HomeMy WebLinkAbout2023-2024 Adopted BudgetCity of Renton • 1055 South Grady Way • Renton, WA 98057 • rentonwa.gov
2023-2024Adopted Budget
VISION Renton: The center of
opportunity in the Puget Sound Region
where families and businesses thrive
MISSION The City of Renton, in
partnership and communication with
residents, businesses, and schools, is
dedicated to:
Provide a safe, healthy, vibrant community
Promote economic vitality and strategically
position Renton for the future
Support planned growth and influence
decisions to foster environmental
sustainability
Build an inclusive informed city with
equitable outcomes for all in support of
social, economical, and racial justice
Meet service demands and provide
high-quality customer service with
measurable outcomes
Provide a safe, healthy and vibrant community
Promote safety, health, and security through
effective communication and service
delivery
Facilitate successful neighborhoods through
community involvement
Encourage and partner in the development
of quality housing choices for people of all ages and income levels
Support the growing need of human
services funding to address the challenges of
housing and mental health
Promote a walkable, pedestrian and bicycle-
friendly city with complete streets, trails, and
connections between neighborhoods and community focal points
Provide opportunities for communities to be
better prepared for emergencies
Promote economic vitality and strategically position Renton for the future
Promote Renton as the progressive,
opportunity-rich city in the Puget Sound
region
Actively seek grants and other funding
opportunities
Capitalize on opportunities through bold
and creative economic development strategies
Recruit and retain businesses to ensure a
dynamic, diversified employment base
Nurture entrepreneurship and foster successful partnerships with businesses
and community leaders
Leverage public/private resources to focus
development on economic centers
Support planned growth and influence decisions to foster environmental sustainability
Foster development of vibrant, sustainable,
attractive, mixed-use neighborhoods in
urban centers
Uphold a high standard of design and
property maintenance
Advocate Renton’s interests through state
and federal lobbying efforts, regional partnerships and other organizations
Pursue transportation and other regional
improvements and services that improve
quality of life
Assume a critical role in improving our
community’s health and environmental
resiliency by addressing impacts of climate
change for future generations
Pursue initiatives to increase mobility,
promote clean energy in our existing
buildings and in new development, preserve
and expand open spaces and tree coverage,
and other efforts to reduce CO2 and
greenhouse gas emissions
Building an inclusive, informed and hate-free city with equitable outcomes for all in support of social, economic, and racial justice
Achieve equitable outcomes by eliminating
racial, economic and social barriers in
internal practices, city programs, services,
and policies such as hiring and contracting
Improve access to city services, programs
and employment, provide opportunities and
eradicate disparities for residents, workers
and businesses
Promote understanding and appreciation
of our diversity through celebrations,
educational forums and festivals
Seek out opportunities for ongoing two-way
dialogue with ALL communities, engage
those historically marginalized, and ensure
that we lift every voice, listen and take action
on what we learn
Build capacity within the city to implement
inclusion and equity by providing the knowledge, skills, awareness, and tools
to integrate anti-racist approaches into
daily work
Meet service demands and provide high-quality customer service
Plan, develop, and maintain quality services,
infrastructure, and amenities
Prioritize services at levels that can be
sustained by revenue
Retain a skilled workforce by making Renton
the municipal employer of choice
Develop and maintain collaborative
partnerships and investment strategies that improve services
Respond to growing service demands
through partnerships, innovation, and
outcome management
CITY OF RENTONBusiness Plan 2023–2028 GOALS
2023/2024 Adopted Budget City of Renton, Washington
i
Updated 09/20/2022
Boards, Commissions, and Committees Location Day Time
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
CIVIL SERVICE COMMISSION 1st Flr. HR Training Rm. 4th Tuesday 4:15 p.m.
COMMUNITY PLAN ADVISORY BOARD ‐ BENSON HILL Meetings scheduled as needed
COMMUNITY PLAN ADVISORY BOARD ‐ CITY CENTER Meetings scheduled as needed
EQUITY COMMISSION Council Chambers 2nd Tuesday 5:30 p.m.
FIREFIGHTER’S PENSION BOARD 7th Flr Council Conf. Rm. 3rd Thursday 2:00 p.m.
HISTORICAL SOCIETY BOARD Renton Museum 4
th Tuesday 5:30 p.m.
HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9:00 a.m.
HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf. Rm. 3rd Tuesday 3:00 p.m.
INDEPENDENT SALARY COMMISSION Meetings scheduled as needed
LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 9 a.m.
LODGING TAX ADVISORY COMITTEE Meetings scheduled as needed
MAYOR’S BUDGET ADVISORY COMMITTEE Meetings scheduled as needed
MUNICIPAL ARTS COMMISSION 7th Flr. Council Conf. Rm 1
st Tuesday 6:00 p.m.
NON‐MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Meetings scheduled as needed
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.
PARKS, TRAILS & COMMUNITY FACILITIES – COMMUNITY
ADVISORY COMMITTEE
Meetings scheduled as needed
PLANNING COMMISSION Council Chambers 1st and 3rd
Wednesdays
6:00 p.m.
SENIOR ADVISORY BOARD Senior Activity Center 1st Monday 9:30 a.m.
SISTER CITY ADVISORY COMMITTEES ‐ Cuautla & Nishiwaki Meetings scheduled as needed
2023/2024 Adopted Budget City of Renton, Washington
ii
Mayor Armondo Pavone Judge Jessica Giner Judge Kara Murphy Richards
Serving as Mayor since 2020 Serving since 2021 Serving since 2020
City Council 2014‐2019
Renton City Council
Carmen Rivera James Alberson Ryan McIrvin Valerie O’Halloran
Serving since 2022 Serving since 2022 Serving since 2016 Serving since 2019
Ruth Pérez Ed Prince Kim‐Khánh Văn
Serving since 2014 Serving since 2012 Serving since 2020
2023/2024 Adopted Budget City of Renton, Washington
iii
PRESENTED TO
City of Renton
Washington
For the Biennium Beginning
January 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
2023/2024 Adopted Budget City of Renton, Washington
iv
Table of Contents
Page
EXECUTIVE SUMMARY
Budget Message from the Mayor 1‐1
2023/2024 Budget Highlights 1‐7
Budget at a Glance 1‐19
Long Range Plan 1‐29
Financial Management Policies 1‐50
RENTON RESULTS
Budget Framework 2‐1
Renton Results Overview 2‐5
Safety and Health ‐ Programs, Resources and Results 2‐8
Representative Government ‐ Programs, Resources and Results 2‐10
Livable Community ‐ Programs, Resources and Results 2‐12
Mobility ‐ Programs, Resources and Results 2‐13
Utilities and Environment ‐ Programs, Resources and Results 2‐14
Internal Services ‐ Programs, Resources and Results 2‐15
Revenue, Expenditure and Capital Budgets by City Service Area 2‐17
Reconciliation to Total Budget 2‐24
BUDGET BY DEPARTMENT
Legislative 3‐1
Executive 3‐9
City Attorney 3‐29
Court Services 3‐33
Community and Economic Development (CED) 3‐37
Equity, Housing and Human Services (EHHS) 3‐53
Finance 3‐64
Human Resources and Risk Management (HR&RM) 3‐73
Police 3‐80
Parks and Recreation 3‐94
Public Works (PW) 3‐110
Other City Services 3‐139
DEBT MANAGEMENT
Overview 4‐1
Outstanding Debt 4‐2
Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4‐3
Debt Service Coverage Ratio 4‐4
General Obligation Debt 4‐5
Waterworks Debt 4‐7
2023/2024 Adopted Budget City of Renton, Washington
v
Table of Contents
Page
CAPITAL INVESTMENT PROGRAM
City Wide Narrative 5‐1
City Wide Summary 5‐5
General Government 5‐7
Parks 5‐9
Facilities 5‐60
Information Technology 5‐82
Transportation 5‐97
Airport 5‐127
Golf Course 5‐139
Water 5‐145
Wastewater 5‐161
Surface Water 5‐172
BUDGET BY FUND
Summary All Funds 6‐1
General Government 6‐11
Special Revenue 6‐12
Debt Service 6‐20
Capital Investment Program 6‐21
Enterprise 6‐28
Internal Service 6‐35
Investment Trust 6‐42
APPENDIX
General Information 7‐1
Largest Taxpayers/Principal Employers 7‐4
Full‐Time Employee Staffing 7‐5
Comparison of Taxes and Rates 7‐6
2023 Index of Positions and Pay Ranges 7‐7
2023/2024 Rates and Fees Schedule 7‐19
2023/2024 Utility Rates Brochure 7‐36
Budget Glossary 7‐40
Adopted Legislations (Budget, Taxes, Fees, and etc) 7‐46
2023/2024 Adopted Budget City of Renton, Washington
vi
Readers 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: Executive Summary
The introduction presents the mayor’s budget message. His letter articulates city initiatives and issues for the
2023/2024 biennial budget. Following this are the 2023/2024 Budget Highlights, Budget at a Glance, Long Range
Plan, and Financial Management Policies. Included in the executive summary section is a condensed view of the
budget, covering everything from a summary of the budget process to summaries for fund types, department
expenditures and employment history, and revenue sources and levels.
Section 2: Renton Results
In this section we present the City of Renton’s performance management initiative originated in 2007 to clearly
illustrate the services provided by the City of Renton, the resources needed to provide these services, and the
results of the service efforts to facilitate policy decisions and provide accountability to the community.
Section 3: Budget by Department
In this section we present budget information organized by department and division. Each department, and each
division within that department, presents its mission statement, expenditure budget, staffing levels, major
accomplishment in the 2021/2022 biennium, and goals for 2023/2024.
Section 4: Debt Management
An extensive overview of Renton’s debt program is presented here. This 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.
Section 5: Capital Investment Program (CIP)
This project listing provides a summary of the six‐year CIP plan. Projects are listed by activity and by managing
department.
Section 6: Budget by Fund
This section provides an overview of each fund’s revenue, expenditures, and fund balance. In addition, this section
includes comparison of 2020 actual, 2021/2022 budgeted revenue and expenditures, and 2023/2024 adopted
budget.
Section 7: 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 the terms and
acronyms used in the document.
2023/2024 Adopted Budget City of Renton, Washington
vii
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2023/2024 Adopted Budget City of Renton, Washington
viii
1 EXECUTIVE SUMMARY
Budget Message from the Mayor 1‐1
2023/2024 Budget Highlights 1‐7
Budget at a Glance 1‐19
Long Range Plan 1‐29
Financial Management Policies 1‐50
FINANCEKariRoller, Administrator425-430-6931
RENTON CITIZENS
MAYORArmondo Pavone425-430-6500
MUNICIPAL COURT JUDGESKara Murphy RichardsJessica Giner
425-430-6550
CITY COUNCILRyan McIrvin, PresidentJames Alberson, Valerie O'Halloran, Ruth Pérez, Ed Prince, Carmen Rivera, Kim-Khánh Văn425-430-6500
CHIEF ADMINISTRATIVE OFFICEREd VanValey425-430-6500
PARKS & RECREATIONKelly Beymer, Administrator425-430-6617
PUBLIC WORKS
MartinPastucha, Administrator425-430-7311
EXECUTIVE SERVICESKristiRowland, Deputy CAO425-430-6947
COMMUNITY AND ECONOMIC DEVELOPMENTChip Vincent, Administrator425-430-6588
POLICEJon Schuldt, Chief425-430-7500
HUMAN RESOURCES & RISKMANAGEMENTEllen Bradley-Mak, Administrator425-430-7657
Renton History Museum
Golf Course
Maintenance Services
Utility Systems
Transportation Systems
Economic Development
Development Engineering
City Clerk
Communications & Engagement
Support Operations Bureau
Field Operations Bureau
Emergency Management
Labor, Class, and Compensation
Risk Management
Benefits
Fiscal Services
Staff Services
Special Operations
Investigations
Administrative Services
Patrol Services
Patrol Operations
CITY ATTORNEYShane Moloney425-430-6487
Human Services
Parks Planning and Natural Resources
Recreation
Airport Development Services Organizational Development
Facilities
Parks and Trails
Planning
Information Technology
Prosecution
EQUITY,HOUSING & HUMAN SERVICESMaryJaneVan Cleave, Administrator425-430-6569
Community Development and Housing
Executive Department
Memorandum
DATE: October 3, 2022
TO: Ryan McIrvin, Council President
Members of Renton City Council
FROM: Armondo Pavone, Mayor
SUBJECT: 2023‐2024 Proposed Budget
Good evening, Council President, and Councilmembers.
I am pleased to present my 2023‐24 biennial budget proposal. The presentations that
will be provided over the next three meetings result from numerous meetings and
conversations held by city staff, with candid and direct input from the Mayor’s Budget
Advisory Committee. Guidance for these conversations came directly from my priorities,
council requests, and, most importantly, the community feedback received over the last
year. In May, city staff began to meet to discuss new budget requests to address the
needs of our community by creating, improving, or maintaining a service that supports
the city’s business plan and overall success.
At the conclusion of the Mayor’s Budget Advisory Committee’s meetings, I was provided
with their four identified priorities and recommendations. I was encouraged by their
report as they were identical to my priorities and the same ones discussed at our
administrator retreat early this year: public safety, business development and
downtown revitalization, human services, and communication. Over the next few
weeks, you will see the city’s efforts to address these priorities.
Before I go further, I want to thank Kari Roller and her budget team, led by Kristin
Trivelas, for their hard work and dedication in preparing the proposal. It is a
tremendous undertaking, and I am grateful for their work.
I’d also like to acknowledge the collaboration among our administrators led by CAO Ed
VanValey. As you might imagine, each administrator brought projects to the table:
some that had been deferred during our last budget cycle and new projects responding
to changes in community expectations. Together, they worked to find the right balance
of projects and programs that would benefit the community most, moving us toward
our goals.
Executive Summary - Budget Message from the Mayor 1-1
2023/2024 Adopted Budget City of Renton, Washington
Ryan McIrvin, Council President
Members of Renton City Council
Page 2 of 6
October 3, 2022
Last, I’d like to thank those that served this year on our Mayor’s Budget Advisory
Committee. Each esteemed member represented a unique and critical voice from the
community, and their ideas and feedback helped to bring our priorities into sharper
focus.
When I took office, we almost immediately pivoted into a time of financial uncertainty
and braced for a recession. Fortunately, we were well‐prepared and made quick
financial decisions that preserved our ability to continue providing services and retain
the dedicated professionals that make up the City of Renton team. After adopting a
baseline budget in 2020–with no cuts or additions—we innovatively worked toward the
goals you have emphasized as priorities in your updated business plan.
With your support, we reorganized our departments to align and elevate key programs,
and we captured a new tax revenue in support of affordable housing and behavioral
health programs.
One of the most common questions I’ve been getting over the last two years is: “What
are you doing to make Renton safe?”
This is a fair question and a responsibility I take very seriously. I hear from the
community and the business owners, read the emails, and see the change in our city. It
should be no surprise that this is a top priority. To create a shift in direction and
enhance the safety of our community, we are approaching this responsibility on
multiple fronts.
Recruiting for law enforcement is a challenge across the nation. Like many agencies in
our area, we compete for the same qualified candidates. Chief Schuldt and his staff will
be providing a plan to fund new recruiting and retention efforts, bringing in more
qualified and diverse candidates to our department.
Increased visibility and faster response times are necessary. In our 2023‐24 proposal,
you will see an increase of four commissioned police officers dedicated to a new policing
district in the downtown core area. The objective is to restore a sense of safety in the
heart of our community through a dedicated presence, while allowing officers outside
the downtown area more time to patrol and engage with our residential and business
communities throughout all of Renton.
Successful engagement with the community is critical for law enforcement. It is the
basis for building trust and partnerships with a shared goal of a safer community. Most
recently, Chief Schuldt has formed the “Chief’s Community Council,” whose
fundamental objective is to empower civic stakeholders to advise the police department
on ways to positively impact relationships and better serve the public. Together they
Executive Summary - Budget Message from the Mayor 1-2
2023/2024 Adopted Budget City of Renton, Washington
Ryan McIrvin, Council President
Members of Renton City Council
Page 3 of 6
October 3, 2022
will identify public safety issues and collaborate with community leaders, local
organizations, and stakeholders to create practical, effective, and equitable community
policing practices, such as our newly implemented body camera program.
The Renton community is a dedicated one. The number of expressed concerns for safety
is equally matched with offers to help address safety in our city. Our budget proposal
includes a new Communications and Engagement Manager position in our police
department to increase our connection and responsiveness to the community.
Increasing opportunities to collaborate with the community, publishing more timely
information, and creating more transparency in our process will allow our communities
to engage with us in addressing and solving issues affecting their lives.
The goal of making Renton a safe, healthy, and vibrant community also includes tackling
the challenge of access to affordable housing .
With your adoption of the 1/10th of 1 cent sales tax authority (“1590” authority), you
ensured a permanent stream of $3 to 4 million per year that can be devoted to
affordable housing and behavioral health service. EHHS will handle most of the funds
and partner with the Police and the Court.
With these funds, we were immediately able to partner with Renton Housing Authority
(RHA) to secure $8 million in public funds for the 75‐unit Sunset Gardens affordable
rental housing project, and with your approval, allocated $1.5 million of our 1590
funding for a total of $9.5million toward the project.
1590 funds will also be used for behavioral health by supporting people through
challenging times that may impede their ability to retain a home. We have identified
funds to contract with the FDCARES program, a partnership between Renton Police
Department and Renton Regional Fire Authority. This program will provide a new and
additional resource, not available before, to our first responders dealing with increased
calls for service on those suffering from mental health and addiction issues. FDCARES
helps people navigate health and mental health care systems and connects them to
social services such as food banks, rental assistance, fall prevention, therapy, and
substance use treatment.
We allocated one‐time funding of almost $1.8 million in CARES funding through multiple
grants and $1.5 million in ARPA funding to support human services such as rental
assistance, utility bill debt forgiveness, and emergency feeding programs. In the budget
proposal, you will see an additional $600k for direct human services and affordable
housing programs to provide additional resources to those in need. With this increased
focus and support, we have increased our human and social services funding nearly
threefold—from $800,000 to $3.4 million.
Executive Summary - Budget Message from the Mayor 1-3
2023/2024 Adopted Budget City of Renton, Washington
Ryan McIrvin, Council President
Members of Renton City Council
Page 4 of 6
October 3, 2022
Another newly created resource is our Community Court, launched last year by our
Municipal Court. This non‐traditional, therapeutic approach to justice provides
practical, targeted solutions rather than traditional punishment in cases involving low‐
level offenses. Community Court brings together community service partners
specializing in services for housing, education, employment, chemical dependency,
health care, licensing, mental health, and veterans.
Last year we made some bold changes to our organizational structure. With your
support we formed the Equity, Housing, and Human Services (EHHS) Department. This
action shifted existing programs, aligned in purpose, from several longstanding
departments to EHHS so we could more efficiently allocate, and leverage resources
designed to help the most vulnerable in our community.
Another crucial role of this department is community outreach and engagement with
our culturally diverse communities through relationship building and identifying
obstacles to our services that we can work to overcome. By realigning the
neighborhood program within this department, we can leverage well‐established
channels within neighborhoods, plus the Inclusion Task Force and other groups to
provide equitable outreach throughout the city.
In our budget proposal, we created an Equity Manager position to support our equity
work performed for several years by a consultant. We believe this will further embed
equity into our operations and open the door to new opportunities to connect with all
of our diverse communities as our demographics continue to shift and change with
time.
We are proud to celebrate our homegrown and small businesses that continue to
demonstrate their resilience and commitment to our community. We’ve continued our
effort on your adopted Civic Core Vision and Action Plan, including the award of our
Main Street designation for the downtown. We have added a Downtown Manager to
our team whose focus will be on the continued revitalization of our downtown core.
We have allocated nearly $2.5 million in CARES and ARPA funding for our small
businesses and provided marketing team support over the last three years. Included in
this effort were allocations for our downtown core, who were disproportionately
impacted by the delays during the Wells/Williams conversion project. We’ve also
worked to offer activities that attract people to Renton, and we’ve offered over $995k
over the last two years in Lodging Tax grants for local events.
Development activities have also been robust, with new construction contributing to
our property tax revenue. Our projected development for 2022 and beyond is 8,625
Executive Summary - Budget Message from the Mayor 1-4
2023/2024 Adopted Budget City of Renton, Washington
Ryan McIrvin, Council President
Members of Renton City Council
Page 5 of 6
October 3, 2022
additional residential units and another 1.2 million square feet of commercial office
space.
An element that is key to positioning ourselves for success is our appearance as a city.
One area we will be emphasizing soon is an effort to improve our physical appearance.
Within our budget proposal, you will see requests for an additional code compliance
inspector and three additional park maintenance workers dedicated to assisting with
encampment cleanup and landscape maintenance that will help with crime‐prevention
efforts. These positions, along with the additional funding and support of our Human
Services team, should immediately impact the city's visual appeal and connect our most
vulnerable and previously unsupported populations with much‐needed services.
In fostering environmental sustainability, we won a Governors Smart Communities
Award in the Smart Partnership category for the Willowcrest Townhomes project. This
project is the first multi‐family, net‐zero energy, permanently affordable
homeownership development in King County and is our greenest residential
development in the city (our contribution to this was approximately $375k).
We have just concluded a series of work sessions to refresh our Clean Economy
Strategy. An interdepartmental team has prioritized these focus areas: Buildings &
Energy, Transportation & Land Use, Materials & Consumption, Natural Systems & Water
Resources, and Community Resilience & Well‐Being. Our teams continue to lead the
region in work to foster environmental sustainability.
Regarding customer service, we’ve gone through a revolutionary period of change in
customer service expectations.
We must take care of our workforce to meet service demands and provide high‐quality
customer service. We are supporting our employees through increased training,
technology, and tools that invest in their development and ability to deliver excellent
customer service. We are continuing the hybrid work model because it is critical for
retaining and recruiting high‐performing employees. We continue to adapt our work
processes to be as efficient (and paperless) as possible, while still addressing the needs
of our community with professional in‐person services.
This proposal will include a one‐time request for contracted services for paperless
processing and additional records management tools to perform our public records
requirements. With the growing expectation for local governments to be equitable,
honest, and transparent, the city’s ability to be responsive to these requests must be
met.
Executive Summary - Budget Message from the Mayor 1-5
2023/2024 Adopted Budget City of Renton, Washington
Ryan McIrvin, Council President
Members of Renton City Council
Page 6 of 6
October 3, 2022
Last, in 2023 we will evaluate our performance metrics and the expectations of our
community through data gathering programs. This will involve connectivity of all our
customer service tools systems such as Renton Responds and our website, as well as a
revival of our Community Survey that was paused just before launch in March 2020.
Within the proposal, you will see one‐time funding requests for professional services
and contracted work to assist in data report writing, website enhancements, dashboard
development, and other methods of increasing transparency and storytelling of our
work. Our goal is to provide this information to the community before they ask the
question.
I started this message with words of appreciation, and I’d like to end in the same
fashion.
Our city’s success is impossible without strong partnerships and relationships
throughout the community. We work with countless individuals and agencies that go
above and beyond for us, just like we aim to do for them, and that’s what makes Renton
so great. Some of our key partners are Renton Regional Fire Authority, Renton School
District, Seattle Seahawks, Seattle Sounders, Valley Medical Center, Family First
Community Center Foundation (Doug Baldwin, Health Point, Renton School District),
Bezos Academy, Renton Chamber of Commerce, Renton Downtown Partnership, Renton
Regional Community Foundation, and our boards and commissions. There are many
more, and I thank you for all you do for our community.
Thank you for your time and consideration of the proposal over these next three weeks.
Following me this evening, our Finance Administrator Kari Roller will provide our
financial position and budget details for your awareness as you review and consider
what is proposed.
Executive Summary - Budget Message from the Mayor 1-6
2023/2024 Adopted Budget City of Renton, Washington
City of Renton
2023‐2024 Budget Highlights
Budget Overview The total adopted 2023‐2024 budget has revenue of $584.5 million and
a total expenditure of $581.2 million. This is an 18.3% increase in
revenue and a 14.5% increase in expenditures when compared with the
2021‐2022 adopted budget.
The majority of the city’s revenue sources are projected to continue to
increase in 2023 due to overall recovery from the pandemic. The 2021‐
2022 adopted budget anticipated a slow recovery from the many
closures resulting from COVID‐19, particularly retail sales and use tax,
B&O tax, utility tax, and other licenses and permits. As the economy
continues to recover from the pandemic, the city is also seeing recovery
in many of the tax revenues.
The city added positions in order to address increased workload and the
growing population for whom the city provides services. This budget
adds 15.875 additional positions as compared to the 2022 authorized
number of positions in the 2021‐2022 amended budget, for a total
authorized number of 650.5 FTEs for 2023 and 649.5 for 2024.
2023‐2024 Budget Focus
Public safety
Human services
City infrastructure
maintenance
The focus of the adopted 2023‐2024 budget is to increase core city
services at a level that is expected by our residents and businesses and
increase funding dedicated to public safety, human services, and
maintenance and improvements to the city’s infrastructure that had
been postponed over the past several years.
Overall, the adopted budget includes 15.875 new positions in the
general government funds of which 2.5 are limited term positions and
will remove 1 limited term position as compared to the 2022 authorized
number of positions in the 2021‐2022 amended budget. The general
government positions include: 1 code compliance inspector in
community and economic development, 3 parks maintenance staff for
parks and recreation, 1 equity manager in the equity, housing and
human services department, 2 police records specialists, 1 police
communications and community engagement manager, 4 police
officers, 1 communications manager and .375 mailroom clerk
(increasing a part‐time position to full time) in the communications
division of the executive department. The limited term positions will
add 1 business systems analyst in the information technology division
of the executive department, 1 senior finance analyst in the finance
department and .5 human resources analyst in the human resources
department. One limited term position will be eliminated in 2023 in the
parks and recreation department.
Executive Summary - 2023/2024 Budget Highlights 1-7
2023/2024 Adopted Budget City of Renton, Washington
There are no additions to the enterprise fund positions.
The adopted 2023‐2024 budget is balanced; it will transfer a total of
$12.2 million into the capital funds of transportation, parks, and
facilities to fund major capital improvements. The money comes
primarily from B&O tax revenue, property tax, real estate excise tax,
and one‐time sources such as grants.
Fund Balance
The citywide 2023‐2024 adopted revenues exceed the adopted
expenditures by $3.3 million and results in a projected overall fund
balance of $213.5 million, approximately 1.5% more than the estimated
2022 estimated ending fund balance.
The increase in the fund balance is primarily attributable to planned
capital improvements beyond the 2023‐2024 budget year.
The general fund balance will be maintained at $57.5 million, above the
reserve target of 12% of general fund operating expenditures, as
outlined in our fiscal policy.
Overall, the city is in sound financial condition.
General Fund Overview
Of the $584.5 million total revenue, $254.9 million is in the city’s
general fund. The projected revenue is $51.6 million or 25% greater
than the 2021‐2022 budget. The increase is due to an increase in all
revenues as the 2021‐2022 budget anticipated significant decreases
due to the pandemic. The 2023‐2024 budget is more in line with pre‐
pandemic revenues with a small increase to property taxes, business &
occupation tax, and modest increases in other revenues.
Personnel makes up the largest single category of expenditures for the
general fund at 62%. Wage adjustments, medical premiums, and
pension increases tend to rise at a higher percentage increase than
revenues grow.
Given various cost increases to maintain existing services, even with
accompanying revenues and fee adjustments, the general fund
continues to show persistent budget gaps into the future. The gap is
due to the fundamental imbalance between the revenue options
available to local governments and the services local governments are
expected to provide. Renton is not an exception. This issue has been a
high priority topic for the state legislature and citizen advisory panels
for various past state governors. But, in the end, this is a problem left
for local governments to solve themselves with the limited tools
available. As such, the city made key changes in tax rates this past year
to help offset or lessen the projected gap for future years.
Executive Summary - 2023/2024 Budget Highlights 1-8
2023/2024 Adopted Budget City of Renton, Washington
Projected Budget Gap The adopted budget reflects a general fund balance decrease of $5.5
million at the end of 2024, in large part due to the city’s costs growing
faster than the pace at which revenues grow. With an inflationary
adjustment for future wages and projected employee medical benefit
cost increases, use of general fund balance will be needed each year to
fund ongoing costs and will continue to grow larger beyond the current
biennium.
