garbage collection
services to 12,404 customers. There are two sections of the
Planning/Building/Public Works Department supported by this fund; Solid
Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19).
Table 7-33. Fund 403, Solid Waste Utility Fund
2001 2002 2002 2003 2004 Change Change
Item Actual Adi Budget Actual Budget Forecast 02-03 03-04
rrri REVENUE:
Solid Waste Fees 8,336,385 9,120,500 8,445,489 8,844,700 8,844,700 -3.0% 0.0%
Interfund Revenues 4,738 1,000 5,674 1,000 1,000 0.0% 0.0%
Investment Interest 23,671 12,000 3,849 4,000 4,000 -66.7% 0.0%
Franchise Fees 60,500 66,000 60,500 66,000 66,000 0.0% 0.0%
Other Misc 100 0 0 0 N/A N/A
rrr DOE Grants 13,205 59,300 51,451 59,300 59,300 0.0% 0.0%
King County Grant Programs 59,309 86,800 43,593 79,800 79,800 -8.1% 0.0%
Local Hazardous Wste Mgt Grant 0 24,700 35,929 19,700 19,700 -20.2% 0.0%
rr� TOTAL NEW REVENUE 8,497,909 9,370,300 8,646,485 9,074,500 9,074,500 -3.2% 0.0%
Use of Prior Yr Revenue 0 0 0 0 1,100 N/A 100.0%
TOTAL RESOURCES 8,497,909 9,370,300 8,646,485 9,074,500 9,075,600 -3.2% 0.0%
EXPENDITURES:
Regular Salaries 105,287 124,200 110,660 108,300 109,400 -12.8% 1.0%
rr�r Part Time Salaries 18,135 24,900 21,681 24,900 24,900 0.0% 0.0%
Personnel Benefits 28,651 30,000 31,235 30,700 30,700 2.3% 0.0%
Supplies 4,076 11,000 1,463 4,900 4,900 -55.5% 0.0%
Garbage Contractor 7,139,787 7,631,300 6,798,874 7,331,300 7,331,300 -3.9% 0.0%
Professional Services 22 10,600 647 10,600 10,600 0.0% 0.0%
Solid Waste Programs 123,293 171,700 76,438 154,500 154,500 -10.0% 0.0%
Postage/Telephone/Other 63 2,100 53 2,100 2,100 0.0% 0.0%
Travel/Training 155 2,200 133 2,700 2,700 22.7% 0.0%
Equipment Rental 11,800 13,900 14,000 13,900 13,900 0.0% 0.0%
Public Util Sv/Dump Fees 2,198 6,600 2,194 6,600 6,600 0.0% 0.0%
Repairs&Maintenance 0 600 0 600 600 0.0% 0.0%
Miscellaneous 3,763 7,900 4,301 15,700 15,700 98.7% 0.0%
K Co Hazardous Materials Assmt 190,670 186,800 182,490 186,800 186,800 0.0% 0.0%
State Excise Tax 118,102 116,700 121,656 120,200 120,200 3.0% 0.0%
r.r State Refuse Collection Tax 283,445 280,000 291,974 288,400 288,400 3.0% 0.0%
Interfund Taxes 486,291 483,700 496,102 498,200 498,200 3.0% 0.0%
Interfund Payments 260,933 266,100 270,740 274,100 274,100 3.0% 0.0%
r�r TOTAL COMMITTED EXPENDITURES 8,776,670 9,370,300 8,424,641 9,074,500 9,075,600 -3.2% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 8,776,670 9,370,300 8,424,641 9,074,500 9,075,600 -3.2% 0.0%
Fund Balance,January 1 666,951 388,190 388,190 610,034 610,034 57.1% 0.0%
Total New Revenue 8,497,909 9,370,300 8,646,485 9,074,500 9,074,500 -3.2% 0.0%
rrr Total Committed Expenditures (8,776,670) (9,370,300) (8,424,641) (9,074,500) (9,075,600) -3.2% 0.0%
Fund Balance Plus Reserves 388,190 388,190 610,034 610,034 608,934 57.1% -0.2%
Operating Reserves 0 0 0 0 0 N/A N/A
Designated Fund Balance 388,190 388,190 610,034 610,034 608,934 57.1% -0.2%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
Budget by Fund 7-35
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Fund 404,Municipal Golf Course System Fund
Ordinance#3884,approved in January 1985, created the Golf Course Fund .rr
and authorized issuance of$3,965,000 Council Voted General Obligation
Bonds to acquire, improve, and develop the facility. The golf course is an
18-hole golf complex operated and maintained by the City through the Parks No
Division of the Community Services Department. In 1994, $5 million in
revenue bonds were issued to construct a driving range and new clubhouse,
including pro shop,restaurant, and meeting rooms. The major source of .rr
support is user fees, including an additional green fee of$2.00 per round of
golf,reserved for capital improvements. In 1997 and beyond,the additional
green fees will be used for payment of the annual debt service on the
revenue bonds. In 1998 the operating reserve was recalculated to reflect
debt service payments that are held in reserve on the balance sheet. See the
Community Services operating budget section for more information.
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7-36 Budget by Fund
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Table 7-34. Fund 404, Municipal Golf Course System Fund
orr 2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
err Golf Course Green Fees 1,237,587 1,267,200 1,212,443 1,200,000 1,200,000 -5.3% 0.0%
Driving Range Fees 347,095 370,000 364,313 343,000 343,000 -7.3% 0.0%
Other Charges for Services 328,855 241,000 220,543 246,300 246,300 2.2% 0.0%
rrr Investment Interest 47,606 40,000 18,127 15,000 15,000 -62.5% 0.0%
Concessions:Restaurant/Rtls/Pro Shop 327,789 417,000 417,559 408,600 408,600 -2.0% 0.0%
Miscellaneous Revenue 72,014 5,000 21,877 5,600 5,600 12.0% 0.0%
Other Financing Sources 15,422 0 32,707 0 0 N/A N/A
TOTAL NEW REVENUE 2,376,370 2,340,200 2,287,567 2,218,500 2,218,500 -5.2% 0.0%
Use of Prior Year Revenue 0 0 0 0 0 N/A N/A
�r TOTAL RESOURCES 2,376,370 2,340,200 2,287,567 2,218,500 2,218,500 -5.2% 0.0%
EXPENDITURES:
irr Regular Salaries 401,019 476,600 424,916 453,600 458,500 -4.8% 1.1
Part Time Salaries 273,106 256,300 244,303 250,800 250,800 -2.1% 0.0%
Overtime 4,239 9,700 7,168 9,000 9,000 -7.2% 0.0%
Personnel Benefits 174,575 198,500 173,494 198,500 198,500 0.0% 0.0%
Supplies 314,442 324,500 244,274 287,900 287,900 -11.3% 0.0%
Postage/Telephone/Other 8,117 4,400 5,936 5,500 5,500 25.0% 0.0%
Travel/Training 7,964 11,000 7,229 7,700 7,700 -30.0% 0.0%
Advertising 0 3,100 9,776 3,100 3,100 0.0% 0.0%
Other Rentals 4,620 5,100 6,364 5,700 5,700 11.8% 0.0%
rwr Insurance 8,464 8,500 8,500 8,500 8,500 0.0% 0.0%
Public Utility Services 78,713 33,500 7,461 42,000 42,000 25.4% 0.0%
Repairs&Maintenance 77,626 51,500 77,015 78,200 78,200 51.8% 0.0%
rrr Miscellaneous 19,458 24,600 22,671 24,200 24,200 -1.6% 0.0%
Capital Outlay 140,749 124,700 100,823 100,000 100,000 -19.8% 0.0%
Debt Service:Principal 234,317 263,400 260,916 264,200 264,200 0.3% 0.0%
Debt Service:Interest 224,576 212,100 212,617 202,400 202,400 -4.6% 0.0%
404 TO to 424/Capital Fund 311,196 150,000 150,000 150,000 150,000 0.0% 0.0%
Interfund Payments 112,999 115,300 115,300 118,800 118,800 3.0% 0.0%
rr� TOTAL COMMITTED EXPENDITURES 2,396,180 2,272,800 2,078,763 2,210,100 2,215,000 -2.8% 0.2%
Increase to Reserves 0 67,400 0 8,400 3,500 -87.5% -58.3%
TOTAL EXPENDITURES 2,396,180 2,340,200 2,078,763 2,218,500 2,218,500 -5.2% 0.0%
�rrr Fund Balance,January 1 1,145,231 1,125,421 1,125,421 1,334,226 1,342,626 18.6% 0.6%
Total New Revenue 2,376,370 2,340,200 2,287,567 2,218,500 2,218,500 -5.2% 0.0%
Total Committed Expenditures (2,396,180) (2,272,800) (2,078,763) (2,210,100) (2,215,000) -2.8% 0.2%
` Fund Balance Plus Reserves 1,125,421 1,192,821 1,334,226 1,342,626 1,346,126 12.6% 0.3%
Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0% 0.0%
Year End Operating Reserves 154,983 143,784 128,418 139,480 139,872 -3.0% 0.3%
Undesignated Fund Balance 529,080 607,679 764,449 761,788 764,896 25.4% 0.4%
arrr
Budget by Fund 7-37
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Fund 421, Waterworks Utility Construction Fund
This fund supports Water, Sewer and Surface Water Utility Improvement
projects. In 2002 the City issued bonds in the amount of$10 milllion to
finance the 2003 to 2008 Capital Improvement Program. Utility collection
fees, Special Assessment fees,and connection charges also fund Capital No
Improvement projects.
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Table 7-35. Fund 421, Waterworks Utility Construction Fund
2001 2002 2002 2003 2004 Change Change „y
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
we
Charges for Services 7,839 5,000 9,323 5,000 5,000 0.0% 0.0%
Investment Interest 59,424 82,000 60,974 200,000 200,000 143.9% 0.0%
Revenue Bond Proceeds 0 5,400,000 10,002,100 0 0 -100.0% N/A No
Reimb Army Corp of Eng/Cdr Riv Dred 300,000 0 71,955 0 0 N/A N/A
Special Assessment District 303,334 80,000 327,290 250,000 250,000 212.5% 0.0%
Residual Equity Transfer-In 5,436,700 1,500,000 1,600,000 2,420,000 2,420,000 61.3% 0.0% so
Connection Charges 906,307 1,057,000 1,524,680 1,003,000 1,003,000 -5.1% 0.0%
PWTF Loans 0 0 948,053 0 0 N/A N/A
Transfer In from Fund 103 0 0 0 136,000 136,000 100.0% 0.0% ori
Interfund Reimbursements 0 0 515,000 0 0 N/A N/A
Other Financing Sources 0 0 45,978 14,000 14,000 100.0% 0.0%
TOTAL NEW REVENUE 7,013,604 8,124,000 15,105,353 4,028,000 4,028,000 -50.4% 0.0% rrYi
Use of Prior Yr Revenue 0 3,200,600 0 9,272,000 9,272,000 189.7% 0.0%
TOTAL RESOURCES 7,013,604 11,324,600 15,105,353 13,300,000 13,300,000 17.4% 0.0%
No
EXPENDITURES:
Capital Improvement Program CIP:
Wastewater CIP 1,898,518 2,805,000 2,107,215 4,125,000 4,125,000 47.1% 0.0% No
Water CIP 4,225,974 5,380,820 3,948,873 6,475,000 6,475,000 20.3% 0.0%
Surface Water CIP 2,272,537 2,994,980 2,118,225 2,700,000 2,700,000 -9.8% 0.0%
Total Capital Improvements 8,397,029 11,180,800 8,174,313 13,300,000 13,300,000 19.0% 0.0%
Debt Issuance Costs 0 143,800 0 0 0 -100.0% N/A
TOTAL COMMITTED EXPENDITURES 8,397,029 11,324,600 8,174,313 13,300,000 13,300,000 17.4% 0.0%
Increase to Reserves 0 0 0 0 0 N/A N/A r�
TOTAL EXPENDITURES 8,397,029 11,324,600 8,174,313 13,300,000 13,300,000 17.4% 0.0%
Fund Balance,January 1 491,149 (892,276) (892,276) 6,038,764 (3,233,236) -776.8% -153.5% we
Total New Revenue 7,013,604 8,124,000 15,105,353 4,028,000 4,028,000 -50.4% 0.0%
Total Committed Expenditures (8,397,029) (11,324,600) (8,174,313) (13,300,000) (13,300,000) 17.4% 0.0%
Fund Balance Plus Reserves (892,276) (4,092,876) 6,038,764 (3,233,236) (12,505,236) -21.0% 286.8%
Fund Balance,December 31 (892,276) (4,092,876) 6,038,764 (3,233,236) (12,505,236) -21.0% 286.8%
7-38 Budget by Fund
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Fund 424,Municipal Golf Course System Capital Improvement Fund
This fund was established in 1996 to account for the major capital
improvements at the Maplewood Golf Course separately from the operating
fund. Funding for capital improvements is through a green fee of$2.00 per
round of golf.
Table 7-36. Fund 424, Municipal Golf Course System Capital Improvement Fund
2001 2002 2002 2003 2004 Change Change
rrr Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
Investment Interest 4,541 2,500 4,233 4,000 4,000 60.0% 0.0%
Residual Equity Transfer-In 311,196 150,400 150,000 150,000 150,000 -0.3% 0.0%
TOTAL NEW REVENUE 315,737 152,900 154,233 154,000 154,000 0.7% 0.0%
r Use of Prior Yr Revenue 0 82,100 0 205,000 205,000 149.7% 0.0%
TOTAL RESOURCES 315,737 235,000 154,233 359,000 359,000 52.8% 0.0%
EXPENDITURES:
r Golf Course Capital Improvements 126,125 235,000 137,404 359,000 359,000 52.8% 0.0%
TOTAL COMMITTED EXPENDITURES 126,125 235,000 137,404 359,000 359,000 52.8% 0.0%
Increase to Reserves 0 0 0 0 0 NIA NIA
r TOTAL EXPENDITURES 126,125 235,000 137,404 359,000 359,000 52.8% 0.0%
Fund Balance,January 1 44,562 234,174 234,174 251,003 46,003 7.2% -81.7%
Total New Revenue 315,737 152,900 154,233 154,000 154,000 0.7% 0.0%
Total Committed Expenditures (126,125) (235,000) (137,404) (359,000) (359,000) 52.8% 0.0%
Designated Fund Balance 234,174 152,074 251,003 46,003 (158,997) -69.7% -445.6%
Fund Balance,December 31 0 0 0 0 0 NIA NIA
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Budget by Fund 7-39
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Fund 451,Waterworks Revenue Bond Fund
Fund 451 was established in 1998 for Waterworks Utilities revenue bond
debt service payments and revenue bond reserves. This debt service was
previously shown in Fund 401.
