HomeMy WebLinkAboutCommittee of the Whole Packet for 10/10/2016 �... Committee of the Whole Attendance
Date: �.���� ��'� �
COUNCIL PRESENT
� Randy Corman, President
1�-� Armondo Pavone, Pres. Pro-Tem
f�l Ryan Mclrvin
� Ruth Perez
� Don Persson
�� Ed Prince
� Carol Ann Witschi
SAFFPRESENT
❑ Denis Law, Mayor
❑ Jay Covington, Chief Administrative Officer
C� Preeti Shridhar, Deputy Public Affairs ❑ Other: 5��'�tV��'�-� L-�"'�
�I�► Administrator
❑ Jason Seth, City Clerk � Other: 1/Vl�s� ,f,�n1`e�
❑ Other: �Y�s� ,�'��U(�.a��
❑ Megan Gregor, Deputy City Clerk
❑ Julia Medzegian, City Council Liaison � Other: ���% Ol����v�
❑ Larry Warren, City Attorney � Other: �IC�����- 1���1'Yes�
❑ Other: }��u� �/�y� �^
❑ Zanetta Fontes, Senior Assistant City Attorney f � ��� u
❑ Other: � �,p_„
❑ Shane Moloney,Senior Assistant City Attorney �
❑ Other: �. VU '�i ��/�'✓1� (1
�- Kelly Beymer, Community Services Administrator ��� �. u i1�
❑ Other. � d
� Chip Vincent, Community and Economic
❑ Other:
Development Administrator
�� ❑ Other:
Ellen Bradley-Mak, Human Resources& Risk
Management Administrator
❑ Other:
�, Chief Kevin Milosevich, Police Department � Other:
�� Gregg Zimmerman, Public Works Administrator � Other:
❑ Other:
Jan Hawn, Administrative Services Administrator
; lennifer Henning, Planning Director
❑ 1im Seitz,Transportation Director
�-� Leslie Betlach, Parks Planning & Natural Resources Director
❑ Cliff Long, Economic Development Director
�
AGENDA
Committee of the Whole Meeting
5:00 PM - Monday, October 10, 2016
Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
1. 2017-2018 Budget Overview - Department Presentations
a) Executive Office, Police Department, Community & Economic Development Department
2. 200 Mill RFP Update
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2017-2018 Budget Proposal
Department Presentations
Executive Office (15 min)
Police Department (45 min)
Community & Economic Development Department (45 min)
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Next Week
•Administrative Services (15 min)
•Community Services (45 min)
•City Attorney (15 min)
•Human Resources/Risk Management (15 min)
•Court (15 min)
•Public Works (45 min)A
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Executive Office
2017-18 Budget
See Department details starting on page 3-7
of the Preliminary Budget Document
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EXECUTIVE DEPARTMENT
See budget document on page 3-7 for complete organizational chart
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Proposed Budget by City Service Area
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Department Performance Measures
select measurements from a variety of Program’s within the
Executive Department
See the Renton Results Section of the Budget Document for a full listing of program measures.
City Service Area Performance Measures
2012
Results
2013
Results
2014
Results
2015
Results
Safety and Health Enage with and leverage public and private partnerships to maintain or increase
volunteer hours dedicated to the Emergency Management Program.3,372 3,051 1,866 3,064
Information requests/concerns from residents are acknowledged within three
days.90.0%92.0%97.0%100%
Information requests/concerns are resolved within two weeks.94.0%95.0%92.0%99.0%
Percent of survey respondents who rate the value of services for the taxes paid
to Renton as "good" or better.
44%
(2011
Survey)
N/A N/A 51%
Amount of Intergovernmental funding collected by the City to fund programs
and projects increases year over year.75.0%------75.0%
Percent of survey responses that rate the City's overall communication of key
programs and initiatives as "good" or better.
new
2015
new
2015
new
2015 58%
Accomplishment or significant progress made on each of the major priorities of
the annually adopted State Legislative Agenda 87.5%75.0%---75.0%
The percent of the City's Public Relations efforts and advertising covered by
local and regional media. 80.0%------95.0%
Representative
Government
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Mayor’s Office
Mission Statement
Provide executive leadership and management for
the City of Renton government to act strategically,
implement decisions efficiently and accurately,
apply city policies uniformly, and achieve city goals
expeditiously.