To help offset the rising operating costs, the city increased the B&O tax
rates beginning in 2023 and increased the maximum tax any one
taxpayer would be required to pay each year. This, along with the
adopted increase in property tax, will help to lessen the ongoing need
to use fund balance.
Further, the city set aside an inflationary reserve to lessen the impact
of the loss of sales tax annexation credit in mid‐2018; the reserve will
continue to be used by $0.9 million each year until depleted.
Although the current budget reflects changes in tax rate structure to
help offset the rising costs, further ongoing analysis will be needed as
long‐term projections continue to show the revenues cannot keep pace
with inflation.
General Fund Revenues
Business and Occupation
(B&O) Tax/Business License
Fees
The adopted 2023‐2024 budget reflects some changes to B&O tax rates
to help continue to address the general fund budget gap. The city
implemented a B&O tax in 2016 to help generate a sustainable revenue
needed to fund ongoing costs. The key provisions of the B&O tax are:
Businesses with $500,000 or higher annual gross receipts are
required to pay B&O tax.
The B&O tax maximum amount paid by any one taxpayer is
capped at $9 million and $11 million respectively for the 2023‐
2024 budget. This is an increase over the previous year
maximum amount of $7 million.
The tax rate will be increased to 0.121% for all business
activities other than retail, which have a rate of 0.07%.
Limits the non‐profit and government exemptions for both
B&O tax and business license fee.
A three‐year, new employer tax credit for new businesses with
50 or more employees in Renton.
The B&O tax is an excellent option to help generate the funds needed
to maintain general fund city services into the future. It is projected to
provide approximately $15.4 million in revenue in 2023 and $17.6
million in 2024. Most of the revenue generated will be needed for the
general fund, although a portion will help fund capital improvement
projects.
Executive Summary - 2023/2024 Budget Highlights 1-9
2023/2024 Adopted Budget City of Renton, Washington
Citywide
Legislative
Property Tax
Sales Tax
Utility Tax
Fee Adjustments
Property tax revenue is projected to grow by just over $2.4 million
based on the 1% growth limit plus 1% for new construction and a
adopted increase in rate of 10 cents per $1,000 assessed value or
approximately $2 million. The increase is needed to help fund major
maintenance projects for parks, facilities, and transportation projects
as well as to help with the overall projected fund balance gap
anticipated due to costs increasing at a faster rate than our revenues
increase. The total levy collection for 2023 is projected to be $25.2
million.
Sales tax is most volatile during recessionary periods and with
predictions of a future recession in the next several years, this budget
is anticipating only a slight increase in sales tax revenues. The budget
does reflect modest increases with the addition of some large retail
establishments in the city.
Although there are some general rate increases adopted for the city’s
utilities, due to the fluctuation of revenues in other utilities from the
effects of the pandemic, the utility tax is expected to continue to
rebound in 2023 and then level off to only a slight increase in 2024.
Consistent with prior year practices, the fee schedule has been
reviewed and the adopted budget includes various fee increases, as
outlined in the adopted fee schedule.
General Fund Expenditures
Executive
1 communications
specialist II
.375 print and mail
assistant
$513K software and
professional services
$112K for court public
defenders
Wage adjustment of 4.5% and 4% for 2023‐2024 respectively as well as
increased costs for medical and employee benefits.
No additional budget requests other than those noted above.
The executive department adopted budget includes the addition of a
communications specialist to improve efforts in overall citywide
communication and increases a part‐time position to full‐time in the
print and mailroom to support growing project workload.
The adopted budget also includes an increase of $225 thousand for
contracted services to expand the capacity of the division, $128
thousand to accommodate the King County election costs, $160
thousand for a text capturing software to assist with public records
requests, and $112 thousand for increased costs for public defenders.
Executive Summary - 2023/2024 Budget Highlights 1-10
2023/2024 Adopted Budget City of Renton, Washington
Community & Economic
Development
1 code compliance
inspector
Equity, Housing and Human
Services
1 equity manager
$600K human
services funding
The adopted budget for community and economic development
includes the addition of one new code compliance inspector to help
assist with growing project workload.
The adopted budget for equity, housing and human services includes
the addition of one new equity manager to replace work previously
done by a consultant, and an increase of $600 thousand in human
services funding.
Parks and Recreation
3 park maintenance
positions
Convert limited‐
term capital project
manager to full time
The adopted budget includes the addition of three additional parks
maintenance staff to assist with encampment cleanup, landscape
maintenance to assist with crime prevention efforts, and converting a
capital project manager position to a full‐time position to assist with
ongoing capital parks projects identified through the parks
maintenance levy for major parks improvements.
Police
1 communications &
community
engagement manger
2 public records
specialists
4 commissioned
officers
$176K Valley
Communications
$500K equipment
The adopted budget for police includes an increase of 7 positions: 1
communications and community engagement manger, 2 public records
specialists to help with increased workload of public records requests
with the addition of the body cameras, and 4 commissioned officers to
focus primarily on the downtown area.
Also, the addition of $176 thousand in increased costs at Valley
Communications emergency call center and an increase of $500
thousand in general police equipment.
Executive Summary - 2023/2024 Budget Highlights 1-11
2023/2024 Adopted Budget City of Renton, Washington
Public Works
$170K supplies
$60K sustainability
program
The adopted budget for public works includes a slight increase of $170
thousand for general street and traffic supplies and $60 thousand for
the sustainability program. Both increases are to account for overall
increases due to inflation.
Finance
1 limited‐term
financial analyst
The adopted budget includes the addition of one limited‐term finance
analyst position for project management to replace the financial
accounting system or enterprise resource planning (ERP) system.
Human Resources &
Risk Management
.5 limited‐term
position
$60K in professional
and consulting services
City Attorney
$70K software
Court
The adopted budget includes the addition of a halftime limited‐term
human resources analyst to support the finance ERP transition and an
additional $60 thousand in professional and consulting services for
overall increased costs and to support with the transition to electronic
data records.
The city attorney’s office adopted budget reflects an increase for new
case management system software.
No additional budget requests other than those noted above.
Capital Funds
Governmental Capital
Improvements Fund (316)
2‐Year Total $4.6M
Sources:
REET: $2.5M
Transfers from other funds:
$500K
Property & B&O taxes: $1.6M
The adopted 2023‐2024 budget includes $4.6 million in general
governmental capital projects. The funds are needed to preserve and
enhance over $80 million of sports courts and fields, outdoor
structures, buildings, and amenities in our community. This budget will
continue to dedicate the B&O taxes to supplement the real estate
excise tax, King County parks levies, grants, donations, and general fund
transfers.
Details of the $4.6M million projects and use of city resources for these
projects can be found in the CIP section (5) of this budget.
Executive Summary - 2023/2024 Budget Highlights 1-12
2023/2024 Adopted Budget City of Renton, Washington
Transportation Improvements
Fund (317)
2‐Year Total $5.9 million
Sources:
REET: $4.7M
Transfers from other funds:
$850K
Property & B&O taxes: $350K
The adopted budget includes $5.9 million in general capital projects for
roads, sidewalks, and bridges. Transportation Improvement Plan (TIP)
is set to be approved by the city council after the public hearing
scheduled in October. Details of the projects and use of city resources
for these projects can be found in the CIP section of this budget.
Enterprise Funds
The city has several enterprise type (or business type) operations, that
must be self‐sustaining. These include the water, wastewater, and
surface water utilities; the solid waste utility; the Maplewood Golf
Course, and the Renton Municipal Airport.
Utilities
$3.6M increase in
payment to garbage
contractor
$160K
comprehensive rate
study
$3M increase in King
County wastewater
charge
Rate increases
The water, wastewater, and surface water utility funds are accounted
for and budgeted separately but are managed as a system in
accordance with the city’s financial management policies. The system
conducts a comprehensive rate study every six years with the
assistance of outside consultants, with biannual updates performed
by city staff.
The adopted budget for utilities includes an increase of $3.6 million
for payment to garbage contractor (Republic Services), $160
thousand for a comprehensive rate study, $3 million increase in King
County wastewater charges as King County Metro is raising the sewer
treatment charge by 5.75% effective 2023.
The 2023 and 2024 update shows no increase in water rates, a 3%
increase for wastewater, and a 4% increase for surface water.
The solid waste utility is proposing a 7.8% rate increase in residential
rates for 2023 and a 7.7% increase in 2024.
Maplewood Golf Course
$270K general costs
The adopted budget for the Maplewood Golf Course includes funding
of an additional $270 thousand to account for general increases in
costs due to inflation. In addition, adopted fee increases are also
incorporated into the adopted budget to be in line with the market
average of other neighboring courses.
Executive Summary - 2023/2024 Budget Highlights 1-13
2023/2024 Adopted Budget City of Renton, Washington
Internal Service Funds
The city operates several “businesses” that provide service internally
to other city departments. These include the equipment rental fund
(501), insurance fund (502, property, liability, worker’s comp, and
unemployment), information technology fund (503), facilities fund
(504), communications fund (505, print, mail, and general
communication), healthcare insurance fund (512), and LEOFF1 retiree
healthcare fund (522).
All of the costs identified herein are paid for and included in the
operating departments’ budget. The charges are calculated based on
either specific charges or by systematic cost allocation. The health
insurance charge (for both active and retired employees) is part of
personnel benefit costs. The remaining internal service funds (fleet,
property/liability insurance, technology, facilities, and
communications) services are paid as internal service charges.
About 75% of all internal service charges are paid by the general fund;
therefore, the cost of internal service fund operations directly affects
the general fund’s bottom line.
Equipment Rental Fund
Operating: $3.1M in
2023/$3.2M in 2024
Capital: $2.2M in
2023 and $2.1M in
2024 adopted
equipment
replacements/new
additions
The equipment rental fund maintains nearly 700 pieces of equipment,
of which approximately 500 are vehicles and mobile equipment used
intensively in delivering city services. The fund also accumulates
replacement reserves for the replacement of vehicles when needed.
The adopted budget includes $2.2 million in 2023 and $1.4 million in
2024 for equipment replacements and new acquisitions. See public
work’s budget by department (section 3) for the full detailed listing.
Information Technology
Operating: $7M in
2023/$7.2M in 2024
Capital: $2M
1 business systems
analyst
The information technology (IT) fund was created in 2007 to allocate
the costs of the city’s centralized IT services costs. This fund provides
for citywide communication and data processing systems
improvements, maintenance and support including phone and
computer hardware and software, data center servers, storage and
network systems, business application systems development,
implementation and support, geographic information systems and
services, and mobile devices, copier and printer equipment for the
city.
The adopted budget of $8.1 million in 2023 and $8.2 million in 2024
includes a total of $2 million in IT capital projects over the 2‐year
budget period. This includes major replacement and enhancement of
Executive Summary - 2023/2024 Budget Highlights 1-14
2023/2024 Adopted Budget City of Renton, Washington
existing core networking, servers and storage equipment, end‐user
computers, copiers and printers.
Also, the adopted budget includes the addition of one limited term
position for project management and information technology support
for the finance ERP transition.
Risk Management
Operating: $22.4M in 2023
/$23.7M in 2024
The city’s risk management program consists of three funds: the
property and liability insurance fund (502), the employee health
insurance fund (512), and the LEOFF I retiree medical fund (522). The
502 fund’s annual budget totals $5.8 million for both 2023 and 2024,
consisting of property and liability insurance, workers compensation,
unemployment insurance, and program administration. Fund 502 also
includes one‐time transfers of $900 thousand each year to the general
fund to help with the loss of the annexation sales tax revenues that
ended in 2018. Initially these reserves were to be used in 2020,
however due to key decisions made early in the pandemic, these
reserves were not needed.
The city self‐insures employee health benefits with stop‐loss coverage
of $250k per incident. The 2023 and 2024 budget are based on
projected plan costs by the number of employees. The premium
increase is based on actual plan cost for the prior year along with an
actuarial analysis. At this time, the increase is projected at 8% for both
years.
Providing retiree health care is required by state law for LEOFF I
retirees. The city’s contribution is determined actuarially and re‐
evaluated every other year. The most recent actuarial study put the
city’s obligation at approximately $35.5 million in present value
therefore the city is contributing $1.8 million in 2023 and $2 million
in 2024 to fund this obligation.
Facilities
Operating: $6.8M in
2023/$7.0M in 2024
The facilities fund (504) was fully implemented in 2010 to accumulate
costs for maintaining and operating the city’s offices, public facilities
(primarily used by the general public), and operational facilities
(primarily used for city operations purposes), and charges the costs to
the appropriate functions/departments.
The adopted budget also includes $120 thousand per year for security
at the downtown parking garage.
Communications
Operating: $1.6M/year
The communications fund was also created in 2010 by pooling
citywide communications resources for the central print shop,
interoffice mail, external postage and printing services, and the
government TV channel operation. These were put in one place for
consistent coordination of brands, messages, and better prioritization
Executive Summary - 2023/2024 Budget Highlights 1-15
2023/2024 Adopted Budget City of Renton, Washington
of workload. The annual operating cost is at $1.6 million per year,
which is allocated based on actual services demand by departments.
Pension Trust Fund
Firemen’s Pension
Operating: $250K/year
The city is the custodian of the firemen’s pension fund, a trust fund
managed by appointed trustees consisting of city elected officials and
retired pensioners.
The fund accumulates resources and pays current pension benefits
per state law. The fund has sufficient assets to fully fund the city’s
pension obligation. Currently the plan assets generate more than
sufficient earnings to cover the benefits; and the city also receives a
distribution of a state fire insurance premium surcharge that is
restricted exclusively for fire pensions. The fund balance is expected
to grow due to the “overfunded” status of the pension. After the plan
is closed and all beneficiaries are expired, the balance may be moved
to LEOFF 1 retiree medical.
Executive Summary - 2023/2024 Budget Highlights 1-16
2023/2024 Adopted Budget City of Renton, Washington
Summary of New Programs (as mentioned in Highlights)
2023 Adopted 2024 Adopted
Dept/Package #DescriptionOne‐Time (1x)/
Ongoing (O)
FTE Tot Exp $Tot Rev $FTETot Exp $Tot Rev $
Legislative Dept Baseline 8.00 737,169 ‐ 8.00 767,280 ‐
No new requests ‐ ‐ ‐ ‐ ‐ ‐
Legislative Dept New Programs Total ‐ ‐ ‐ ‐ ‐ ‐
Legislative Dept Total 8.00 737,169$ ‐$ 8.00 767,280$ ‐$
Executive Dept Baseline 41.63 14,737,291 9,908,534 41.63 15,090,943 10,108,877
250003.0017 New Position ‐ Communications Specialist II O 1.00 176,401 ‐ 1.00 172,621 ‐
250003.0018 City wide communications increase professional svcs O ‐ 36,000 ‐ ‐ 36,000 ‐
250003.0019 City Clerk Election Costs & Text Capuring software O ‐ 149,000 ‐ ‐ 139,000 ‐
250003.0020 Mayor's Office Operations O ‐ 11,454 ‐ ‐ 16,454 ‐
250003.0021 Court Public Defenders O ‐ 22,000 ‐ ‐ 90,000 ‐
650003.0006 Executive Services Administration Increase 1x ‐ 125,000 ‐ ‐ ‐ ‐
650003.0007 Increase Print & Mail Assistant to 1.0 O 0.38 31,660 ‐ 0.38 32,872 ‐
650003.0008 503 ISF Charges for New FTEs 1x ‐ ‐ 51,150 ‐ ‐ 21,730
650006.0003 New Case Management System O ‐ 68,000 ‐ ‐ 3,000 ‐
650004.0034 ERP Transition O 1.00 163,418 163,418 1.00 183,761 183,761
Executive Dept New Programs Total 2.38 782,933 214,568 2.38 673,708 205,491
Executive Dept Total 44.00 15,520,224$ 10,123,102$ 44.00 15,764,650$ 10,314,368$
City Attorney Dept Baseline 15.00 3,224,711 ‐ 15.00 3,331,592 ‐
150006.0009 Training and Licensing Costs O ‐ 2,000 ‐ ‐ 2,000 ‐
City Attorney Dept New Programs Total ‐ 2,000 ‐ ‐ 2,000 ‐
City Attorney Dept Total 15.00 3,226,711$ ‐$ 15.00 3,333,592$ ‐$
Court Services Dept Baseline 17.00 3,395,240 3,871,060 17.00 3,563,092 3,871,060
No new requests 0 ‐ ‐ ‐ ‐ ‐ ‐
Court Services Dept New Programs Total ‐ ‐ ‐ ‐ ‐ ‐
Court Services Dept Total 17.00 3,395,240$ 3,871,060$ 17.00 3,563,092$ 3,871,060$
Community and Economic Development Dept Baseline 63.00 13,995,174 6,482,414 63.00 14,626,002 6,485,144
150007.0010 New Code Compliance Inspector 1x 1.00 227,929 ‐ 1.00 174,749 ‐
Community and Economic Development Dept New Programs Total 1.00 227,929 ‐ 1.00 174,749 ‐
Community and Economic Development Dept Total 64.00 14,223,103$ 6,482,414$ 64.00 14,800,751$ 6,485,144$
Equity, Housing, and Human Services Dept Baseline 11.00 3,152,967 83,133 11.00 3,264,634 83,133
150010.0006 Human Services Funding Increase O ‐ 250,000 ‐ ‐ 250,000 ‐
150010.0008 Housing Opportunity Fund 1x ‐ 100,000 ‐ ‐ ‐ ‐
250010.0001 Equity Manager 1.0 FTE O 1.00 124,705 ‐ 1.00 147,263 ‐
Equity, Housing, and Human Services Dept New Programs Total 1.00 519,705 ‐ 1.00 442,263 ‐
Equity, Housing, and Human Services Dept Total 12.00 3,672,672$ 83,133$ 12.00 3,706,897$ 83,133$
Finance Dept Baseline 24.00 5,848,243 500,000 24.00 6,054,473 480,000
650004.0034 ERP Transition O 1.00 165,419 ‐ 1.00 183,041 ‐
650004.0035 Bank Merchant Fee 1x ‐ 30,000 ‐ ‐ 30,000 ‐
750005.0002 Increase Fire Pension Annual Expenditures O ‐ 43,000 ‐ ‐ 44,000 ‐
Finance Dept New Programs Total 1.00 238,419 ‐ 1.00 257,041 ‐
Finance Dept Total 25.00 6,086,663$ 500,000$ 25.00 6,311,514$ 480,000$
Executive Summary - 2023/2024 Budget Highlights 1-17
2023/2024 Adopted Budget City of Renton, Washington
Summary of New Programs (as mentioned in Highlights) continued
2023 Adopted 2024 Adopted
Dept/Package #DescriptionOne‐Time (1x)/
Ongoing (O)
FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $
Human Resources and Risk Management Dept Baseline 14.00 24,203,720 22,523,044 14.00 25,545,413 23,871,566
650014.0014 Cost Increases for Services O ‐ 15,130 ‐ ‐ 15,130 ‐
650014.0015 Employee Accommodation O ‐ 10,000 ‐ ‐ 10,000 ‐
650014.0016 Temporary employee for Laserfiche data transfer 1x ‐ 9,600 ‐ ‐ ‐ ‐
650004.0034 ERP Transition O 0.50 111,528 ‐ 0.50 121,768 ‐
Human Resources and Risk Management Dept New Programs Total 0.50 146,258 ‐ 0.50 146,898 ‐
Human Resources and Risk Management Dept Total 14.50 24,349,979$ 22,523,044$ 14.50 25,692,311$ 23,871,566$
Parks & Recreation Dept Baseline 72.50 19,718,829 5,631,397 72.50 21,294,462 6,086,549
350020.0058 Add three (3) fleet vehicles to Parks Maintenance 1x ‐ 75,000 ‐ ‐ 150,000 ‐
350020.0059 Add One Lead and Two Parks Maintenance Positions 1x 3.00 545,083 ‐ 3.00 426,543 ‐
550020.0023 Increase Golf Course Fees 1x ‐ 127,012 328,850 ‐ 132,912 408,735
550020.0025 PPNR ‐ Capital Project Manager Conversion 1x 1.00 176,731 ‐ ‐ 7,427 ‐
Parks & Recreation Dept New Programs Total 4.00 923,826 328,850 3.00 716,883 408,735
Parks & Recreation Dept Total 76.50 20,642,654$ 5,960,247$ 75.50 22,011,344$ 6,495,284$
Police Dept Baseline 164.00 47,765,851 425,000 164.00 49,988,282 425,000
150008.0040 Comunications and Community Engagement Manager‐FTE O 1.00 180,570 ‐ 1.00 200,120 ‐
150008.0042 Valley Communications ‐ Increase O ‐ ‐ ‐ ‐ 176,000 ‐
150008.0043 Police ‐ Public Records Request Additions O 2.00 262,359 ‐ 2.00 263,968 ‐
150008.0044 Police ‐ New Equipment 1x ‐ 500,000 ‐ ‐ ‐ ‐
150008.0045 Police ‐ Additional Police Officers O4.00 619,564 ‐ 4.00 706,052 ‐
Police Dept New Programs Total 7.00 1,562,494 ‐ 7.00 1,346,141 ‐
Police Dept Total 171.00 49,328,345$ 425,000$ 171.00 51,334,423$ 425,000$
Public Works Dept Baseline 203.50 121,795,509 105,376,448 203.50 127,752,408 109,542,379
150015.0001 City Parking Garage Security Contract O ‐ 120,000 ‐ ‐ 120,000 ‐
450015.0017 Airport Operations Increase O ‐ 28,500 ‐ ‐ 28,500 ‐
450015.0018 Traffic Signal Supply Increase O ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0019 Traffic Sign Supply Increase O ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0020 Comm Supply Account Increase O ‐ 10,000 ‐ ‐ 10,000 ‐
450015.0021 Marking Supply Account Increase O ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0022 Lighting Supply Account Increase O ‐ 10,000 ‐ ‐ 10,000 ‐
550015.0025 2024 Comprehensive Rate Study 1x ‐ ‐ ‐ ‐ 160,000 ‐
550015.0026 Solid Waste Litter Control Increase O ‐ 118,000 ‐ ‐ 45,700 ‐
550015.0027 Public Works Sustainability Increase O ‐ 29,653 ‐ ‐ 29,653 ‐
550015.0028 NPDES Permit Fee Increase O ‐ 30,000 ‐ ‐ 30,000 ‐
550015.0030 Water Engineering and Planning Increase O ‐ 200,197 1,970,815 ‐ 78,059 945,572
550015.0031 Wastewater Engineering and Planning Increase O ‐ 113,640 648,479 ‐ 183,391 674,616
550015.0032 Surface Water Engineering and Planning Increase O ‐ 76,084 889,878 ‐ 90,777 1,061,719
550015.0033 King County Metro Fund Increase O ‐ 951,091 951,091 ‐ 2,078,551 2,078,551
550015.0034 Solid Waste Collection Increase O ‐ 1,760,960 1,820,764 ‐ 1,795,956 1,833,404
650015.0003 504 ISF Charges for New FTEs 1x ‐ ‐ 65,040 ‐ ‐ 8,640
650015.0004 501 ISF Charges for New FTEs O ‐ ‐ 376,700 ‐ ‐ 171,200
Public Works Dept New Programs Total ‐ 3,493,125 6,722,767 ‐ 4,705,587 6,773,702
Public Works Dept Total 203.50 125,288,634$ 112,099,215$ 203.50 132,457,994$ 116,316,081$
OCS‐LTGO Bonds Dept Baseline ‐ 16,534,552 125,294,499 ‐ 18,446,635 128,761,031
No new requests ‐ ‐ ‐ ‐ ‐ ‐
OCS‐LTGO Bonds Dept New Programs Total ‐ ‐ ‐ ‐ ‐ ‐
OCS‐LTGO Bonds Dept Total ‐ 16,534,552$ 125,294,499$ ‐ 18,446,635$ 128,761,031$
Citywide Baseline 633.63 275,109,257 280,095,529 633.63 289,725,214 289,714,739
New Programs Total 16.88 7,896,688 7,266,185 15.88 8,465,269 7,387,929
Citywide Total 650.50 283,005,945$ 287,361,714$ 649.50 298,190,483$ 297,102,667$
Executive Summary - 2023/2024 Budget Highlights 1-18
2023/2024 Adopted Budget City of Renton, Washington
The Budget Process
Washington state law requires that cities must adopt a balanced budget prior to the beginning of the fiscal year.
The adopted budget appropriates funds and establishes legal expenditure limits for the upcoming fiscal year.
Washington state law also allows for the adoption of biennial budgets provided the city council also adopts a
second ordinance for a mid‐biennial review and modification prior to the end of the first year in the fiscal
biennium. In 2011, the City of Renton moved from an annual budget to a biennial budget with mid‐biennial review.
Budget Development and Adoption
The City of Renton’s development of the biennial budget occurs every two years from February through October.
Development begins with the mayor and the council’s review of the city’s current service levels and projected
revenues into the new biennium to determine if they need to make significant changes to the budget. During this
review, the mayor’s first priority is to ensure that the city is able maintain the current levels of service. As costs to
maintain service levels continue to rise, additional funding may need to be identified to preserve the current levels
of service. Alternatively, if revenues are expected to decline, cost‐cutting measures may be implemented.
The mayor and the council hold a strategic planning retreat in February/March of each year in order to determine
whether the city’s current levels of service are meeting the needs of our community, adopt the city’s business
plan goals, and sets policy direction and priorities for the next budget cycle.
During May, June and July, city departments prepare and submit budget proposals with the estimates for
providing existing service levels for each year in the biennium. In addition, they submit capital improvement
program (CIP) budgets and requests for new programs that they would like the mayor to consider, which include
current service level expansion and new services. The mayor then evaluates the departments' proposals to ensure
they align with council’s adopted business plan goals and recommends to council for approval.
The mayor must provide a proposed biennial budget to the council no later than the first Monday of October. The
mayor’s proposal also includes the estimated revenue to support the costs of providing city services. Proposed
expenditures cannot exceed the reasonably anticipated revenue sources, unless new revenue sources are also
being proposed, in which case, proposed legislation to authorize the new revenue sources must be submitted to
the city council along with the proposed budget.
After the mayor submits the proposed budget, the council conducts public hearings. During the same time frame,
the council holds committee meetings in open sessions to discuss budget requests with department
representatives and make subsequent amendments to the mayor’s proposed budget. Once the public hearings
have been held, the deliberative process is complete, and the council has made their changes, the city council will
adopt the budget ordinance in November.
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.
Executive Summary - Budget at a Glance 1-19
2023/2024 Adopted Budget City of Renton, Washington
Biennial Budget Calendar
The following table illustrates a typical biennial budget calendar for both the initial budget development year and
the mid‐biennium adjustment year. The process and legal deadlines in Year 1 is identical to the annual budget
process. Year 2 is the simplified mid‐year review process.
123456789101112123456789101112
1. Administration planning retreat
2. Council sets budget priorities and guidance in workshop
3. First quarter financial report to Council Committee of
the Whole
4. Administration develops budget parameters
5. Staff provide capital facilities plan update to council
6. Mayor’s staff prioritize programs/proposal and submit
recommendation to the mayor
7. Departments submits budget requests
8. Finance reviews requests to ensure consistency with
council’s and mayor’s directions
9. Departments identify necessary mid‐biennium
adjustments
10. Finance updates revenue estimates and compiles with
department submittals
11. Preliminary budget document prepared, printed, and
filed with city clerk and presented to the city council (at least
60 days prior to the ensuing fiscal year)
12. City clerk publishes notice of the filing of preliminary
budget and notice of public hearing to be held during
preliminary budget deliberations
15. City council adopts an ordinance to establish the
amount of property taxes to be levied in the ensuing year
16. Final budget/mid‐biennium adjustments, as adopted, is
published and distributed within the first three months of
the following year
represents mid‐biennium process instead of proposed biennial budget
14. City council makes modifications to the proposed
budget/mid‐biennium adjustments
Process Description Year 1Year 2
13. City council conducts workshops and public hearings on
the preliminary budget including revenues and property tax
Executive Summary - Budget at a Glance 1-20
2023/2024 Adopted Budget City of Renton, Washington
Budgetary Basis and Basis of Accounting
Basis of accounting refers to the point at which revenues or expenditures/expenses are recognized. The city’s
budget is adopted on the modified accrual basis of accounting: revenue is reported when it is both measurable
and available and expenditures are reported when the liabilities are incurred. Property tax, sales taxes, and other
tax‐payer assessed revenues due for the current year are considered both measurable and available for budgetary
purposes, even though a portion may be collected in the subsequent year. Licenses, fines, penalties, and
miscellaneous revenues are recorded as revenue as they are received in cash since this is when they are both
available and can be accurately measured.