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Table 7-37. Fund 451, Waterworks Revenue Bond Fund
2001 2002 2002 2003 2004 Change Change ray
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE: err
Waterworks collections 2,711,588 2,586,400 2,586,400 3,300,900 3,300,900 27.6% 0.0%
Revenue Bond Proceeds 0 2,022,246 2,022,247 0 0 -100.0% N/A
Investment Interest 151,760 150,000 38,076 20,000 20,000 -86.7% 0.0% ON
TOTAL NEW REVENUE 2,863,348 4,758,646 4,646,723 3,320,900 3,320,900 -30.2% 0.0%
Use of Prior Yr Revenue 0 342,754 0 0 0 -100.0% N/A
TOTAL RESOURCES 2,863,348 5,101,400 4,646,723 3,320,900 3,320,900 -34.9% 0.0%
EXPENDITURES:
Debt Service: Principal 1,730,000 3,694,900 3,595,000 1,635,200 1,635,200 -55.7% 0.0%
Debt Service: Interest 1,032,249 1,188,500 1,102,762 1,282,200 1,282,200 7.9% 0.0%
Debt Issue Costs 0 215,000 210,188 0 0 -100.0% N/A
Bond Registration Costs 0 3,000 1773 3,000 3,000 0.0% 0.0%
Transfer to Fund 421 4,000,000 0 0 0 0 N/A N/A
TOTAL COMMITTED EXPENDITURES 6,762,249 5,101,400 4,909,723 2,920,400 2,920,400 -42.8% 0.0%
Increase to Reserves 0 0 0 400,500 400,500 100.0% 0.0%
TOTAL EXPENDITURES 6,762,249 5,101,400 4,909,723 3,320,900 3,320,900 -34.9% 0.0%
Fund Balance,January 1 6,918,793 3,019,892 3,019,892 2,756,892 3,157,392 -8.7% 14.5% sari
Total New Revenue 2,863,348 4,758,646 4,646,723 3,320,900 3,320,900 -30.2% 0.0%
Total Committed Expenditures (6,762,249) (5,101,400) (4,909,723) (2,920,400) (2,920,400) -42.8% 0.0%
Fund Balance Plus Reserves 3,019,892 2,677,138 2,756,892 3,157,392 3,557,892 17.9% 12.7%
Bond Reserve 2,661,553 2,661,553 2,661,553 2,661,553 2,661,553 0.0% 0.0%
Undesignated Fund Balance 358,339 15,585 95,339 495,839 896,339 3081.5% 80.8%
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7-40 Budget by Fund
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Fund 501,Equipment Rental
.. Equipment Rental is an internal service fund used for maintaining and
replacing vehicles and auxiliary equipment; except for golf course equipment
which is accounted for in Fund 404. The Equipment Rental Fund is assigned to
the Planning/Building/Public Works Department, Maintenance Services
Division. In 1997, resources were allocated to the fund for maintenance of fire
r. apparatus, Parks'vehicles, and replacement of police patrol vehicles.
Equipment purchases are funded with available cash from maintenance and
capital recovery payments charged to Departments.
Table 7-38. Fund 501, Equipment Rental
2001 2002 2002 2003 2004 Change Change
ar Item Actual Adl Budget Actual Budget Forecast 02-03 03-04
REVENUE:
ow Vehicle/Eqp Repair Chrgs 29,598 30,000 27,472 30,000 30,000 0.0% 0.0%
Equipment Rental Charges 1,583,625 1,746,300 1,605,396 1,385,000 1,385,000 -20.7% 0.0%
Vehicle/Equip Capital Recovery 1,461,354 1,484,700 1,357,629 1,417,900 1,417,900 -4.5% 0.0%
r Investment Interest 264,969 50,000 67,242 75,000 75,000 50.0% 0.0%
Other Miscellaneous Revenues 876 0 59,359 83,300 83,300 100.0% 0.0%
Other Financing Sources 86,727 50,000 0 0 0 -100.0% N/A
om TOTAL NEW REVENUE 3,427,150 3,361,000 3,117,098 2,991,200 2,991,200 -11.0% 0.0%
Use of Prior Yr Revenue 0 0 0 0 4,400 N/A 100.0%
TOTAL RESOURCES 3,427,150 3,361,000 3,117,098 2,991,200 2,995,600 -11.0% 0.1%
om EXPENDITURES:
Regular Salaries 370,533 404,900 403,898 403,900 408,300 -0.2% 1.1%
Part Time Salaries 9,760 26,700 3,380 26,700 26,700 0.0% 0.0%
Overtime 955 700 2,075 700 700 0.0% 0.0%
Personnel Benefits 112,790 124,400 120,839 126,300 126,300 1.5% 0.0%
Supplies 576,008 738,700 543,609 738,700 738,700 0.0% 0.0%
rrr Postage/Telephone/Other 0 200 0 200 200 0.0% 0.0%
Professional Services 3,046 0 4,622 0 0 N/A N/A
Travel/Training 2,605 18,000 10,316 6,400 6,400 -64.4% 0.0%
Other Rentals 29 5,400 0 5,400 5,400 0.0% 0.0%
Equipment Rental 21,900 28,500 26,125 28,500 28,500 0.0% 0.0%
Insurance 234,800 234,800 234,800 234,800 234,800 0.0% 0.0%
Public Utility Services 1,196 1,100 1,511 1,100 1,100 0.0% 0.0%
Repairs&Maintenance 2,130 8,500 3,094 8,500 8,500 0.0% 0.0%
Miscellaneous 6,419 4,500 5,902 4,500 4,500 0.0% 0.0%
Capital Outlay 1,054,401 1,210,500 1,172,156 1,166,900 1,166,900 -3.6% 0.0%
Interfund Payments 227,232 228,600 228,600 238,600 238,600 4.4% 0.0%
TOTAL COMMITTED EXPENDITURES 2,623,805 3,035,500 2,760,927 2,991,200 2,995,600 -1.5% 0.1%
Increase to Reserves 0 325,500 0 0 0 -100.0% N/A
TOTAL EXPENDITURES 2,623,805 3,361,000 2,760,927 2,991,200 2,995,600 -11.0% 0.1%
Fund Balance,January 1 2,287,487 3,090,831 3,090,831 3,447,002 3,447,002 11.5% 0.0%
urr Total New Revenue 3,427,150 3,361,000 3,117,098 2,991,200 2,991,200 -11.0% 0.0%
Total Committed Expenditures (2,623,805) (3,035,500) (2,760,927) (2,991,200) (2,995,600) -1.5% 0.1%
Fund Balance Plus Reserves 3,090,831 3,416,331 3,447,002 3,447,002 3,442,602 0.9% -0.1%
Year End Operating Reserves 125,552 172,040 127,102 145,944 146,296 -15.2% 0.2%
Replacement Reserves 2,965,278 3,244,291 3,319,900 3,301,058 3,296,306 1.7% -0.1%
fund Balance,December 31 0 0 0 0 0 N/A N/A
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Budget by Fund 7-41
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Fund 502,Insurance Fund
An internal service fund accounts for the the financing of goods and no
services provided by one department or agnecy to other departments or
agencies of the City or to other governments. Fund 502 (table 7-39) is an No
internal service fund which provides accounting for self-insurance services
to all City departments, including provision for losses on property, liability,
worker's compensation, unemployment compensation, and a health care no
program. Expenses are paid by the Insurance Fund and rates are charged to
departments based on use and/or coverage requirements. No
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7_42 Budget by Fund
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Table 7-39. Fund 502, Insurance Fund
sm 2001 2002 2002 2003 2004 Change Change
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE:
rr Interest Earnings 251,572 200,000 119,746 100,000 100,000 -50.0% 0.0%
Liab/Prop Ins Premiums 1,551,026 1,537,300 1,537,300 1,725,800 1,725,800 12.3% 0.0%
a�
Industrial Insurance Premiums 516,380 457,400 560,216 586,200 586,200 28.2% 0.0%
Unemployment Comp Premiums 65,900 113,000 113,000 114,700 114,700 1.5% 0.0%
Medical Premiums 3,671,141 4,509,900 4,078,622 4,391,200 4,680,500 -2.6% 6.6%
Dental Premiums 909,991 1,058,500 999,071 1,269,500 1,269,500 19.9% 0.0%
rrr Judgements/Settlements/Misc 60,000 0 183,755 0 0 N/A N/A
Other Miscellaneous 82,715 0 162,783 0 0 N/A N/A
Other Financing Sources 2,100,000 0 578,590 0 0 N/A N/A
r� TOTAL NEW REVENUE 9,208,725 7,876,100 8,333,083 8,187,400 8,476,700 4.0% 3.5%
Use of Prior Yr Revenue 0 0 0 859,600 860,700 100.0% 0.1%
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TOTAL RESOURCES 9,208,725 7,876,100 8,333,083 9,047,000 9,337,400 14.9% 3.2%
EXPENDITURES:
Regular Salaries 90,905 97,000 95,517 95,600 96,700 -1.4% 1.2%
Personnel Benefits 25,391 29,100 24,581 25,600 25,600 -12.0% 0.0%
All Personnel Benefits:
Medical Benefits 3,801,760 3,783,200 4,445,198 5,085,600 5,374,900 34.4% 5.7%
Dental Claims 735,675 925,000 718,245 821,300 821,300 -11.2% 0.0%
Life Insurance Payments 0 15,000 0 0 0 -100.0% N/A
Worker's Compensation 500,790 291,000 411,522 500,000 500,000 71.8% 0.0%
Unemployment Compensation 66,730 113,000 90,959 142,000 142,000 25.7% 0.0%
Professional Services:
Gallagher Bassett Services 0 7,000 0 0 0 -100.0% N/A
rrr Health Ins Admin Costs 177,276 164,500 221,734 275,100 275,100 67.2% 0.0%
Health&Wellness Program 8,788 12,100 8,577 12,100 12,100 0.0% 0.0%
Industrial Ins Administrative Costs 129,204 161,000 182,440 232,000 232,000 44.1% 0.0%
Other Miscellaneous Services 55,245 30,000 50 57,000 57,000 90.0% 0.0%
125 Plan Enrollment Fee 3,693 3,000 4,776 5,000 5,000 66.7% 0.0%
Travel/Training 8 2,000 214 2,000 2,000 0.0% 0.0%
r Insurance:
Property/Liability Claims 834,977 939,200 295,856 900,000 900,000 -4.2% 0.0%
Premiums&Assessment Fees 426,931 486,000 435,099 674,500 674,500 38.8% 0.0%
r Miscellaneous:
Memberships/Reg/Publications 1,130 2,500 805 2,500 2,500 0.0% 0.0%
Misc Insurance Premium Costs 100 2,000 0 2,000 2,000 0.0% 0.0%
Broker Fees/Charles Group 17,403 20,000 19,231 20,000 20,000 0.0% 0.0%
Employee Assistance Program 12,375 14,000 13,844 15,000 15,000 7.1% 0.0%
Emergency Services 363,271 4,000 120,536 100 100 -97.5% 0.0%
State Self-Insurance Tax 2,128 3,500 1,171 3,500 3,500 0.0% 0.0%
Interfund Payments 171,000 171,000 171,000 176,100 176,100 3.0% 0.0%
TOTAL COMMITTED EXPENDITURES 7,424,780 7,275,100 7,261,355 9,047,000 9,337,400 24.4% 3.2%
IBNR 0 601,000 0 0 0 -100.0% N/A
TOTAL EXPENDITURES 7,424,780 7,876,100 7,261,355 9,047,000 9,337,400 14.9% 3.2%
rrr Fund Balance,January 1 4,733,405 6,517,350 6,517,350 7,589,078 6,729,478 16.4% -11.3%
Total New Revenue 9,208,725 7,876,100 8,333,083 8,187,400 8,476,700 4.0% 3.5%
Total Committed Expenditures (7,424,780) (7,275,100) (7,261,355) (9,047,000) (9,337,400) 24.4% 3.2%
Fund Balance Plus Reserves 6,517,350 7,118,350 7,589,078 6,729,478 5,868,778 -5.5% -12.8%
Anti recession/Rainy Day Reserve 5,045,731 5,417,044 5,287,588 5,122,328 5,115,136 -5.4% -0.1%
Fund Balance,December 31 1,471,620 1,701,306 2,301,491 1,607,150 753,642 -5.5% -53.1%
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Budget by Fund 7-43
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Fund 601,Firemen's Pension Fund
The Firemen's Pension Fund is a closed system with membership limited to fire No
fighters employed prior to March 1, 1970;when the Law Enforcement Officers and
Fire Fighters(LEOFF)Retirement System was established. This fund provides full
benefits for fire fighters(and beneficiaries)retiring prior to March 1, 1970, and w
excess benefits over LEOFF pensions for those fire fighters retiring thereafter who
are members of the plan.
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Table 7-40. Fund 601, Firemen's Pension Fund
2001 2002 2002 2003 2004 Change Change rrrl
Item Actual Adj Budget Actual Budget Forecast 02-03 03-04
REVENUE: ami
Fire Insurance Premium Tax 50,703 32,000 55,730 32,000 32,000 0.0% 0.0%
Investment Interest 120,957 80,000 105,542 115,000 115,000 43.8% 0.0%
TOTAL NEW REVENUE 171,660 112,000 161,272 147,000 147,000 31.3% 0.0% Iiti
Use of Prior Yr Revenue 0 239,700 0 218,900 218,900 -8.7% 0.0%
TOTAL RESOURCES 171,660 351,700 161,272 365,900 365,900 4.0% 0.0%
No
EXPENDITURES:
Fire Pensions 323,127 345,000 333,706 355,000 355,000 2.9% 0.0%
Supplies 0 400 207 400 400 0.0% 0.0% a w
Professional Services/Actuarial 6,860 0 0 4,000 4,000 100.0% 0.0%
Interfund Payments 6,180 6,300 6,300 6,500 6,500 3.2% 0.0%
TOTAL COMMITTED EXPENDITURES 336,167 351,700 340,213 365,900 365,900 4.0% 0.0% go
Increase to Reserves 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 336,167 351,700 340,213 365,900 365,900 4.0% 0.0%
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Fund Balance,January 1 5,655,611 5,491,104 5,491,104 5,312,163 5,093,263 -3.3% -4.1%
Total New Revenue 171,660 112,000 161,272 147,000 147,000 31.3% 0.0%
Total Committed Expenditures (336,167) (351,700) (340,213) (365,900) (365,900) 4.0% 0.0% r�1
Designated Fund Balance 5,491,104 5,251,404 5,312,163 5,093,263 4,874,363 -3.0% -4.3%
Fund Balance,December 31 0 0 0 0 0 N/A N/A
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7-44 Budget by Fund
DETAILS
ANN
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Details
In order to best display the information for some of or tables, we chose to
summarize specific subjects and delete some associated details. Here we
are providing those tables re-expanded and complete with all associated
data. Each table here makes reference to a table in the Budget at a Glance
section that it enhances.