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2015/2016 Accomplishments
Facilitated the successful implementation
of the city’s business plan; monitored city-
wide performance and accountability.
Successfully advocated the city’s adopted
state and federal legislative agendas.
Implemented various programs and efforts
to achieve the city’s goal of building an
inclusive city with opportunities for all.
Communicated with our public on key
issues and programs and provided
opportunities for community involvement.
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2017-18 Priorities
•Established the six key priority areas of focus:
–Economic Development Priorities
–Police effectiveness/Community Relations
–Workforce Culture
–Quality of Life
–Inclusion/Diversity
–Legislative Priorities and Federal, State, Regional
Advocacy
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2017-18 Priorities
Economic Development
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2017-18 Priorities
Police Effectiveness/Community Relations
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2017-18 Priorities
Workforce Culture
•Implement training curriculum to develop improved
productivity and leadership skills.
•Continue LEAN training and other efficiency measures.
•Continue customer service training.
•Continue cultural awareness/social equity training.
•Improve our inclusiveness in hiring practices.
•Continue to improve our performance management and
reporting through Renton Results and other tools.
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2017-18 Priorities
Inclusion/ Diversity
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•Involve the community in identifying priority projects and
areas to address.
•Develop a strategy to fund and operate those priority
projects and areas.
•Continue to address vulnerable population needs.
•In partnership with Renton School District and the Doug
Baldwin foundation, develop Family First Center for youth
and families in the Cascade/Benson area.
2017-18 Priorities
Quality of Life
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2017-18 Priorities
Legislative Priorities; Federal State, Regional
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2017-2018
Communications
•Continue to provide access to critical and relevant
information on a timely basis that will encourage
open dialogue and active engagement in the
community while positioning Renton as a unique
urban center and destination.
–Continue social media strategies
•Ensure that citizen concerns are addressed
accurately, sensitively, and in a timely manner. A
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Budget Proposals
2015-2016 we used salary savings to meet our
critical priorities.
•$73,800/year contract funding for consultant for
Inclusion program
•$16,600/year executive operations increased
costs
•$35,000 communications graphic design,
photography, other communications services
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Budget Proposals
•$57,600 policy analyst contract funding to track
and advocate Renton’s position on regional and
statewide transportation and initiatives and
other intergovernmental relations/regional
affairs
•$50,000 in 2018 funding for Citywide Survey
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Emergency Management
Mission
•Fostering a culture of preparedness and
community self-sufficiency
•Working inclusively with our diverse
community to coordinate effective disaster
response
•Preparing our whole community to be
uniquely resilient through adversity and
recovery
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Emergency Management
2015/2016 Accomplishments
•EOC procedures revised
•Cascadia Rising Earthquake Exercise
•Community Points of Distribution Plan, and
volunteers trained to operate it
•Expanded satellite phones and mobile comms
network
•Merged Renton RedAlert with Alert King County
•Disaster Mental Health First Aid classes
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Emergency Management
2015/2016 Accomplishments (cont.)