The budgetary basis of accounting does vary slightly from the city’s financial statement reporting. Both
governmental activities and business‐type activities in the government‐wide statements, the proprietary fund,
and the fiduciary fund statements are presented on the full accrual basis of accounting. Revenues are recognized
when earned and expenses are recognized when incurred. Whereas, the governmental fund financial statements
are presented on the modified accrual basis of accounting, similar to the budgetary basis of accounting except for
the following differences:
Perspective differences – the general fund is structured differently for budgeting purposes than it is for
reporting under GAAP. This city maintains various management funds that are reported within the general
fund. Consolidation of the funds results in the elimination of transfers between the consolidated funds
for GAAP reporting.
Basis difference – certain payments and receipts are budgeted for in a manner that is inconsistent with
GAAP. Interfund payments for indirect cost allocations and reimbursement of payroll costs associated
with capital projects are budgeted as interfund revenues; however, these payments are reclassified as a
reduction of the expenditure for GAAP reporting. In addition, interfund loan payments are budgeted as
debt service expenditures; however, these payments are reclassified as a reduction of the interfund loan
payable for GAAP reporting.
The budget, as adopted, constitutes the legal authority for expenditures. The budget is adopted with budgetary
control at the fund level, by year. Expenditures may not legally exceed appropriations at the fund level of detail
for each year of the biennium. Transfers or revisions within funds are allowed, but only the city council has the
legal authority to increase or decrease a given fund’s budget. Any unspent operating appropriations automatically
lapse at the end of each fiscal year, except for any amounts that are continued through the city’s annual adopted
carry‐forward ordinance. The carry‐forward ordinance also identifies unspent capital appropriations to be carried
forward into the following year.
Executive Summary - Budget at a Glance 1-21
2023/2024 Adopted Budget City of Renton, Washington
Governmental Funds
*General Government
General Fund
000
Community Services
Fund
001
Street Fund
003
Leased City Properties
108
Economic Development Reserve
098
Museum Fund
005
Municipal Art
125
Debt Service
LTGO
215
Special Revenue
Special Hotel/Motel
Tax
110
Cable Communication
127
Housing & Supportive Services
130
Springbook Wetlands
Bank Fund
135
Police Seizure Fund
140,141
Mitigation Funds
304,310,311,312
*Capital Projects
Mitigation Funds
303, 305
REET Funds
308, 309
Municipal Facilities
316
Transportation
317
Family First Center
346
Proprietary Funds
Enterprise
*Waterworks
Utilities
Utility Operations
405,406,407,
416
Utility Construction
425,426,427
Utility Debt Service
Airport
Airport Operations
402
Airport Construction
422
*Solid Waste
Utility
403
Golf Course
Golf Operations
404
Golf Construction
424
Internal Service
Equipment Rental
501
Insurance Services
502, 512, 522
Information
Technology
503
Facilities
504
Communication
505
Budgetary Fund Structure
Financial Structure
The city’s budget comprises seven major fund types, as shown below: General Government, Special Revenue,
Debt Service, Capital Projects, Enterprise, Internal Service, and Fiduciary Funds. The following pages provide a
general overview of each fund type.
Major Funds are those with budgets representing ten percent or more of the city’s overall budget. They are marked
with an asterisk (*).
Executive Summary - Budget at a Glance 1-22
2023/2024 Adopted Budget City of Renton, Washington
1. General Governmental Funds
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
• Fees, licenses, and permits • Parks and recreation
• Fines and forfeitures • Municipal court / legal services
• Intergovernmental (Federal, State, and Local) • Street maintenance planning
• Economic development / planning
• Administrative functions
• Housing and human services
2. 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
• Federal, State, and Local Grants • Economic development
• Taxes • Cable communications
Drug seizure funds • Police drug enforcement
Impact mitigation • Art fund
3. Debt Service Funds
These funds are used to account for accumulation of dedicated revenue and payment of principal and
interest related to the city’s general obligation bond issues.
Major Revenues Primary Services
• Property tax levies • Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
Executive Summary - Budget at a Glance 1-23
2023/2024 Adopted Budget City of Renton, Washington
4. Capital Investment 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 2023‐2028 City of Renton capital
investment program section.
5. Enterprise Funds
These funds are used to account for operations that are financed and operated in a manner similar to private
business enterprises. Services are financed primarily through user fees.
Major Revenues Primary Services
• Service (user) charges • City utilities
• Federal, state, and local grants • Renton municipal airport
• Revenue bonds • Maplewood golf course
• State loans
6. Internal Service Funds
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
• Insurance, health / property liability
• Information technology
• Facilities
• Communications
7. 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
Major Revenues Primary Services
• Federal, state, and local grants • Capital investment projects
• Special assessments
• Property tax
• B&O tax & business licensing fee
• Real estate excise tax
• Impact mitigation
Executive Summary - Budget at a Glance 1-24
2023/2024 Adopted Budget City of Renton, Washington
Employment History – City of Renton
The total authorized FTE count is for regular full‐time, part‐time and limited term positions. Refer to the Budget by Department section for additional detail.
General
Government Enterprise Total FTE's
2023 Adopted Staffing Changes
Regular (full‐time and part‐time)516.54 118.09 634.63
Community & Economic Development 1.00 1.00
Executive 1.38 1.38
Equity, Housing & Human Services 1.00 1.00
Parks & Recreation 2.00 2.00
Police 7.00 7.00
Total Regular (full‐time and part‐time) 528.91 118.09 647.00
Authorized Limited Term Staffing 2.00 0.00 2.00
Parks & Recreation ‐1.00 ‐1.00
Executive 1.00 1.00
Finance 1.00 1.00
Human Resources & Risk Management 0.50 0.50
Total Limited Term Staffing 3.50 0.00 3.50
Total 2023 Adopted Staffing (Regular + Limited Term)532.41 118.09 650.50
2024 Adopted Staffing Changes
Regular (full‐time and part‐time)528.91 118.09 647.00
Parks & Recreation ‐1.00 ‐1.00
Total Regular (full‐time and part‐time) 527.91 118.09 646.00
Limited Term Staffing 3.50 0.00 3.50
Total 2024 Adopted Staffing (Regular + Limited Term)531.41 118.09 649.50
Executive Summary - Budget at a Glance 1-25
2023/2024 Adopted Budget City of Renton, Washington
Employment History – City of Renton (continued)
General
Government Enterprise Total FTE's
2021/2022 Adopted Staffing Changes
Regular (full‐time and part‐time)497.94 117.09 615.03
Parks & Recreation ‐1.00 ‐1.00
Total Regular (full‐time and part‐time) 496.94 117.09 614.03
Authorized Limited Term Staffing 1.50 0.00 1.50
Executive ‐1.00 ‐1.00
Parks & Recreation ‐0.50 ‐0.50
Total Limited Term Staffing 0.00 0.00 0.00
Total 2022 Adopted Staffing (Regular + Limited Term)496.94 117.09 614.03
2021/2022 Adjustments
Regular (full‐time and part‐time)496.94 117.09 614.03
Executive 2.00 2.00
Equity, Housing & Human Services 3.50 3.50
Finance 1.00 1.00
Public Works 5.00 1.00 6.00
Community & Economic Development 6.50 6.50
City Attorney 1.00 1.00
Police 0.60 0.60
Total Regular (full‐time and part‐time) 516.54 118.09 634.63
Authorized Limited Term Staffing 0.00 0.00 0.00
Human Resources & Risk Management 1.00 1.00
Parks & Recreation 1.00 1.00
Total Limited Term Staffing 2.00 0.00 2.00
Total 2022 Authorized Staffing (Regular + Limited Term)518.54 118.09 636.63
Executive Summary - Budget at a Glance 1-26
2023/2024 Adopted Budget City of Renton, Washington
Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 2)
See Budget by Department (3‐1) for details.
2020 2021 2021 2022 2022 2023 2024 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Legislative Services
City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00
City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Total Regular FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00
Executive
Mayor's Office 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Executive Services Admin 1.00 1.00 0.60 1.00 0.60 0.74 0.74 ‐0.26 0.00
City Clerk 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00
Information Technology 20.00 20.00 21.00 20.00 22.00 22.53 22.53 2.53 0.00
Organizational Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Communications 6.63 5.63 6.03 5.63 6.03 7.73 7.73 2.10 0.00
Emergency Management 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Total Regular FTE 40.63 39.63 40.63 39.63 41.63 44.00 44.00 4.37 0.00
Court Services
Municipal Court 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.00 0.00
Total Regular FTE 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.00 0.00
City Attorney
City Attorney 14.00 14.00 14.00 14.00 15.00 15.00 15.00 1.00 0.00
Total Regular FTE 14.00 14.00 14.00 14.00 15.00 15.00 15.00 1.00 0.00
Community and Economic Development
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Economic Development 4.00 4.00 4.00 4.00 10.00 10.00 10.00 6.00 0.00
Planning 15.50 15.50 15.50 15.50 14.00 14.00 14.00 ‐1.50 0.00
Development Services 20.00 20.00 20.00 20.00 20.00 21.00 21.00 1.00 0.00
Development Engineering 15.00 15.00 15.00 15.00 17.00 17.00 17.00 2.00 0.00
Total Regular FTE 56.50 56.50 56.50 56.50 63.00 64.00 64.00 7.50 0.00
Equity, Housing & Human Services
Administration 0.00 0.00 2.00 0.00 3.00 4.00 4.00 4.00 0.00
Housing 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Community Outreach 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00
Neighborhood Programs 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Human Services 4.50 4.50 4.50 4.50 4.00 4.00 4.00 ‐0.50 0.00
Total Regular FTE 7.50 7.50 10.50 7.50 11.00 12.00 12.00 4.50 0.00
Finance
Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Operations 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00
Tax & Licensing 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Grant Administration 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00
Utility Billing 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00 0.00
Budget & Accounting 6.00 6.00 6.00 6.00 6.00 7.00 7.00 1.00 0.00
Total Regular FTE 23.00 23.00 24.00 23.00 24.00 25.00 25.00 2.00 0.00
Human Resources/Risk Management
Admin/Employee Relations 8.00 7.70 7.70 7.70 7.70 8.20 8.20 0.50 0.00
Benefits 1.75 2.55 2.55 2.55 2.55 2.55 2.55 0.00 0.00
Risk Management 3.25 2.75 2.75 2.75 3.75 3.75 3.75 1.00 0.00
Total Regular FTE 13.00 13.00 13.00 13.00 14.00 14.50 14.50 1.50 0.00
Executive Summary - Budget at a Glance 1-27
2023/2024 Adopted Budget City of Renton, Washington
Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 2)
See Budget by Department (3‐1) for details.
2020 2021 2021 2022 2022 2023 2024 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Parks and Recreation
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Parks & Trails 34.85 34.85 34.85 34.85 34.85 37.85 37.85 3.00 0.00
Recreation 18.75 18.25 19.00 18.25 19.25 18.25 18.25 0.00 0.00
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Golf Course 12.00 12.00 12.00 12.00 12.00 12.00 12.00 0.00 0.00
Parks Plan and Nat Res 7.40 6.40 6.40 6.40 6.40 5.40 4.40 ‐1.00 ‐1.00
Total Regular FTE 76.00 74.50 75.25 74.50 75.50 76.50 75.50 2.00 ‐1.00
Public Works
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Maintenance Services 92.00 92.00 92.00 92.00 94.00 94.00 94.00 2.00 0.00
Transportation Services 31.00 31.00 31.00 31.00 31.50 31.50 31.50 0.50 0.00
Utility Systems 28.50 28.50 28.50 28.50 26.50 26.50 26.50 ‐2.00 0.00
Sustainability & Solid Waste 0.00 0.00 0.00 0.00 5.50 5.50 5.50 5.50 0.00
Airport 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00 0.00
Facilities 35.00 35.00 35.00 35.00 35.00 35.00 35.00 0.00 0.00
Total Regular FTE 197.50 197.50 197.50 197.50 203.50 203.50 203.50 6.01 0.00
Police
Administration 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.00 0.00
Patrol Operations 67.00 67.00 66.00 67.00 69.00 73.00 73.00 6.00 0.00
Special Operations 20.00 20.00 20.00 20.00 17.00 17.00 17.00 ‐3.00 0.00
Patrol Services 16.00 16.00 17.00 16.00 17.00 17.00 17.00 1.00 0.00
Investigations 24.00 24.00 24.00 24.00 24.00 24.00 24.00 0.00 0.00
Administrative Services 15.00 15.00 15.00 15.00 15.00 16.00 16.00 1.00 0.00
Staff Services 17.40 17.40 18.00 17.40 18.00 20.00 20.00 2.60 0.00
Total Regular FTE 163.40 163.40 164.00 163.40 164.00 171.00 171.00 7.60 0.00
Total All Staffing (Regular FTE) 616.53 614.03 620.38 614.03 636.63 650.50 649.50 36.48 ‐1.00
Executive Summary - Budget at a Glance 1-28
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Property Tax
9%
Sales Tax
12%Utility Taxes
6%
B & O
Taxes
3%
Other Taxes
4%
Inter‐Gov
2%
Dev Svc
2%
Utility Service
Charges
33%
Fines &
Forfeits
2%
Misc
4%
Interfund
Transaction
22%
Capital Grants
1%
2021‐22 Citywide Revenue & Sources $494.2 million
Property Tax
9%
Sales Tax
14%
Utility Taxes
6%
B & O
Taxes
6%
Other
Taxes
4%
Inter‐
Gov
1%
Dev Svc
2%
Utility Service
Charges
30%
Fines & Forfeits
2%
Misc
3%
Interfund
Transaction
22%
Capital Grants
1%
2023‐24 Citywide Revenue & Sources $584.5 million
Citywide Revenues and Sources
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
Citywide Revenue & Resources Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Revenue:
Property Tax 21,874,241$ 21,494,697$ 21,709,653$ 22,582,760$ 22,709,653$ 25,163,846$ 25,898,761$ 7,858,257$ 18.2%
Sales Tax 30,996,947 28,648,434 31,139,645 40,340,908 41,566,025 41,589,368 41,668,127 23,469,416 39.3%
Utility Taxes 16,039,955 15,100,639 15,815,967 16,799,380 16,345,967 17,148,049 17,312,797 3,544,240 11.5%
B&O Tax 7,615,650 6,500,000 9,500,000 12,613,673 13,500,000 15,400,000 17,600,000 17,000,000 106.3%
Real Estate Excise Tax 6,606,980 4,500,000 4,600,000 10,087,876 4,600,000 4,600,000 4,600,000 100,000 1.1%
Other Taxes 4,238,251 3,468,666 4,532,519 5,934,400 5,415,241 4,989,162 5,038,610 2,026,587 25.3%
Sub‐total ‐ Taxes 87,372,025 79,712,436 87,297,784 108,358,997 104,136,885 108,890,425 112,118,295 53,998,500 32.3%
Business License Fee 1,009,760 918,780 927,968 1,085,936 927,968 932,607 937,270 23,129 1.3%
Licenses & Permits 102,280 140,674 140,674 110,165 140,674 110,674 110,674 (60,000) ‐21.3%
State Shared Revenue 4,320,508 4,627,277 4,632,277 5,179,642 5,537,517 4,252,635 4,261,464 (745,455) ‐8.1%
Development Services 4,608,588 3,676,588 4,642,706 4,986,031 6,481,584 4,924,923 4,928,223 1,533,852 18.4%
Utility Service Charges 76,014,225 79,813,861 82,300,125 79,927,146 83,819,666 87,526,686 90,284,517 15,697,217 9.7%
Other Charges for Services 2,624,112 3,224,372 3,303,652 4,960,872 5,843,662 6,108,675 6,254,865 5,835,516 89.4%
Fines and Forfeits 4,647,437 5,543,507 5,751,054 6,674,704 6,001,793 5,558,429 5,558,429 (177,702) ‐1.6%
Interest Earnings 7,911,030 6,028,409 6,753,329 5,032,616 3,827,323 2,870,331 2,878,376 (7,033,031) ‐55.0%
Miscellaneous Revenue 1,340,968 298,722 298,722 751,828 6,729,336 180,922 180,922 (235,600) ‐39.4%
Subtotal Operating Revenue 189,950,933 183,984,626 196,048,291 217,067,937 223,446,408 221,356,307 227,513,036 68,836,427 18.1%
Intergovernmental Grants 12,493,670 500,564 434,677 14,042,086 84,859,763 341,138 344,687 (249,416) ‐26.7%
Mitigation Fees/Capital Contri.4,005,545 1,168,500 1,168,500 5,767,582 16,975,256 3,214,500 3,214,500 4,092,000 175.1%
Bond/Loan/Capital Proceeds 175,000 ‐ ‐ ‐ 263,822 46,216 46,216 92,433 N/A
Subtotal Capital Sources 16,674,215 1,669,064 1,603,177 19,809,668 102,098,841 3,601,854 3,605,403 3,935,017 120.3%
Interfund Services 35,571,153 44,482,295 45,899,929 41,871,739 49,857,477 51,829,920 53,966,244 15,413,941 17.1%
Interfund Transfers 21,918,839 11,772,387 8,719,459 20,676,724 44,202,306 10,573,632 12,017,984 2,099,771 10.2%
Subtotal Interfund Transactions 57,489,992 56,254,682 54,619,388 62,548,464 94,059,782 62,403,553 65,984,228 17,513,711 15.8%
Total Rev/Other Svcs 264,115,140$ 241,908,372$ 252,270,855$ 299,426,068$ 419,605,032$ 287,361,714$ 297,102,667$ 90,285,155$ 18.3%
Executive Summary - Long Range Plan 1-29
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
General
Gov
9%
CED
4%
Parks & Rec
8%Police
17%
EHHS
1%
Public Works
44%
Human
Resource &
Risk
8%
Citywide
9%
2021‐22 Adopted Citywide Expenditure & Uses
$507.5 million
General
Gov
10%
CED
5%
Parks & Rec
7%Police
18%
EHHS
1%
Public
Works
44%
Human Resource
& Risk
8%
Citywide
7%
2023‐24 Citywide Expenditure & Uses
$581.2 million
Citywide Expenditures & Uses by Department
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
Citywide Expenditure & Uses Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Legislative 425,744$ 512,544$ 526,945$ 592,929$ 715,534$ 737,169$ 767,280$ 464,959$ 44.7%
Court 2,440,873 3,102,930 3,215,462 2,622,084 3,645,369 3,395,240 3,563,092 639,941 10.1%
Executive 17,060,009 12,879,173 13,123,407 11,442,000 22,689,850 15,501,449 15,762,205 5,261,075 20.2%
Finance 4,222,728 4,787,282 4,932,463 4,677,832 6,135,015 6,082,888 6,310,029 2,673,172 27.5%
City Attorney 2,207,330 2,611,347 2,700,512 2,440,373 3,165,139 3,226,711 3,333,592 1,248,443 23.5%
Community & Eco Development 10,576,642 10,808,262 11,186,070 10,491,001 19,557,887 14,144,228 14,792,746 6,942,641 31.6%
Parks & Recreation 23,453,466 22,023,339 21,481,400 16,354,764 46,150,761 20,184,544 21,230,834 (2,089,360) ‐4.8%
Police 37,097,626 42,530,483 43,642,136 41,403,709 47,893,860 49,279,460 51,322,888 14,429,729 16.7%
Equity, Housing & Human Services 1,482,478 1,493,644 1,522,001 3,298,257 5,886,441 3,668,897 3,705,412 4,358,664 144.5%
Public Works 103,255,270 104,638,484 117,134,515 129,618,278 285,986,410 124,456,714 132,348,374 35,032,089 15.8%
Human Resource Risk Management 15,998,499 18,877,237 20,133,146 18,181,055 21,564,113 23,393,336 24,790,826 9,173,779 23.5%
Other City Services*9,513,715 12,958,012 10,144,791 10,372,203 12,352,748 8,361,677 8,245,221 (6,495,905) ‐28.1%
Total Operating Expenditures 227,734,380 237,222,737 249,742,847 251,494,485 475,743,126 272,432,313 286,172,499 71,639,227 14.7%
Subtotal Uses 227,734,380 237,222,737 249,742,847 251,494,485 475,743,126 272,432,313 286,172,499 71,639,227 14.7%
Inter‐Fund Transfers/Loans (various)21,915,703 11,772,387 8,719,459 20,678,861 44,202,306 10,573,632 12,017,984 2,099,771 10.2%
Total Exp/Other Uses 249,650,083$ 248,995,124$ 258,462,306$ 272,173,346$ 519,945,432$ 283,005,945$ 298,190,483$ 73,738,998$ 14.5%
In(De)crease in Fund Balance 14,465,058 (7,086,753) (6,191,451) 27,252,721 (100,340,400) 4,355,769 (1,087,816)
Beginning FB 268,898,747 151,432,872 144,346,119 283,363,805 310,616,526 210,276,126 214,631,895
Ending FB 283,363,805 144,346,119 138,154,668 310,616,526 210,276,126 214,631,895 213,544,079
* Debt Service is reported under Other City Services
Executive Summary - Long Range Plan 1-30
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Personnel
37%
Supplies/
Small Eq
2%
Services &
Utilities
30%
Inter‐Gov
0%
InterFund
20%
Capital
7%
Debt Service
4%
2021‐22 Citywide Expenditure & Uses by Line
Item $507.5 million
Personnel
38%
Supplies/
Small Eq
2%Services &
Utilities
30%
Inter‐Gov
0%
InterFund
20%
Capital
8%
Debt Service
2%
2023‐24 Citywide Expenditure & Uses by Line
Item $581.2 million
Citywide Expenditures & Uses by Line Item
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
Citywide Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Expenditure by Line item
Wages 54,235,425$ 58,636,958$ 60,504,765$ 54,252,623$ 67,266,523$ 70,353,608$ 74,160,386$ 25,372,272$ 21.3%
Overtime 2,832,825 2,172,115 2,172,515 3,131,514 2,182,515 2,187,195 2,187,595 30,160 0.7%
Retirement 5,917,400 7,627,125 7,913,773 5,543,778 8,548,251 7,713,610 8,177,890 350,603 2.3%
Social Security 4,092,199 4,389,299 4,505,050 4,116,626 4,961,406 5,227,233 5,440,538 1,773,422 19.9%
Medical 9,947,656 13,443,330 14,653,262 11,012,142 15,234,030 15,533,141 16,783,810 4,220,360 15.0%
LEOFF Medical 1,591,684 2,591,684 2,591,684 2,591,684 2,591,684 1,792,000 1,917,000 (1,474,368) ‐28.4%
Payroll Taxes 1,783,464 2,301,287 2,348,761 1,570,039 2,218,046 2,337,113 2,363,548 50,613 1.1%
Intermittent Pay / Benefit 486,600 1,881,262 1,882,826 883,755 1,884,600 1,927,763 1,869,727 33,402 0.9%
Total Personnel Costs 80,887,254 93,043,059 96,572,636 83,102,162 104,887,054 107,071,663 112,900,494 30,356,463 16.0%
Materials/Supplies & Small Eq 6,020,721 5,594,328 5,593,217 5,629,270 9,109,427 5,564,898 5,563,787 (58,860) ‐0.5%
Services 74,340,962 75,645,045 76,673,176 77,783,879 99,439,572 84,265,676 88,282,401 20,229,856 13.3%
Debt Service 10,986,174 10,773,594 7,929,644 10,227,836 7,673,466 6,598,690 6,591,044 (5,513,503) ‐29.5%
Interfund‐IDC & Services 4,232,487 4,373,267 4,499,582 3,414,314 3,938,895 5,309,214 5,535,535 1,971,900 22.2%
IS‐IT 5,373,361 6,435,900 6,578,379 4,714,050 9,128,748 7,355,595 7,537,438 1,878,754 14.4%
IS‐Communication 341,186 1,154,732 1,186,600 827,217 1,373,535 1,592,402 1,663,767 914,837 39.1%
IS‐ER M&O 3,037,444 2,890,489 2,940,243 3,040,489 3,134,995 3,256,782 3,337,615 763,665 13.1%
IS‐ER RR 604,778 3,502,287 3,263,371 3,410,907 3,212,202 3,173,217 3,056,588 (535,853) ‐7.9%
IS‐Insurance 1,698,109 1,740,148 1,767,616 1,740,148 2,463,026 2,884,177 2,912,429 2,288,842 65.3%
IS‐Facilities 4,149,775 5,992,730 6,179,470 5,025,802 6,493,654 6,816,627 7,060,179 1,704,607 14.0%
IS‐EE Medical 11,415,939 13,924,752 15,056,476 12,668,792 15,056,476 16,925,534 18,197,602 6,141,907 21.2%
Transfer out (capital/Reserves)21,915,703 11,772,387 8,719,459 20,918,249 45,014,426 10,826,632 12,261,984 2,596,771 12.7%
Subtotal Non‐Personnel Cost 144,116,640 143,799,658 140,387,234 149,400,953 206,038,422 154,569,444 162,000,370 32,382,922 11.4%
Exp Before Capital 225,003,893 236,842,717 236,959,869 232,503,114 310,925,476 261,641,107 274,900,864 62,739,385 13.2%
Capital 24,646,190 12,152,407 21,502,437 39,670,232 209,019,956 21,364,838 23,289,619 10,999,613 32.7%
Exp Before Interfund 24,646,190 12,152,407 21,502,437 39,670,232 209,019,956 21,364,838 23,289,619 10,999,613 32.7%
Grand Total 249,650,083$ 248,995,124$ 258,462,306$ 272,173,346$ 519,945,432$ 283,005,945$ 298,190,483$ 73,738,998$ 14.5%
Executive Summary - Long Range Plan 1-31
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Property Tax
21%
Sales Tax
29%
Utility Tax
15%
B & O Taxes
8%
Other Taxes
4%Intergovt
4%
Dev. Svs
4%
Svc Chrgs
4%
Court Fines
4%
Interfund
5%
Misc.
2%
2021‐22 Adopted General Fund Revenue &
Sources $203.3 million
Property Tax
20%
Sales Tax
30%
Utility Tax
13%
B & O Taxes
13%
Other Taxes
4%
Intergovt
3%Dev. Svs
4%Svc Chrgs
3%
Court Fines
3%
Interfund
5%
Misc.