The Annual Detail Budget is issued as a separate document to support this
budget. It provides actual and budget revenue and expenditures by
account number, as well as by year.
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Details 8-1
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Table 8-1. Revenue Detail, All Funds
2001 2002 2002 2003 2004 Change Change
Revenue Actual Adi Budget Actual Budget Forecast 02-03 03-04 NO
Tax Revenues
Property Tax-General Levy 16,253,829 17,760,500 17,871,034 18,758,300 18,758,300 5.6% 0.0%
Property Tax-Special Levy 523,017 496,700 510,660 507,700 507,700 2.2% 0.0% we
Total Property Taxes 16,776,846 18,257,200 18,381,694 19,266,000 19,266,000 5.5% 0.0%
Retail Sales and Use Tax 16,724,786 16,965,000 16,431,456 17,055,000 17,055,000 0.5% 0.0%
Utility Taxes 10,348,682 9,220,000 8,669,865 9,130,000 9,130,000 -1.0% 0.0% ctrl
Other Taxes:
Admissions Tax 269,136 310,000 632,715 310,000 310,000 0.0% 0.0%
Franchise Fees 484,904 500,000 492,479 500,000 500,000 0.0% 0.0%
Excise Taxes 2,895,147 1,800,000 2,709,652 2,305,000 2,305,000 28.1% 0.0%
Emergency Medical Service Levy Funds 396,892 435,000 473,125 435,000 435,000 0.0% 0.0%
Gambling Excise Tax 2,322,136 2,401,000 2,110,861 2,455,000 2,455,000 2.2% 0.0%
Total Other Taxes 6,368,215 5,446,000 6,418,832 6,005,000 6,005,000 10.3% 0.0%
Total Tax Revenue 50,218,529 49,888,200 49,901,847 51,456,000 51,456,000 3.1% 0.0%
Licenses And Permits
Business Licenses&Permits 2,522,223 2,523,000 2,333,878 2,374,400 2,374,400 5.9% 0.0%
Building Permits 1,528,797 1,233,400 1,902,796 1,345,500 1,345,500 9.1% 0.0%
Non-Business Licenses/Permits 50,938 30,000 24,305 34,000 34,000 13.3% 0.0%
gig
Total Licenses And Permits 4,101,958 3,786,400 4,260,979 3,753,900 3,753,900 -0.9% 0.0%
Intergovernmental Revenue
Federal Grants 1,641,133 1,980,900 2,758,252 1,884,700 1,884,700 4.9% 0.0%
State Grants 204,501 1,438,000 1,176,449 535,900 535,900 -62.7% 0.0%
Motor Vehicle Excise Tax(MVET) 275,101 255,000 282,289 19,400 19,400 -92.4% 0.0%
Local Vehicle License Fee/Transp 452,053 350,000 466,822 350,000 350,000 0.0% 0.0%
State DUI 7,811 0 8,863 0 0 N/A N/A urt
State/Street Fuel Taxes 1,084,805 1,081,400 1,113,837 1,127,200 1,127,200 4.2% 0.0%
State/Fire Insurance Premium Tax 50,703 32,000 55,730 32,000 32,000 0.0% 0.0%
State/Liquor Board Profits/Excise Tax 439,130 479,200 464,488 461,200 461,200 -3.85le 0.0% 0
Intergovernmental Service& Interlocal Gra 2,160,313 1,000,000 1,126,747 1,240,000 1,240,000 24.0% 0.0%
Total Intergovernmental Revenue 6,315,550 6,616,500 7,453,477 5,650,400 5,650,400 -14.6% 0.0%
Charges For Services
General Government 297,520 255,000 254,198 260,100 260,100 2.0% 0.0%
Public Safety 568,990 510,000 561,518 658,000 658,000 29.0% 0.0%
Utility&Environment 28,820,964 31,448,200 30,239,382 30,366,400 30,366,400 -3.4% 0.0% r
Transportation Mitigation 365,038 350,000 1,001,645 500,000 500,000 42.9% 0.0%
Other Transportation 52,903 7,000 6,476 5,000 5,000 -28.6% 0.0%
Plan Checking Fees 665,777 450,000 730,376 500,000 500,000 11.1% 0.0% acct
Fire&Park Mitigation 768,192 400,000 902,449 450,000 450,000 12.5% 0.0%
Planning/Zoning/EIS Fees 512,696 121,000 205,960 171,000 171,000 41.3% 0.0%
Recreation 2,407,640 2,505,500 2,475,373 2,357,800 2,357,800 -5.9% 0.0%
Equipment Repair/Maintenance Charges 1,613,223 1,776,300 1,632,867 1,415,000 1,415,000 -20.3% 0.0% crit
Total Charges For Services 36,072,943 37,823,000 38,010,244 36,683,300 36,683,300 -3.0% 0.0%
Total Fines And Forfeits 993,093 883,600 1,043,199 957,100 957,100 8.3% 0.0%
Miscellaneous Revenue:
Interest&Other Earnings 3,838,898 2,753,130 1,642,301 1,713,700 1,713,700 -37.8% 0.0%
L.I.D./Special Assessment Principal 333,056 293,000 312,908 293,000 293,000 0.0% 0.0%
Rents/Leases/Concessions 2,365,785 2,169,300 2,473,800 2,395,200 2,395,200 , 10.4% 0.0% ctrl
Equipment Capital Recovery Charges 1,461,354 1,484,700 1,357,629 1,417,900 1,417,900 -4.5% 0.0%
Interfund Prop Liab Insurance Premiums 1,551,026 1,537,300 1,537,300 1,725,800 1,725,800 12.3% 0.0%
Employee Insurance Premiums 5,163,412 6,138,800 5,806,109 6,361,600 6,650,900 3.6% 4.5% so
Contributions from Private Sources 191,877 72,500 159,592 70,500 70,500 -2.8% 0.0%
Other Miscellaneous 280,092 30,600 259,633 359,400 359,400 1074.5% 0.0%
Total Miscellaneous Revenue 15,185,500 14,479,330 13,549,272 14,337,100 14,626,400 -1.0% 2.0% so
Inter-Fund Department Service Charges 4,266,798 4,294,500 4,676,754 4,405,200 4,405,200 2.6% 0.0%
Total Non-Revenues 7,894,891 11,121,346 17,667,412 4,123,100 4,123,100 -62.9% 0.0%
Total Other Financing Sources 15,468,459 13,081,400 14,565,055 4,706,800 4,706,800 -64.0% 0.0%
Total Revenues $140,517,721 $141,974,276 $151,128,239 $126,072,900 $126,362,200 -11.2% 0.2%
8-2 Details
wn
Table 8-2. Expenditure Detail, All Funds
2001 2002 2002 2003 2004 Change Change
Expenditures Actual Adi Budget Actual Budget Forecast 02-03 03-04
Salaries And Wages
Regular Salaries 31,929,610 35,068,100 33,747,043 34,704,400 35,084,800 -1.0% 1.1%
err Part Time Salaries 2,099,167 2,116,100 2,265,407 2,112,600 2,112,600 42% 0.0%
Uniform Allowance 62,787 78,100 74,406 79,100 79,800 1.3% 0.9%
Overtime 1,743,607 1,641,800 1,982,522 1,655,700 1,673,000 0.8% 1.0%
e� Total Salaries And Wages 35,835,171 38,904,100 38,069,378 38,551,800 38,950,200 -0.9% 1.0%
Personnel Benefits
Retirement/PERS 798,161 451,600 448,883 534,000 534,300 18.2% 0.1%
Retirement/LEOFF 436,647 380,300 373,142 400,700 400,700 5.4% 0.0%
No FICA 2,189,216 2,399,900 2,316,867 2,438,800 2,438,800 1.6% 0.0%
Medical Insurance 3,159,892 3,789,000 3,602,802 3,788,600 3,788,600 0.0% 0.0%
LEOFF Retired Medical Insurance 456,132 401,300 480,277 401,300 401,300 0.0% 0.0%
rrr Industrial Insurance 476,336 564,800 516,740 584,600 584,600 3.5% 0.0%
Life Insurance 111,926 129,400 117,389 110,600 110,300 -14.5% -0.3%
Dental Insurance 892,650 1,068,900 992,316 1,067,800 1,067,800 -0.1% 0.0%
wrr Unemployment Compensation 65,900 80,700 113,000 114,700 114,700 42.1% 0.0%
Fire Pensions 323,127 345,000 333,706 355,000 355,000 2.9% 0.0%
PERS Prior Service Liability 3,209 8,500 1,604 8,500 8,500 0.0% 0.0%
Long Term Disability 75,793 90,000 85,956 92,600 92,600 2.9% 0.0%
rrr. Self-Insurance Medical/Dental 4,537,435 4,708,200 5,163,443 5,906,900 6,196,200 25.5% 4.9%
Self-Insurance Life Insurance 0 15,000 0 0 0 -100.0% N/A
Self-Insurance Workmen's Comp 500,790 291,000 411,522 500,000 500,000 71.8% 0.0%
Self-Insurance Unemployment Comp 66,730 113,000 90,959 142,000 142,000 25.7% 0.0%
Total Personnel Benefits 14,093,944 14,836,600 15,048,606 16,446,100 16,735,400 10.8% 1.8%
Supplies
Office/Operating Supplies 2,811,986 3,166,900 2,745,262 3,197,800 3,197,800 1.0% 0.0%
Purchased Merchandise/Inventory 355,440 328,400 339,374 313,000 313,000 -4.7% 0.0%
Small Equipment 831,753 1,322,000 697,357 1,399,700 1,399,700 5.9% 0.0%
rwr Total Supplies 3,999,179 4,817,300 3,781,993 4,910,500 4,910,500 1.9% 0.0%
Other Services&Charges
Professional Services 11,120,250 12,604,393 11,179,462 12,224,400 12,224,400 -3.0% 0.0%
Communications 432,925 370,200 442,817 471,000 471,000 27.2% 0.0%
Travel and Training 310,989 428,100 335,556 419,800 419,800 -1.9% 0.0%
Volunteer Travel/Meals 23,906 28,100 22,971 28,100 28,100 0.0% 0.0%
Operating Rentals&Leases 3,280,955 3,448,100 3,225,799 3,440,700 3,440,700 -0.2% 0.0%
wr Property/Liability Ins Premiums&Clain 2,830,934 2,962,500 2,967,571 3,324,800 3,324,800 12.2% 0.0%
Subtotal Misc Charges 17,999,959 19,841,393 18,174,176 19,908,800 19,908,800 0.3% 0.0%
Public Utility Services 9,089,589 10,333,300 10,089,982 10,292,000 10,292,000 -0.4% 0.0%
er Repairs and Maintenance 1,159,131 1,575,622 1,226,601 1,641,000 1,641,000 4.1% 0.0%
Other Miscellaneous Services 1,640,666 1,518,163 1,433,722 1,429,700 1,429,700 -5.8% 0.0%
Total Other Services And Charges 29,889,345 33,268,478 30,924,481 33,271,500 33,271,500 0.0% 0.0%
Intergovernmental Services
Intergovernmental Professional Service 1,452,189 1,638,100 1,583,844 1,756,600 1,756,600 7.2% 0.0%
External Taxes&Operating Assessmeni 1,122,222 1,175,400 1,110,750 1,155,700 1,155,700 -1.7% 0.0%
Interfund Taxes 1,691,313 1,837,000 1,724,730 1,771,000 1,771,000 -3.6% 0.0%
Total Intergovernmental Services 4,265,724 4,650,500 4,419,324 4,683,300 4,683,300 0.7% 0.0%
Capital Outlay
Land 257,588 1,036,900 100,776 1,409,000 1,409,000 35.9% 0.0%
Buildings,Structures&Oth Imprvmnts 4,830,666 28,038,097 9,494,106 2,181,000 2,181,000 -92.2% 0.0%
Machinery and Equipment 1,791,563 1,985,380 1,916,171 1,671,600 1,671,600 -15.8% 0.0%
Construction Projects 8,424,946 11,580,800 8,644,580 13,300,000 13,300,000 14.8% 0.0%
r Street Improvement Projects/CIP 8,262,378 7,464,300 4,629,221 6,116,200 6,116,200 -18.1% 0.0%
Total Capital Outlay 23,567,141 50,105,477 24,784,854 24,677,800 24,677,800 -50.75'a 0.9
Debt Service
Principal 4,802,196 6,438,000 6,325,459 4,485,200 4,525,600 -30.3% 0.9%
Interest and Related Debt Costs 2,244,867 3,235,400 3,007,956 3,322,500 3,283,400 2.7% -1.2%
Total Debt Service 7,047,063 9,673,400 9,333,415 7,807,700 7,809,000 -19.3% 0.0%
Total Interfund Payments 3,071,177 3,210,100 3,108,370 5,221,900 4,778,500 62.7% -8.5%
Total Non-Expenditures 6,198,300 2,265,200 2,509,923 470,000 470,100 -79.3% 0.0%
Total Other Financing Uses 8,882,659 10,572,265 10,187,663 6,360,500 6,062,500 -39.8% -4.7%
Total Expenditures $136,849,703 $172,303,420 $142,168,007 $142,401,100 $142,348,800 -17.4% 0.0%
..r Details 8-3
Table 8-3. 2003 Revenue, Expenditures, Fund Sources, All Funds(1 of 4)
General Government Special Revenue
000 101 103 106 201/207/212/215 Total 102 104 105
General Parks Street Library Limited GO 2003 Arter Str CDBG Impac Mit >11
Revenue
Property Tax 8,637,500 4,756,200 2,926,300 1,397,600 1,040,700 18,758,300
Sales Tax 15,550,000 15,550,000
Sales Tax/Criminal Justice 1,050,000 1,050,000 411
Admissions Tax 310,000 310,000
Utility Tax&Natural Gas Use Tax 4,950,000 3,300,000 1,175,000 9,425,000
Real Estate Excise Tax 1,200,000 1,200,000 No
EMS Levy Funds 435,000 435,000
Gambling Excise Tax 2,455,000 2,455,000
Franchise/Leasehold Excise 605,000 605,000
Sub-Total Taxes 33,992,500 8,056,200 4,101,300 1,397,600 2,240,700 49,788,300 0 0 0
Business License Fee 397,500 397,500
Building Permits 1,420,300 1,420,300
Other Licenses/Permits 4,000 30,000 34,000
Community Dev Block Grants 0 305,000
Other Federal/State Grants 215,000 215,000
State Shared Revenue 480,600 778,700 1,259,300 348,500
Other Intergovernmental 1,065,000 1,065,000
Charges for Services 1,486,000 768,500 6,000 2,260,500
Fines and Forfeits 929,100 28,000 957,100
Interest Earnings 560,000 30,000 20,000 2,000 20,000 632,000 5,000
Miscellaneous Revenue 371,700 493,400 25,000 1,500 891,600 tt
Non-Revenue 0
Other Financing Sources 300,000 300,000
Interfund Revenue 2,525,900 956,400 3,482,300
Total New Revenue 43,447,600 9,348,100 5,911,400 1,435,100 2,560,700 62,702,900 353,500 305,000 0