•Partial revision of Comprehensive Emergency
Management Plan, Continuity of Operations
Plan, and Recovery Framework
•Hazard Mitigation Plan annual revision
•Disaster Movie Night at Carco Theatre
•Renton Emergency Preparedness Academy
•New position-specific training for EOC staff
•New information management system for EOC
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Changes in Emergency Management
•Regional Fire Authority transition
–Emergency Management now reports to CAO
–Loss of 1.0 FTE to RFA (Admin Secretary)
•Staff turnover in EM Coordinator position
•Vacant AmeriCorps position (grant dependent)
•Temporary part-time EM Coordinator to
partially fill gaps
•Grant administration from a Presidential
Disaster Declaration to be managed by
Administrative Services
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Budget Proposals
•Fund AmeriCorps match funds that were
dropped from past budget
•Add grant-subsidized .7 EM Coordinator
position
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Focus
•Improvement Plan tasks from Cascadia
exercise
•Planning, training, and exercise mandates
•EOC Duty Officer training
•EOC readiness
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Gaps and Shortfalls
•OT budget for EM Coordinator not funded
•Vacant AmeriCorps position until September
•Used grant budget to subsidize new EM
Coordinator, resulting in far less money for
equipment, supplies, training for other
departments
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Program Adjustments
•Suspend Renton CERT classes and explore a
shared regional model
•Suspend most public education activities,
focusing instead on Ready in Renton and
Shakeout campaigns
•Withdraw from regional Emergency Management
Assistance Team membership
•Reduce involvement in regional work groups
•Postpone school and daycare preparedness
campaign
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Emergency Management
2017/2018 Goals
•Revise the Comprehensive Emergency Management Plan and submit for State approval
•Complete and submit the draft Debris Management Plan for FEMA approval
•Revise and test the Continuity of Operations Plan
•Develop a coordinated citywide social media team for emergency situations
•Conduct two disaster exercises
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Police Department
2017-2018 BUDGET
See Department details starting on page 3-95
of the Preliminary Budget Document
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POLICE DEPARTMENT
See budget document on page 3-95 for complete organizational chart
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POLICE DEPARTMENT
VISION
The regional leader in delivering
progressive law enforcement services
MISSION
Working together to provide professional and
unbiased law enforcement services to our
community
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Department Goals
Maximize department effectiveness targeting the reduction of
crime
Provide outstanding service to our community
Create a rewarding work environment through workforce
development, embracing diversity, and imparting our experience
and tradition of excellence A
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Department Performance Measures
select measurements from a variety of Program’s within the
Police Department
See the Renton Results Section of the Budget Document for a full listing of program measures.
City Service Area Performance Measures 2011 2012
Results
2013
Results
2014
Results
2015
Results
Average response time (in minutes) to Priority I calls.3.00 3.07 3.81 4.64 4.52
Average response time (in minutes) to Priority II calls.7.50 7.32 6.50 7.64 8.13
Average response time (in minutes) to Priority III calls.12.00 10.48 8.81 10.87 11.75
Average response time (in minutes) to Priority IV calls.25.00 21.05 16.01 20.91 23.94
Residents report feeling somewhat or very safe during the day in their
neighborhood. 96%---------80%*
Residents report feeling somewhat or very safe during the night in their
neighborhood. 79%---------60%*
Community report feeling somewhat or very safe during the day in the
downtown area.77%---------80%*
Community report feeling somewhat or very safe during the night in the
downtown area.36%---------32%*
Annual percent of successful resolution or clearance of assigned cases ---82%84%77%83%
Number of Cases processed by staff 13,169 13,566 14,118 14,721 15,517
Number of warrants processed by staff 2,487 2,544 2,356 2,357 2,161
Number of Citations processed by staff 15,340 13,924 16,867 14,550 11,766
Number of Public Records Requests processed by staff ---------new
2015 2,359
*change in Survey methodology does not allow for 1:1 comparison from 2011 to 2015 results
Safety and
Health
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Calls-for -Service
Increase in calls-for service
2012 -67,906
2013 -67,206
2014 -70,130
2015 -74,000
2016 -*80,000 (estimate)
(January thru September = 62,000)
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Crime Rate Statistics
National Incident-Based Reporting System (NIBRS)
2015 Crime Rate per 1,000
Auburn 115.6
Federal Way 99.9
Kent 101.8
Renton 98.6
Tukwila 297.6
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2016 Accomplishments and Challenges
•Implementation of new technology
•LEXIPOL Police Manual
•Community Engagement
•Promotions
•Hiring and Training
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Priority Areas of Focus
•Reduction of both crime and perception of
crime.
•Increase police effectiveness
•Increase community engagement
•Workforce Culture, Competence, and
Customer Service
•Inclusion and Diversity
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Budget Highlights:
Administrative Services Division -Increase staffing by one sergeant and one officer
Staff Services Division -Increase staffing by two police specialists
Investigations Division -Increase staffing by two detectives
Patrol Services Division* -Increase staffing by one officer*COPS grant requested for up to 4 Officers
Proposed Budget by City Service Area
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Budget Highlights
Valley Communications
$260k increase in 2017
$200k increase in 2018
South Correctional Entity
$173k increase in 2017
Officers Karney and Brus
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QUESTIONS?
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Community & Economic
Development
2017-2018 Budget
See Department details starting on page 3-39
of the Preliminary Budget Document
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Mission
Enhance the vitality and livability of the Renton
community by promoting a prosperous economy
and quality neighborhoods, through economic
development, sound urban planning, and
streamlined land use regulation
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Community & Economic Development Dept.