2%
2023‐24 Adopted General Fund Revenue &
Sources $254.9 million
General Fund Revenues and Sources
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
General Government Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Revenue:
Property Tax 21,874,241$ 21,494,697$ 21,709,653$ 22,582,760$ 22,709,653$ 25,163,846$ 25,898,761$ 7,858,257$ 18.2%
Sales Tax 30,176,151 28,448,434 30,939,645 36,891,360 37,876,025 37,889,368 37,968,127 16,469,416 27.7%
Utility Taxes 16,039,955 15,100,639 15,815,967 16,799,380 16,345,967 17,148,049 17,312,797 3,544,240 11.5%
Business & Occupation Tax 7,615,650 6,500,000 9,500,000 12,613,673 13,500,000 15,400,000 17,600,000 17,000,000 106.3%
Other Taxes 4,158,108 3,410,992 4,474,845 5,862,141 5,357,567 4,931,488 4,980,936 2,026,587 25.7%
Subtotal Taxes 79,864,105 74,954,762 82,440,110 94,749,316 95,789,211 100,532,751 103,760,621 46,898,500 29.8%
Business License (GF portion)1,009,760 918,780 927,968 1,085,936 927,968 932,607 937,270 23,129 1.3%
Building Permit/Development Services 3,949,659 3,460,637 4,426,190 4,753,302 5,352,391 4,627,840 4,630,570 1,371,583 17.4%
Other Lic. and Permits 71,410 94,174 94,174 68,400 94,174 64,174 64,174 (60,000) ‐31.9%
InterGov 4,388,881 4,507,277 4,507,277 4,594,394 5,651,467 4,339,603 4,353,509 (321,442) ‐3.6%
Other Charges for Svcs 2,269,090 3,079,638 4,034,696 3,035,361 4,437,375 3,662,110 3,688,080 235,857 3.3%
InterFund Service Charge 4,766,185 4,789,667 4,918,634 4,684,111 5,024,139 6,268,264 6,502,908 3,062,871 31.5%
Court Fines 3,310,279 3,829,782 3,829,782 4,622,320 3,829,782 3,816,442 3,816,442 (26,680) ‐0.3%
Miscellaneous Revenue 1,640,186 1,132,122 1,132,122 597,580 548,086 522,822 522,822 (1,218,600) ‐53.8%
General Fund Operating Rev 101,269,556 96,766,839 106,310,953 118,190,721 121,654,593 124,766,614 128,276,396 49,965,218 24.6%
Transfer 1,386,192 117,900 117,900 82,198 554,187 ‐ ‐ (235,800) ‐100.0%
1X Revenue 9,430,757 ‐ ‐ 3,727,142 15,586,839 946,216 946,216 1,892,433 N/A
Subtotal Other Sources 10,816,949 117,900 117,900 3,809,340 16,141,026 946,216 946,216 1,656,633 702.6%
Total Rev/Other Svcs 112,086,505 96,884,739 106,428,853 122,000,061 137,795,618 125,712,830 129,222,613 51,621,851 25.4%
Executive Summary - Long Range Plan 1-32
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
General Govt
17%
Com Eco
Dvlpmt
10%
Police
38%
Court
Services
3%
Public Works
13%
Parks & Rec
14%
Equity,
Housing, &
Human Svcs
1%1X
4%
2021‐22 Adopted General Fund Expenditure &
Uses $226.7 million
General Govt
19%
Com Eco
Dvlpmt
10%
Police
38%
Court Services
3%
Public Works
13%
Parks & Rec
13%
Equity,
Housing, &
Human Svcs
3%
1X
1%
2023‐24 Adopted General Fund Expenditure &
Uses $260.4 million
General Fund Expenditures by Department and Change in Fund Balance
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
General Government Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Expenditures by Dept:
Legislative 425,744$ 512,544$ 526,945$ 592,929$ 715,534$ 737,169$ 767,280$ 464,959$ 44.7%
Executive 4,156,176 5,201,222 5,274,694 4,217,087 5,853,407 5,723,981 5,787,678 1,035,743 9.9%
Court Services 2,444,436 3,102,930$ 3,215,462$ 2,622,084$ 3,646,622$ 3,395,240$ 3,563,092$ 639,941 10.1%
City Attorney 2,207,330 2,611,347 2,700,512 2,440,373 3,179,689 3,226,711 3,333,592 1,248,443 23.5%
Community & Economic Devl.9,807,291 10,926,162 11,303,970 8,817,663 12,573,495 13,228,103 13,805,751 4,803,721 21.6%
Finance 3,503,205 3,928,944 4,066,581 3,844,376 5,245,748 5,141,452 5,348,462 2,494,389 31.2%
Human Resources 1,393,876 1,656,832 1,703,366 1,398,222 1,783,308 1,926,240 1,993,593 559,634 16.7%
Police 37,771,599 42,530,483 43,642,136 41,028,982 47,399,397 49,328,345 51,334,423 14,490,149 16.8%
Public Works 12,792,943 14,566,686 14,900,489 13,182,021 15,968,476 16,293,986 16,927,858 3,754,669 12.7%
Parks & Recreation 11,996,122 16,002,907 16,386,672 12,108,221 17,636,366 16,696,179 17,062,758 1,369,358 4.2%
Other City Services*6,835,723 5,133,270 5,131,148 4,938,448 11,251,271 7,945,494 7,081,900 4,762,976 46.4%
Equity, Housing, & Human Svcs 1,482,478 1,493,644 1,522,001 2,218,857 4,069,264 3,672,672 3,706,897 4,363,924 144.7%
General Fund Operating Exp 94,816,924 107,666,970 110,373,977 97,409,263 129,322,576 127,315,570 130,713,283 39,987,907 18.3%
1‐Time 10,968,846 5,192,098 3,434,823 9,944,718 14,654,426 1,178,850 1,179,350 (6,268,721) ‐72.7%
Subtotal Other Uses 10,968,846 5,192,098 3,434,823 9,944,718 14,654,426 1,178,850 1,179,350 (6,268,721) ‐72.7%
Total Exp/Other Uses 105,785,770 112,859,068 113,808,800 107,353,981 143,977,002 128,494,420 131,892,633 33,719,186 14.9%
In(Decrease) in FB 6,300,734 (15,974,329) (7,379,947) 14,646,080 (6,181,384) (2,781,591) (2,670,020)
Beginning Fund balance 48,155,847 38,669,441 22,695,112 54,456,582 69,102,662 62,921,277 60,139,686
Ending Fund Balance (EFB)54,456,581 22,695,112 15,315,165 69,102,662 62,921,277 60,139,686 57,469,666
*Includes Debt Service
Executive Summary - Long Range Plan 1-33
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Personnel
61%
Supplies/
Small Eq
2%
Services &
Utilities
19%
InterFund
15%
Transfer/
Capital
3%
2021‐22 General Fund Expenditure & Uses by Line
Item $226.7 million
Personnel
62%
Supplies/
Small Eq
1%
Services &
Utilities
17%
InterFund
16%
Transfer/
Capital
4%
2023‐24 General Fund Expenditure & Uses by Line
Item $260.4 million
General Fund Expenditures by Line Item
2020 2021 2022 2021 2022 2023 2024 2023‐24 vs. 2021‐22 Adp
General Fund Actual Adopted Adopted Actual Yr End Est Adopted Adopted $ %
Expenditure by Line item
Wages 39,433,119$ 42,565,430$ 43,916,110$ 38,764,578$ 48,914,596$ 51,494,070$ 54,404,391$ 19,416,920 22.5%
Overtime 2,525,463 1,943,371 1,943,771 2,813,641 1,943,771 1,949,471 1,949,871 12,200 0.3%
Retirement 4,062,271 5,264,192 5,461,599 3,817,806 5,945,037 5,438,601 5,774,200 487,010 4.5%
Social Security 3,019,771 3,183,888 3,264,697 3,021,535 3,592,584 3,811,271 3,967,671 1,330,357 20.6%
Medical 7,053,809 9,382,816 10,227,293 7,681,476 10,692,982 10,952,275 11,839,858 3,182,023 16.2%
LEOFF Medical 1,591,684 2,591,684 2,591,684 2,591,684 2,591,684 1,792,000 1,917,000 (1,474,368) ‐28.4%
Payroll Taxes 1,156,231 1,598,533 1,641,853 1,155,603 1,699,592 1,785,386 1,805,067 350,068 10.8%
Intermittent Pay / Benefit 236,685 1,478,279 1,463,279 580,056 1,439,053 1,483,748 1,409,148 (48,662) ‐1.7%
Total Personnel Costs 59,079,034 68,008,193 70,510,286 60,426,379 76,819,298 78,706,822 83,067,205 23,255,548 16.8%
Materials/Supplies & Small Eq 1,568,146 1,669,377 1,668,266 1,414,728 1,757,844 1,673,106 1,671,995 7,458 0.2%
Services 21,663,207 21,531,940 21,485,738 20,304,129 27,540,165 22,440,828 22,450,126 1,873,276 4.4%
Debt Service 175,000 ‐ ‐ ‐ 225,309 ‐ ‐ ‐ N/A
Interfund‐IDC & Services 12,160 12,342 12,342 ‐ ‐ ‐ ‐ (24,684) ‐100.0%
IS‐IT 4,225,539 5,044,242 5,157,664 3,683,911 7,143,675 5,762,094 5,891,692 1,451,880 14.2%
IS‐Communication 275,888 926,117 954,543 650,171 1,121,374 1,319,570 1,384,607 823,517 43.8%
IS‐ER M&O 2,313,230 2,138,604 2,178,413 2,288,604 2,373,165 2,705,461 2,767,470 1,155,914 26.8%
IS‐ER RR 385,380 2,172,004 2,052,011 2,172,004 2,092,222 2,220,511 2,197,710 194,206 4.6%
IS‐Insurance 1,364,300 1,373,629 1,395,537 1,373,629 1,921,148 2,261,777 2,284,465 1,777,076 64.2%
IS‐Facilities 3,819,722 5,324,145 5,492,799 4,442,244 5,913,665 6,221,322 6,448,383 1,852,760 17.1%
Subtotal Non‐Personnel Cost 35,802,571 40,192,400 40,397,313 36,329,420 50,088,566 44,604,669 45,096,448 9,111,403 11.3%
Exp Before Capital 94,881,605 108,200,593 110,907,600 96,755,799 126,907,864 123,311,491 128,163,653 32,366,951 14.8%
Transfer out (capital/Reserves)10,904,165 4,658,475 2,901,200 10,598,182 17,069,138 5,182,930 3,728,979 1,352,234 17.9%
Exp Before Interfund 10,904,165 4,658,475 2,901,200 10,598,182 17,069,138 5,182,930 3,728,979 1,352,234 17.9%
Grand Total 105,785,770$ 112,859,068$ 113,808,800$ 107,353,981$ 143,977,002$ 128,494,420$ 131,892,633$ 33,719,186$ 14.9%
Executive Summary - Long Range Plan 1-34
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Change in Fund Balance
The 2023‐24 adopted budget will result in a net increase in fund balance of $3.3 million citywide. The change is a
combination of increases in tax revenues, capital project funding timing (all capital project related funds, as well
as enterprise funds), planned increase in reserves for replacements (Equipment Rental Fund), planned use of
reserve contingencies (Insurance Fund) and increases to employee benefits and wages.
Fund
Beginning
Fund Balance
2023‐2024
Revenue
2023‐2024
Expenditure
2023‐2024
Change $
2023‐2024
Change %
Ending Fund
Balance
000 GENERAL GOVERNMENT 62,921,276 254,935,443 260,387,053 (5,451,611) ‐9% 57,469,666
110 SPECIAL HOTEL‐MOTEL TAX 335,214 400,000 ‐ 400,000 119%735,214
127 CABLE COMMUNICATIONS DEVELOPMENT 328,710 115,348 195,348 (80,000) ‐24%248,710
130 HOUSING AND SUPPORTIVE SERVICES 4,951,729 7,000,000 ‐ 7,000,000 11,951,729
135 SPRINGBROOK WETLANDS BANK 414,630 ‐ 80,000 (80,000) ‐19%334,630
140 POLICE SEIZURE ‐ ‐ ‐ ‐ 0%‐
140 POLICE CSAM SEIZURE ‐ ‐ ‐ ‐ 0%‐
215 GENERAL GOVERNMENT MISC DEBT SVC 5,410,174 7,314,332 6,927,273 387,059 7%5,797,233
303 COMMUNITY SERVICES IMPACT MITIGATION 1,439,298 173,000 500,000 (327,000) ‐23%1,112,298
304 FIRE IMPACT MITIGATION 2,759,099 800,000 1,001,270 (201,270) ‐7%2,557,829
305 TRANSPORTATION IMPACT MITIGATION 6,352,476 3,560,000 850,000 2,710,000 43%9,062,476
308 REET 1 FUND 1,228,121 4,600,000 2,000,000 2,600,000 212%3,828,121
309 REET 2 FUND 4,152,027 4,600,000 7,587,050 (2,987,050) ‐72%1,164,977
3XX SCHOOL IMPACT MITIGATION 12 1,990,000 1,990,000 ‐ 0%12
316 MUNICIPAL FACILITIES CIP 7,874 4,669,000 4,669,000 ‐ 0%7,874
317 CAPITAL IMPROVEMENT 1,182,366 5,851,000 5,851,000 ‐ 0%1,182,366
346 NEW FAMILY FIRST CENTER DEVELOPMENT 3,303,320 ‐ ‐ ‐ 0%3,303,320
4x2 AIRPORT 1,805,109 6,103,534 5,105,182 998,352 531% 2,803,461
403 SOLID WASTE UTILITY 2,601,354 50,827,123 52,298,398 (1,471,275) ‐57%1,130,079
4X4 MUNICIPAL GOLF 996,675 6,623,515 6,176,062 447,452 67% 1,444,128
4X5 WATER 13,358,184 38,743,562 36,256,096 2,487,466 24% 15,845,650
4X6 WASTEWATER 7,157,569 24,547,894 24,438,223 109,671 3% 7,267,240
416 KING COUNTY METRO 3,764,012 39,933,357 39,933,357 ‐ 0%3,764,012
4X7 SURFACE WATER 16,256,314 26,720,798 34,331,411 (7,610,613) ‐54% 8,645,701
501 EQUIPMENT RENTAL 9,328,855 13,227,332 10,564,930 2,662,402 29%11,991,257
502 INSURANCE 22,166,075 9,979,376 11,631,746 (1,652,369) ‐7%20,513,705
503 INFORMATION TECHNOLOGY 2,909,609 17,079,953 16,303,302 776,652 27%3,686,261
504 FACILITIES 626,672 14,092,411 13,856,501 235,910 38%862,582
505 COMMUNICATIONS 134,168 3,258,169 3,274,566 (16,397) ‐12%117,771
512 HEALTHCARE INSURANCE 6,478,458 32,644,234 31,642,535 1,001,699 15%7,480,157
522 LEOFF1 RETIREES HEALTHCARE 19,446,038 3,895,000 2,848,177 1,046,823 5%20,492,861
611 FIREMENS PENSION 8,460,708 780,000 497,950 282,050 3%8,742,758
ALL OTHER FUNDS 147,354,850 329,528,939 320,809,375 8,719,564 6% 156,074,413
TOTAL ALL FUNDS 210,276,126$ 584,464,382$ 581,196,428$ 3,267,953$ 2% 213,544,079$
Executive Summary - Long Range Plan 1-35
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
(5.45)
0.40
(0.08)
7.00
(0.08)
‐
‐
0.39
(0.33)
(0.20)
2.71
2.60
(2.99)
‐
‐
‐
‐
1.00
(1.47)
0.45
2.49
0.11
‐
(7.61)
2.66
(1.65)
0.78
0.24
(0.02)
1.00
1.05
0.28
‐$10 ‐$5 $0 $5 $10
In Millions
GENERAL GOVERNMENT
SPECIAL HOTEL‐MOTEL TAX
CABLE COMMUNICATIONS DEVELOPMENT
HOUSING AND SUPPORTIVE SERVICES
SPRINGBROOK WETLANDS BANK
POLICE SEIZURE
POLICE CSAM SEIZURE
GENERAL GOVERNMENT MISC DEBT SVC
COMMUNITY SERVICES IMPACT MITIGATION
FIRE IMPACT MITIGATION
TRANSPORTATION IMPACT MITIGATION
REET 1 FUND
REET 2 FUND
SCHOOL IMPACT MITIGATION
MUNICIPAL FACILITIES CIP
CAPITAL IMPROVEMENT
NEW FAMILY FIRST CENTER DEVELOPMENT
AIRPORT
SOLID WASTE UTILITY
MUNICIPAL GOLF
WATER
WASTEWATER
KING COUNTY METRO
SURFACE WATER
EQUIPMENT RENTAL
INSURANCE
INFORMATION TECHNOLOGY
FACILITIES
COMMUNICATIONS
HEALTHCARE INSURANCE
LEOFF1 RETIREES HEALTHCARE
FIREMENS PENSION
Change in Fund Balance
2023/2024 Adopted Budget City of Renton, Washington
Executive Summary - Long Range Plan 1-36
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
$‐
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Operating Revenue Base Operating Expenditure Ending Fund Balance
General Fund Long Range Projection
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Summary ($ in Million)Actual Actual Actual Projected Projected Projected Projected Projected Projected Projected
Beginning Fund Balance 44.7$ 48.2$ 54.5$ 69.1$ 62.9$ 60.1$ 57.5$ 54.0$ 49.0$ 40.1$
Operating Revenue 129.2$ 102.7$ 118.3$ 122.2$ 124.8$ 128.3$ 132.6$ 136.0$ 138.3$ 140.6$
Base Operating Expenditure (118.1) (94.8) (97.4) (129.3) (127.3) (130.7) (135.8) (140.8) (146.0) (151.6)
Operating Surplus (Deficit)11.1$ 7.8$ 20.9$ (7.1)$ (2.5)$ (2.4)$ (3.2)$ (4.7)$ (7.8)$ (11.0)$
1X Sources1 1.8$ 9.4$ 3.7$ 15.6$ 0.9$ 0.9$ 0.9$ 0.9$ ‐$ ‐$
1X Uses (9.5) (11.0) (9.9) (14.7) (1.2) (1.2) (1.2) (1.2) (1.2) (1.2)
Net Resources ‐ Uses 3.5$ 6.3$ 14.6$ (6.2)$ (2.8)$ (2.7)$ (3.4)$ (5.0)$ (8.9)$ (12.2)$
Ending Fund Balance 48.2$ 54.5$ 69.1$ 62.9$ 60.1$ 57.5$ 54.0$ 49.0$ 40.1$ 27.9$
Ending Bal as % of Opr Budget (Target=12%)40.77% 57.43% 70.94% 48.65% 47.24% 43.97% 39.81% 34.82% 27.43% 18.41%
12019 and 2020 includes a $900K from Annexation Sales Tax Reserve (Fund 502).
Executive Summary - Long Range Plan 1-37
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
The city’s fiscal policy requires the city to prepare a long‐term projection for general governmental and other
funds as deemed necessary. The city prepares projections for tax‐supported governmental funds as well as rate‐
supported utility funds. The purposes are similar: to ensure operations and maintenance of capital assets are
sustainable with tax and utility rate revenues. These plans allow the city to proactively manage and implement
corrective measures over time to avoid sudden drastic changes in service levels or in revenue/tax policies.
In addition, the city’s fiscal policy requires a balanced budget, with operating costs covered by operating revenues.
While the policy does not require a balanced budget in the projected period beyond the current budget years, the
intent is to adjust current operations to a sustainable level within the projected horizon.
Approximately 80% of general fund revenue is from taxes, 30% from sales tax, and 20% from property tax alone.
The key revenue assumptions shown in the table above reflect a projection that will generate 1.0% of new
construction value per year to be added to the property tax roll over the next four years as well as the
city’s proposal to levy an additional $2 million in property taxes to help fund capital improvements. This increase
will be about 10 cents per $1,000 assessed value (AV). The sales tax reflects a modest growth rate as
recession rumors continue to loom, and a B&O tax growth rate of 2% per year. Key expenditure growth drivers are
wages, employee healthcare costs, and state pension costs. It is assumed that wages will grow as inflation
increases, employee healthcare costs will grow by the historical average along with an actuarial
analysis, and state pension
contributions will increase from 12.9% over the planning period. These underlying assumptions cannot bring
the overall revenue growth to match the projected expenditure growth even with the projected tax
rate changes. This is the structural deficit that local governments are faced with and have revisited again
and again, but no permanent fix is in sight. Unless the state legislature takes action to allow property tax to
grow by inflation and population growth, this issue will continue to persist into the future.
To help solve this problem locally, the city implemented the B&O tax effective January 1, 2016, discussed more
fully below in the “B&O Tax/Business License Fee” section.
MAJOR REVENUES
Property Tax (RCW 84.52)
Annexations and new construction have contributed to substantial growth in the city’s property tax base in the
past decade but was eroded by the 2008 Great Recession that lasted through 2013. Since then, the valuation
improved incrementally each year by an average of 11%. The city’s 2021 assessed value from the King County
Assessor’s office was $20.1 billion. Preliminary information for the city’s 2022 assessed value was not available at
the time of the printing of this document.
While the assessed value often increases or decreases by a large percentage from year to year, the city’s property
tax revenues do not. This is due to the manner in which Washington state’s property tax collection is determined
and the limitations placed on the amount that can be raised by a governmental entity as determined by state law.
Two basic limitations are the limitation on the tax rate and the limitation on the rate of growth in property tax
revenue.
1.The Tax Rate Limit:
The state constitution establishes the maximum regular property tax levy increase for all taxing districts
combined at 1%, or $10 per $1,000, of assessed value of the property. This limitation is further divided by the
RCW to the various taxing districts. For cities served by library and/or fire districts, the tax rate limit is
calculated by deducting the amount levied by the library district (up to $0.50 per thousand dollars AV) and
Executive Summary - Long Range Plan 1-38
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
the fire district (up to $1.50 per thousand dollars AV) from the $3.60 local portion of the levy. For cities that
have a fire pension fund, as Renton does, an additional $0.225 may be levied. Based on this calculation,
Renton’s property tax rate is limited to $3.325 per $1,000 of assessed value.
2. The 1% growth limit in property tax revenue:
Before 2002, a taxing district could increase the property tax levy amount annually by 6% of the amount levied
in the previous year, up to the applicable tax rate limit discussed above. This growth limit was established in
1973 as the legislature responded to people's concerns that property taxes were rising too fast due to the real
estate boom occurring at that time.
Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or
inflation. Property tax growth resulting from new construction, changes in value of state‐assessed utility
property, and newly annexed property are exempt from this limit and may be added to the base tax levy. This
growth limit can be "lifted" by voters with a simple majority approval, and the amount can be added to the
levy base permanently for future years if the intent is clearly stated in the ballot measure.
Distribution of Property Tax
Most properties in Renton pay $10.65 per $1,000
AV in 2022, of which 10% goes to city services. The
remaining 90% goes to the Renton Regional Fire
Authority (7%), Sound Transit (2%), Renton School
District (33%), King County (12%) for regional
services, the state school fund (27%), King County
Library System (3%), Valley Medical (3%), Port of
Seattle (1%), and Emergency Medical Services
(2%). The city’s portion of property tax in 2022 on
an average home is $537.
Past and Projected Property Tax Revenue
The city has not always levied its full capacity
allowed per the rate limitations described above.
In those cases, the city is allowed to bank this
capacity to use in future years if needed. The
current budget includes using a small amount of
the banked capacity to levy an additional 10 cents
per $1,000 AV to fund capital improvements. This
slight increase will continue to keep the city rate
low in comparison to other city property taxes
while also meeting the financial needs for ongoing
service to a growing community.
Year
Property Tax
Revenue
Median
Home Value
Total Tax
Rate
City Tax
Rate
City Tax/
Average
Home
2017 Actual 19,714,626 337,000 12.67 1.61 542
2018 Actual 17,838,993 378,000 12.52 1.15 436
2019 Actual 20,978,323 432,000 10.70 1.12 484
2020 Actual 21,874,241 445,000 11.12 1.10 492
2021 Actual 22,582,760 455,000 11.10 1.08 491
2022 Est. 22,709,653 534,000 10.65 1.01 537
2023 Adop. 25,163,846 555,360 10.34 1.08 598
2024 Adop. 25,898,761 577,574 10.04 1.05 604
2025 Proj. 26,675,724 600,677 9.75 1.02 610
2026 Proj. 27,475,996 624,704 9.47 0.99 616
2027 Proj. 28,025,515 649,693 9.20 0.96 622
2028 Proj. 28,586,026 675,680 8.93 0.93 628
Executive Summary - Long Range Plan 1-39
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Sales Tax (RCW 82.14)
Sales tax is the largest taxing source for the City of
Renton representing approximately 30% of general
fund revenue. The city’s economy generates
approximately $359 million in sales taxes, but similar
to property tax, the city only receives approximately
9.5% of the sales tax revenue generated within
Renton. The remaining 90.5% goes to other
government entities and to support public transit
and public facility agencies.
In addition to the local sales tax, the city also
receives a distribution of a voter‐approved criminal
justice sales tax. Up until mid‐2018, the city also
received a 0.1% annexation sales tax for the annexation of the Benson Hill area in 2008.
The slower and negative growth in 2019 reflects
the end of the distribution of annexation sales
tax credit (mid‐2018). In 2020 the sales tax
receipts were one of the hardest hit revenue
sources by the closures due to the pandemic;
although this tax recovered much faster than
expected with a marked increase beginning in
2021. Future years are projected to continue to
show a slight increase but anticipated to climb
at a much slower rate than in the past two
years.
Criminal Justice Sales Tax (RCW 82.14.340)
Criminal justice sales tax is a 0.1% voter‐approved optional sales tax in King County, collected countywide and
distributed based on population. Because it employs a more diverse tax base and different distribution formula
than regular sales taxes, this source is typically more stable and is projected to grow by the inflationary growth
plus population growth.
Housing and Supportive Services Sales Tax (RCW 82.14.530)
Beginning in 2021, council approved an increase in sales tax rate by 0.1% in support for housing and supportive
services (House Bill 1590). These funds are restricted to be used only for affordable housing and behavioral and
mental health support. This tax is a component of sales tax; therefore, future years are projected at only a slight
growth in 2023/2024. As retail sales increase, the amount of funds received for housing and supportive services
will also increase.
65%, State
9.5%, City
14%, Sound
Transit 9%, KC Transit
2.5%, KC
General
1%,
Criminal
Justice
Sales Tax Distribution
$10
$15
$20
$25
$30
$35
$40
$45
$50
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Sales Tax
Base Sales Tax Annexation Credit Criminal Justice Affordable Housing Credit
Executive Summary - Long Range Plan 1-40
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Composition and Projected Growth
The current year composition of the city’s sales tax is relatively diverse with general retail representing the largest
portion at 28%, followed by service industry at 25%, construction at 21%, manufacturing at 10%, automotive at
7%, and wholesaling and miscellaneous at 6% and 3%, respectively. This is relatively consistent with historical
averages, except for construction and auto sales sectors.
The sales tax receipts starting in 2020 were lower due to
closures from the pandemic but rebounded nicely in
2021. Many factors contributed to this increase such as:
an influx of funds into the economy through stimulus
payments, inflation and supply chain demands
increasing the price of goods resulting in an increase of
tax collected and changing general consumer spending
habits.
As a result of these unique circumstances and an
anticipated recession, the 2023‐2024 sales tax projections
are expected to be flat or show little growth.
Utility Taxes (RCW 82.16)
Cities and towns in Washington state are authorized to levy a tax on the gross income derived from sales of utility
services generated within the city or town; this is known as a utility tax. The tax rate for electric, phone, and gas
utilities are limited to 6% without voter approval, with no limitation on other public utilities. The city currently
levies a 6% utility tax on phone (both landline and cellular services), electric, natural gas, and cable services. City
utilities (water, sewer, storm drainage, and solid waste), pay an interfund utility tax. The current tax rates are 6%
for sewer and 6.8% for water, storm drainage, and garbage (both city operated, and franchise provider operated)
services. The additional 0.8% was added during the 2013‐14 budget to generate additional
revenue for general governmental capital projects.
Year Electric Natural Gas
Brokered
NG
City
Utilities Cable TV Phone Cell Phone
Non‐City
Garbage Total % Change
2019 Actual 5,125,961 1,324,323 224,519 4,976,990 1,457,008 858,927 797,541 796,379 15,561,647 ‐4.9%
2020 Actual 5,497,851 1,583,721 123,787 4,967,380 1,447,676 661,593 787,466 970,481 16,039,955 3.1%
2021 Actual 5,783,016 1,606,373 135,207 5,708,636 1,422,996 826,519 571,889 744,745 16,799,380 4.7%
2022 Est. 5,574,163 1,729,124 112,055 5,699,416 1,201,215 762,756 530,516 736,722 16,345,967 ‐2.7%
2023 Adop. 5,931,394 1,654,925 200,000 5,793,915 1,599,113 700,000 500,000 768,702 17,148,049 4.9%
2024 Adop. 6,020,365 1,679,749 200,000 5,833,028 1,607,109 700,000 500,000 772,546 17,312,797 1.0%
2025 Proj. 6,110,670 1,688,148 201,000 5,920,523 1,623,180 665,000 505,000 776,409 17,489,930 1.0%
2026 Proj. 6,202,331 1,696,588 202,005 6,009,331 1,639,412 631,750 510,050 780,291 17,671,758 1.0%
2027 Proj. 6,295,365 1,705,071 203,015 6,099,471 1,655,806 600,163 515,151 784,192 17,858,234 1.1%
2028 Proj. 6,389,796 1,713,597 204,030 6,190,963 1,672,364 570,154 520,302 788,113 18,049,320 1.1%
Retail
28%Manuf.