Use of Prior Yr Revenue 1,424,200 0 0 0 0 1,424,200 0 0 0
Total Resources 44,871,800 9,348,100 5,911,400 1,435,100 2,560,700 64,127,100 353,500 305,000 0
Expenditures
Legislative 182,100 182,100
AJLS: Mayor's Office 784,500 784,500
City Clerk 419,800 419,800
City Attorney 1,049,500 1,049,500
Hearing Examiner 125,100 125,100
Court Services 1,272,700 1,272,700
Econ Dev,Neighbrhds&Strat Ping 1,239,600 1,239,600
Human Resources&Risk Mgmt: 702,700 702,700
Insurance 0
Finance&Information Services:
Finance&Information Systems 3,141,300 3,141,300f
Other City Services/Mist 4,468,300 4,468,300
Debt Service 2,560,700 2,560,700
Police 14,506,000 14,506,000
Fire 11,542,200 11,542,200 t
Planning/Building/Pub Wks:
Administration 334,900 334,900
Development Services 3,069,800 3,069,800
Transportation 3,428,100 3,428,100
Utility Systems&Technical Sery 510,000 510,000
Maintenance Services 2,483,300 2,483,300
Community Services:
General Services/Parks 9,250,100 9,250,100
Housing&Human Services 523,300 523,300
Comm Dev Block Grants 0 295,700
Library 1,435,100 1,435,100
Golf Course 0
Transfers-Out 1,000,000 1,000,000 353,500
Total Committed Expenditures 44,871,800 9,250,100 5,911,400 1,435,100 2,560,700 64,029,100 353,500 295,700 0 M
Increase to Reserves 0 98,000 0 0 0 98,000 0 9,300 0
Total Expenditures 44,871,800 9,348,100 5,911,400 1,435,100 2,560,700 64,127,100 353,500 305,000 0
Fund Balance, January 1 3,789,813 1,263,604 936,498 227,104 977,825 7,194,844 154,411 (5,788) 0
Total New Revenue 43,447,600 9,348,100 5,911,400 1,435,100 2,560,700 62,702,900 353,500 305,000 0
Total Committed Expenditures (44,871,800) (9,250,100) (5,911,400) (1,435,100) (2,560,700) (64,029,100) (353,500) (295,700) 0
Fund Balance Plus Reserves 2,365,613 1,361,604 936,498 227,104 977,825 5,868,644 154,411 3,512 0
Operating Reserves 3,589,744 747,848 472,912 114,808 0 4,925,312 0 0 0
Other Reserves 0 0 0 0 0 0 0 0 0
Total Ending Fund Balance (1,224,131) 613,756 463,586 112,296 977,825 943,332 154,411 3,512 0
8-4 Details
wrr
Table 8-3. 2003 Revenue, Expenditures, Fund Sources, All Funds(2 of 4)
Special Revenue Debt Service Capital Improvement
110 118 125 127 213/219 220 221 301 303
Hotel/Motel Paths 1%Art Cable Com Unlim G.O. LID Debt Sv LID Guar Garage CIP C D Mitig
Revenue
Property Tax 507,700
rr1 Sales Tax 196,000
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax 30,000
Or Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 196,000 0 0 30,000 507,700 0 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
sirs Community Dev Block Grants
Other Federal/State Grants
State Shared Revenue
rr Other Intergovernmental
Charges for Services 250,000
Fines and Forfeits
Interest Earnings 4,000 1,200 5,000 41,600 100,000 40,000
Miscellaneous Revenue 1,500 293,000
Non-Revenue
Other Financing Sources 75,000
ssir Interfund Revenue
Total New Revenue 200,000 0 75,000 32,700 512,700 334,600 0 100,000 290,000
Use of Prior Yr Revenue 0 0 0 0 0 0 0 0 660,000
Total Resources 200,000 0 75,000 32,700 512,700 334,600 0 100,000 950,000
lrrr Expenditures
Legislative
AJLS: Mayor's Office 75,000
City Clerk 31,600
City Attorney
Hearing Examiner
Court Services
ete� Econ Dev,Neighbrhds&Strat Ping 200,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Services:
Finance&Information Systems
Other City Services/Misc
Debt Service 511,500 27,000
Police
■rn Fire
Planning/Building/Pub Wks:
Administration
rrr Development Services
Transportation
Utility Systems&Technical Sery
Maintenance Services
siW1 Community Services:
General Services/Parks 950,000
Housing&Human Services
Comm Dev Block Grants
irlr Library
Golf Course
Transfers-Out 307,600
Total Committed Expenditures 200,000 0 75,000 31,600 511,500 334,600 0 0 950,000
Increase to Reserves 0 0 0 1,100 1,200 0 0 100,000 0
Total Expenditures 200,000 0 75,000 32,700 512,700 334,600 0 100,000 950,000
Fund Balance, January 1 262,048 2,807 95,045 176,089 560,699 431,153 0 4,017,760 1,561,510
Total New Revenue 200,000 0 75,000 32,700 512,700 334,600 0 100,000 290,000
Total Committed Expenditures (200,000) 0 (75,000) (31,600) (511,500) (334,600) 0 0 (950,000)
Fund Balance Plus Reserves 262,048 2,807 95,045 177,189 561,899 431,153 0 4,117,760 901,510
rrr� Operating Reserves 0 0 0 0 561,899 0 0 0 0
Other Reserves 0 0 0 0 0 0 0 0 0
Total Ending Fund Balance 262,048 2,807 95,045 177,189 0 431,153 0 4,117,760 901,510
Details 8-5
Table 8-3. 2003 Revenue, Expenditures, Fund Sources, All Funds(3 of 4) rrl�
Capital Improvement Enterprise
304 305 306 307 316 317 320 401 421
Fire Mitig Trans Mitig Leased City Aquatic Ctr Mun Fac Trans CIP LID Constr W/S/S Util W/S/S Const
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice No
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 1,000,000 10
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 1,000,000 0 0 0 0 Ilwf
Business License Fee 1,880,000
Building Permits 22,100
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants 911,600
State Shared Revenue 350,000
Other Intergovernmental
Charges for Services 200,000 500,000 606,000 18,120,800 5,000
Fines and Forfeits
Interest Earnings 25,000 85,000 4,000 100,000 87,900 200,000
Miscellaneous Revenue 81,800
Non-Revenue 141,300 3,823,000
Other Financing Sources 1,267,600 2,804,900
Interfund Revenue 961,900
Total New Revenue 225,000 585,000 610,000 0 2,367,600 5,946,500 0 19,415,800 4,028,000
Use of Prior Yr Revenue 73,000 1,866,400 0 0 578,400 714,700 1,505,700 9,272,000
Total Resources 298,000 2,451,400 610,000 0 2,946,000 6,661,200 0 20,921,500 13,300,000
Expenditures
Legislative
AJLS: Mayor's Office 300,000
City Clerk
City Attorney
tlltr
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 50,000
Human Resources&Risk Mgmt: 11116
Insurance
Finance&Information Services:
Finance&Information Systems 1,200,000 111
Other City Services/Misc 200,000 1,240,500
Debt Service 863,900
Police
Fire so
Planning/Building/Pub Wks:
Administration 155,400
Development Services 419,900
Transportation 6,661,200 as
Utility Systems&Technical Sery 4,007,200 13,300,000
Maintenance Services 12,284,600
Community Services: No
General Services/Parks 139,300 1,196,000
Housing&Human Services
Comm Dev Block Grants
Library
!1M
Golf Course
Transfers-Out 298,000 2,451,400 377,600 1,950,000
Total Committed Expenditures 298,000 2,451,400 516,900 0 2,946,000 6,661,200 0 20,921,500 13,300,000
Increase to Reserves 0 0 93,100 0 0 0 0 0 0
Total Expenditures 298,000 2,451,400 610,000 0 2,946,000 6,661,200 0 20,921,500 13,300,000
Fund Balance, January 1 4,723,060 4,021,396 110,823 4,931,142 6,237,511 6,847,290 0 3,791,662 6,038,764
Total New Revenue 225,000 585,000 610,000 0 2,367,600 5,946,500 0 19,415,800 4,028,000 11rfp
Total Committed Expenditures (298,000) (2,451,400) (516,900) 0 (2,946,000) (6,661,200) 0 (20,921,500) (13,300,000)
Fund Balance Plus Reserves 4,650,060 2,154,996 203,923 4,931,142 5,659,111 6,132,590 0 2,285,962 (3,233,236)
Operating Reserves 0 0 0 0 0 0 0 1,302,240 0
Other Reserves 0 0 0 0 0 0 0 0 0 !
Total Ending Fund Balance 4,650,060 2,154,996 203,923 4,931,142 5,659,111 6,132,590 0 983,722 (3,233,236)
8.6 Derails
r�
Table 8-3. 2003 Revenue, Expenditures, Fund Sources, All Funds (4 of 4)
Enterprise Internal Service Fiduciary All Funds
451 402 403 404 424 501 502 601 Total
W/S/S Rev B Airport Sol Waste Golf Crs Golf CIP Eq Rental Insurance Fire Pension 2003
Revenue
Property Tax 19,266,000
Sales Tax 15,746,000
r Sales Tax/Criminal Justice 1,050,000
Admissions Tax 310,000
Utility Tax&Natural Gas Use Tax 9,455,000
Real Estate Excise Tax 2,200,000
EMS Levy Funds 435,000
Gambling Excise Tax 2,455,000
Franchise/Leasehold Excise 66,000 671,000
Sub-Total Taxes 0 0 66,000 0 0 0 0 0 51,588,000
Business License Fee 2,277,500
Building Permits 1,442,400
Other Licenses/Permits 34,000
Community Dev Block Grants 305,000
Other Federal/State Grants 1,150,000 2,276,600
State Shared Revenue 32,000 1,989,800
trrr Other Intergovernmental 158,800 1,223,800
Charges for Services 3,300,900 5,000 8,844,700 1,789,300 1,417,900 37,300,100
Fines and Forfeits 957,100
Interest Earnings 20,000 50,000 4,000 15,000 4,000 75,000 100,000 115,000 1,713,700
rrr Miscellaneous Revenue 690,100 414,200 1,498,300 8,087,400 11,957,900
Non-Revenue 150,000 4,114,300
Other Financing Sources 4,447,500
Interfund Revenue 1,000 4,445,200
rrrrr Total New Revenue 3,320,900 1,895,100 9,074,500 2,218,500 154,000 2,991,200 8,187,400 147,000 126,072,900
Use of Prior Yr Revenue 0 0 0 0 205,000 0 859,600 218,900 17,377,900
Total Resources 3,320,900 1,895,100 9,074,500 2,218,500 359,000 2,991,200 9,047,000 365,900 143,450,800
SII Expenditures
Legislative 182,100
AJLS: Mayor's Office 1,159,500
City Clerk 451,400
City Attorney 1,049,500
Hearing Examiner 125,100
Court Services 1,272,700
rrr• Econ Dev,Neighbrhds&Strat Ping 1,489,600
Human Resources&Risk Mgmt: 702,700
Insurance 8,870,900 8,870,900
Finance&Information Services:
Finance&Information Systems 4,341,300
Other City Services/Misc 32,700 244,100 118,800 174,800 176,100 365,900 7,021,200
Debt Service 2,920,400 466,600 7,350,100
Police 14,506,000
Fire 11,542,200
Planning/Building/Pub Wks:
Administration 3,800 25,500 519,600
r�rr Development Services 700 3,490,400
Transportation 1,520,500 11,609,800
Utility Systems&Technical Sery 8,734,300 26,551,500
Maintenance Services 69,900 2,816,400 17,654,200
all Community Services:
General Services/Parks 11,535,400
Housing&Human Services 523,300
Comm Dev Block Grants 295,700
ttifa� Library 1,435,100
Golf Course 1,474,700 359,000 1,833,700
Transfers-Out 150,000 6,888,100
Total Committed Expenditures 2,920,400 1,557,000 9,074,500 2,210,100 359,000 2,991,200 9,047,000 365,900 142,401,100
Increase to Reserves 400,500 338,100 0 8,400 0 0 0 0 1,049,700
Total Expenditures 3,320,900 1,895,100 9,074,500 2,218,500 359,000 2,991,200 9,047,000 365,900 143,450,800
Fund Balance, January 1 2,756,892 3,183,141 610,034 1,334,226 251,003 3,447,002 7,589,078 5,312,163 75,635,765
Total New Revenue 3,320,900 1,895,100 9,074,500 2,218,500 154,000 2,991,200 8,187,400 147,000 126,072,900
Total Committed Expenditures (2,920,400) (1,557,000) (9,074,500) (2,210,100) (359,000) (2,991,200) (9,047,000) (365,900) (142,401,100)
Fund Balance Plus Reserves 3,157,392 3,521,241 610,034 1,342,626 46,003 3,447,002 6,729,478 5,093,263 59,307,565
Operating Reserves 0 61,760 0 139,480 0 145,944 5,122,328 5,093,263 17,352,226
Other Reserves 2,661,553 3,459,481 610,034 441,358 0 3,301,058 0 0 10,473,484
Total Ending Fund Balance 495,839 0 0 761,788 46,003 0 1,607,150 0 31,481,855
,,.., Details 8-7
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Appendix
In this section you will find a wide range of economic statistics, demographic
data (Did You Know?, page 9-20), and general information about the city of
Renton (page 9-22). We have also included a glossary of commonly used
budget terms starting on page 9-23.