See budget document on page 3-39 for complete organizational chart
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Core Services
•Land use planning, land use entitlement
•Review, permitting, inspection, and
enforcement of development rules
•Economic development, business recruitment
and retention
•Staff and support –Planning Commission,
Municipal Arts Commission, and City Center
and Benson Hill Community Plan Advisory
Boards
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Proposed Budget by City Service Area
For Budget Highlights please see page 3-44 of your proposed budget document.
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Department Performance Measures
select measurements from a variety of Program’s within the
Community & Economic Development Department
See the Renton Results Section of the Budget Document for a full listing of program measures.
City Service Area Performance Measures
2012
Results
2013
Results
2014
Results
2015
Results
Permit review for single family applications completed within 2 weeks 75%40%90%90%
Permit review for commercial applications within 4 weeks 100%100%62%100%
Inspection requests receive response within 24 hours 98%97%97%95%
Representative
Government
Number of organizations in which CED staff represents the City in local, regional
and statewide organizations focused in areas such as land use, economic
development , building regulation
24 27 27 29
The City's annual sales tax revenue growth rate (excluding one-time items)4.7%6.0%9.4%9.0%
Annual property tax revenue associated with new construction increases. 0.06%1.13%1.29%2.82%
Utilities and
Environment Infrastructure project plan review is completed within an average of 3 weeks 90%53%60%75%
Internal Support Property and Technical Services review of development proposals are
processed within two weeks. 95%95%N/A 95%
Safety and
Health
Livable
Community
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Statistics
Licenses and Permits
•Employees Working within Renton (2016): 50,526
•Permits Issued (9/26/2014-9/26/2016): 13,093
•Assessed Value of Permits Issued (9/26/2014-9/26/2016):
$2,246,341,840
•Code Enforcement Requests (9/26/2014-9/26/2016): 1,613
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Current Initiatives/Goals
Customer Service
•Timely responses to inquiries
•Accurate information provided
•Courteous and professional communication
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Current Initiatives/Goals
Maximize employee morale and efficiency
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Current Initiatives/Goals
EnerGov/online planning and permitting
•Speed and ease of plan submittal
•Allows parallel reviews and immediate
access for all reviews
•Improve ability to share corrections and
files with consultants, contractors, and
owners
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Current Initiatives/Goals
Economic Development Division
•Promote Commercial and Industrial Sites
–New Web Tools for Commercial Real Estate
•Sites
•Demographics•Enhanced Marketing
–New Renton Community Marketing Campaign
–New Electronic Media Production
–Additional Collateral Material
–Public Relations and Media
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Current Initiatives/Goals
Economic Development Division
•Downtown Marketing
–Promote Development Sites
–Branding and Promotion
–Small Business Training
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Current Initiatives/Goals
Catalyze major development sites
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Current Initiatives/Goals
Hyatt Regency and Southport Office
•Work to ensure successful development of projects near
South Lake Washington
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Current Initiatives/Goals
Longacres
•New 30-acres Group Health Campus
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Current Initiatives/Goals
Rapid growth of aerospace sector/Boeing Rate
Readiness
•Increase in rate from 28 in 2008 to 42 in 2016
•Projected rate: 57 by 2019
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Current Initiatives/Goals
Community Planning Implementation –
City Center
Goals
•Create distinct identity and improve visibility
•Support diverse economic sectors
•Improve access, circulation, & visibility of civic
node
•Protect & enhance neighborhoods
•Improve connections into area
•Improve connections within area
•Finish trail connections & utilize as economic
development
•Improve natural amenities & public access to
them
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Current Initiatives/Goals
Downtown
Keys to Success
1.Engaging business and property owners as partners
Renton Downtown Partnership
Special Events: Pop-up Downtown
2.Building on the foundations already in place
City Center Community Plan
3.Making strategic public investments to spur private investment