10%
Services
25%Construction
21%
Wholesale
6%
Auto
7%
Misc.
3%
2022 Projected Sales Tax Composition
Sector
Average
2014‐2021 2022 Projected Difference
Retail 29.1% 27.6%‐1.6%
Manuf. 8.4% 10.4% 2.0%
Services 23.4% 25.1% 1.7%
Construction 16.0% 20.7% 4.7%
Wholesale 5.4% 6.4% 1.0%
Auto 15.0% 6.8%‐8.2%
Misc. 2.7% 3.1% 0.4%
Total 100.0% 100.0%
Executive Summary - Long Range Plan 1-41
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Projections in revenues over the next few years anticipate a slight increase year over year from pre‐pandemic
figures. The tax revenues are sensitive to overall consumer consumption levels, weather conditions, and the
general overall economic conditions. The projections for future years are anticipated to grow by population except
for phone showing a projected decrease year over year as consumers move away from the standard land line.
B&O Tax and Business License Fee
The City of Renton first implemented a per employee business license fee in 1998, in response to transportation
infrastructure needs in Renton. Non‐profit and government organizations are required to obtain a license but are
exempt from paying this fee. Effective January 1st, 2018, the city repealed the per employee business license fee,
while concurrently decreasing the threshold for B&O tax from $1.5 million to $500,000. All businesses are required
to pay a $150 business license registration fee at the time of application. The business license fee is directly
attributed to the number of businesses choosing to do business within the city. The effects of the pandemic drove
many businesses to close, resulting in an 8% decrease in business licenses. As businesses have begun to recover
from the closures of the pandemic, the licenses have seen a slight increase.
B&O Tax
The adopted budget includes the B&O tax
implemented on January 1, 2016. The B&O
tax is based on gross receipts of a business.
The tax structure and rates were changed
in 2022 and 2023 to reflect an increase in
tax rates as well as a gradual increase in
the maximum amount paid by any one
taxpayer. The key provisions of the B&O
tax are:
Businesses with $500,000 or higher annual gross receipts are required to pay B&O tax.
The B&O tax maximum amount paid by any one taxpayer in a tax year will increase to $9 million in 2023,
and $11 million in 2024. Starting in 2025 and thereafter, once a taxpayer has reached $12 million in taxes,
the rates shall be discounted by 75% for the remaining proceeds.
The tax rate is 0.121% for all business activities other than retail, which has a rate of 0.07%.
Provides a three‐year, new employer tax credit for new businesses with 50 or more employees in Renton.
In 2020, there was a significant decrease in B&O tax revenues due to many local businesses closing because of
the COVID‐19 pandemic, as well as the grounding of the 737 Max whose production was halted at the local
Boeing plant in Renton. This tax has rebounded as the economy began to recover from the pandemic. The B&O
tax revenue is projected at $15.4 million and $17.6 million for 2023 and 2024 respectively. The B&O tax supports
general city operations and the changes in tax rates and maximum tax structure will help offset the increased
costs due to inflation. Without this funding source, the city would need to reduce services from general fund
operations, which would result in significantly reducing services to the community. The B&O tax and business
license fees are also used to partially pay for transportation and general governmental capital improvements.
$‐
$5
$10
$15
$20
$25
2014 2015 2016 2017 2018 2019 2020 2021 2022
Est.
2023
Adop.
2024
Adop.
2025
Proj.
2026
Proj.
2027
Proj.
2028
Proj.MillionsBusiness License and B&O Tax Collections
Business License B&O
Executive Summary - Long Range Plan 1-42
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Real Estate Excise Tax (REET)
The State of Washington levies a real estate excise tax (REET) on all sales of real estate (measured by the full selling
price, including the amount of any liens, mortgages, and other debts given to secure the purchase) at a rate of
1.28%. Local governments are also authorized to impose REET. All cities and counties may levy a quarter percent
tax, described as "the first quarter percent of the real estate excise tax" or "REET 1". Cities and counties planning
under the Growth Management Act (GMA) have the authority to levy a second quarter percent tax (“REET 2”).
The statute further specifies that, if a county is required to plan under GMA or if a city is located in such a county,
the tax may be levied by a vote of the legislative body. If, however, the county chooses to plan under GMA, the
tax must be approved by a majority of the voters.
REET 1 (RCW 82.46.010):
Initially authorized in 1982, cities and counties can use the receipts of REET 1 for all capital purposes. An
amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA
must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their
comprehensive plan. Capital projects are: “public works projects of a local government for planning, acquisition,
construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways;
sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary
sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries;
administrative and judicial facilities.” Receipts pledged to debt retirement prior to April 1992 and/or spent prior
to June 1992 are grandfathered from this restriction.
REET 2 (RCW 82.46.035):
The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and
counties to finance capital improvements required to occur concurrently with growth under the Growth
Management Act. An amendment in 1992 defines the "capital project" as: "Public works projects of a local
government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or
improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges,
domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair,
rehabilitation, or improvement of parks.” Because of this amendment, acquisition of park land was no longer a
permitted use of REET 2 after March 1, 1992.
Trend and Projection
The combined two quarter‐percent of the
REET is expected to generate $4.6 million
each year for 2023 and 2024. The significant
increase in REET revenues over the past
several years from sharp increases in the
housing market and several large
transactions cannot be expected to continue.
REET revenue is used for the General
Governmental Debt Service Fund (215),
Transportation CIP Fund (317) and General
Governmental CIP Fund (316).
$‐
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
2014 2015 2016 2017 2018 2019 2020 2021 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.
Past and Projected REET Revenue
in millions
Executive Summary - Long Range Plan 1-43
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Gambling Excise Tax (RCW 9.46.110 & 9.46.113)
The city levies gambling taxes as
follows:
5% on net receipts for bingo
and raffles
2% for amusement games
5% on net receipts of for‐profit
punchboards and pull‐tabs
10% on gross receipts for card
rooms
All rates are the maximum authorized
by state statute, except for the card
rooms, which has a maximum rate of
20%. The state legislature began
allowing the operation of "enhanced
card rooms" or mini casinos on non‐tribal land on a pilot basis in 1997 and on a permanent basis in the spring of
2000. This activity provided a significant revenue source for Renton, which generates about 81% of the city’s
gambling taxes. The remaining 19% are made up of pull‐tabs, amusement games, and bingo.
Revenues from these activities are required to be used primarily for the purpose of gambling enforcement (RCW
9.46.113). Case law has clarified that "primarily" means "first be used" for gambling law enforcement purposes to
the extent necessary for that city. The remaining funds may be used for any general government purpose. The city
designates gambling tax revenue as a law enforcement resource.
Gambling revenues remained relatively stable for many years until 2020 due to gambling establishments being
forced to close during the pandemic. However, this tax rebounded in 2021 almost doubling the amount received
in 2020. This tax is expected to stabilize and is projected at $2.9 million each year for the planning period.
The city’s current gambling tax also exempts raffles and bingos held by non‐profit organizations insofar as the
revenue received is used for charitable purposes. This modification has a negligible effect on gambling tax
revenue.
LICENSES AND PERMITS
Permit and Development Fees
Permit and development revenues
were another fee that was impacted
by the pandemic. Construction sites
were shut down and construction
material supplies were limited during
this time, adding to ongoing
construction delays or slower
construction overall. This revenue can
vary year to year depending on
planned construction projects, such
as the peak in 2015 and 2016 due to
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsGambling Tax
Card Room Pull Tab
$0
$1
$2
$3
$4
$5
$6
$7
2014 2015 2016 2017 2018 2019 2020 2021 2022
Est.
2023
Adop.
2024
Adop.
2025
Proj.
2026
Proj.
2027
Proj.
2028
Proj.MillionsPast and Projected Development Fees
Building & Fire Permits Plan Review
Executive Summary - Long Range Plan 1-44
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
large development in and around Lake Washington.
There was a small market rate fee adjustment in 2019 and again in 2022. After years of little to no adjustments,
the city changed its practice to maintain a more gradual, stable pattern of fee adjustments for the future. The
adopted 2023‐2024 budget project a decrease in development fees more consistant with those fees collected in
2021. Projections beyond the current budget reflect as stable or baseline as cyclical fluctuations and potential
economic changes could impact this revenue significantly.
Franchise Fees
Franchise fees are charges levied on private utility companies to recoup
the city’s costs for their use of city streets and other public properties.
The franchise fees on electric, natural gas, and telephone utilities are
limited by statute to the actual administrative expenses incurred by the
city directly related to receiving and approving permits, licenses, or
franchisees. Cable TV franchise fees are governed by the Federal Cable
Communications Policy Act of 1994 and are negotiated with cable
companies for an amount not to exceed 5% of gross revenues, which is
the primary source of the city’s franchise fee revenue. The increase in
2022 reflects the end of the utility moratorium in place during the
pandemic. Estimates for 2023 show a slight decrease to be more in line
with revenues experienced prior to the pandemic with a long‐term
projection of a relatively flat revenue increase.
Intergovernmental (State‐Shared Revenues)
Intergovernmental revenues include state‐
shared revenues, governmental grants, and
miscellaneous transfers. The following
information is primarily intergovernmental
revenues in the city’s operating funds. There
are also substantial grant revenues in the
capital project funds, particularly for
transportation and parks improvement
projects.
The state‐shared revenues are from taxes and
fees collected by the state and disbursed to
municipalities based on population or other
criteria. The primary sources of these state‐
shared revenues are fuel tax (tax on gasoline consumption), liquor sales profit and excise tax, marijuana excise
tax, and criminal justice. The amount of grant revenue fluctuates greatly from year to year. The past several years
represents grants to support economy recovery due to the pandemic through Coronavirus Aid, Relief and
Economic Security Act (CARES) and American Rescue Plan Act (ARPA) funding.
Year Franchise % change
2019 Actual 1,520,143 0.7%
2020 Actual 1,497,985 ‐1.5%
2021 Actual 1,598,057 6.7%
2022 Est. 1,659,950 3.9%
2023 Adop. 1,655,808 ‐0.2%
2024 Adop. 1,664,087 0.5%
2025 Proj. 1,672,407 0.5%
2026 Proj. 1,680,769 0.5%
2027 Proj. 1,689,173 0.5%
2028 Proj. 1,697,619 0.5%
$0
$5
$10
$15
$20
17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Intergovernmental Revenue
State Shared Revenue Grants & Misc.
Executive Summary - Long Range Plan 1-45
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Charge for Services
Charges for services include revenue
generated from services provided to the
public (including recreation fees, facility
rental fees), certain public safety
services, as well as services provided
internally between city departments
(Interfund Services) that are not
operated through internal service fund
structure. This source has been impacted
by the pandemic with required closures
of the city’s community centers. The
2023 and 2024 projections show
increased interfund income as inflation
continues to impact overall costs and a
gradual recovery in revenues of the
community centers.
Parks and Recreation Fees
Overall, recreation fees are generated from recreation classes, athletic programs, leagues and field rentals, senior
activity center, community center, and aquatic center fees and rentals. In 2020, this revenue source decreased
65% from prior years as the city was required to close its recreation centers due to the pandemic. A gradual
rebound in fees were recognized in 2021 as the restrictions of the pandemic began to lift; however, these revenues
have been slower to recover than other fees in the city. The projection shows only a slight increase of 1% ‐ 1.5%
per year over the next several years.
Public Safety Services
Public safety services revenue includes private security, electronic
home detention, passport processing, court cost recovery and
miscellaneous services. The revenue is projected to be $1.6 million for
both 2023 and 2024, a decrease over prior years as the opportunity to
offer private security has not been available because officers are
needed to fill the minimum staffing requirements with the large number
unfilled positions of commissioned police officers.
Interfund Services
In addition to activities accounted for in the internal service funds that are fully allocated to all operating
departments, the city also has two types of interfund transactions that are intended to reimburse service costs
incurred by one fund while services are consumed by another.
1) Indirect Cost: All enterprise funds are required to reimburse the general fund for overhead costs such as
accounting, human resources, records management, legal, and administrative expenses; and
2) Soft Capital Transfer: This is for staff time spent on capital projects for design, engineering, inspection,
project management, and sometimes small project construction.
The indirect cost is determined through a cost allocation model using transaction volume, number of full‐time
employees, and size of budget as determining factors. The “soft capital” transfers are based on actual labor and
material costs incurred. The revenue is projected to be $6.2 million for 2023 as inflation has impacted overall costs
and wages.
Year
Public
Safety % change
2019 Actual 1,572,938 20.7%
2020 Actual 1,123,623 ‐28.6%
2021 Actual 1,716,956 52.8%
2022 Est. 1,845,507 7.5%
2023 Adop. 1,566,987 ‐15.1%
2024 Adop. 1,566,987 0.0%
2025 Proj. 1,590,492 1.5%
2026 Proj. 1,614,350 1.5%
2027 Proj. 1,638,565 1.5%
2028 Proj. 1,663,143 1.5%
$0
$2
$4
$6
$8
$10
$12
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Service Fees
Interfund Services Parks and Rec Public Safety
Executive Summary - Long Range Plan 1-46
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Fines and Forfeits
Fines and forfeits account for civil and criminal penalties as authorized by the state and adopted by the city code
and collected through the Renton Municipal Court.
The city implemented the photo‐enforcement
system at high collision intersections and at
school zones during the fall of 2008. In 2018,
the city added eight more cameras which
resulted in an additional $1.1 million
projected revenue increase. The 2020
decrease of 30% from prior year was due to
the suspension of school zone cameras with
schools closed from the COVID‐19 pandemic.
These revenues are expected to continue to
be stable in future years with only modest
growth.
Miscellaneous Revenues
Miscellaneous revenues include interest
income, cellular tower site rentals,
donations, sales of documents, etc. Most
of the revenue is investment interest
income which has seen significant
fluctuations in the past several years.
Interest rates continue to increase after
historic lows in 2020; however, many of
the investments which matured in the
past several years were invested at
higher rates than today’s rate. Although
we expect to see improvement in the
return on city funds, minimum change in
this area is expected.
$0
$1
$2
$3
$4
$5
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Fines and Forfeits
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Miscellaneous
Executive Summary - Long Range Plan 1-47
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Enterprise Funds
Utilities: Water, Sewer, Surface Water, and Solid Waste Rates
The water, sewer, surface water and solid waste rates fund all the costs associated with providing these services,
as well as necessary capital improvements to these utility systems. Other sources including hookup fees,
development charges, grants, etc., are also available but are limited, unpredictable, and primarily related to the
capital programs. Due to the increased costs of maintaining the systems, regulatory requirements, and higher
general operating costs, the city continuously reviews these rates and adjusts as needed.
Rate Related Fiscal Policy
During the summer of 2010, the city council adopted a set of fiscal policies to guide future rate setting for all city
utilities. These policies address minimum fund balances, as well as the financing of capital improvements in the
future. Specifically, the policies rely on rates to finance preservation of existing systems and only use bonding to
finance system capacity improvements. This capital financing policy required a substantial rate increase in 2011
and 2012 to provide for consistent system replacement/reinvestment. The rate model was updated in 2022
showing a rate increase for 2023 to include a 3% for sewer, a 4% for surface water and a 7.8% increase in
residential garbage rates. In addition to the adopted city rate increases, King County Metro (which provides sewer
treatment) is proposing a 5.75% rate increase in 2023.
Utility Revenue & Rate Increases 2019 2020 2021 2022 Est
2023
Adopted
2024
Adopted
2025
Projected
2026
Projected
2027
Projected
2028
Projected
Water Rate Revenue 17,139,317 16,925,008 18,363,808 18,030,511 18,846,162 18,943,066 18,943,066 18,943,066 18,943,066 18,943,066
Rate Increase 0.0%2.0%2.0% 2.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Sewer Rate Revenue 10,668,423 10,491,277 11,024,378 11,473,089 11,703,885 12,113,901 12,356,179 12,603,303 12,855,369 13,112,476
Rate Increase 0.0%2.0%2.0% 2.0% 3.0% 3.0% 2.0% 2.0% 2.0% 2.0%
Storm Revenue 11,196,321 11,257,547 11,819,301 11,997,377 12,441,451 12,996,906 13,516,782 14,057,454 14,338,603 14,625,375
Rate Increase 0.0%2.0%2.0% 2.0% 4.0% 4.0% 4.0% 4.0% 2.0% 2.0%
Garbage Revenue 20,305,164 20,591,690 20,814,239 23,810,444 25,163,891 25,643,848 27,618,425 29,745,043 32,035,412 34,502,138
Rate Increase (residential)4.0%4.0%4.0% 4.0% 7.8% 7.7%7.0%7.3%5.7%5.7%
Executive Summary - Long Range Plan 1-48
2023/2024 Adopted Budget City of Renton, Washington
OVERVIEW CITY OF RENTON 2023‐2024 BIENNIAL BUDGET
Maplewood Golf Course
The city’s Maplewood Golf Course Fund was created by Ordinance 3884 in 1985. Maplewood Golf Course is owned
and operated by the city. The golf course is also a water utility resource as it is the location of city wells that
provide drinking water to our community. The use of this space as a golf course helps preserve the quality of the
well water for future generations.
The course is managed by the parks and
recreation department and is operated as a
separate enterprise fund of the city as a
fully self‐sustained operation. The golf
course revenues fared well during the
pandemic as golf courses were allowed to
stay open during much of the pandemic
shut down. Revenues are projected to level
off and continue to increase at
approximately 1% per year.
The green fees were updated this past year to be in line with other
municipal courses in neighboring communities.
$43
$48
$46
$46
$50
$35 $40 $45 $50 $55
Tukwila
Renton
Kent
Bellevue
Auburn
2022 Public Golf Course 18‐Hole Weekend
Rates (Summer)
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
14 15 16 17 18 19 20 21 22
Est.
23
Adop.
24
Adop.
25
Proj.
26
Proj.
27
Proj.
28
Proj.MillionsPast and Projected Total Golf Course
Green Fee Driving Range Other Operating
Executive Summary - Long Range Plan 1-49
2023/2024 Adopted Budget City of Renton, Washington
Financial Management Policies
I.Executive Summary
The City of Renton is committed to maintaining the highest standards of responsible financial management.
The city, including the city council, mayor and staff will work together to ensure that all financial matters of
the city are addressed with care, integrity, and in the best interest of the city. The rules and procedures
contained in this section are designed to:
Protect the assets of the City of Renton;
Ensure the maintenance of open and accurate records of the city’s financial activities;
Provide a framework of operating standards, behavioral expectations, and performance measures;
Ensure compliance with federal, state, and local legal and reporting requirements; and
Provide a means for the city council to update and monitor these policies with the assistance and
cooperation of the mayor’s office and the finance administrator.
The following lines of authority are to enable the City of Renton to ensure its policies are meeting their goals
and promoting the financial wellness of the city.
1.The Renton City Council has the authority to execute such policies as it deems to be in the best interest
of the city within the parameters of federal, state, and local law.
2.The finance committee has the authority to perform reviews of the organization’s financial activity,
determine the allocation of investment deposits, and ensure adequate internal controls are in place.
3.The mayor and chief administrative officer (CAO) have the authority to oversee the development of the
biennial budget, make spending decisions within the parameters of the approved budget, enter into
contractual agreements, make capital asset purchase decisions and make decisions regarding the
allocation of expenses within designated parameters. Unless otherwise specified in this document,
principal responsibility for complying with the directives enumerated herein shall be vested in the
mayor.
4.Each Department Administrator has the authority to expend city funds within approved budget
authority and in accordance with procedures prescribed by the mayor’s office, and to recommend
spending requests within the parameters of the approved budget process to the mayor.
II.Financial Management Policies
1.Investment Policy (210‐07): Applies to the investment of available city funds, excluding fire pension
funds.
a.The city has the responsibility to manage these invested funds through diversification of funds,
attaining the highest interest rate available, and maintaining a sufficient level of liquidity to meet
operating requirements that can be reasonably anticipated. This responsibility is delegated out to
the fiscal services director who shall act as the city’s investment officer. The actions taken by the
city’s investment officer will be reviewed quarterly by the city council’s investment committee,
which is comprised of the mayor, the chief administrative officer, the finance administrator, and a
member of the city council.
Executive Summary - FInancial Management Policies 1-50
2023/2024 Adopted Budget City of Renton, Washington
2. Purchasing, Bidding, and Contracting Requirements Policy (250‐02): Applies to selection, bidding,
leasing, and contracting requirements for goods, services and public works projects throughout the city.
a. The city encourages funds expended by the city be reinvested in the local economy whenever it is
possible and practical to do so. The city must also utilize uniform, efficient, and competitive bidding,
purchasing, quoting, Request for Proposals (RFPs), cooperative purchasing, and Statements of
Qualifications (SOQs) consistent with State law. This is to ensure that all public purchases and
contracts for services, equipment, materials, supplies, and public works are executed and managed
at the highest professional and ethical standard while achieving the greatest attainable level of
quality and value permitted by law.
3. Bad Debt Policy (220‐03): Applies to handling the collection of bad debt.
a. The city has designated the responsibility of formulating, implementing, and conducting the
collection of bad debt to the finance department. When accounts are determined to be
uncollectable by the finance department the accounts are then referred to the city’s designated
collection agent. The Renton Municipal Court is responsible for conducting their own collection
efforts and refer to their own designated collection agent.
4. Administration of Grants Policy (210‐09): Applies to the identification, application, administration, and
reporting of grants from various external sources.
a. Each department within the city will actively pursue opportunities to obtain grant resources,
maintain an active and diverse portfolio, and utilize grant funds to supplement and enhance the
long‐term goals and objectives of the city. The grant administration and applications shall be
coordinated through the grant analyst. This policy includes all government grants, regardless of
dollar amount, and all private grants over $30,000.
5. Surplus & Disposal of Surplus Personal Property Policy (250‐10): Applies to the efficient use and disposal
of surplus personal property.
a. The city’s surplus personal property that retains commercial value will be disposed of in the most
cost effective and efficient manner that achieves the highest value for the city. The surplus property
will first be transferred between departments as needed. After that the surplus property may be
traded in, sold, or donated. A donation of property can only occur if the organization receiving the
property serves or benefits the public in accordance with RCW 39.33.010.
6. Cash Control Policy (210‐05): Applies to the proper procedures for receipting and depositing cash and
checks received by city departments.
a. To facilitate citizens/customers doing business with the City of Renton, receipts will be written by
each department who accepts payments. The departments will then remit the payments to the
finance department to ensure the safety of cash deposits and to maximize the investment of cash to
its full potential. No checks shall be cashed or written for more than the amount of the purchase.
7. Purchasing Cards Policy (250‐18): Applies to the proper use of purchasing cards to procure goods or
services for official City business purposes.
a. Authorized cardholders can make purchases using a city issued purchasing card (“Card” or “Cards”)
to provide efficient, cost‐effective means to pay for goods and services for official city business.
b. The card is designed to be a cost‐effective alternative to the traditional invoice payment process; it
does not affect requirements to comply with State or local procurement laws, regulations, or
policies.
Executive Summary - FInancial Management Policies 1-51
2023/2024 Adopted Budget City of Renton, Washington
c. The card is not intended to replace effective procurement planning which can result in quantity
discounts, reduced number of trips and more efficient use of city resources.
d. The finance administrator may establish additional rules and procedures from time to time
consistent with this policy and provide the appropriate forms and instructions.
e. Exceptions to the rules may be made under declared emergencies upon written directive of the
mayor, chief administrative officer, designated emergency management official or their designee.
8. Budget Preparation & Control Policy (220‐01): Applies to the budget preparation responsibility and
provides guidelines and procedures for expenditure control and budget amendments.
The goal of this policy is to provide a comprehensive process for financial planning, control and
evaluation of the city’s revenues and expenditures which complies with legal requirements and provides
adequate financial information and controls.
a. Budget Preparation: Department heads are required to prepare line‐item budgets requests, the
mayor and finance staff use the requests to prepare and submit a preliminary budget for city council
to consider. The city council will then adopt the final budget at the fund level by ordinance.
b. Budget development: The city shall prepare a biennial budget that is consistent with state law, the
long‐term financial planning model, the financial management policies, and industry best practices.
i. The City of Renton’s biennial budget shall be prepared using the following schedule and process
as a general guide:
(a) Review stakeholder input such as surveys, public forums, neighborhood meeting notes and
business community communication.
(b) The mayor, city council and chief administrative officer will conduct a goal‐setting retreat
with the department administrators updating the business plan and other policy guidance.
(c) The city council and administration will meet to review and discuss the prior year’s audited
results, current year budget status, next budget schedule, process, budget guidelines and
budget preparation items of interest.
(d) The finance administrator prepares the budget preparation instructions and meets with
department administrators to distribute budget instructions and discuss budget
preparation.
(e) The instructions will include policy priorities, estimates of compensation adjustments,
internal service and indirect charges.
(f) Departments will provide to the finance department budget estimates and requests
conforming to the budget instructions.
(g) The mayor submits a proposed balanced preliminary budget to the city council in
conformance with state law.
(h) A balanced budget should be comprised of funding recommendations for the operating and
capital budgets that do not exceed the estimated resources of the entity.
(i) The city council conducts public hearings on the proposed budget in conformance with state
law.
(j) The city council sets the city’s property tax levies.
(k) The city council adopts the final budget ordinance.
(l) The final budget document is published and posted to the city website.
ii. Budget amendments should be presented for consideration when the need arises.
(a) Budget authority shall be at the fund level.
Executive Summary - FInancial Management Policies 1-52
2023/2024 Adopted Budget City of Renton, Washington
(b) Changes resulting in a need to revise the appropriation authority shall be presented as they
occur.
c. Revenues
i. Revenue forecasts shall assess the full spectrum of resources available to finance city programs
and services.
ii. The city shall consider the diversification of revenue as a strategy when developing its financial
plans.
iii. Should an economic downturn develop that results in (potential) revenue shortfalls or fewer
available resources, the city will make appropriate adjustments to its budget.
iv. Revenue estimates shall be based on forecasting methods recommended by the Government
Finance Officers Association (GFOA) and will typically be conservative rather than aggressive.
d. Expenditures: Priority shall be given to expenditures that will improve productivity.
In addition to the policies above the City of Renton also adheres to the following policies that are currently
adopted and reviewed on a biennial basis along with the budget document.
9. Accounting Records and Reports
a. Basis of Accounting
i. The city’s Annual Comprehensive Financial Report (ACFR) on its financial activity shall be
presented in compliance with Generally Accepted Accounting Principles (GAAP) as defined by
the Governmental Accounting Standards Board (GASB).
b. Basis of Budget
i. The city budget is presented on a GAAP basis of accounting.
c. Fund Accounting
i. The City of Renton’s accounting and budgeting systems use a fund accounting consistent with
guidance provided by the GASB and the Washington State Auditor’s Office.
ii. The funds are grouped into categories: General Fund, Special Revenue, Debt Service, Capital
Projects, Enterprise, Internal Service, and Fiduciary/Trust.
iii. The city council shall create and eliminate funds as appropriate by separate ordinance, or
through the budget ordinance.
iv. Funds shall either be “external” or “internal” for financial reporting purposes.
(a) Internal funds shall be separate sets of accounts for the purpose of enhancing internal
management control only. These funds shall reside within an external fund. For cash
management purposes, internal funds may rely on their related external fund without
payment of interest or violation of the city’s cash management policies. (See interfund loan
policy for further clarification).
v. The city’s financial accounting system shall ensure that the status and transactions of each
account and their relationship to budget authority is clear.
Executive Summary - FInancial Management Policies 1-53
2023/2024 Adopted Budget City of Renton, Washington
d. Financial Reporting
i. The ACFR shall be timely and comprehensive and meet or exceed professional industry
standards.
ii. The city’s budget documents shall provide for comparison with prior years.
iii. Revenue and expenditure reports shall be prepared monthly and be available on the city’s
website.
iv. A written analysis of the city’s monthly report shall be prepared quarterly, coordinated with the
chief administrative officer and mayor, reviewed with the city council, and available on the city’s
website.
v. All budget amendments shall be included in the monthly report.
vi. Any outstanding interfund loans shall be disclosed in the quarterly report.
e. Audit
i. The city shall commission an annual audit of its financial reports and related records to be
conducted by the Washington State Auditor’s Office.
ii. At the conclusion of the audit, the auditor shall be available to brief the city council on the
results.
iii. The results of the audit shall be available to the public.