Table 9-1 lists the largest taxpayers, and table 9-2 lists the principal
�. employers in the City of Renton.
Figure 9-1 shows the number of full-time employees working for the
r.r. City, as well as the number of employees for every 1,000 Renton citizens.
Figure 9-2 compares our taxes and rates to those of surrounding communities.
Additional tables provide detailed specifics on City staffing positions and
pay ranges. Once employees have five years of continuous employment with
�.. the City and for each five years after that(up to 25 years), they qualify for
a longevity pay bonus. The general longevity schedule located on page 9-5
applies to elected officials, management, and other nonunion supervisory staff
(table 9-3) and members of union Local 2170 (table 9-4).
rr.
.i.r
Appendix 9-1
rri
Table 9-1. Largest Taxpayers
rrrr�l
2002 Real Property Percentage of
Taxpayer Type of Business Assessed Valuation Assessed Valuation
The Boeing Company Aerospace&Computer Services $733,174,709 13.11
00
PACCAR Heavy Manufacturing 86,464,606 1.54%
Puget Sound Energy Electric/Gas Utility 75,240,601 1.35%
Renton Properties LLC Real Estate Developer 47,040,200 0.84%
US West Telephone Utility 40,761,767 0.73%
Spieker Properties LP Real Estate Developer 38,522,502 0.69%
National Tax Search LLC Tax Consultant/Representative 38,363,300 0.68%
Rosche One Interests Office Building 24,816,400 0.44%
Washington Mutual Bank Retail—Miscellaneous 23,409,861 0.42%
Avalon Bay Communities Inc. Apartment Building 21,206,000 0.38%
Total Assessed Valuation-Largest Taxpayers $1,128,999,946 20.18%
Total Assessed Valuation-All Others $4,464,880,542 79.82%
Total Assessed Valuation $5,593,880,488 100.00%
Source
Assessed Valuation: King County Department of Assessments,both real and personal property assessment where applicable.
Table 9-2. Principal Employers
2002 Full-Time Percentage of
Principal Employers Type of Business Equivalent Employees Employees
The Boeing Company Aerospace&Computer Services 14,481 34.44%
Valley Medical Center Medical Services 1,562 3.71%
Renton School District Public Education 1,318 3.13%
Federal Aviation Administration Federal Government 965 2.30%
PACCAR Heavy Manufacturing 782 1.86%
City of Renton City Government 688 1.64% rr
Zones International Computer Hardware/Software Retail 533 1.27%
Wizards of the Coast Retail—Miscellaneous 453 1.08% rrul
IKEA Retail—Miscellaneous 358 0.85%
Shuttle Express, Inc. Transportation Services 319 0.76%
Total Number of Employees—Principal Employers 21,459 51.04%
Total Number of Employees—All Other Employers 20,588 48.96%
Total Employees Working Within Renton 42,047 100.00%
Source
Number of Employees: City of Renton Business License Records and individual inquiry where applicable. fly
f
9-2 Appendix
r
r
Figure 9-1 represents the number of full-time employees (FTE) working for
the City of Renton, as well as the number of employees per every 1,000
Renton citizens. The number of FTEs has increased 11.3 percent between
1994 and 2002, while the population of Renton grew 16.3 percent during
r.. that same time period. The number of FTEs per 1,000 Renton citizens
remained fairly constant until 2001. The high was in 1994 at 12.24 FTE
per 1,000 citizens. The low is projected for 2003 at 11.2 per 1,000 citizens.
rrr
Figure 9-1. City of Renton Full-Time Employee(FTE)Staffing Levels per],000 Renton Citizens
Y..
F] Population
60,000 - ... Employees per 1,000 population Staffing - 12.4
r.. w 50,000 �• •t. - 12.2
40,000 - - 12'0 0
o •' +,• - 11.8 a
Zp 30,000 - - 11.6 o
err E 20,000 - - 11'4 0 oa
z • '♦ - 11.2 ill o
10,000 - - 11.0 E i
Yr 0 - 10.8 z a
10.6
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
rrr
Year Regular FTEs Employees Per 1,000 Population Total Population of Renton
1994 538.0 12.24 43,970
r�r
1995 541.0 12.05 44,890
1996 549.0 12.15 45,170
1997 553.0 12.04
45,920
1998 565.0 12.21 46,270
1999 573.7 12.05 47,620
� 2000
583.7 12.09 48,270
2001 594.7 12.16 48,900
2002 598.7 11.71 51,140
2003 Budget 603.7 11.21 53,840
Source
Population:State of Washington Office of Program Planning and Fiscal Management.
All other information:City of Renton Finance Department.
lilt
No
Appendix 9-3
■w
Figure 9-2. 2002 Comparison of Renton Taxes and Rates
$8.25
w
$7.33
$11.50 $25.35
$12.04
�
$4.33
$35.90
$5.39 $26.86 W
$75.00 $75.00
$23.70
$14.69
$9.07 $50.00
$67.50
$18.25 $25.94
$55.00 13.00$
$8.87 $10.27
$15.15 �
$11.44 $15.25
$25.00 $20.24 $20.35
$10.39 $11.52
$13.62 $31.27 $10.75
$13.44 $33.41 $33.18 $28.40
$9.83 -
$12.66 $9.25 $18.71
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
0 Storm ❑ Water M Business License ❑ Property Tax ® Solid Waste 0 Wastewater
Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population-April 1,2001 4 53,840 45,010 117,000 84,275 46,040 570,800 17,230
Tax Rates
Avg. Prop Tax/$1,000 AV 4 $11.442 $13.625 $8.870 $12.995 $10.394 $10.270 $15.150
Electric Utility 2 6.0% 4.5% 4.5% 4.8% 5.5% 6.09% 4.0% i
Cable TV(1) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.09% 5.0%
B&O(2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A
Admissions 1 5.0%
5.0% 3.0% N/A 5.0% 5.0% 5.0%
Licenses&Fees
Business-Renewal(3) 4 $55 $25 $0 $75 $67.50 $75 $50 rril
Golf(18 holes)(4) 3 $28 $30 $22 $35 N/A $28 $25
Dog License(5) 7 $20 $55 $55 $55 $55 $40 $55
rr
Utility Rates
Water(750 CF)(6) 5 $23.70 $18.25 $25.94 $12.04 $35.90 $25.35 $26.86
Wastewater 6 $12.66 $9.25 $33.41 $31.27 $18.71 $33.18 $28.40 crit
Storm(7) 6 $5.39 $9.07 $14.69 $7.33 $11.50 $8.25 $4.33
Solid Waste(8) 4 $13.44 $9.83 $15.25 $20.24 $10.75 $20.35 $11.52
r�rr
The following notes further detail the taxes and rate comparison of
neighboring cities to Renton.
9-4
Appendix
wrr
Notes:
(1) Redmond and Kent collect a franchise fee instead of a utility tax.
(2) Seattle has a second B&O rate for service-related businesses (0.415%).
(3) Cities calculate business license fees using a variety of different methods.
Bellevue is participating in a joint licensing program with the State. Kent's
fee for the first year is $75 with a lower renewal fee. Tukwila rates are $50
for 0 to 5 employees, $100 for 6 to 100 employees, and $200 for 101
employees and above. Seattle collects a$5.00 surcharge to support"Weights
and Measures" program (not added to amount above).
(4) Kent, Auburn, Tukwila, Bellevue, and Renton fees differ for
weekday/weekend. Based on summer weekend rates when applicable.
aWr
(5)With the exception of Renton and Seattle, all cities surveyed use King
County Animal Control. Fees are for unaltered animals for one year. Renton
` has a$20 two-year license.
(6) Based on summer rates when applicable. Kent rate based on 700 CF.
(7) Storm water rates are based on average single-family residence. Kent
rates are based on drainage basins located in the lower Mill Creek and Valley
rr.
areas.
(8)Recycle and yard waste collections are included when available. Service
for Bellevue, Kent, Redmond, and Tukwila provided and billed by an outside
contractor. Kent rate is based on a 32-gal size can.
rrr
rr.
.rr
r
.r
r..
Appendix 9-5
r�
Table 9-3. Index of Positions and Pay Ranges*-Elected Officials, Management, and Non-Union Supervisory
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mas Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly 011111
Elected Officials
e10 Mayor(3.0% Increase) 8,846 106,152
e09 City Council Members 950 11,400 rrl
8,274 99,288
e08 6,792 81,504 7,137 85,644 7,496 89,952 7,877 94,524
e11 imunicipal Court Judge 8,693 104,316
Management and Supervisory,
Non-Union(3.0%increase for 2003)
m53 Chief Administrative Officer8,913 106,956 9,365 112,380 9,838 118,056 10,335 124,020 10,852 130,225
m52 1 8,693 104,316 9,133 109,596 9,599 115,188 10,085 121,020 10,588 127,051
m51 8,482 101,784 8,913 106,956 9,365 112,380 99838 118,056 10,335 124,020
m50 8,274 99,288 8,693 104,316 9,133 109,596 9,599 115,188 10,085 121,020
m49Economance/ic Development Administrator' 1 8,073 96,876 8,482 101,784 8,913 106,956 9,365 112,380 9,838 118,056 06
FinInformation Services Administrator'
(Community Services Administrator'
Fire Chief'
Human Resources&Risk Mgmt Administrator'
Planning/Bldg/PW Administrator'
Police Chief'
m48 7,877 94,524 8,274 99,288 1 8,693 104,3161 9,133 109,596 9,599 115,188
m47 7,685 92,220 1 8,073 96,87218,482 101,784 8,913 106,956 9,365 112,380
m46 7,496 89,952 7,877 94,524 8,274 99,288 8,693 104,316 9,133 109,596
m45 lPolice Deputy Chief' 7,315 87,780 7,685 92,220 8,073 96,876 8,482 101,784 8,913 106,956
I Deputy fire Chief'
m44 7,137 85,644 7,496 89,952 7,877 94,524 8,274 99,288 8,693 104,316
m43 1 6,962 83,544 7,315 87,780 7,685 92,220 8,073 96,876 8,482 101,784
m42 6,792 81,504T 7,137 85,644 7,496 89,952 7,877 94,524L 8,274 99,288
m41 6,627 79,524 1 6,962 83,5441 7,315 87,780 1 7,685 92,220 8,073 96,876
m40 6,466 77,592 6,792 81,504 1 7,137 85,644 1 7,496 89,952 171877 94,524
m39 6,308 75,696 6,627 79,524 6,962 83,544 7,315 87,780 7,685 92,220
m38 I Development Services Director 6,154 73,848 6,466 77,592 6,792 819504 7,137 85,644 7,496 89,952
Economic Development Director
Facilities Director
Fiscal Services Director
Library Director
Maintenance Services Director
Parks Director
Recreation Director WAi
(Transportation Systems Director
lUtility Systems Director
m37 I 1 6,006 72,072 6,308 75,696 6,627 79,524 6,962 83,5441 7,315 87,780
m36 Police Commander'* 5,858 70,296 6,154 73,848 6,466 77,592 6,792 81,504 7,137 85,644 g1
m35 Hearing Examiner 5,715 68,580 6,006 729072 1 6,308 75,696 6,627 79,524 6,962 83,544
m34 Information Services Manager 5,574 66,888 5,858 70,296 6,154 73,848 6,466 77,592 6,792 81,504
Police Manager" I
m33 (Development Engineering Supervisor 5,438 65,256 5,715 68,580 6,006 72,072 6,308 75,696 6,627 79,524
Transportation Design Supervisor
Transportation Operations Manager +rrr
(Transportation Planning Supervisor
'Utility Engineering Supervisor
lWater Maintenance Manager r
Appendix 9-6
r
rr.