Main Avenue South Conversion
Façade Improvement Loan Program
Downtown Civic Core Vision and Action Plan Project
Couplet Conversion
4.Instilling a sense of pride in our Downtown
Code Enforcement Property Maintenance
5.Supporting existing businesses, attracting new ones and encouraging development
Existing and New Businesses
o Vigor Ground Fitness & Performance
o Urban Sprouts
o Four Generals Brewing
Encouraging
o 200 Mill (former Renton City Hall)
o Sidewalk Cafes
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Current Initiatives/Goals
Sunset Area
•Phase I: Implementation
•Phase II: Master Plan
•Coordinating and working with partners
internally and externally, including Public
Works, Community Services, Renton
Housing Authority, Renton School District,
and Colpitts Development A
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Current Initiatives/Goals
Community Planning Implementation –
Benson Hill
Goals
•Create a community focus in the heart of Benson
Hill
•Build on the existing trail system to create a
functional and beautiful pedestrian and bicycle
route network
•Improve access to and quality of parks,
recreation, and natural areas in Benson Hill,
especially for youth
•Improve the sense of safety in Benson Hill
•Support a strong and vibrant Benson Hill Community
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Slide 61/70
Fee Increases
Development Fee Location in
2017/2018 Budget Book
Building Fees Beginning on Page 7-27
Land Use Review Fees Beginning on Page 7-30
Impact Fees Beginning on Page 7-37
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Slide 62/70
2016 Development Fees
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Slide 63/70
Service Sustainability
•Maintaining customer service/staffing capacity
challenges while activity increases
•Transition to online processes
•Fostering inter-and intra-departmental
teamwork
•Community planning choices/needs
•City and intergovernmental funding for
infrastructure, community needs
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Slide 64/70
Building Permit Activity
3,737 3,715 4,101 3,749
3,336 3,562 3,555
3,765 4,038 4,204
4,694
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
September Year End
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Slide 65/70
Downtown Investments 2016-2018
$4.5 million
•Downtown Civic Core Vision and Action Plan ($495k)
•Annual Flower Baskets ($102k -CS)
•Piazza Park Master Plan and Redevelopment ($400k -CIP)
•Use CDBG for Downtown Façade Improvement loans
(est. $630k over 3 years)
•Downtown Circulation (Main Street between 2nd & 3rd one-way to 2-
way, $2.2 million TIP -PW)
•Downtown Wayfinding Signage ($605k –CIP)
•1% for the Arts ($100k 2nd & Main Plaza artwork)
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Slide 66/70
Sunset Area Investments 2016-2018
$50.6 million
•Renton Highlands Library ($10M)
•Sunset Neighborhood Park Phase I Design &
Construction ($2.7M)
•North Highlands Park & Community Facility
Improvements ($700K)
•Green Connections –Harrington Avenue NE Phase II ($900K)
•Sunset Lane NE realignment ($5.8M)
•Highlands 435-Zone Reservoirs Phase I Construction
($13.5M)
•Renton Housing Authority’s Sunset Court ($17M)
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Slide 67/70
Budget Requests
•CED is requesting two new positions:
Plan Reviewer, Development Services
Administrative Secretary, Code Enforcement
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Slide 68/70
Questions?
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Slide 69/70
Remaining budget activities, October
•October 17, 2016 –Committee of the Whole –4:00 –6:45 p.m.
–Follow up to Council questions
–Continue city service areas and department presentations
•October 17, 2016 –Regular Council Meeting –7:00 p.m.
–Public Hearing on Revenue Sources and Proposed 2017/18 Budget as
required by RCW 35A.34
•October 24, 2016 –Committee of the Whole –5:00 –6:45 p.m.
–Follow up to Council questions
–Council deliberation
–Consider draft committee report
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Slide 70/70
Remaining budget activities, November
•November 7, 2016 –Regular Council Meeting –7:00 p.m.
–Public Hearing on Revenue Sources and Proposed 2017/18 Budget as
required by RCW 35A.34
–Adopt committee report
–1st reading of 2017/2018 budget ordinance
–1st reading of 2017 property tax levy ordinance/s
–1st reading of Business License fee amendment ordinance
–1st reading of Gambling Tax amendment ordinance
–1st reading of Permit Fee amendment ordinance
–1st reading of Parks Fee amendment ordinance
–1st reading of Impact Fee amendment ordinance
–2017/18 utility rate and user fee ordinance(s)/resolution
•November 14, 2016 –Regular Council Meeting –7:00 p.m.
–2nd reading and enactment of all budget related legislations
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