10. Financial Planning
a. The city shall maintain a long‐term (five year) financial planning model.
i. The financial planning model shall:
(a) be based on the currently adopted budget;
(b) utilize these policies;
(c) be based on assumptions and drivers realistically expected to occur;
(d) clearly document the assumptions and drivers used and the results of the use of such
assumptions and drivers;
(e) be designed in such a way to permit analysis of alternative strategies;
(f) relate to the related plans of the city to include service delivery plans, comprehensive plans,
master plans, etc.; and
(g) shall be prepared for the general government and such other funds as the deemed
necessary.
b. Capital Improvements
i. A comprehensive six‐year plan for city capital investments shall be prepared biennially and
adopted by the city council as part of the city budget.
(a) All projects included in the capital investment program (CIP) shall be consistent with the
city’s comprehensive plan.
(b) The capital investment program shall be prepared in consultation with council committees
for ongoing capital investments.
ii. All proposed capital improvement projects shall include a recommended or likely source of
funding.
iii. Private development (including residential, commercial and industrial projects) shall pay its fair
share of the capital investments that are necessary to serve the development in the form of
system development charges, impact fees, mitigation fees, or benefit districts.
Executive Summary - FInancial Management Policies 1-54
2023/2024 Adopted Budget City of Renton, Washington
iv. Capital project proposals should indicate the project's impact on the operating budget,
including, but not limited to, long‐term maintenance costs necessary to support the investment.
v. Capital projects shall be budgeted for on a project life basis (rather than fiscal year).
11. Policy on Stabilization Funds: Sufficient fund balances and reserve levels are important in the long‐
term financial stability of the city.
a. The city shall maintain reserves required by law, ordinance and/or bond covenants. In addition, the
City of Renton has its own minimum requirements on reserve levels that are detailed below.
i. General Government
(a) The city shall maintain reserves in the general government funds at least 8% of total
budgeted operating expenditures with a target of 12%.
(b) In addition, the city shall maintain an additional reserve as a part of the city’s risk
management funds in a minimum amount of at least 8% of general fund operating
expenditures.
(c) In addition, the city shall maintain an “Anti‐Recessionary Reserve” in an amount of at least
4% of general government budgeted operating expenditures. Expenditures utilizing the
“Anti Recessionary Reserve” require a two‐thirds majority vote of the city council and will be
replenished within three (3) years.
(d) In addition, the city shall accumulate reserves of $5,400,000 for the annexation sales tax
credit expiration/transition using year‐end savings, until fully funded. Expenditures utilizing
the “annexation sales tax credit expiration/transition reserve” require a two‐thirds majority
vote of the city council.
(e) In addition, the city shall reserve $2,500,000 for the economic development revolving fund
using year‐end savings until funded. Expenditures utilizing the “economic development
revolving fund reserve” require a two‐thirds majority vote of the city council.
ii. Debt Service
(a) The city shall maintain one‐year payments in voted general obligation debt service funds
and revenue bonds.
(b) In addition, a one‐year payment reserve will be established for all councilmanic general
obligation bonds issued after 2013.
iii. Enterprise Funds
(a) Water, wastewater, and surface water utility fund shall each maintain reserves of 12% of
total budgeted operating expenses or 30 to 45 days.
(b) King County wastewater treatment fund shall maintain reserves of $380,000 (approximately
3% of total operating expenses).
(c) Solid waste fund shall maintain reserves of $400,000.
(d) Golf fund shall maintain reserves of 25% of total budgeted operating expenses.
(e) All other enterprise funds shall maintain reserves of 10% ‐ 20% of total budgeted operating
expenses.
iv. Reserve balances of other funds shall be set through the budget process in an amount
consistent with the purpose and nature of the fund.
b. Replacement reserves shall be established for equipment, and computer software should the need
continue beyond the estimated initial useful life, regardless of whether the equipment is acquired
Executive Summary - FInancial Management Policies 1-55
2023/2024 Adopted Budget City of Renton, Washington
via lease, gift or purchase. Service charges paid by city departments to the appropriate internal
service funds should include an amount to provide for replacements.
i. The city shall establish a public safety small equipment reserve as a sub‐fund to the equipment
rental fund. Beginning 2015, the city shall contribute $200,000 a year to accumulate reserves
specifically for public safety small equipment items.
12. Policy on Fees and Charges
a. The city shall biennially review all fees for licenses, permits, fines, rates and other miscellaneous
charges as part of the budget process.
b. User charges and fees shall be established based on a percentage of the full cost of providing the
service, unless otherwise provided by statute or regulation.
i. Full cost incorporates direct and indirect costs, including operations and maintenance,
overhead, and charges for the use of capital facilities.
ii. Other factors for fee or charge adjustments may also include the impact of inflation, other cost
increases, the adequacy of the coverage of costs, and current competitive rates.
c. Proposed rate adjustments, user charges and fees shall be presented to the city council for approval
for each year as part of the mayor’s proposed preliminary biennial budget to the council.
d. The city shall rigorously collect all amounts due.
13. Policy on Utility Funds
a. The city shall establish and maintain separate utility operating and capital investment funds and
budgets for each of its utility operations.
b. Utility rate studies shall be conducted every six years to update assumptions and ensure the long‐
term solvency and viability of the city’s utilities.
c. Utility rates and capital fees shall be reviewed biennially, and necessary adjustments made to avoid
major rate increases.
d. The city shall use system development charges, grants and low interest loans to fund capital projects
where possible. Overall, the utilities should maintain a debt‐to‐equity ratio of 60/40.
e. Each utility should fund an amount of the cost equal to the annual “depreciation expense” of capital
assets less debt service principal payments.
f. System Development Charges (SDCs) shall be established at levels to ensure that all customers
seeking to connect to the city’s utility systems shall bear their equitable share of the cost of both the
existing and future systems.
g. Debt financing of utility improvements will be consistent with the utility master plans, council rate
policies and other factors so as to smooth the effect of major improvements on utility rates.
h. The city shall strive to maintain minimum debt service “coverage” with the net revenue (gross
operating revenue of the utilities less operating and maintenance expenses) of the combined
utilities being 1.25 ‐ 1.5 times the actual debt and the net revenue of the individual Utility being at
least 1.25 times the actual debt.
Executive Summary - FInancial Management Policies 1-56
2023/2024 Adopted Budget City of Renton, Washington
i. Capital Contingency as System Reinvestment and Debt Service:
i. Surface water: 1.25 DSC and approximately $3 million annual system reinvestment
ii. Wastewater: 1.25 DSC and approximately $3 million annual system reinvestment
iii. Water: 1.25 DSC and approximately $4 million annual system reinvestment
j. Bonds Versus Cash Funded Projects
i. All non‐CIP projects should be paid for using rates (programs, system plans, education materials,
etc.)
ii. All system reinvestment, maintenance, replacement and rehabilitation CIPs should be paid for
using rates.
iii. CIPs for new infrastructure, growth, or increased capacity can be paid for using bonds.
14. Policy on Debt Issuance and Management
a. Long‐term borrowing shall be confined to capital investments or similar projects with an extended
life when it is not practical to be financed from current revenues. The city shall not use long‐term
debt to finance current operations.
b. Debt payments shall not extend beyond the estimated useful life of the project being financed. The
city shall keep the average maturity of general obligation bonds at or below fifteen years, unless
special circumstances arise warranting the need to extend the debt schedule.
c. The city shall work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
d. With council approval, interim financing of capital projects may be secured from the debt financing
market place or from other funds through an interfund loan as appropriate in the circumstances.
e. The city may issue interfund loans when appropriate and consistent with a separately adopted city
council policy on the subject.
f. When issuing debt, the city shall strive to use special assessment, revenue or other self‐supporting
bonds in lieu of general obligation bonds.
g. Long‐term general obligation debt shall be utilized when necessary to acquire land or capital assets
based upon a review of the ability of the city to meet future debt service requirements. The project
to be financed should also be integrated with the city’s long‐term financial plan and capital
investment program.
h. General obligation debt should be used when the related projects are of a benefit to the city as a
whole.
i. General Obligation Bond (Voted):
(a) Every project proposed for financing through general obligation debt should be
accompanied by a full analysis of the future operating and maintenance costs associated
with the project.
ii. Limited Tax General Obligation Bond (Non‐Voted):
(a) The city should avoid issuing general obligation (non‐voted) debt beyond eighty percent
(80%) of its general obligation debt capacity.
Executive Summary - FInancial Management Policies 1-57
2023/2024 Adopted Budget City of Renton, Washington
i. The city shall use refunding bonds where appropriate when cost savings can be achieved of at least
4% (NPV), restructuring its current outstanding debt and/or improving restrictive bond conditions.
j. The city’s financial team for the issuance of debt shall consist of the council, mayor, CAO, finance
administrator, applicable department management (related to the projects to be financed), city
legal counsel, designated bond counsel, financial advisor and underwriter in order to effectively plan
and fund the city’s capital investment projects.
i. Through a competitive selection process conducted by the finance administrator with
consultation with the mayor, chief administrative officer and legal counsel, the city shall select
the most qualified financial advisor / underwriter and bond counsel.
ii. These services shall be regularly monitored by the finance administrator.
k. The city shall evaluate the best method of sale for each proposed bond issue.
i. When a negotiated sale is deemed advisable (in consultation with the mayor and city council)
the finance administrator shall negotiate the most competitive pricing on debt issues and broker
commissions in order to ensure the best value to the city.
ii. When a negotiated sale is used, the city shall use an independent financial advisor to advise the
city’s participants in matters such as structure, pricing and fees.
l. The city shall comply with IRS regulations concerning use of, and reinvestment of bond proceeds.
i. The city shall monitor and comply with IRS regulations with regard to potential arbitrage
earnings. If arbitrage earnings are believed to be above amounts provided by IRS regulations,
the city will set aside earnings in order to pay the appropriate amount to the federal
government as required by IRS regulations.
m. The city shall provide full secondary market disclosure related to outstanding debt.
15. Policy on Post‐Issuance Compliance for Tax‐Exempt Bonds
a. Purpose
The purpose of these post‐issuance compliance policies and procedures ("Compliance Policy") for tax‐
exempt bonds issued by The City of Renton, Washington (the "City") is to ensure that the city will be in
compliance with requirements of the Internal Revenue Code of 1986, as amended (the "Code"), that
must be satisfied with respect to tax‐exempt bonds and other obligations ("bonds") after the bonds are
issued so that interest on the bonds will be and remain tax‐exempt.
b. Responsibility for Monitoring Post‐Issuance Tax Compliance.
The city council of the city has the overall, final responsibility for monitoring whether the city is in
compliance with post‐issuance federal tax requirements for the city's tax‐exempt bonds. However, the
city council assigns to the finance administrator of the city the primary operating responsibility to
monitor the city's compliance with post‐issuance federal tax requirements for the city's tax‐exempt
bonds.
c. Arbitrage Yield Restriction and Rebate Requirements.
The finance administrator shall maintain or cause to be maintained records of:
i. purchases and sales of investments made with bond proceeds (including amounts treated as
"gross proceeds" of bonds under section 148 of the Code) and receipts of earnings on those
investments;
Executive Summary - FInancial Management Policies 1-58
2023/2024 Adopted Budget City of Renton, Washington
ii. expenditures made with bond proceeds (including investment earnings on bond proceeds) for
the governmental purposes of the bonds, such as for the costs of purchasing, constructing
and/or renovating property and facilities;
iii. information showing, where applicable for a particular calendar year, that the city was eligible
to be treated as a "small issuer" in respect of bonds issued in that calendar year because the city
did not reasonably expect to issue more than $5,000,000 of tax‐exempt bonds in that calendar
year;
iv. calculations that will be sufficient to demonstrate to the Internal Revenue Service ("IRS") upon
an audit of a bond issue that, where applicable, the city has complied with an available spending
exception to the arbitrage rebate requirement in respect of that bond issue;
v. calculations that will be sufficient to demonstrate to the IRS upon an audit of a bond issue for
which no exception to the arbitrage rebate requirement was applicable, that the rebate
amount, if any, that was payable to the United States of America in respect of investments
made with gross proceeds of that bond issue was calculated and timely paid with Form 8038‐T
timely filed with the IRS; and
vi. information and records showing that investments held in yield‐restricted advance refunding or
defeasance escrows for bonds, and investments made with unspent bond proceeds after the
expiration of the applicable temporary period, were not invested in higher‐yielding investments.
d. Restrictions on Private Business Use and Private Loans.
The finance administrator shall adopt procedures that are calculated to educate and inform the principal
operating officials of those departments, including utility departments, if any, of the city (the "users")
for which land, buildings, facilities and equipment ("property") are financed with proceeds of tax‐
exempt bonds about the restrictions on private business use that apply to that property after the bonds
have been issued, and of the restriction on the use of proceeds of tax‐exempt bonds to make or finance
any loan to any person other than a state or local government unit. In particular, following the issuance
of bonds for the financing of property, the Finance Administrator shall provide to the users of the
property a copy of this compliance policy and other appropriate written guidance advising that:
i. "private business use" means use by any person other than a state or local government unit,
including business corporations, partnerships, limited liability companies, associations, nonprofit
corporations, natural persons engaged in trade or business activity, and the United States of
America and any federal agency, as a result of ownership of the property or use of the property
under a lease, management or service contract (except for certain "qualified" management or
service contracts), output contract for the purchase of electricity or water, privately sponsored
research contract (except for certain "qualified" research contracts), "naming rights" contract,
"public‐private partnership" arrangement, or any similar use arrangement that provides special
legal entitlements for the use of the bond‐financed property;
ii. under section 141 of the Code, no more than 10% of the proceeds of any tax‐exempt bond issue
(including the property financed with the bonds) may be used for private business use, of which
no more than 5% of the proceeds of the tax‐exempt bond issue (including the property financed
with the bonds) may be used for any "unrelated" private business use‐that is, generally, a
private business use that is not functionally related to the governmental purposes of the bonds;
and no more than the lesser of $5,000,000 or 5% of the proceeds of a tax‐exempt bond issue
may be used to make or finance a loan to any person other than a state or local government
unit;
iii. before entering into any special use arrangement with a nongovernmental person that involves
the use of bond‐financed property, the user must consult with the finance administrator,
Executive Summary - FInancial Management Policies 1-59
2023/2024 Adopted Budget City of Renton, Washington
provide the finance administrator with a description of the proposed nongovernmental use
arrangement, and determine whether that use arrangement, if put into effect, will be consistent
with the restrictions on private business use of the bond‐financed property;
iv. in connection with the evaluation of any proposed nongovernmental use arrangement, the
Finance Administrator should consult with nationally recognized bond counsel to the City as may
be necessary to obtain federal tax advice on whether that use arrangement, if put into effect,
will be consistent with the restrictions on private business use of the bond‐financed property,
and, if not, whether any "remedial action" permitted under section 141 of the Code may be
taken by the city as a means of enabling that use arrangement to be put into effect without
adversely affecting the tax‐exempt status of the bonds that financed the property; and
v. the finance administrator and the user of the property shall maintain records of such
nongovernmental uses, if any, of bond‐financed property, including copies of the pertinent
leases, contracts or other documentation, and the related determination that those
nongovernmental uses are not inconsistent with the tax‐exempt status of the bonds that
financed the property.
e. Records to be Maintained for Tax‐Exempt Bonds.
It is the policy of the city that, unless otherwise permitted by future IRS regulations or other guidance,
written records (which may be in electronic form) will be maintained with respect to each bond issue for
as long as those bonds remain outstanding, plus three years. For this purpose, the bonds include
refunding bonds that refund the original bonds and thereby refinance the property that was financed by
the original bonds. The records to be maintained are to include:
i. the official Transcript of Proceedings for the original issuance of the bonds;
ii. records showing how the bond proceeds were invested, as described in ci above;
iii. records showing how the bond proceeds were spent, as described in cii above, including
purchase contracts, construction contracts, progress payment requests, invoices, cancelled
checks, payment of bond issuance costs, and records of "allocations" of bond proceeds to make
reimbursement for project expenditures made before the bonds were actually issued;
iv. information, records and calculations showing that, with respect to each bond issue, the City
was eligible for the "small issuer" exception or one of the spending exceptions to the arbitrage
rebate requirement or, if not, that the rebate amount, if any, that was payable to the United
States of America in respect of investments made with gross proceeds of that bond issue was
calculated and timely paid with Form 8038‐T timely filed with the IRS, as described in ciii, civ and
cv above; and
v. records showing that special use arrangements, if any, affecting bond‐financed property made
by the city with nongovernmental persons, if any, are consistent with applicable restrictions on
private business use of property financed with proceeds of tax‐exempt bonds and restrictions on
the use of proceeds of tax‐exempt bonds to make or finance loans to any person other than a
state or local government unit, as described in 4 above.
The basic purpose of the foregoing record retention policy for the city's tax‐exempt bonds is to
enable the city to readily demonstrate to the IRS upon an audit of any tax‐exempt bond issue that
the city has fully complied with all federal tax requirements that must be satisfied after the issue
date of the bonds so that interest on those bonds continues to be tax‐exempt under section 103 of
the Code.
f. Identification and Remediation of Potential Violations of Federal Tax Requirements for Tax‐Exempt
Bonds.
Executive Summary - FInancial Management Policies 1-60
2023/2024 Adopted Budget City of Renton, Washington
i. So long as any of the Issuer’s tax‐exempt bond issues remain outstanding, the finance
administrator will periodically consult with the users of the issuer’s bond‐financed property to
review and determine whether current use arrangements involving that property continue to
comply with applicable federal tax requirements as described in these compliance procedures.
This may be accomplished, for example, by periodically meeting with users, providing
questionnaires to users about current use arrangements, or adopting other protocols
reasonable calculated to ensure compliance with applicable federal tax requirements on a
continuing basis. This periodic review may be scheduled, for example, at or before the times
that the Issuer is required to file with Municipal Securities Rulemaking Board the annual
financial information and operating data pursuant to the Issuer’s undertaking, if any, to provide
continuing disclosure with respect to outstanding bond issues.
ii. If at any time during the life of an issue of tax‐exempt bonds, the Issuer discovers a violation of
federal tax requirements applicable to that issue may have occurred, the Finance Administrator
will consult with bond counsel to determine whether any such violation actually has occurred
and, if so, take prompt action to accomplish an available remedial action under applicable
Internal Revenue Service under the Voluntary Closing Agreement Program described under
Notice 2008‐31 or other future published guidance.
g. Education Policy with Respect to Federal Tax Requirements for Tax‐Exempt Bonds.
It is the policy of the city that the finance administrator and his or her staff, as well as the principal
operating officials of those departments of the city for which property is financed with proceeds of tax‐
exempt bonds should be provided with education and training on federal tax requirements applicable to
tax‐exempt bonds. The city recognizes that such education and training is vital as a means of helping to
ensure that the city remains in compliance with those federal tax requirements in respect of its bonds.
The city therefore will enable and encourage those personnel to attend and participate in educational
and training programs offered by, among others, the Washington Municipal Treasurers Association and
the Washington Finance Officers Association with regard to the federal tax requirements applicable to
tax‐exempt bonds.
Executive Summary - FInancial Management Policies 1-61
2023/2024 Adopted Budget City of Renton, Washington
City Funds and Fund Structure
Key Report
000 General A E
001 Community Services A I (000)
003 Streets A I (000)
004 Community Development Block Grant A I (000)
005 Museum A I (000)
098 Economic Development Fund A I (000)
108 Leased City Properties A I (000)
125 One Percent for Art A I (000)
Total General Government
SPECIAL REVENUE FUNDS:
110 Special Hotel‐Motel Tax E
127 Cable Communications Development E
130 Housing and Supportive Services E
135 Springbrook Wetlands Bank E
140 Police Seizure Fund E
141 Police CSAM Seizure Fund E
304 Fire Impact Mitigation E
310 Renton SD Impact Mitigation E
311 Issaquah SD Impact Mitigation I (310)
312 Kent SD Impact Mitigation I (310)
DEBT SERVICE FUNDS:
215 Gen Govt Misc Debt Service E
CAPITAL PROJECT FUNDS (CIP):
303 Community Services Impact Mitigation E
305 Transportation Impact Mitigation I (317)
308 REET 1 Fund E
309 REET 2 Fund E
316 Municipal Facilities CIP E
317 Transportation CIP E
336 New Library Development I (316)
346 Family First I (316)
A.General Government Funds share general revenues. Therefore, no interest shall be charged for loans between funds.
E.External Fund for Reporting Purposes I.Internal Fund for Management Purposes
Executive Summary - FInancial Management Policies 1-62
2023/2024 Adopted Budget City of Renton, Washington
City Funds and Fund Structure (continued)
ENTERPRISE FUNDS: Key External
Reporting
Internal
Reporting
402 Airport Operations E
403 Solid Waste Utility E
404 Municipal Golf Course System E
405 Water Operations B E
406 Wastewater Operations B I (405)
407 Surface Water Operations B I (405)
416 King County Metro B I (405) (406)
422 Airport Capital Investment I (402)
424 Municipal Golf Course System CIP I (404)
425 Water CIP B I (405) (405)
426 Wastewater CIP B I (405) (406)
427 Surface Water CIP B I (405) (407)
471 Waterworks Rate Stabilization B I (405) (405)
INTERNAL SERVICE FUNDS:
501 Equipment Rental E
502 Insurance E
503 Information Technology I (501)
504 Facilities I (501)
505 Communications I (501)
512 Healthcare Insurance I (502)
522 Leoff1 Retirees Healthcare I (502)
FIDUCIARY FUNDS:
611 Firemen's Pension E
B.Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for management and reporting purposes.
E.External Fund for Reporting Purposes
I.Internal Fund for Management Purposes
Executive Summary - FInancial Management Policies 1-63
2023/2024 Adopted Budget City of Renton, Washington
2 RENTON RESULTS
Budget Framework 2‐1
Renton Results Overview 2‐5
Safety and Health ‐ Programs, Resources and Results 2‐8
Representative Government ‐ Programs, Resources and Results 2‐10
Livable Community ‐ Programs, Resources and Results 2‐12
Mobility ‐ Programs, Resources and Results 2‐13
Utilities and Environment ‐ Programs, Resources and Results 2‐14
Internal Services ‐ Programs, Resources and Results 2‐15
Revenue, Expenditure and Capital Budgets by City Service Area 2‐17
Reconciliation to Total Budget 2‐24
Renton Results
Introduction
Renton Results began as the City of Renton’s budget framework and performance improvement initiative that originated
in 2007. Our intent has been to clearly inform the community of the various services provided by the city, the costs of
those services, and the results of our efforts. The purpose was also to inform policy decisions and provide transparency
and accountability to our community.
Since then, the Renton Results effort has expanded beyond data collection to include organizational elements such as High
Performance Organization (HPO) development, Lean Six Sigma and process improvement, Results Based Accountability
(RBA), inclusive facilitation and engagement, and more. These elements are designed to equip and empower employees,
at all levels, to bring necessary change and innovation to their service of both internal and external customers. As the
business plan goals have changed over time, so has the focus of the Renton Results effort, demonstrating the city’s ability
to be responsive and resilient through change and our commitment to continuous learning and improvement.
How are we doing?
In the following pages you’ll see the metrics gathered by programs that may demonstrate their productivity and/or
effectiveness. While data alone cannot offer a complete picture of each program, it can help tell the story of the city’s
efforts to serve the community while reflecting the impact of events or circumstances over time.
Who is involved in Renton Results?
All levels of staff are involved in identifying and/or tracking performance measures and data.
City Goals
The City Council adopts a six‐year strategic plan to focus city efforts in the direction of the city’s vision to be the center of
opportunity in the Puget Sound Region where families and businesses thrive.
The city’s mission statement identifies the following goals towards which all city operations, in partnership and
communication with residents, businesses, and schools are aligned:
Provide a safe, healthy, vibrant community
Promote economic vitality and strategically position Renton for the future
Support planned growth and influence decisions to foster environmental sustainability
Build an inclusive informed city with equitable outcomes for all in support of social, economic, and racial justice
Meet service demands and provide high quality customer service
The complete Business Plan that includes the vision, mission, desired results, and strategies being used to work toward and
achieve these results can be found on the City of Renton website.
Renton Results - Budget Framework 2-1
2023/2024 Adopted Budget City of Renton, Washington
City Service Areas
The city’s budget, through the Renton Results framework, is the mechanism in place to ensure the work performed and
the services provided by the city is aligned with the city’s vision, mission, and business plan goals. Because city
departments perform a wide variety of work, often partnering with other departments, the true cost of these services can
be difficult to identify in a traditionally presented budget, by fund and/or department, which requires citizens to piece
together the overall cost.
To solve this problem, we prepare our budget in a manner that allows us to present the full cost of the services provided
within each of our six service areas. Per our adopted 2023‐2024 budget (operating plus capital):
Safety and Health: Multiple departments operate nearly 20 different programs in support of this city service area.
Program examples include but are not limited to: Police Administration; Patrol Operations; Investigations; Special
Operations; Electronic Home Detention; City Attorney Prosecution; Emergency Management; Building Inspection;
Code Enforcement; Court Services Probation; Business Licensing; Community Development; and Human Services
Housing Repair.
Representative Government: Multiple departments operate nearly 15 different programs in support of this city
service area. Program examples include but are not limited to: Mayor’s Office Operations; Legislative Operations;
Executive Services Administration; City Clerk; City Attorney Civil; Court Administration; Criminal Case Processing;
Infraction Processing; Volunteer Program; Citywide Communications; Hearing Examiner; and Intergovernmental
Relations.
Livable Community: Multiple departments operate nearly 20 different programs in support of this city service
area. Program examples include but are not limited to: CED Administration; Parks Administration; Aquatics;
Farmers Market; Education and Recreational Activities; Recreational Facilities; Cultural and Community
Engagement; Museum; Parks and Trails; Long Range Planning; Economic Development; and Arts and Culture.
Mobility: A single department operates more than 10 programs in support of this city service area. Program
examples include but are not limited to: Public Works Administration; Airport Operations; Transportation
Operations Engineering; Transportation Systems Administration; Building and Mobility Network; Transit
Coordination/Transportation Demand Management; and Street Maintenance.
Utilities & Environment: Multiple departments operate nearly 20 different programs in support of this city service
area. Program examples include but are not limited to: Utility Systems Administration; Development Engineering;
Parks Planning, Urban Forestry and Natural Resources; Solid Waste Collection; Litter Control; Surface Water
Engineering and Planning; Wastewater Engineering and Planning; Water Engineering and Planning; Surface Water,
Wastewater, and Water Maintenance; Utility Billing and Cashiering.
Internal Support: Multiple departments operate nearly 25 different programs in support of this city service area.
Program examples include but are not limited to: Information Technology Administration; Finance Administration;
City Attorney Administration; Finance Operations; Accounting and Auditing; Asset, Dept, and Treasury
Management; Budgeting and Financial Planning; Payroll; Human Resources and Risk Management Administration;
Benefits; Telecommunications; Application and Database Services; Enterprise GIS; Service Desk Support; System
Services; Communications Print and Mail Services; Organizational Development and Performance; Technical and
Property Services; Custodial Services; Fleet Services Operations and Maintenance; and Facilities Technical
Maintenance.
Renton Results - Budget Framework 2-2
2023/2024 Adopted Budget City of Renton, Washington
How much do these services cost per person annually?
The chart below shows a comparison of costs per person at the 2023‐2024 adopted service levels by city service area.
The total adopted cost in 2023‐2024 is about $2,091‐$2,199 per person based on current population count of 107,500.
Renton Results - Budget Framework 2-3
2023/2024 Adopted Budget City of Renton, Washington
Resource allocation by City Service Area versus traditional budget
Renton Results program expenses are presented by city service area as consolidated costs across departments and funds.
Within Renton Results, we have adjusted for transfers and inter‐fund transactions where double counting occurs in
traditional “fund” based budgeting. As a result, the dollar amounts for Renton Results and the traditional budget are not
the same.