Table 9-3. Index of Positions and Pay Ranges*-Elected Officials, Management, and Non-Union Supervisory
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
m32 Airport Manager 5,306 63,672 5,574 66,888 5,858 70,296 6,154 73,848 6,466 77,592
Building Official
rrr Development Manager
Principal Planner I j
m31 j 1 5,176 62,112 5,438 65,256 5,715 68,580 6,006 72,072 6,308 75,696
rr m30 Assistant to the Chief Administrative Officer 1 5,050 60,600 5,306 63,672 5,574 66,888 5,858 70,296 6,154 73,848
i
City Clerk/Cable Manager
Court Services Director
Fleet Manager
Human Resources Manager
Information Systems Supervisor
m29 4,925 59,100 5,176 62,112 5,438 65,256 5,715 68,580 6,006 72,072
m28 Human Services Manager 4,808 57,696 5,050 60,600 5,306 63,672 5,574 66,888 1 5,858 70,296
m27 Transportation Maintenance Supervisor 4,691 56,292 4,925 59,100 5,176 62,112 5,438 65,256 1 5,715 68,580
m26 Facilities Manager 4,576 54,912 4,808 57,696 5,050 60,600 5,306 63,672 5,574 66,888
Golf Course Manager
Parks Maintenance Manager
Public Works Maintenance Manager
err Recreation Manager
m25 (Community Relations Manager 4,464 53,568 4,691 56,292 4,925 59,100 5,176 62,112 5,438 65,256
Recreation Supervisor
Solid Waste Coordinator
Supervising Finance Analyst
m24 Principal Financial&Administrative Analyst j 4,356 52,272 4,576 54,912 4,808 57,696 j 5,050 60,600 5,306 63,672
irr m23 Assistant Fire Marshal 4,248 50,976 4,464 53,568 4,691 56,292 4,925 59,100 5,176 62,112
Assistant Library Director I
m22 4,147 49,764 41356 52,272 4,576 54,912 4,808 57,696 5,050 60,600
m21 Golf Course Supervisor 4,044 48,528 4,248 50,976 4,464 53,568 4,691 56,292 4,925 59,100
m20 Community Center Coordinator 3,946 47,352 4,147 49,764 4,356 52,272 4,576 54,912 4,808 57,696
Golf Professional
Human Resources AnalysVCivil Service Coordinator j
Senior Services Coordinator
1 Safety Officer
M19 3,850 46,200 4,044 48,528 4,248 50,976 4,464 53,568 4,691 56,292
m18 3,754 45,048 3,946 47,352 4,147 49,7641 4,356 52,272 4,576 54,912
m17 I Deputy City Clerk 3,664 43,968 3,850 46,200 4,044 48,528 4,248 50,976 4,464 53,568
Non-Union(Clerical,Other)
wo Non-Union(3.0%increase for 2003)
n16 Finance Analyst III 3,560 42,720 3,740 44,880 3,925 47,100 4,126 49,512 4,331 51,972
n15 3,468 41,616 3,647 43,764 3,832 45,984 4,026 48,312 4,229 50,748
n14 3,387 40,644 3,560 42,720 3,740 44,880 3,925 479100 4,126 49,512
n13 Executive Secretary 3,303 39,636 3,468 41,616 3,647 43,764 3,832 45,984 ! 4,026 48,312
Finance Analyst II
+� n12 Museum Supervisor 3,225 38,700 3,387 40,644 3,560 42,720 3,740 44,880 3,925 47,100
Community Relations Specialist
n11 'Admin Secretary II,Com Svc/Fire/PBPW/FIS 3,145 37,740 3,303 39,636 3,468 41,616 3,647 43,764 3,832 45,984
r Admin Secretary II/Economic Assistant
Assistant Golf Professional
Assistant Human Resources Analyst
City Council Liaison
rrr
++r Appendix
9-7
Table 9-3. Index of Positions and Pay Ranges*-Elected Officials, Management, and Non-Union Supervisory
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mas
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly No
n10 Accounting Technician(Payroll) 3,066 36,792 3,225 38,700 3,387 40,644 3,560 42,720 3,740 44,880
Finance Analyst I
n09 Human Resources Systems Technician 2,995 35,940 3,145 37,740 3,303 39,636 3,468 41,616 3,647 43,764 rrl
n08 2,920 35,040 3,066 36,792 3,225 38,700 3,387 40,644 3,560 42,720
n07 ISecretary II EX 2,850 34,200 2,995 35,940 3,145 37,740 3,303 39,636 3,468 41,616
n 66 2,780 33,360 2,920 35,040 3,066 36,792 3,225 38,700 3,387 40,644 rr
n05 Secretary I EX 2,713 32,556 2,850 34,200 2,995 35,940 3,145 37,740 3,303 39,636
n04 2,648 31,776 2,780 33,360 2,920 35,040 3,066 36,792 3,225 38,700
n03 1 2,584 31,008 1 2,713 32,556 2,850 34,200 2,995 35,940 3,145 37,740 ;
n02 1 2,520 30,240 1 2,648 31,776 2,780 33,360 2,920 35,040 3,066 36,792
n01 2,463 29,556L 2,584 31,008 2,713 32,556 2,850 34,200 2,995 35,940
* Not eligible for Longevity/Education or Uniform allowance.
Receive Education/Longevity and Uniform Allowance based on Union contract.
Non-Union Longevity Schedule
Completion of 5 years $85 per month
Completion of 10 years $125 per month
Completion of 15 years $165 per month
Completion of 20 years $205 per month
Completion of 25 years $255 per month
Deferred Compensation
The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for
gig
Management and Non-Represented employees.
1
crit
tri
,rr>r
Appendix 9-8 lift
VIM
ow
Table 9-4. Index of Positions and Pay Ranges*-Local 2170
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
�r Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
Union-local 2170
(3.0%Increase for 2003)
a34 5,498 65,976 5,774 69,288 6,063 72,756 6,365 76,380 1 6,684 80,208
a33 5,364 64,368 j 5,637 67,644 5,923 71,076 6,222 74,664 6,530 78,360
a32 Network Systems Supervisor , 5,234 62,808 5,498 65,976 5,774 69,288 6,063 72,756 6,365 76,380
a31 1 5,105 61,260 , 5,364 64,368 5,637 67,644 5,923 71,076 6,222 74,664
a30 !Application Support Supervisor 1 4,981 59,772 5,234 62,808 5,498 65,976 5,774 69,288 6,063 72,756
a29 'Program Development Coordinator II 4,861 58,332 5,105 61,260 5,364 64,368 5,637 67,644 5,923 71,076
,Mapping Coordinator
a28 1 4,742 56,904 4,981 59,722 5,234 62,808 5,498 65,976 5,774 69,288
a27 ICivil Engineer III 4,626 55,512 4,861 58,332 5,105 61,260 5,364 64,368 1 5,637 67,644
a26 1 4,513 54,156 4,742 56,904 4,981 59,772 5,234 62,808 5,498 65,976
r a25 Capital Project Coordinator 4,403 52,836 4,626 55,512 4,861 58,332 5,105 61,260 5,364 64,368
Facilities Coordinator
Program Development Coordinator I
Property Services Agent
a24 Senior Network Systems Specialist 4,294 51,528 4,513 54,156 4,742 56,904 j 4,981 59,772 5,234 62,808
Senior Systems Analyst
Transportation Planner
rrrr a23 Building Plan Reviewer 4,192 50,304 4,403 52,836 4,626 55,512 4,861 58,332 5,105 61,260
Civil Engineer II
Engineering Specialist III
Senior Planner
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
�rrr a22 1 4,091 49,092 4,294 51,528 4,513 54,156 4,742 56,904 4,981 59,772
a21 Lead Construction Inspector 3,989 47,868 4,192 50,304 4,403 52,836 4,626 55,512 4,861 58,332
Park Maintenance Supervisor
rrw Signal/Electronics Systems Technician II
Systems Analyst
Technical Support Coordinator
Water Maintenance Services Supervisor I
rrr Water Utility Maintenance Supervisor
a20 Facilities Supervisor 3,891 46,692 4,091 49,092 4,294 51,528 4,513 54,156 4,742 56,904
Fire Inspector III
■rr Fire Plan Reviewer/Inspector III
Hazardous Materials Specialist
Network Systems Specialist
VW a19 Associate Planner 3,796 45,552 3,989 47,868 4,192 50,304 4,403 52,836 4,626 55,512
Civil Engineer I
;Engineering Specialist 11
HVAC Systems Technician
ram a18 Accountant 3,706 44,472 3,891 46,692 4,091 49,092 4,294 51,528 4,513 54,156
Building Inspector-Electrical
(Building Inspector/Combination
rrr ICDBG Specialist
Code Compliance Inspector
jConstruction Inspector II
rrw Development Services Representative
jFire Inspector II
Fire Plan Reviewer/Inspector II
'Housing Assistance Specialist
Probation Officer
Recreation Program Coordinator
■.r
+� Appendix 9-9
No
no
Table 9-4. Index of Positions and Pay Ranges*-Local 2170
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
a17Custodial Services Supervisor 3,614 43,368 3,796 45,552 3,989 47,868 I, 4,192 50,304 4,403 52,836
Lead Vehicle&Equipment Mechanic
Librarian'
Maintenance Buyer
Pavement Management Technician
Signal/Electronic Systems Tech I 11e»
Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Economic Development Specialist 3,528 42,336 3,706 44,472 3,891 46,692 4,091 49,092 4,294 51,528
Fire Inspector I
Fire Plan Reviewer/Inspector I
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker rrl�
Lead Park Maintenance Worker
a15 Assistant Planner 3,438 41,256 3,614 43,368 3,796 45,552 3,989 47,868 4,192 50,304
Facilities Technician II t11W
Water Utility Maintenance Technician
a14 Construction Inspector 1 3,357 40,284 3,528 42,336 3,706 44,472 3,891 46,692 4,091 49,092
Lift Station Technician
Recreation Specialist II
a13 Accounting Supervisor 3,274 39,288 3,438 41,256 3,614 43,368 3,796 45,552 3,989 47,868
Engineering Specialist I
Facilities Technician
Grants Accountant
Planning Technician II
Print&Mail Coordinator
Solid Waste Program Specialist
Signal/Electronics System Assistant II
Utility Accounts Supervisor rrd
Vehicle&Equipment Mechanic I
a12 Desktop Publishing Operator 3,195 38,340 3,357 40,284 3,528 42,336 3,706 44,472 3,891 46,692
Fire Inspector Trainee
Golf Course.Maintenance Worker III Teri
Library Supervisor
Neighborhood Coordinator
Maintenance Services Worker III
Multimedia/Records Specialist
Parks Maintenance Worker III
Traffic Maintenance Worker II rll
all lAdministrative Secretary II 3,117 37,404 3,274 39,288 3,438 41,256 3,614 43,368 3,796 45,552
Airport Maintenance Worker
Grounds Equipment Mechanic rr11
(Lead Judicial Specialist
,Records Management Coordinator
Recreation Specialist I
-al 0-,Form/Graphic Technician 3,040 36,480 3,195 38,340 3,357 40,284 3,528 42,336 3,706 44,472 �r1`
Permit Technician
a09 ;Accounting Assistant IV 2,966 35,592 3,117 37,404 1 3,274 39,288 3,438 41,256 3,614 43,368
,Administrative Secretary I tai
Fleet Management Technician
Library Assistant II
Mechanic's Assistant 1
Records Management Specialist
Planning Technician I
Signal/Electronics Systems Assistant I
9-10
Appendix
r.r
Table 9-4. Index of Positions and Pay Ranges*-Local 2170
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
a08 Golf Course Operations Specialist 2,894 34,728 1 3,040 36,480 ! 3,195 38,340 3,357 40,284 3,528 42,336
Golf Course Maintenance Worker II
Judicial Specialist
rrr Lead Office Assistant
Maintenance Services Worker II
Parks Maintenance Worker II
am Traffic Maintenance Worker I
a07 Accounting Assistant III 2,825 33,900 2,966 35,592 ! 3,117 37,404 3,274 39,288 3,438 41,256
Data Base Systems Technician
r�rr Hearing Examiner's Secretary
Housing Maintenance Worker
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator
Purchasing Assistant
Secretary II
err a06 2,759 33,108 2,894 34,728 3,040 36,480 3,195 38,340 3,357 40,284
a05 Accounting Assistant II 2,689 32,268 2,825 33,900 2,966 35,592 3,117 37,404 3,274 39,288
Office Assistant III
e Secretary I
!Water Meter Reader
a04 'Lead Custodian 2,625 31,500 2,759 33,108 2,894 34,728 3,040 36,480 3,195 38,340 j
Golf Course Maintenance Worker I
Maintenance Services Worker I
Parks Maintenance Worker
e� Pro Shop Assistant
Solid Waste Maintenance Worker
a03 Accounting Assistant 1 2,561 30,732 2,689 32,268 2,825 33,900 2,966 35,592 3,117 37,304
Library Assistant I
Office Assistant II
a02 2,502 30,024 I 2,625 31,500 2,759 33,108 2,894 34,728 3,040 36,480
a01 Custodian 2,438 29,256 2,561 30,732 2,689 32,268 2,825 33,900 2,966 35,592
Office Assistant I
*5%Lead Pay/Circulation Librarian.
r
Local 2170 Longevity Schedule
Completion of 5 years $85 per month
Completion of 10 years $125 per month
Completion of 15 years $165 per month
Completion of 20 years $205 per month
rrr
Completion of 25 years $255 per month
Deferred Compensation
The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for
Local 2170 employees.
err
rrn
r.r
9-1 1
Appendix
Table 9-5. Index of Positions and Pay Ranges*-Fire Department, Commissioned Officers
Step A, 6 Mos Step B, 12 Mos Step C, 18 Mos Step D, 37+Mos Step E,EMT/DEFIB
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
f70 Fire Fighter 3,685 44,224 ; 3,766 45,188 4,067 48,810 4,922 59,068 4,944 59,328
I— The above salary schedule is effective for employees hired before January 1,2003.
f70a Fire Fighter 3,685 44,224 1 3,766 45,188 1 4,067 48,810 4,922 59,068 4,944 59,328 i11
r The above salary schedule is effective for employees hired on or after January 1,2003.
f71 Lieutenant (15%over E Step Fire Fighter) 5,686 68,227
f72 Captain (13%over Lieutenant) 6,425 77,102
f73 Battalion Chief (11%over Captain) 7,132 85,581
Deputy Fire Chief For salary information,see Management and Supervisory Matrix,Grade m45
Fire Chief For salary information,see Management and Supervisory Matrix,Grade m49
3 percent increase for 2003 and spread differential am
Note
' E Step reflects a.5 percent differential over the D Step for those employees having a full defibrillation certificate
(EMT/DEFIB)from King County Emergency Medical Services and 36 months of service,or are officers.
Fire Department Longevity Schedule
Longevity is based on the following schedule,rounded to the nearest whole dollar.
Percent of E Step Fire Fighter Salary $4,944
rrri
Percent Monthly Amount
Completion of 5 years 2% $99
Completion of 10 years 4% $198
Completion of 15 years 6% $297
Completion of 20 years 10% $494
Completion of 25 years 12% $593
Fire Department Day Shift Differential
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty). Will
Grades 71, 72 and 73: 4 percent of base wage per pay period
Fire Department Educational Incentive Pay
Percent applicable to base firefighter's salary, rounded to nearest whole dollar.
Monthly% Step E
Fire Science Certification 2% 99
Fire Science Degree(Two Year) 4% 198
Four Year and Fire Science Degrees 6% 297 r
For Grades 70, 71, 72, and 73 only; percent based on E Step Firefighter Base Pay.
+ori
Deferred Compensation/Income Protection Plan
For Grades 70, 71, and 72 the City contributes 3%of employee's base wage per year to a deferred
compensation or other income protection plan. For Grade 73,the City contributes 1 percent.
No
For Grades 70, 71, 72, and 73,the City will contribute 2.5 percent of deferred compensation for passin
physical fitness prior to the beginning of each year. im
Hours of Work: 2,430 Hours/Year; 46.7 Hours/Week.
Ili
Appendix 9-12
Im
Table 9-6. Index of Positions and Pay Ranges*-Police Department, Commissioned Officers
Step A, 1 Year Step B, 1 Year Step C, 1 Year Step D, 1 Year Step E, 1 Year
rrr Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
pc60 Police Officer 3,585 43,020 1 3,890 46,680 1 4,194 50,328 4,497 53,964 4,800 57,600
pc61 Sergeant (15%over Police Officer) 5,520 66,240
Police Commander See Management&Supervisory Matrix,Grade m36
Police Deputy Chief See Management&Supervisory Matrix,Grade m45
Police Chief See Management&Supervisory Matrix,Grade m49
rr Police Manager See Management&Supervisory Matrix,Grade m34(non-commissioned)
Note:0% Increase for 2003. No contract settlement at this time.