For example, the costs of the city’s internal service funds are shown under the “Internal Support” city service area and are
also included in the direct service areas by those departments that use these internal services. To compensate for this, we
are deducting the amount that has been accounted for in direct services at the bottom‐line level to show the net operating
and capital budget only in the Renton Results section.
How much do these services cost in total?
2023 FTE 2023 Operating
Exp
2023 Capital
Exp 2024 FTE 2024 Operating
Exp
2024 Capital
Exp
Safety & Health 219.00 59,152,716$ ‐$ 219.00 61,448,603$ ‐$
Representative Government 45.00 10,944,283 ‐ 45.00 11,428,580 ‐
Livable Community 82.90 22,581,260 990,000 82.90 23,362,338 1,729,000
Mobility 68.21 16,759,907 3,722,000 68.21 17,427,009 3,239,000
Utilities & Environment 129.49 86,605,627 13,627,131 128.49 89,962,078 15,803,912
Internal Support 105.90 8,584,776 1,807,000 105.90 8,617,700 3,357,000
Total City Service Areas 650.50 204,628,568$ 20,146,131$ 649.50 212,246,308$ 24,128,912$
224,774,700$ 236,375,220$
Other Budgeted Items
Transfers and Interfund Transactions 56,176,842 59,995,859
City‐Wide Revenue Estimate 2,054,404 1,819,404
Total Other 58,231,246 61,815,263
283,005,945$ 298,190,483$ Total Costs Adopted 2024
City Service Area
2023 Adopted 2024 Adopted
Operating + Capital CostsOperating + Capital Costs
Total Costs Adopted 2023
Renton Results - Budget Framework 2-4
2023/2024 Adopted Budget City of Renton, Washington
2023‐2024 Renton Results
Summary and Detail
Desired Results ‐ Strategies ‐ Key Performance
Indicators ‐ Metrics/Measures ‐ Targets
As described earlier, the city service areas are broad in nature and are supported by a number of city programs across
multiple city departments.
The following pages will provide summary and detailed information for each of our city service areas. Some of the terms
you will see are defined below.
Desired Results
Each city service area is best defined by the associated “I want” statement or the desired results.
Safety and Health: I want a safe and healthy community
Representative Government: I want a responsive and responsible government
Livable Community: I want access to high quality facilities, services and public resources that enrich the lives of
everyone in the community
Mobility: I want safe and efficient access to all desired destinations, now and in the future
Utilities and Environment: I want to live, learn, work, and play in a clean and green environment with
reliable, affordable utility service
Internal Support: I want City departments to have the means to operate efficiently and effectively in a safe and
sustainable manner
Strategies
Strategies answer the question: “How does the city plan to work toward and achieve these desired results?” You will find
these listed above each of the summary and performance measure sections of the city services.
This visual representation of the Safety and Health City Service Area, for example, illustrates the relationship between the
defined strategies and reaching the desired result. Programs within this service area are aligned with these strategies.
Encourage the community to
comply with local, state, and
federal laws
Encouragement of a self‐reliant
community through programs and
education
Timely responsiveness and
projection of effort when the
community cannot help itself
Recovery and restoration of the
community after a disaster
I want
Renton to be
a safe and
healthy
community
Renton Results - Renton Results Overview 2-5
2023/2024 Adopted Budget City of Renton, Washington
Key Performance Indicators
Program key performance indicators are tools put into place by the program staff and managers and reviewed by the
administrators and the executive services organizational development division to assure alignment of efforts across the
departments. These are typically a higher level of measurement, often representative of multiple departments or
programs, and used as the primary metric that help determine the achievement of the desired result.
Metrics/Measures
Program metrics/measures are also tools put into place by the program staff and managers that further reflect the results
of the work performed or service provided. These are often at a more focused level and department or program specific.
As stated before, not all work processes are captured within Renton Results but rather program metrics/measures are
select points of data that represent the work performed in a way that can be a useful illustration of effectiveness or impact
when tracked and monitored.
Targets
Program targets are a guideline or goal for each program metric/measure. We work hard to communicate that targets
are not to be used as a “hammer” but rather as a standard which staff can strive to achieve within the framework of their
resources. There are many factors that may influence the results for programs such as weather, the economy, staff
turnover and demand.
Conclusion
Renton Results is the framework of our budget process that allows for transparent, informed, and thoughtful consideration
in the allocation of our resources. It allows decision makers to see the cost of services in a meaningful way and allows
program prioritization and resource allocation to be based on the priorities established by the city’s vision, mission, and
goals. In addition, the Renton Results effort seeks to develop and support endeavors that will enable the city to quickly
identify and respond to opportunities for improvement in processes and service delivery. In 2023 a project involving all
departments is planned to reevaluate our key performance indicators, metrics/measures, targets, and tools utilized to
capture the data. This will ensure the availability, accuracy, transparency, and value of the information provided to
illustrate program and/or service effectiveness in achieving the desired results.
Renton Results - Renton Results Overview 2-6
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Renton Results Overview 2-7
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Safety and Health have provided metrics/measures ("Results") to indicate the outcomes of their efforts.
Each metric is unique ‐ some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to show efficiency
and effectiveness. It should be noted for those that are marked "no data" indicate a metric for which information is not available. This could be due to a number
of reasons including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and technology not
available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want a safe and healthy community.
Strategies Renton is using to work toward and achieve the desired results: Encouragement of a self‐reliant community through programs and education. Adopted 2023 2024 Timely responsiveness and “projection of effort,” when the community cannot help itself. FTE’s 219.00 219.00 Recovery and restoration of the community after a disaster. Operating $59,152,716 $61,448,603 Encourage the community to comply with local, state, and federal laws. Percent of Operating Budget 29% 29%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Residents report feeling somewhat or very safe duringthedayintheirneighborhood. 90 next survey 2017 90 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 90 percent
Residents report feeling somewhat or very safe duringthenight intheirneighborhood. 70 next survey 2017 73 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 90 percent
Community report feeling somewhat or very safe duringthedayinthedowntownarea. 81 next survey 2017 84 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 80 percent
Community report feeling somewhat or very safe duringthenightinthedowntownarea. 70 next survey 2017 73 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 80 percent
Average response time (in minutes) to Priority I calls. 4.52 4.43 4.61 4.66 4.06 4.44 5.11 TBD less than 3.5 minutes
Number of Emergency Management Accreditation
Program (EMAP) standards that are met completely
or partially met and currently in progress, as a
measure of emergency management excellence and
indication of preparedness.
new 2019 new 2019 new 2019 new 2019 25% 55% 86% TBD percent of total
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Average response time (in minutes) to Priority II calls. 90 8.13 7.62 7.35 6.80 6.59 6.13 TBD less than 8 minutes
Average response time (in minutes) to Priority III calls. 70 11.75 11.62 10.94 10.73 10.01 9.21 TBD less than 12 minutes
Average response time (in minutes) to Priority IV calls. 81 23.94 26.08 23.54 23.82 21.99 18.13 TBD less than 21 minutes
New Concealed Pistol Licenses will be completed within 30days. new 2016 1,293 1,220 1,176 1,206 923 1,278 TBD number of licenses
Number of public records requests (police specific). 2,359 2,504 2,686 2,855 3,596 3,409 3,740 TBD number of requests
Number of cases processed by staff. 15,517 16,665 16,367 16,179 14,643 13,223 12,909 TBD number of cases
Number of warrants processed by staff. 2,161 1,575 1,526 1,687 1,695 1,888 1,584 TBD number of warrants
Number of Citations processed by staff. 11,766 11,462 11,438 11,047 8,629 7,509 3,779 TBD number of citations
Number of orders process by staff. 1,438 1,630 1,644 1,679 1,587 1,263 1,281 TBD number of orders
Annual percent of successful resolution or clearance
of assigned cases. 83 88 56 68 82 68 68 TBD minimum of 80 percent
Percent of collision incidences resolved by Patrol
Services during regular hours of service to reduce
resources needed in Patrol Operations. 51 32 45 46 48 46 47 TBD minimum of 80 percent
Average percent of traffic safety camera notices of
violation are provided within fourteen days. 100 100 100 99 99 99 99 TBD minimum of 100 percent
Number of arrests due to Special Operations'
identification and investigation of repeat offenders
and/or trends of criminal activity. 51 44 95 46 73 58 52 TBD minimum of 50 count
Average number of training hours per commissioned
employee. 139 124 108 117 97.6 89 165 TBD minimum of 100 hours
Average number of training hours per non‐
commissioned employee. 16 24 57 18.3 32 15 21 TBD minimum of 24 hours
2015 budget 2016 budget 2017 budget 2018 budget 2019 budget 2020 budget 2021 budget 2022 budget 2023 adopted 2024 adopted
FTE's: 179.83 179.83 196.33 196.33 202.50 203.50 202.90 202.90 219.00 219.00
Dollars: 36,336,698$ 37,824,001$ 40,485,130$ 42,636,579$ 48,205,345$ $49,645,700 49,347,522$ 50,684,751$ 59,152,716$ 61,448,603$
City Resources
budgeted to support the
Safety and Health City Service Area
City Service Area: Safety and Health
Key Performance Indicators
Performance Metrics/Measures
Renton Results - Safety and Health Programs, Resources and Results 2-8
2023/2024 Adopted Budget City of Renton, Washington
City Service Area: Safety and Health
Desired Result: I want a safe and healthy community.
Provide Electronic Home Detention (EHD) services to
reduce jail costs. EHD referrals and revenue increases,
resulting in a cost savings to the inmate house
budget.
$2,038,155 $2,479,924 $2,871,132 $4,593,750 $5,199,250 $2,832,256 $2,522,880 TBD minimum of $600,000
Increase the scope and extent of electronic exchanges
of information, including discovery, to the Defense
Attorney. new 2015 100 100 100 100 100 100 TBD minimum of 95 percent
Be prepared for hearings and trials in all cases. new 2015 100 100 100 100 100 100 TBD minimum of 95 percent
Prepare complete and adequate discovery in all
cases, as measured by motions granted by the court
for inadequate discovery.
new 2015 100 100 100 100 100 100 TBD minimum of 95 percent
Number of hours Emergency Management Program employeesandvolunteers areengagedindeveloping and maintainingpublicandprivate partnerships. new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 TBD
Permit review for single family applications completedwithin 2weeks. 90 61 58 45 46 34 44 TBD minimum of 95 percent
Permit review for commercial applications within 4 weeks. 100 95 88 87 95 80 87 TBD minimum of 95 percent
Inspection requests receive response within 24 hours. 95 93 94 95 94 95 95 TBD minimum of 95 percent
Code compliance is achieved within 3 weeks of date ofinitial request. 88 80 81 81 89 87 87 TBD minimum of 70 percent
Composite of results from survey of probationer's
understanding of probation process reflected as
"Good" or better. 85 88 88 85 84 no data no data TBD minimum of 80 percent
Number of compliance audits performed annually. new 2017 new 2017 500 349 159 333 320 TBD TBD
Business License renewals will be issued within one
day of receipt of payment. 95 87 89 92 82 89 no data TBD minimum of 95 percent
Increase the total number of Housing Repair services
provided. 985 no data no data no data 999 no data no data TBD number of services provided
Number of unduplicated Renton residents served by
agencies that are funded by City of Renton. 18,136 27,122 no data no data no data no data no data TBD number of residents
Percentage of unduplicated Renton residents served
by agencies that are funded by City of Renton. 19 27 no data no data no data no data no data TBD percentage of residents
Per capita spending for Human Services. $5.54 $5.60 $5.67 $5.67 $5.67 no data no data TBD cost per capita
Number of unduplicated households served. 217 no data no data no data 186 no data no data TBD number of households
Performance Metrics/Measures
Renton Results - Safety and Health
Programs, Resources and Results 2-9
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Representative Government have provided metrics/measures ("Results") to indicate the outcomes of
their efforts. Each metric is unique ‐ some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to
show efficiency and effectiveness. It should be noted for those that are marked "no data" indicate a metric for which data is not available. This could be due to a
number of reasons including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and
technology not available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want a responsive and responsible government.
Strategies Renton is using to work toward and achieve the desired results:
Policy and program decisions reflecting community values.
Opportunities for the public to engage and influence City government
Open, accessible, and consistent (administrative and judicial) decision processes.
Advocate community interest in regional, state, and federal forums. Adopted 2023 2024
Clear and effective communications. FTE’s 45.00 45.00
Policy and fiscal accountability. Operating $10,944,283 $11,428,580
Partnership with community organizations to leverage resources. Percent of Operating Budget 5% 5%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Cost of service per capita. $1,851 $1,851 $1,514 $1,548 $1,608 $1,644 $1,831 $1,966 TBD
Residents rating the value of services for the
taxespaidtoRenton as"good" orbetter. 51 next survey 2017 51 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 51 percent
Residents rating the quality and accessibility of City servicesas“good”or better. no data next survey 2017 no data next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 60 percent
Percent of survey responses that rate the City's job ofkeepingresidentsinformedas"good"orbetter. 65 next survey 2017 67 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 65 percent
Hours of service provided annually by volunteers. 40,698 43,733 51,079 54,708 43,766 17,213 17,806 TBD number of hours
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Information requests/concerns from residents are acknowledgedwithinthreedays. 100 100 100 100 100 98 98 TBD minimum of 90 percent
Information requests/concerns are resolved within twoweeks. 99 92 97 90 92 92 94 TBD minimum of 90 percent
Number of legislative documents (agenda, minutes, ordinances,resolutions,etc.)published&available. 148 121 140 173 204 155 114 TBD number of documents
Number of public records requests (City general requests/non‐police). 332 616 678 608 691 628 648 TBD number of requests
Number of internal documents (contracts including
lease agreements, MOU's, etc.) that are executed
and recorded. 722 725 714 874 693 740 655 TBD number of documents
Routine legislation review will be performed within
7 calendar days of receipt. 98 99 99 92 92 87 87 TBD minimum of 95 percent
Complete routine contract review within 7 calendar
days of receipt. new 2018 new 2018 new 2018 95 95 90 90 TBD minimum of 90 percent
Complete routine contract addendums, amendments
and change orders within 2 business days of receipt. new 2018 new 2018 new 2018 95 95 90 90 TBD minimum of 90 percent
Number of training hours per FTE provided to court
employees. 9 8 8 8 8 8 8 TBD minimum of 8 hours
Resident’s satisfaction with understanding the court
infraction process. 85 86 84 84 82 no data no data TBD minimum of 80 percent
Defendant's satisfaction with the ability to obtain
access to court record information related to
infraction processing is rated "Good" or better. 87 92 90 88 88 no data no data TBD minimum of 80 percent
Defendant satisfaction with their understanding of
the criminal case process is rated as "good" or better. 83 85 83 80 82 no data no data TBD minimum of 80 percent
Defendant’s satisfaction with the ability to obtain
access to court record information related to
criminal case processing is rated “Good” or better. 87 92 92 90 90 no data no data TBD minimum of 80 percent
Ongoing juror surveys reflect an approval rating
that indicates satisfaction and understanding of the
jury experience by non‐criminal citizens of Renton. 80 80 84 82 82 no data no data TBD minimum of 90 percent
Coordinate and leverage civic engagement
opportunities to conserve financial resources through
use of volunteers, resulting in annual
cost avoidance – Value of volunteer service.
$1,179,835 $1,267,820 $1,480,792 $1,586,000 $1,268,800 $499,028 $516,215 TBD minimum of $1,260,000
2015 budget 2016 budget 2017 budget 2018 budget 2019 budget 2020 budget 2021 budget 2022 budget 2023 adopted 2024 adopted
FTE's: 38.7 38.7 40.18 40.18 42.00 42.00 43.00 43.00 45.00 45.00
Dollars: 6,319,972$ 6,576,090$ 7,281,264$ 7,461,413$ 7,973,392$ $8,195,173 9,227,611$ 9,495,456$ 10,944,283$ 11,428,580$
City Resources
budgeted to support the
Safety and Health City Service Area
City Service Area: Representative Government
Key Performance Indicators
Performance Metrics/Measures
Renton Results - Representative Government
Programs, Resources and Results 2-10
2023/2024 Adopted Budget City of Renton, Washington
Desired Result: I want a responsive and responsible government.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Composite increase in residents' rating for each of the
City's various information resources provided by the
Communications Department (e‐communication,
print, advertising, and media).
52 next survey 2017 no data next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 5 percent
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 and building regulation.
29 no data 29 29 29 29 29 29 minimum of 8 count
Performance Metrics/Measures
Renton Results - Representative Government
Programs, Resources and Results 2-11
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Livable Community have provided metrics/measures ("Results") to indicate the outcomes of their
efforts. Each metric is unique ‐ some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to show
efficiency and effectiveness. It should be noted for those that are marked "no data" indicate a metric for which data is not available. This could be due to a
number of reasons including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and
technology not available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want access to high quality facilities, services, and public resources that enrich the lives of everyone in the
community.
Strategies Renton is using to work toward and achieve the desired results:
Encourage and foster a vibrant and diverse economy.
Provide or make available diverse learning and enrichment opportunities. Adopted 2023 2024
Provide clean, safe, healthy, and well‐maintained places. FTE’s 82.90 82.90
Manage growth in a manner consistent with community values. Operating $23,571,260 $25,091,338
Encourage and foster a strong sense of community. Percent of Operating Budget 12% 12%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Residents rate livability of Renton as “good” or better. 66 next survey 2017 68 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 65 percent
The City’s annual sales tax revenue growth rate
(excluding one‐time items). 9 7 ‐0.1 8 ‐0.4 ‐6.6 23.5 TBD minimum of 1 percent
Annual property tax revenue associated with new
construction increases. 2.8 ‐2.1 2.6 2.4 0.9 1.0 1.0 TBD greater than 1.5 percent
Overall customer satisfaction rating is “good” or
better in cleanliness and appearance of Parks and
Trail system. 84 next survey 2017 88 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 80 percent
Maintain or increase the number of officially
recognized neighborhoods/ associations participating
in the program. 74 74 90 90 no data no data no data TBD minimum of 72 count
Total number of employees working in Renton
(measured by FTE) increases year over year. 61,185 62,451 61,920 66,208 68,057 67,806 60,723 TBD annual count increase
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Percentage of occupancy rate for swimming lesson registrations. 79 72 no data 95 98 no data no data TBD minimum of 80 percent
Henry Moses Aquatic Center customers rate their experienceandsatisfactionas“good”orbetter. 97 95 no data no data no data no data no data TBD minimum of 80 percent
Average Farmer’s Market booth space occupancy as percentageofavailablespace. 99 96 85 82 83 91 60 TBD minimum of 95 percent
Average daily attendance at the Senior Center. 401 394 400 400 400 150 150 TBD minimum of 250 count
Percent of attendees at 4th of July, Renton River Days,
and Holiday Lights events that report overall
experience satisfaction of 3 or better in a 1‐5 scale. 96 98 96 96 85 no data no data TBD minimum of 80 percent
Number of businesses/public/private relationships
engaged & providing support to produce 4th of July,
Renton River Days, and Holiday Lights events
maintained or increased.
82 78 58 58 60 no data no data TBD minimum of 60 count
Percentage of the total cost of Holiday Lights, RentonRiverDays,and 4thofJulythatisfunded by sponsors. 32 31 31 31 32 no data no data TBD minimum of 30 percent
Number of visitors and people served by outreach (Museum). 5,587 4,747 7,988 1,371 2,695 no data no data TBD minimum of 4,800 count
Renton Community Center customers rate their
satisfactionas “good”orbetter. 89 no data 99 99 90 no data no data TBD minimum of 80 percent
Process land use applications requiring a decision by the Hearing Examinerwithin12weeksofreceiptof completeapplication. 76 72 88 92 100 86 88 TBD minimum of 90 percent
Process land use applications requiring an
administrative decision within 8 weeks. 84 75 82 91 92 80 52 TBD minimum of 90 percent
City Service Area: Livable Community
Key Performance Indicators
Performance Metrics/Measures
Renton Results - Livable Community
Programs, Resources and Results 2-12
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Mobility have provided metrics (“Results”) to indicate the outcomes of their efforts. Each metric is
unique – some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to show efficiency and
effectiveness. It should be noted for those that are marked “no data” indicate a metric for which data is not available. This could be due to a number of reasons
including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and technology not
available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want safe and efficient access to all desired destinations, now and in the future.
Strategies Renton is using to work toward and achieve the desired results: Adopted 2023 2024
Provide a well‐maintained condition of the mobility infrastructure. FTE’s 68.21 68.21
Provide a comprehensive mobility network that connects the public to desired destinations. Operating $20,481,907 $20,666,009
Provide efficient and safe operation of mobility infrastructure. Percent of Operating Budget 10% 10%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Satisfaction with connectivity to local and regional
centers via transit, sidewalks, and trails. 56 next survey 2017 63 next survey 2019 survey canceled survey canceled next survey 2023 next survey 2023 minimum of 60 percent
Reduce average arterial corridor travel time. 10 10 ‐9 ‐9 ‐9 no data no data TBD annual reduction of 1 percent
Minimize signal downtime as measured by annual
count of failures of traffic signals and beacons. 60 37 52 52 50 52 no data TBD reduce number of failures annually
Annual number of feet of sidewalk added or replaced. no data 2,950 7,900 7,900 7,900 3,672 6,200 TBD number of linear feet
Maintain a reasonable Overall Condition Index (Pavement)rating. no data no data 68 68 68 73 no data TBD rating equal to or greater than 70
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
No takeoff or landing delay for any aircraft longer than30minutesduetoinclementweather,routine surfacemaintenanceoperations,thepresenceof ForeignObject Debris(FOD),orwildlife. 0 0 2 2 2 0 0 TBD maximum of 0 count
Maintain safe bridges by having no load‐restricted bridges. 0 1 0 0 0 2 2 TBD maximum of 0 count
Citizen requests referred to Public Works by the Mayor'sOfficewillberespondedtowithinthe requested timeframe. 95 95 95 95 98 98 no data TBD greater than 95 percent
Reduce or maintain the number of insurance claims
againsttheCityresultingfromroad damage. 3 18 15 15 15 6 no data TBD less than 10 count
Key Performance Indicators
Performance Metrics/Measures
City Service Area: Mobility
Renton Results - Mobility
Programs, Resources and Results 2-13
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Utilities and Environment have provided metrics ("Results") to indicate the outcomes of their efforts.
Each metric is unique ‐ some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to show efficiency
and effectiveness. It should be noted for those that are marked "no data" indicate a metric for which data is not available. This could be due to a number of
reasons including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and
technology not available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want to live, learn, work, and play in a clean and green environment with reliable, affordable utility service.
Strategies Renton is using to work toward and achieve the desired results:
Well maintained neighborhoods, properties, and environment.
Manage solid waste.
Operate and maintain piped utility infrastructure. Adopted 2023 2024
Environmental conservation, education, and outreach. FTE’s 129.49 128.49
Compliance with environmental standards and laws. Operating $100,232,758 $105,765,990
Protection of open space/acquisition. Percent of Operating Budget 49% 50%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Water quality to meet or exceed federal and state
regulatory requirements. 100 100 100 100 100 100 100 100 minimum of 100 percent
Increase residential recycling annual tons collected
per capita. 0.5 1 20 7 ‐6 6 ‐3 TBD increase of 3 percent
Increase residential organics collection per capita. 1.9 5.8 29 ‐1.5 5 25 ‐12 TBD increase of 3 percent
Restore water service within 4 hours during
emergency shutdowns. 100 100 100 100 100 100 100 TBD minimum of 98 percent
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Infrastructure project plan review is completed
within anaverage of3weeks. 75 90 47 54 44 33 31 TBD minimum of 95 percent
Development plans and permit reviews completed
within 5businessdaysofreceipt. 100 100 100 95 95 70 100 TBD minimum of 80 percent
Requests for wastewater system information
provided within 2 business days of receipt. 98 100 98 98 100 80 80 TBD minimum of 80 percent
Maintain a Community Rating System (CRS)
classification rating of 6 or better which results in a
20% or more discount on federal flood insurance
rates.
5 5 5 5 5 5 5 TBD rating equal to or greater than 6
Reduce annual average per capita water
consumption. 0 0 1 1 0 1 1 TBD reduction of 1 percent annually
Average Utility Billing aged accounts receivable (over
90 days) as percent of annual billing. .08 .38 .0047 .0042 .0031 .62 1.02 TBD less than 1 percent
New Utility Billing accounts will be set up within 5
business days of notification (via final permit, email,
etc.). 99 98 100 100 97 95 94 TBD minimum of 95 percent
Customer satisfaction surveys rate the range/type of
park amenities offered as “good” or better. 80 no data 86 86 no data no data no data no data minimum of 75 percent
City Service Area: Utilities & Environment
Key Performance Indicators
Performance Metrics/Measures
Renton Results - Utilities and Environment
Programs, Resources and Results 2-14
2023/2024 Adopted Budget City of Renton, Washington
Programs, Resources and Results
Programs/services that support the City Service Area of Internal Support have provided metrics ("Results") to indicate the outcomes of their efforts. Each metric
is unique ‐ some are simply counts of data points, others are more qualitative indicating customer satisfaction, and many intend to show efficiency and
effectiveness. It should be noted for those that are marked "no data" indicate a metric for which data is not available. This could be due to a number of
reasons including changes in staffing, programs and/or surveys not taking place (due to Covid‐19 or other impacting circumstances), and/or tools and
technology not available to collect the data. These metrics remain in this report as it is the intent of the program to provide the data when possible.
Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner.
Strategies Renton is using to work toward and achieve the desired results:
Highly qualified, healthy, well trained, and productive workforce.
Functional work environment. Adopted 2023 2024
Fiscal support and accountability. FTE’s 105.90 105.90
Safeguard public interests and assets. Operating $10,391,776 $11,974,700
Equipment and data that is reliable and accessible. Percent of Operating Budget 5% 6%
Due to department, division, and programmatic reorganizations over this period of time, some information will differ from prior budget documents.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Maintain or improve the City’s credit rating of AA
(S&P’s) for general obligation bonds and AA+ (S&P’s)
for revenue bonds. AA+/AA+ AA+/AA+ AA+/AA+ AA+/AA+ AAA/AA+ AAA/AA+ AAA/AA+ TBD minimum of AA/AA+
Internal/external customers of Finance Department
rate overall customer satisfaction as “good” or better. new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 minimum of 80 percent
Average customer satisfaction rating of all IT
Department services per internal customer survey. new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 minimum of 80 percent
Percent of system availability (network "uptime") as
provided by System Services. 99 97 99 99 99 98 99 TBD minimum of 95 percent
Training hours/learning opportunities provided per
FTE will increase. new 2019 new 2019 new 2019 new 2019 4,381 4,404 2,382 TBD increase of total hours
annually
Complete a safety inspection of each City‐owned
facility annually. 89 45 73 100 87 73 88 TBD minimum of 100 percent
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Vendors will be paid within 45 days of invoice date. 92 91 89 90 92 91 90 TBD minimum of 95 percent
Percent of average aged accounts receivable balances
over 90 days versus annual billing of non‐
intergovernmental customers. no data 2.5 2.8 8.2 9 2.2 0 TBD less than 1 percent
Total dollar amount of accounts receivable balances writtenoffannually. no data $4,400 $4,050 $44,315 $123,0023 $40,194 $0 TBD less than $10,000
Percentage of chartered IT projects that are
completed within budget and on schedule. new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 new 2023 TBD
Internally provided training and development
opportunities are rated as “good” or better by
attendees. new 2019 new 2019 new 2019 new 2019 90 97 97 TBD minimum of 80 percent
Percentage of new hires and promoted employees
who rate the hiring process as “good” or better. 83 25 97 89 93 no data 81 TBD minimum of 90 percent
Percentage of hiring managers who rate the hiring
process as “good” or better. 71 no data 16 86 82 no data 84 TBD minimum of 90 percent
Percentage of new hires or promotions retained past
their probationary period. 89 94 92 94 93 92 79 TBD minimum of 90 percent
Number of training courses provided by HR/RM. 9 10 12 9 8 12 5 TBD number of courses provided
Number of business days to recruit and fill non‐civil
service positions. 71 47 45 67 55 45 57 TBD number of days
Maintain or reduce the annual number of Workers
Compensation Claims. 98 72 36 55 42 36 30 TBD number of claims
Square feet of coverage per employee (IFMA 60th
percentile). 23,141 no data no data no data no data no data no data TBD maximum of 20,424 count
Number of Facilities Help Desk project completed. 2,756 no data no data no data no data no data no data TBD number of projects completed
Property and technical services review of
development proposals are processed within 2
weeks. 95 98 95 98 98 100 100 TBD minimum of 95 percent
Key Performance Indicators
Performance Metrics/Measures
City Service Area: Internal Support
Renton Results - Internal Services
Programs, Resources and Results 2-15
2023/2024 Adopted Budget City of Renton, Washington
Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner.