••• Commissioned Police Officer's Hazard Duty and Premium Pay
As compensation for hazardous duty, or for performing in a position requiring advanced training
and skills,the following pay premiums are provided:
Percent
Bicycle Officers 3%
Detectives 3%
.. Traffic Assignment 3%
Canine Officer 3%
Corporal Assignment 7.5%
Field Training Officer 3%
ESU Assignment 4%
Physical Fitness(Deferred Comp) 3%
Patrol Officer- 12 Hr Differential 5.24%
Bomb Squad Paid at rate of double time including
time of search,with 2.5 hrs minimum.
Emergency Service Unit Paid at rate of double time.
r
Police Commissioned Monthly Longevity Incentive Pay Schedule
+•• Completed Years of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
r�
Monthly Educational Incentive Pay Schedule
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
Deferred Compensation
The City also contributes 3.0 percent of employee's wage base toward deferred compensation.
The City will contribute 3.0 percent of employee's wage base toward deferred compensation for
passing physical fitness prior to beginning of each month.
�r.
Hours of Work: Police Patrol-effective 7/1/95, schedule revised to 12 hour(3 on/3 off)shift
resulting in additional 109 hours worked per officer per year-- 2,189 hours per year total.
.■
Now Appendix 9-13
Table 9-7. Index of Positions and Pay Ranges*-Police Department, Non-Commissioned roti
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly orifi
pn50 Traffic Controller 2,208 26,496 2,400 28,800 1 2,669 32,028 1 2,964 35,568 3,109 37,308
pn51 Police Service Specialist 2,452 29,424 2,649 31,788 1 2,915 34,980 3,207 38,484_L 3,365 40,380
pn51 Police Secretary 2,452 29,424 2,649 31,788 1 2,915 34,980 3,207 38,484 3,365 40,380
pn52 Animal Control Officer 2,839 34,068 3,067 36,804 3,376 40,512 3,712 44,544 3,896 46,752
pn52 I Jailer 2,839 34,068 3,067 36,804 3,376 40,512 l 3,712 44,544_1 3,896 46,752
pn53 I Evidence Technician 2,980 35,760 3,217 38,604 3,541 42,492 3,896 46,752 1 4,094 49,128
pn54 I Police Community Program Coordinator 3,197 38,364 3,454 41,448 1 3,796 45,552 4,093 49,116 ; 4,298 51,576
pn56 jElectronic Home Detention Jailer 1 3,123 37,476 3,374 40,488 3,714 44,568 4,083 48,996 4,286 51,432
Police Service Specialist Lead
pn57 1 7.5%above Specialist step E 3,617 43,404
Police Service Specialist Supervisor
pn58 15%above Specialist step E 3,870 46,440
pn59 Jail Sergeant,15%above Jailer step E 4,482 53,784 ON
pn60 Domestic Violence Victim Advocate 2,845 34,140 3,092 37,104 3,436 41,232 3,776 45,312 3,975 47,700
pn61 Crime Analyst 2,984 35,808 3,243 38,916 3,604 43,248 1 3,960 47,520 4,169 50,028
Note:0% Increase for 2003. No contract settlement at this time.
Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned:
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
Police Administrative
pn55 I Secretary II 3,067 36,804 3,224 38,688 3,386 40,632 3,558 42,696 3,739 44,86
rrl
Police Non-Commissioned Premium Pay
Percent Grade
Training Pay/Jailer 3% 52 A-E
Training Pay/Police Service Special 3% 51 A-E
Police Non-Commissioned Monthly Longevity Incentive Pay Schedule rrrt
Completed Years of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
.r�
Monthly Educational Incentive Pay Schedule
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
Deferred Compensation so
The City contributes 1.5 percent of the employee's base wage to a deferred compensation plan
for all union members in recognition of Police Department's national accrediation.
Nei
r
t�l1
Appendix 9-14
Table 9-8. Hourly Nonregular Salary Schedule
Grade Step A Step B Step C Step D Step E
h01 7.01 7.25
h02 7.50 7.75 8.00 8.25 8.50
h03 8.75 9.00 9.25 9.50 9.75
h04 10.00 10.25 10.50 10.75 11.00
h05 11.25 11.50 11.75 12.00 12.25
h06 12.50 12.75 13.00 13.25 13.50
h07 13.75 14.00 14.25 14.50 14.75
tett h08 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25
MO 17.50 17.75 18.00 18.25 18.50
h 11 18.75 19.00 19.25 19.50 19.75
rrr h12 20.00 20.50 21.00 21.50 22.00
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
r� h15 27.50 28.00 28.50 29.00 29.50
h16 1.00
h17 30.00 35.00 40.00 45.00 50.00
r. Note: Salary schedule is effective January 1,2003
.rr Suggested Salary Ranges by Position Type
Position Type From To
Office/Engineering Aide 1 $7.01 $9.75
Office/Engineering Aide II $8.75 $13.50
Office/Engineering Aide III $12.50 $18.50
Planner/Coordinator $7.50 $22.00
Laborer $7.01 $13.50
Library Page $7.01 $9.75
Library Associate 1 $10.00 $12.25
rru Library Associate II/III $12.50 $19.75
Lifeguard/Aquatic $7.50 $14.50
Recreation Leader/Attendant $7.01 $12.00
Recreation Manager/Director $8.75 $14.50
Recreation Asst.Mgr/Director $7.50 $12.25
Instructor $1.00 $1.00
Engineer/Professional $20.00 $50.00
tett Note: Nonregular Seasonal,Intermittent,and Project-Specific positions#9900 series.
rrr
rrr
rrr�
err
err Appendix 9-15
Mid
RENTON�
AHEAD OF THE CURVE
1
Did You Know?
■ Last year, the City of Renton processed 4,480 building permits, including rrlr
permits for 312 new multifamily apartment units, 448 new single-family
houses, and 20 new commercial buildings.
■ City staff members volunteer as Neighborhood Liaisons to provide a direct
link between City government and residents.
■ Renton's Cable Channel 21 features several City-produced programs and
provides coverage of Council meetings, City events, and development
activities.
■ The Renton Senior Activity Center offers senior citizens over 55 the
opportunity for fun, friendship, health, and socialization through a variety
of activities and services.
■ Renton has an impressive public art collection, two professional theater
companies, and an active arts community.
■ The City of Renton opened a new skatepark in Liberty Park in 2001. rr
■ The Cedar River Boathouse is home to Cascade Canoe and Kayak Center.
For a fun outdoor experience,rent a canoe or kayak and explore the Cedar rrr
River and the shoreline of Lake Washington.
■ Renton ranked sixth among all cities in King County for retail sales with
$15.3 million in retail sales taxes collected last year.
■ The Kidd Valley Summer Concert Series at Gene Coulon Park offers free No
family entertainment.
■ Renton offers many redevelopment opportunities and has a permit process so
that is fast, efficient, and a role model for the region.
■ More than 300 new Renton business licenses were issued to companies that
rr
opened, changed ownership, relocated in Renton, or moved to Renton
last year.
9-16 Appendix
11
rrr
■ A new 550-seat Renton Community IKEA Performing Arts Center is being
constructed in conjunction with Renton High School renovation and is
scheduled for completion in the fall of 2002.
■ The Renton Community Center offers a variety of summer outdoor
recreation opportunities, including mountain biking, hiking, and sailing.
■ Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly
1.5 miles of Lake Washington waterfront and more than 1.5 million
visitors a year.
■ The City of Renton web site, www.ci.renton.wa.us, is nationally recognized
for its design, content, and ease of use. The site registered more than
1.1 million hits in 2001.
■ The number of individuals within the Renton community who have
completed four or more years of college is nearly twice the national
average.
■ The City has maintained a public library system since 1914 and now
provides a reciprocal agreement with the King County Library, allowing
citizens to use either system.
■ Renton has a friendly, pro-business climate and ample development
opportunities,providing room for a multitude of new businesses.
■ The IKEA Renton River Days festival attracts nearly 50,000 visitors
annually.
■ The Renton Transit Center, a collaborative effort between King County
Metro and the City of Renton, serves as a bus hub for commuters.
■ Renton, the sixth largest city in King County, has more than 51,000
residents and more than 46,000 jobs.
■ The Piazza, a public park in the heart of downtown, is a jewel that adds to
�r. the revitalization of downtown Renton.
■ The Renton Historical Museum has interesting artifacts, information, and
memorabilia documenting Renton's history.
■ Clam Lights shine each year at Gene Coulon Memorial Beach Park,
providing an exciting display of thousands of lights.
■ Almost 1,500 volunteers participated in different volunteer opportunities
and last year, contributed more than 55,000 hours to the City of Renton.
■ A farmers market was located at the Piazza from June through September
in 2002.
Appendix 9-17
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City of Renton, Washington - General Information
DATE OF INCORPORATION.......................September 6,1901 Number of Registered Voters(2002)............................24,924
FORM OF GOVERNMENT.................................Mayor-Council LICENSES&PERMITS:2002
TYPE OF GOVERNMENT.....................Non-Charter,Code City General Business Licenses.............................................4,235
LOCATION..........................................11 Miles South of Seattle Amusement Devices......................................................... 146
LANDAREA...................................................16.9 Square Miles Animal Licenses(Dog&Cat) ......................................... 1,662
RANK IN SIZE-STATE OF WASHINGTON..........................13 FIRE PROTECTION:
RANK IN SIZE-KING COUNTY..............................................5 Number of Commissioned Fire Fighting Personnel............105
POPULATION Official 7/15/02....................................... 53,840 Number of Non-Commissioned Personnel.......................... 12
2002 KING CO CERTIFICATION OF ASSESSED VALUATION Total Number of Fire Personnel('03 Budget).................... 117
For the 2002 Tax Roll Year..............................$5,593,880,488 Number of Fire Stations(includes FD#25).............................5
CITY EMPLOYEES-2003 Budget(Full Time Life Support Responses(2002).......................................5,963
E uivalents/FTE ...................... 688.2 All Other Responses(2002)............................................2,270
Equivalents/FTE))..... Responses(2002)f R .
b
l Number oespo
2003 PROPERTY TAX LEVY: (Projected) Tota •••••••••••••••••••••••••••••••8,233 -
General Le )
Includes Fire Pension $18,758,300 POLICE PROTECTION:
(includes
Special Levy(Excess).................................................507,700 Number of Commissioned Police Personnel.................... 88.0
TOTAL 2003 PROPERTY TAX LEVY...................$19,266,000 Number of Non-Commissioned Police Personnel............. 40.2
2003 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Total Number of Police Personnel('03 Budget)................128.2
City of Renton—General Lev $3.18871 Number of Calls for Service(2002)................................50,675
Levy................................
City of Renton—Special Levy.....................................0.08865 PARKS&RECREATION:
TOTAL CITY OF RENTON PROPERTY TAX RATE .$3.27736 Total Parks&Open Space Acreage.................................1,180
Kin Coun ....1.34948 Number of Developed Parks and Playgrounds.....................26
gty............................................................. or Facilities:
Port of Seattle..............................................................0.25895 Major
Hospital District#1.......................................................0.09254 Liberty Park
Renton School District#403.........................................2.98691 Gene Coulon Memorial Beach Park(Lake Washington)
State of Washington School Fund................................2.89680
Cedar River Trail
Emergency Medical Service.........................................0.24143 Maplewood Golf Course
TOTAL 2003 PROPERTY TAX RATES....................$11.10347 Renton Senior Activity Center
UTILITY TAX RATES: Cedar River Park:
Electricity,Gas(Utility&Use),and City Utilities Carco Theatre
(Water Sewer,Storm Drain,and Solid Waste).....................6% Renton Community Center
TV Cable,Telephone,and Cellular Phone..........................6% STREETS:2002
SALES TAX RATE: State Signed Routes(Arterials)........................................10.82
State................................................................................6.5% City Arterials....................................................................61.78
King County Metro...........................................................0.6% Local Access Streets.....................................................129.45
Transit and Traffic Congestion effective 4/1/01 0.2% Alleys...............................................................................11.10
RTA(effective 4/1/97)......................................................0.4% TOTAL STREETS..........................................................213.15
City of Renton Local Option.............................................1.0% Number of signalized intersections.....................................104
City of Renton Local Option—Criminal Justice...............0.1% UTILITIES:2002
TOTAL SALES TAX RATE...............................................8.8% WATER UTILITY:
King County Stadium Tax Rate on Food&Beverage Total Water Customers................................................. 14,998
Sales at Restaurants,Bars&Taverns..........................0.5% Gallons of Water Produced ...............................2,590,249,000
Hotel/Motel Tax................................................................1.0% Number of Fire Hydrants..................................................3,088
Public Facilities/Rental Car..............................................1.0% Miles of Water Main.........................................................281.5
ADMISSION TAX RATE: SANITARY SEWER UTILITY:
Theaters and Other Events.................................................5% Total Sanitary Sewer Customers................................... 13,059
BUSINESS LICENSE FEE.....................$55 Per Employee/Year Miles of Gravity Sewer and Force Main............................168.1
TWO-YEAR ANIMAL LICENSE FEES: Not Altered Altered STORM DRAINAGE UTILITY
Dog License $20.00 $10.00 Number of Accounts..................................................... 13,331
Cat License $8.00 $4.50 Miles of Storm Sewers.....................................................183.7
(Lifetime tags for senior citizens offered at one-time fee.) SOLID WASTE UTILITY: (Contracted Services)
2003 UTILITY RATES: (Reduced rates for low-income Total Accounts.............................................................. 13,064
senior citizens and disabled persons available.) AIRPORT:2002
WATER: Area in acres..................................................................167.21
Basic Service Charge(3/4'Meter)......................$10.50/Month Feet of Asphalt/Concrete Runway....................................5,379
Commodity Rate: $1.76/100 C.F.for first 1000 cubic ft a month, Total Operations......................................................... 113,260
$1.88 charged in excess of 1,000 cubic feet. LIBRARY:2002
CITY SEWER:(Single Family Residence).............$12.66/Month Libraries Main and Highlands) .................2
METRO SEWER:(Single Family Residence).........$23.40/Month Number of City Resident Borrowers..............................25,162 i
STORM SEWER:(Single Family Residence)...........$5.39/Month Number of Non-Resident/King County Borrowers...........8,841
GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries............... 737
1 can(32 gal)/week,curbside..............................$13.44/Month Total Books/Holdings ................................................ 155,463
1 additional can,weekly........................................$8.00/Month Total Titles.................................................................. 110,832
ELECTIONS: Total Circulation..........................................................456,982
Number of Precincts............................................................69
(
9-18 Appendix
...r Budget Glossary
Accounting System: The total set of records and procedures that are used to
�. record, classify, and report information on the financial status and operations
of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at
the time they are incurred, as opposed to when cash is received or spent. Also,
see Modified Accrual Basis of Accounting.
Activity: A combination of people, technology, supplies, methods, and
environment that produce a given product or service.
Ad Valorem Taxes: A tax levied on the assessed value of real property.
'■"' Agency Fund: A fund used to account for assets held by a government as an
agent for individuals, private organizations, other governments, and/or
other funds.
Appropriation: Legislation by the City Council that approves budgets for
individual funds. Appropriation ordinances authorize spending in the
personnel services, nonpersonnel services, employee benefits, equipment
accounts, debt service, and capital categories. Departments cannot spend more
money than is approved in these categories. Appropriations can be adjusted
only by passage of a subsequent ordinance of the City Council on
recommendation by the Mayor.
Arbitrage: The excess of the yield on investments acquired with gross
r. proceeds of a bond issue over the bond yield of the issue. This excess must be
rebated to the United States Treasury, and is called arbitrage rebate.
.� Assessed Valuation: The estimated value placed on real and personal
property by the King County Assessor as the basis for levying property taxes.
+•r BARS: The State of Washington-prescribed Budgeting, Accounting,
Reporting System Manual required for all governmental entities in the
State of Washington.
Base Budget. Ongoing expense for personnel, contractual services, and the
replacement of supplies and equipment required to maintain service levels
previously authorized by the City Council.
Biennial Budget: A budget applicable to a two-year fiscal period.
Bond(Debt Instrument): A written promise to pay (debt) a specified sum of
.� money (called principal or face value) at a specified future date (called the
maturity date)along with periodic interest paid at a specified percentage of
the principal (interest rate). Bonds are typically used for long-term debt to pay
for specific capital expenditures.
Appendix 9-19
rr
me
Budget: The budget adopted by Renton's City Council that goes into effect on ,o
January 1, including amendments through December 31 of the current year.
Budget(Operating): A plan of financial operation embodying an estimate of Ud
proposed expenditures for a given period (typically a fiscal year) and the
proposed means of financing them (revenue estimates). The term is also used ow
to denote the officially approved expenditure ceilings under which the City
and its departments operate.
Budget Adjustment: A procedure to revise a budget appropriation either by
City Council approval through the adoption of a supplemental appropriation
ordinance for any interdepartmental or interfund adjustments, or authorization
by the Mayor to adjust appropriations within a departmental budget.
Budget Calendar: The schedule of key dates or milestones that the City
follows in the preparation and adoption of the budget.
Budget Document: The official written statement prepared by the budget
office and supporting staff that presents the proposed budget to the
City Council.
Budgetary Control: The control or management of a government in
accordance with the approved budget for the purpose of keeping expenditures
within the limitations of available appropriations and resources.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in
accordance with the Revised Code of Washington (RCW) 35A.33. In
compliance with the Code, annual appropriated budgets are adopted for the
General, Special Revenue, Debt Service, and Capital Projects Funds. Any
unexpended appropriations lapse at the end of the fiscal year. For
Governmental Funds, there is no substantial difference between budgetary
basis and generally accepted accounting principles. Annual appropriated
budgets are adopted at the fund level.
Capital Assets: Assets of significant value, which assets have a useful life of
several years. Capital assets are also called fixed assets.
Capital Improvement Program: A separately published plan for capital
expenditures to be incurred each year over a period of six future years, which
sets forth each capital project identifying the expected beginning and ending
date for each project, the amount to be expended in each year, and the method
of financing those expenditures.
Capital Outlay: Expenditures, which result in the acquisition of, or additions
to,fixed assets. Examples include land, buildings, machinery and equipment, WON
and construction projects.
gr
go
9-20 Appendix
so
r..
.. Cash Basis: A basis of accounting in which transactions are recognized only
when cash is received or disbursed. The City of Renton operates on a
cash basis.
CDBG: Community Development Block Grant is funding for the purpose
i�.
of carrying out eligible community development and housing activities.
CIP: See Capital Improvement Program.
.. Committed Expenditures: Appropriated expenditures (see Appropriation).
Comprehensive Plan: A general plan that outlines growth and land use for
residential, commercial, industrial, and open space areas.
Contingency: A budgetary reserve set aside for emergencies or unforeseen
r.. expenditures not otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division
•• or department.
Councilmanic Bonds: Bonds issued with the approval of the Council, as
• opposed to voted bonds, which must be approved by vote of the public.
Councilmanic bonds must not exceed 0.75 percent of the assessed valuation
rr.. and voted bonds, 1.75 percent.
Debt Manual: A manual that provides comprehensive reference material and
`. information relevant to City of Renton legal debt responsibilities, limitations,
and authority.
Debt Service: Payment of interest and repayment of principal to holders of the
City's debt instruments.
Debt Service Fund: A fund established to account for the accumulation of
resources for, and the payment of, general long-term debt principal and
interest.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund
Balance). (2)Expenses exceeding revenue during a single accounting period.
Department: The basic organizational unit of City government responsible for
carrying out a specific function.
r
Depreciation: (1)Expiration in the service life of capital assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy of
obsolescence. (2)That portion of the cost of a capital asset that is charged as
an expense during a particular period.
Division: A group of homogeneous cost centers within a department.
Enterprise Fund. Separate financial accounting used for government
.. operations that are financed and operated in a manner similar to business
enterprises, and for which preparation of an income statement is desirable.
Appendix 9-21
rr.
me
EOC. The Emergency Operations Center is located at Fire Station 14 and is ad
to be used by the Emergency Management Team as the command center in
the event of an emergency in the greater Renton area. as
Equipment Rental Fund: An internal service fund used to account for the
cost of maintaining and replacing all City vehicles and auxiliary equipment am
except for golf course equipment.
ESA: The Endangered Species Act provides for the designation and
NO
protection of invertebrates, wildlife, fish, and plant species that are in danger
of becoming extinct and mandates conservation of the ecosystems on which
endangered species depend. so
Expenditures: Where accounts are kept on the accrual or modified accrual
basis of accounting, the cost of goods received or services rendered, whether w
cash payments have been made or not. Where accounts are kept on a cash
basis, expenditures are recognized only when the cash payments for the above
purposes are made.
FEMA: The Federal Emergency Management Act is a Federal initiative
designed to provide financial assistance in the event of an emergency.
FICA: Federal Insurance Contribution Act is an employment tax levied
against both an employee and employer for Social Security and Medicare
taxes.
Full-Time Equivalent Position (FTE): FTE is a measure of a position by its
budgeted hours. For example, 1 full-time equivalent equals 2,080 hours No
and 0.75 FTE equals 1,566 hours.
Fund: An independent fiscal and accounting entity with a self-balancing set
of accounts recording cash and/or other resources together with all related
liabilities, obligations, reserves, and equities that are segregated for the
purpose of carrying on specific activities or attaining certain objectives.
Fund Balance: The difference between fund assets and fund liabilities (the
equity)in governmental funds. Fund balances will be classified as reserved
or undesignated.
Reserved funds: An account used to indicate that a portion of fund
equity is legally restricted for a specific purpose.
Undesignated fund balance: The funds remaining after reduction for
reserved balances.
In addition, many of the special funds are themselves restricted as to use, r
depending on the legal restrictions governing the levy of the funds they
contain. Examples are Debt Service Fund and the Capital Improvement Fund.
9_22 Appendix
GAAP: Generally accepted accounting principles are standards used for
accounting and reporting used for both private industry and governments.
GASB: The Government Accounting Standards Board was established in
1985 to regulate the rules and standards for all governmental units.
General Fund: The fund supported by taxes, fees, and other revenue that may
be used for any lawful purpose.
r.. General Obligation Bonds: Bonds for which the full faith and credit of the
insuring government are pledged for payment.
.. Goal. The end toward which effort or ambition is directed. Condition or state
to be brought about by a course of action.
r.. Indebtedness: The state of owing financial resources to other financial
institutions and investors.
r.. Interfund Payments: Expenditures made to other funds for services rendered.
This category includes interfund repairs and maintenance.
+�. Intergovernmental Services: Intergovernmental purchases of those
specialized services typically performed by local governments.
... Intermittent Employee: An employee who is hired to work for an indefinite
or intermittent period, as needed. An intermittent employee may work a
fluctuating schedule or on an on-call basis, limited to a maximum of four
months of full-time and/or may not work more than 69 hours per month, not
to exceed 1,500 hours in a calendar year.
Internal Service Fund. Funds used to account for the financing of goods or
services provided by one department or agency to other departments or
agencies of the City, or to other governments, on a cost-reimbursement basis.
International Firefighters Union (684): Labor union representing firefighter
officers, lieutenants, captains, and fire battalion chiefs.
LEOFF: Law Enforcement Officers' and Fire Fighters' Retirement System
provided in the State of Washington.
LID: Local improvement district or special assessments made against certain
properties to defray part or all of the cost of a specific improvement or service
deemed to primarily benefit those properties.
' Limited-Term Employee: An individual hired to work a full-time or part-time
schedule for a predetermined period not to exceed three years or unless
r.r. extended by the City Council. A limited-term position is an authorized and
budgeted exempt or nonexempt position with full or prorated City benefits
and compensated according to the City of Renton Index of Positions and Pay
Ranges.
r.
Appendix 9-23
Orr
Long-Term Debt: Debt with a maturity of more than one year after the date
of issuance.
LTGO: Limited tax general obligation bonds are nonvoter-approved bonds
for which the full faith and credit of the insuring government are pledged for
payment.
Mill: The property tax rate that is based on the valuation of property. A tax
rate of one mill produces $1 of taxes on each $1,000 of property valuation.
Mission: A succinct description of the scope and purpose of an organization.
Mitigation Fees: Fees paid by developers toward the cost of future rrrt
improvements to City infrastructure, which improvements are required due
to the additional demands generated by new development.
Modified Accrual Basis of Accounting: The accrual basis of accounting
adapted to the governmental fund-type measurement focus. Under this form
of accounting, revenue and other financial resource increments (e.g., bond
proceeds)are recognized when they become both measurable and available to
finance expenditures of the current period. Expenditures are recognized when sit
the fund liability is incurred except for certain inventory materials and
supplies and prepaid insurance. All governmental funds, expendable trust ask
funds, and agency funds are accounted for using the modified accrual basis
of accounting.
.rii
Object: As used in expenditure classification, this term applies to the type
of item purchased or the service obtained(as distinguished from the results
obtained from expenditures). Examples are personnel services, contractual ""
services, and materials and supplies.
Objective: Desired accomplishment that can be measured and achieved within no
a given time frame.
Operating Funds: Recurring revenue sources used to finance ongoing so
operating expenditures and pay-as-you-go capital projects.
Operating Transfer: Routine and/or recurring transfers of assets between no
funds.
Other Services and Charges: A basic classification for services other than No
personnel services that are needed by the City. This item includes professional
services, communication, travel, advertising, rentals and leases, insurance, ►
public utility services, repairs and maintenance, and miscellaneous.
Performance Measures: Indicators of program performance that are collected
to show the impact of resources spent on city services directly tied to program
results.
9-24 Appendix
low PERS: Public Employees Retirement System provided for, other than Police
and Fire, by the State of Washington.
r„ Personnel Benefits: Those benefits paid by the City as part of the conditions
of employment. Examples include insurance and retirement benefits.
Police Guild Union: Represents commissioned police officers and sergeants,
and non-commissioned personnel.
Program: A group of related services or activities that are provided or
administered by a department or division and accounted for in its budget.
„-, Public Works Trust Fund Loans: A State revolving loan fund that provides
low-interest loans to help local governments maintain or improve essential
public works systems.
PWTF: See Public Works Trust Fund.
r.. Reserve: See Fund Balance.
Resources: Total dollars available for appropriations including estimated
... revenue, fund transfers, and beginning fund balances.
Retained Earnings: An equity account reflecting the accumulated earnings
r.r of the City.
Revenue: Income received by the City in support of a program of services to
... the community. It includes such items as property taxes, fees, user charges,
grants, fines and forfeits, interest income, and miscellaneous revenue.
.�.. Revenue Bonds: Bond issued pledging future revenue (usually water, sewer,
or drainage charges) to cover debt payments in addition to operating costs.
Revenue Estimate: A formal estimate of how much revenue will be earned
from a specific revenue source for some future period; typically, a future
..r
fiscal year.
Revenue for Reserve: Revenue placed in a fund balance reserve account.
+�+ Revenue Manual: A manual that provides comprehensive reference material
and information on City of Renton revenue including legal authority and
parameters.
Salaries and Wages: Amounts paid for personal services rendered by
.. employees in accordance with rates, hours, terms, and conditions authorized
by law or stated in employment contracts. This category also includes
overtime and temporary help.
.r.
Special Revenue Fund: A fund used to account for the proceeds of specific
revenue sources that are legally restricted to expenditure or specified
purposes.
Appendix 9-25
err
Supplemental Appropriation: An appropriation approved by the Council after
the initial budget appropriation.
Supplies: A basic classification of expenditures for articles and commodities
purchased for consumption or resale. Examples include office and operating
supplies, fuel, power, water, gas, inventory or resale items, and small tools
and equipment.
Temporary Employee: An employee who was hired before January 1, 1996,
to work in a position designated and specifically budgeted as "temporary" for
that purpose. Temporary employees are entitled to accrue "general leave"
after serving in the position for two consecutive years. old
TIP: Transportation Improvement Program is a comprehensive program used
to identify specific transportation projects for improvement to enhance local, cirri
regional, State, and Federal transportation systems.
Trust Fund: Funds used to account for assets held by a government in a NO
trustee capacity for individuals, private organizations, other governments,
and/or other funds. 09i
Use of Prior-Year Revenue: Fund balance from prior-year revenue to be used
to offset current-year expenditures. no
UTGO: Unlimited tax general obligation bonds are voter approved and retired
by a tax levy commonly referred to as an excess levy.
Washington State Council of County and City Employees, Local 2070
(Division of AFSCME): Labor union representing all regular nonexempt
personnel, grades 1 through 29.
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MA
9-26 Appendix
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