2015
results
2016
results
2017
Results
2018
Results
2019
Results
2020
Results
2021
Results
2022
Results Target
Minimize Fleet “comeback” repairs, as a percentage of the totalrepairs. new 2015 4.6 5.4 5.4 5.4 0 no data TBD Less than or equal to 5 percent
Percentage of Fleet work orders completed in less than72hours. new 2015 71 71 71 71 73 no data TBD minimum of 80 percent
Performance Metrics/Measures
Renton Results - Internal Services
Programs, Resources and Results 2-16
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets
by City Service Area 2-17
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets
by City Service Area 2-18
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets
by City Service Area 2-19
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets
by City Service Area 2-20
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2-21
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2-22
2023/2024 Adopted Budget City of Renton, Washington
Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2-23
2023/2024 Adopted Budget City of Renton, Washington
FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
219.00 59,152,716 8,461,600 219.00 61,448,603 8,461,600
45.00 10,944,283 4,949,998 45.00 11,428,580 5,011,126
82.90 22,581,260 3,430,907 82.90 23,362,338 3,459,607
68.21 16,759,907 3,435,199 68.21 17,427,009 3,445,199
129.49 86,605,627 79,601,757 128.49 89,962,078 80,522,127
105.90 8,584,776 2,291,521 105.90 8,617,700 2,027,928
650.50 204,628,568 102,170,982 649.50 212,246,308 102,927,587
FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐
‐ 990,000 940,000 ‐ 1,729,000 1,279,000
‐ 3,722,000 5,002,000 ‐ 3,239,000 4,919,000
‐ 13,627,131 13,614,015 ‐ 15,803,912 15,664,896
‐ 1,807,000 1,957,000 ‐ 3,357,000 3,507,000
‐ 20,146,131 21,513,015 ‐ 24,128,912 25,369,896
FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $
‐ 56,176,842 54,493,188 ‐ 59,995,859 56,374,415
‐ 2,054,404 109,184,530 ‐ 1,819,404 112,430,769
‐ 58,231,246 163,677,718 ‐ 61,815,263 168,805,184
Grand Totals 650.50 283,005,945 287,361,714 649.50 298,190,483 297,102,667
City‐Wide Revenue Estimate
Total Other
Other
City Service Area 2023 Adopted 2024 Adopted
Transfers and Interfund Transactions
Total Capital FTE and $
Capital Programs
City Service Area 2023 Adopted 2024 Adopted
Safety & Health
Representative Government
Livable Community
Mobility
Utilities & Environment
Internal Support
Total Operating FTE and $
Operating Programs
City Service Area 2023 Adopted 2024 Adopted
Representative Government
Livable Community
Mobility
Utilities & Environment
Internal Support
Safety & Health
Reconciliation to Budget by Fund and Department
Below will reconcile the Programs within Renton Results with the Total Adopted Budget
Renton Results - Reconciliation to Total Budget 2-24
2023/2024 Adopted Budget City of Renton, Washington
3 BUDGET BY DEPARTMENT
Legislative 3‐1
Executive 3‐9
City Attorney 3‐29
Court Services 3‐33
Community and Economic Development (CED) 3‐37
Equity, Housing, and Human Services (EHHS) 3‐53
Finance 3‐64
Human Resources and Risk Management (HR&RM) 3‐73
Police 3‐80
Parks and Recreation 3‐94
Public Works (PW) 3‐110
Other City Services 3‐139
Legislative
James Alberson
Councilmember
Carmen Rivera
Councilmember
Ryan McIrvin
Councilmember
Valerie O’Halloran
Councilmember
Ed Prince
Councilmember
Ruth Pérez
Councilmember
Kim‐Khánh Văn
Councilmember
Council Liaison
2023/2024 Adopted Budget City of Renton, Washington
3-1Budget by Department - Legislative
Legislative
Mission
The city council 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.
City Councilmembers Names and Terms
Councilmember Position # Term Service
Began Term Expires
James Alberson 1 4 years 2022 12/31/2025
Carmen Rivera 2 4 years 2021 12/31/2025
Valerie O’Halloran 3 4 years 2019 12/31/2023
Ryan McIrvin 4 4 years 2016 12/31/2023
Ed Prince 5 4 years 2012 12/31/2023
Ruth Pérez 6 4 years 2014 12/31/2025
Kim‐Khánh Văn 7 4 years 2020 12/31/2023
List of Legislative Renton Results Decision Packages:
Legislative Performance Measures:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 425,744 512,544 592,929 526,945 715,534 737,169 767,280 39.9% 4.1%
Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%
2023 Adopted 2024 Adopted
Package #DescriptionFTETot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
200001.0013 Legislative Operations 8.00 737,169 ‐ 8.00 767,280 ‐
Total 8.00 737,169$ ‐$ 8.00 767,280$ ‐$
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Residents surveyed rate the value of
services for the taxes paid to Renton as
"good" or better.
51%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Information requests/concerns from
residents are acknowledged within
three days.
100% 100% 100% 98% 98%
Information requests/concerns are
resolved within two weeks.97% 90% 92% 92% 94
Policy and fiscal
accountability.Cost of service per capita.$1,514 $1,548 $1,608 $1,644 $1,831
* Residential Surveys are
Representative
Government
Policy and program decisions
reflecting community values.
2023/2024 Adopted Budget City of Renton, Washington
3-2Budget by Department - Legislative
Highlight of Budget Changes:
Personnel benefits increased by $30 thousand in 2023 due to projected increased costs in medical/dental benefits.
Regular salaries increased $11 thousand due to cost‐of‐living adjustments.
Interfund payments increased by $170 thousand in 2023, previously the facilities cost for maintaining the council
chambers were included with the mayor’s office division but are now charged directly to the legislative department.
2021/2022 Accomplishments
Adopted/Authorized the following:
Approval of an agreement with Murraysmith, Inc., in the amount of $1.597 million, for construction management
services related to the Downtown Utility Improvement project.
Ordinance effectuating the Graves Annexation.
Approval of a franchise agreement with ExteNet System, Inc. as a purveyor of telecommunication transmission and
distribution systems within city limits.
Granting a private storm drainage easement to the Quadrant Corporation within unimproved NE 43rd Street right‐
of‐way for the purpose of conveying storm water from the Rhododendron Ridge plat to the city's existing storm
drainage system within Lincoln Avenue NE.
Approval of change orders with Cascade Civil Construction, LLC for work related to the Williams Avenue South and
Wells Avenue South Conversion project.
Approval of the Water Quality Grant Agreement WQC‐2021‐Renton‐00187 with the Department of Ecology, to
accept $230 thousand in grant funds, for the Heather Downs Detention Pond Water Quality Retrofit project.
Approval of an agreement with RH2 Engineering, Inc., in the amount of $350 thousand, for professional services
during the construction of the Highlands Reservoir Phase 1 ‐ Offsite Improvements project.
The 2021 Title IV Docket #16.
Approval of a professional services agreement with Perteet, Inc., in the amount of $271 thousand, for construction
management services for the Houser Way Intersection and Pedestrian Improvements project.
Approval of Interagency Agreement for 2021 and 2022 CPA #6203499, with King County, to accept $200 thousand
in non‐matching grant funds to implement waste reduction and recycling programs.
Approval of a King County Conservation Futures grant interlocal agreement to accept $305 thousand in grant funds
to reimburse approximately 50% of the purchase price of a parcel of land located east of Lake Washington Blvd on
the south side of May Creek.
Approval of a grant agreement with FitLot, in the amount of $11 thousand, for the purposes of hiring a fitness
instructor to offer free classes for adults 18 and older at the new FitLot Outdoor Fitness Park located next to the
North Highlands Community Center.
Expenditure Budget by Division ‐ Legislative
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 226,492 247,080 270,259 251,873 261,948 262,649 273,206 4.3% 4.0%
Personnel Benefits 120,160 132,763 151,073 140,743 142,547 170,016 181,328 20.8% 6.7%
Supplies 930 2,000 812 2,000 2,000 2,000 2,000 0.0% 0.0%
Other Services & Charges 19,978 63,316 2,819 63,316 63,316 63,316 63,316 0.0% 0.0%
Interfund Payments 58,183 67,385 167,967 69,013 245,723 239,188 247,430 246.6% 3.4%
Total 425,744 512,544 592,929 526,945 715,534 737,169 767,280 39.9% 4.1%
Staffing Levels by Division ‐ Legislative
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-3Budget by Department - Legislative
Approval of a King County Veterans, Seniors, and Human Services (VSHSL) Transform Senior Center Grant, to accept
$115 thousand, for the purpose of expanding outreach, engagement, and services to Latino and veteran seniors in
the Renton community.
Approval of the Edward Byrne Memorial Justice Assistance (JAG) Program agreement to accept grant funds to
support police programs such as the domestic violence victim advocate services and training.
Resolution pooling SHB 1406 sales tax credit funds with South King Housing and Homelessness Partners (SKHHP) and
execution of SKHHP's Companion Agreement and Interlocal Agreement (ILA).
Approval of a 4Culture Sustained Support Program, to receive $10 thousand in grant funds, for the Renton Municipal
Arts Commission to provide opportunities for members of the Renton community to become engaged with each
other through art.
Approval of Amendment No. 1 to CAG‐20‐395, agreement with Gray & Osborne, in the amount of $684 thousand,
for construction management services for the Duvall Avenue NE Roadway Improvement, NE 7th Street to Sunset
Blvd NE project.
Approval of an agreement with Northwest Hydraulic Consultants, in the amount of $458 thousand, for the Lower
Cedar River Flood Risk Reduction Feasibility Study.
Execution of Washington State Department of Transportation documents for a Temporary Construction Easement,
Drainage Easement, Utility Easement and Quit Claim Deed related to the construction of the flyover ramp at I‐405
and SR 167.
Approval of a professional services agreement with Gray & Osborne, Inc., in the amount of $162 thousand, for
construction management services for the Lake Washington Loop Trail project.
Adoption of an ordinance amending the 2021/2022 Biennial Budget and adoption of a resolution amending the
2021/2022 Fee Schedule.
Approval of a Port of Seattle Economic Development Partnership Program agreement, to accept $60 thousand in
grant funds and a Port of Seattle Tourism Marketing Program agreement, to accept $10 thousand in grant funds for
the purpose of supporting a digital marketing and social media campaign to target visitors and investors outside of
the state of Washington.
Approval of a System Access Fund Project Agreement in an amount not to exceed $1 million, with Sound Transit,
which includes $700 thousand in grant funding for project design, and approval of all subsequent amendments to
the agreement, necessary to accomplish the S 7th Street Corridor Improvements project.
Approval of an agreement with Landscape Structures, Inc., in the amount of $500 thousand, for the replacement of
playground equipment at Liberty Park.
Approval of an agreement with Alexander Codd, in the amount of $5 thousand, to design and install a mural
celebrating the rich history of athletics in Renton over the past 120 years at Liberty Park.
Execution of a restrictive covenant for the Fawcett ROFR property (part of the May Creek Greenway) acquired in
2020, which requires the parcel to be maintained as open space in perpetuity to receive $305 thousand in King
County Conservation Futures Grant funding.
Execution of the "Agreement and Acknowledgement" and "Permitted Facilities Agreement" between the City of
Renton and Pulte Homes of Washington, Inc. (Developer) and Olympic Pipe Line Company, LLC (Olympic) to construct
improvements that will service the city‐permitted Forest Terrace Subdivision that crosses an existing Olympic Pipe
Line Easement.
Execution of the Letter of Agreement, with King County's Department of Community and Human Services, to accept
$25 thousand in non‐matching grant funds, to support Communities in Schools Renton‐Tukwila and the Sustainable
Renton programs.
Execution of the Local Agency Agreement, with the Federal Aviation Administration, for the obligation of $57
thousand in Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) funds, to support airport
operations and contract tower operational expenses.
Approval of the Community Services Agreement 6218 EHS with Public Health Seattle and King County, to accept
$112 thousand in non‐matching grant funds, for the 2021‐2022 Local Hazardous Waste Management Program.
Adoption of a resolution to adopt the 2019 Water System Plan Update.
Adoption of a resolution authorizing a sole source agreement with Peter Goetzinger, LLC, in the amount of $71
thousand, to paint an artistic mural on the new Kennydale Reservoir.
2023/2024 Adopted Budget City of Renton, Washington
3-4Budget by Department - Legislative
Approval of an agreement with the U.S. Department of the Treasury, to accept a grant in the amount of $18.113
million in Coronavirus Recovery Funds.
Approval of a 25‐year lease with King County, in the amount of $141 thousand, for space and upgrades required to
house King County ‐ Puget Sound Emergency Radio Network equipment at Renton City Hall.
Approval of a Multi‐Family Housing Property Tax Exemption agreement from Sunset Terrace, a 108‐unit multi‐family
project, in the Sunset designated residential target area.
Approval of a Local Agency Agreement, with the Federal Aviation Administration, to receive $172 thousand in non‐
matching grant funds for the purpose of updating the Airport Layout Plan and Narrative Update.
Approval of a cost reimbursement agreement with the King County Sheriff's Office, to receive up to $16 thousand
for reimbursement of overtime costs for verifying the addresses and residencies of registered sex and kidnapping
offenders in Renton.
Adoption of a resolution ratifying the 2021 WRIA 9 (Green/Duwamish and Central Puget Sound Watershed) Salmon
Habitat Plan Update.
Execution of an agreement with RH2 Engineering, Inc., in the amount of $216 thousand, for design and services
during bidding of the West Hill Booster Pump Station Improvements project.
Approval of a grant agreement with the Association of Washington Cities working in collaboration with the
Washington Parks and Recreation Association and under the direction from the Washington Office of
Superintendent of Public Instruction, to accept $25 thousand in grant funds for the expansion and enhancement of
the Recreation and Neighborhood Division's 2021 STREAM Team summer camp program, based at the Renton
Community Center.
Approval of a Letter of Understanding, with Flatiron‐Lane Joint Venture, to accept a contribution of $200 thousand
for the city's Gateway Enhancement Project located at NE 44th Street and I‐405, as mitigation for design changes for
the NE 44th Street Interchange project on I‐405.
Execution of the Washington State Department of Commerce Grant ‐ 2019 Local and Community Project Grant, to
accept $1.5 million for the purpose of reimbursing construction costs for the Family First Community Center.
Execution of an agreement with Cascadia Consulting Group, LLC, in the amount of $186 thousand, for the purpose
of updating the city's Clean Economy Strategy.
Approval of a grant agreement with King County, to accept an additional $186 thousand in Community Development
Block Grant ‐ Coronavirus Round 2 (CDBG‐CV2) funds which will be allocated to the Renton Housing Authority and
Centro Rendu.
Adoption of the Capital Facilities Plans for the Renton, Kent, and Issaquah School Districts and approval of the
collection of the requested 2021 impact fees.
Execution of a King County Get Active, Stay Active grant agreement (subject to approval as to form by the city
attorney department), to accept $10 thousand in grant funds for the Gift of Play scholarship program to cover
registration fees for nearly 150 participants.
Approval of the 2022 Community Development Block Grant (CDBG) grant agreement with King County to accept an
estimated $423 thousand and allocating those funds for Planning and Administration and Public Facilities and
Improvements Program.
Approval of a five‐year contract with Axon Enterprises, Inc., in the amount of $3.403 million for the purpose of
providing body worn cameras and other related equipment and services.
Execution of the Rail Corridor Improvements and Funding Agreement with BSNF Railway Company, in the amount
of $1.3 million, for the Park Avenue North Extension project.
Approval of a two‐year Transportation Demand Management Implementation Agreement, with the Washington
State Department of Transportation, for reimbursement of $81 thousand for the implementation of the city's
Commute Trip Reduction (CTR) program.
Execution of an Interagency Agreement with Washington Traffic Safety Commission, for the obligation of grant
funding in the amount of $247 thousand, to be used for Safer Access to Neighborhood Destinations traffic safety
project.
Execution of an agreement with Parametrix, in the amount of $240 thousand, for assessing and prioritizing receiving
waters and developing a stormwater management action plan for the Stormwater Management Action Planning
project.
2023/2024 Adopted Budget City of Renton, Washington
3-5Budget by Department - Legislative
Approval of a Multi‐Family Housing Property Tax Exemption Agreement for Solera, a 590‐unit multi‐family project
located in the Sunset designated residential target area, which provides a partial tax exemption for 12 years upon
completion of the project.
Approval of a Federal Land and Water Conservation (LWCF) grant, administered by the State Recreation and
Conservation Funding Board (RCFB) and the Recreation and Conservation Office (RCO), in the amount of $500
thousand, to be used for the Gene Coulon Memorial Beach Park Trestle Bridge project.
Execution of Interagency Agreement (IAA No. C2200051) with the Department of Ecology, to receive $175 thousand
in funding for Pollution Prevention Assistance between the state of Washington, the Department of Ecology, and
the City of Renton.
Adoption of an ordinance amending Renton Municipal Code (RMC) Chapters 5‐25 and 5‐26 which amends Business
and Occupation Taxes by updates and phases out the current tax cap over the next several years and applying a
discounted tax rate for those taxes due over $12 million.
Approval of the Urban Forest Management Plan 2022‐2032.
Execution of an agreement with ECOSS, in the amount of $170 thousand, for the provision of technical assistance,
educational outreach, and training for Pollution Prevention Assistance.
Approval of a grant agreement, with the Washington State Department of Commerce to accept $1.455 million in
grant funds to be used to reimburse construction costs for the Family First Community Center.
Adoption of the 2021 Surface Water Utility System Plan.
Approval of change order agreement with contractor SCI Infrastructure, LLC, in the amount of $2.852 million, for
additional and authorized work related to the installation of utilities for the Downtown Utility Improvement Project.
Approval of a grant agreement, with the Renton Housing Authority, committing $1.5 million for their Sunset Gardens
affordable housing project; a 76‐unit affordable rental housing unit that redevelops the Renton Housing Authority's
current office building into a new four‐story mixed‐use building.
Approval of an interagency agreement with the Washington Traffic Safety Commission, to receive up to $9 thousand
in grant funds, for reimbursement of overtime costs related to conducting multi‐jurisdictional, high‐visibility
enforcement traffic safety emphasis patrols in support of Target Zero priorities of reducing traffic related deaths and
serious injuries.
Execution of the Regional Mobility Capital Construction Grant Agreement with the Washington State Department of
Transportation, to accept $2 million in grant funds, for the Rainier Avenue South Corridor Improvement ‐ Phase 4
project.
Approval of an agreement with Northwest Playground Equipment, Inc., in the amount of $291 thousand, for the
design, demolition of existing equipment, and the furnishing and installation of new playground equipment at
Cascade Park.
Execution of a contract agreement, with Main Street Renton dba Renton Downtown Partnership, in the amount of
$260 thousand, to support efforts and to apply and obtain the designation of a Washington State Main Street
community.
Execution of an agreement with the Washington State Department of Commerce, to accept $490 thousand in grant
funds, for services related to the Renton Trail Connector project, which extends a path in the heart of Downtown
Renton separated from the roadway that connects with regional networks including the Lake to Sound and Cedar
River trails to foster a more walkable and bikeable environment.
Execution of an interagency agreement with the Washington State Department of Commerce, Growth Management
Services, to accept $100 thousand in grant funds to implement an existing Housing Action Plan.
Approval of a two‐year Therapeutic Courts grant, issued by the Administrative Office of the Courts, in the amount of
$202 thousand, to assist with the costs associated with establishing a Renton Municipal Court Coordinator/Case
Manager position to oversee the Community Court program.
Approval of a Small Works Contract Agreement Using State Master Contract #03418, with Avidex Industries, LLC, in
the amount of $297 thousand, for the provision and installation of Audio/Visual hardware, accessories, and required
peripherals and services needed to upgrade the audio, visual, and broadcasting equipment in the council chambers
and City Hall.
Approval of an agreement with BHC Consultants, in the amount of $702 thousand, for design and related services
for the development of plans and other documents for the Windsor Hills Utility Improvement project.
2023/2024 Adopted Budget City of Renton, Washington
3-6Budget by Department - Legislative
Approval to accept a grant from the Washington State Department of Commerce, $250 thousand in grant funds, to
be used for the development of the Rainier/Grady Junction TOD Subarea Plan and Rainier/Grady Junction Planned
Action Environmental Impact Statement (EIS).
Approval of the targeted allocation of remaining ARPA (American Rescue Plan Act) related funds derived from
pandemic revenue loss for expenditures in the amount of $11.65 million to be used for 1) Economic Recovery ‐
support for private sector businesses, 2) Community Response ‐ support for residents, focusing on disadvantaged
and disproportionately impacted populations, 3) Health Precautions – COVID‐19 responses to reduce the spread of
the virus, and 4) city Operations ‐ enhancement of services to increase efficiencies, sustain infrastructure, and
provide improvement of city operations.
Approval of the Fuel Tax Grant Agreement with the Washington State Transportation Improvement Board (TIB) to
accept $5 million in grant funds for the construction of the Rainier Avenue South Corridor Improvements Project ‐
Phase 4.
Approval of the Water Quality Grant Agreement with the Department of Ecology to receive $4.797 million for the
Monroe Ave NE Storm System Improvement project.
The 2022 Title IV Docket #17.
Approval of the Water Quality Grant Agreement with the Department of Ecology to accept $202 thousand in grant
funds for the Stormwater Management Action Planning project.
Approval of an agreement with Carollo Engineers, Inc., in the amount of $443 thousand, for engineering services for
the 2022 Sanitary Sewer Replacement project.
Execution of an agreement with PND Engineers, Inc. in the amount of $138 thousand, for professional services
associated with final design and permitting tasks and upcoming bidding, and construction administration phases for
the Gene Coulon Memorial Beach Park North Water Walk Improvements project.
Execution of grant agreements with the Port of Seattle to accept up to $130 thousand in grant funds for tourism
development and small business assistance. The city's total match for the grants is $70 thousand.
Approval of a professional services agreement with MIG, Inc., in the amount of $1.244 million, for preliminary and
final design services for the Renton Connector Project.
Approval of agreement amendment with Otak, Inc. in the amount of $1.145 million for design services for the
Monroe Avenue NE Storm Improvement project.
Approval of Local Agency Agreement with Washington State Department of Transportation to accept the amount of
$9.293 million in grant funds for the construction phase of the Rainier Avenue South Corridor Improvements ‐ Phase
4 Project.
Approval of supplement agreement with the Washington State Department of Transportation in the amount of
$2.514 million for the construction phase of the Bronson Way Bridge ‐ Seismic Retrofit and Painting Project.
Approval of a resolution to enter into a mitigation credit purchase agreement with the Renton School District, for
the sale of 0.196 Springbrook Creek Wetland Mitigation Bank credits, in the amount of $230 thousand, to the district
in compensation for anticipated 0.28 acres of permanent wetland impacts for the RSD Elementary School #16
project.
Approval of a grant agreement with the Washington State Department of Commerce to accept $1.339 million in
grant funds for the Coulon Park North Water Walk Repairs and Enhancements project.
Approval to execute a contract with Northwest Playground Equipment, Inc., in the amount of $376 thousand, for
the replacement of playground equipment at Philip Arnold Park.
Approval of an ordinance amending Renton Municipal Code Chapters 5‐25 for Business and Occupation (B&O) which
increases the B&O tax rates to 0.07% for retail sales and 0.121% for all other tax classifications, effective January 1,
2023
Award of the bid for the Philip Arnold Park Improvements Project.
Approval of an agreement with Landscape Structures, Inc., in the amount of $248 thousand for the Renton Senior
Activity Center Outdoor Improvements project, and to adjust the budget accordingly.
Award the bid for the Bronson Way Bridge ‐ Seismic Retrofit and Painting Project.
Execution of an agreement with United Way of King County, to accept $8 thousand in grant funds for the 2022
Summer Meals Program.
Approval of an agreement with Perteet, Inc., in the amount of $3.442 million, for construction management services
for the Rainier Avenue South Corridor Improvements ‐ Phase 4 project.
2023/2024 Adopted Budget City of Renton, Washington
3-7Budget by Department - Legislative
Execution of a grant agreement with the Department of Commerce, to accept $316 thousand in grant funding, for
the Connecting Housing to Infrastructure Program (CHIP).
Approval of a grant agreement with 4Culture, to accept $13 thousand in grant funds that will support opportunities
for residents to become engaged in the community through art.
Position Listing ‐ Legislative
2020 2021 2021 2022 2022 2023 2024
Authorized Adopted Authorized Adopted Authorized Adopted Adopted
Legislative Services/City Council
E09 City Council Members (Elected) 7.007.007.007.007.007.007.00
M19 City Council Liaison 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M17 City Council Liaison 1.00 0.00 0.00 0.00 0.00 0.00 0.00
8.00 8.00 8.00 8.00 8.00 8.00 8.00
Grade Title
Total Legislative Services
2023/2024 Adopted Budget City of Renton, Washington
3-8Budget by Department - Legislative
MAYOR
Armondo Pavone
44 FTEs
CHIEF ADMINISTRATIVE OFFICER
Ed VanValey
1 FTE
DEPUTY CHIEF ADMINISTRATIVE
OFFICER
Kristi Rowland
41 FTEs
Organizational Development
and Performance
Ryan Spencer
1 FTE
Employee Training &
Development
Organizational Performance
Information Technology
Director
Young Yoon
22 FTEs
Client Services
Network Systems Services
Application Services
GIS Services
Administrative Support
Communications and
Engagement Director
Vacant
7 FTEs
City Communications
Digital Engagement
Print & Mail
Channel 21
(contracted)
City Clerk & Public Records
Officer
Jason Seth
6 FTEs
Records Management
Legislative & Administrative
Support
Voter Registration and Elections
Hearing Examiner
(contracted)
Emergency Management
Director
Deborah Needham
3 FTEs
Emergency Preparedness &
Training
Community Readiness
Interagency Emergency
Coordination & Grants
Administrative Support
1 FTE
Public Defender Oversight
(contracted)
Intergovernmental Relations
(contracted)
Mayor Support
1 FTE
Executive Services
Department
2023/2024 Adopted Budget City of Renton, Washington
3-9Budget by Department - Executive
Executive Services
Mission
We leverage and build upon the strengths of our team to optimize the work of the city while making it visible and accessible
to all.
The executive services department includes seven divisions with aligned purposes and overlapping services: information
technology; communications and engagement; emergency management; city clerk and public records; organizational
development and performance; mayor’s office operations; and intergovernmental relations.
List of Executive Services Decision Packages:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 17,102,432 12,879,173 11,488,000 13,123,407 22,730,413 15,520,224 15,764,650 18.3% 1.6%
Position Summary 40.63 39.83 40.63 39.83 41.63 44.00 44.00 10.5% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
100003.0002 Emergency Management for the COR 3.00 733,139 ‐ 3.00 772,463 ‐
200003.0050 Intergovernmental Relations ‐ 166,000 ‐ ‐ 166,000 ‐
200003.0051 Mayor's Office Operations 3.00 1,613,518 ‐ 3.00 1,678,609 ‐
200003.0052 Citywide Communications 4.00 762,281 1,081,264 4.00 799,652 1,142,392
200003.0053 Court Public Defenders ‐ 883,000 ‐ ‐ 873,000 ‐
200003.0054 Cable Communication Fund ‐ 97,674 57,674 ‐ 97,674 57,674
200003.0055 Hearing Examiner ‐ 40,000 ‐ ‐ 40,000 ‐
200003.0056 City Clerk 6.00 1,578,006 ‐ 6.00 1,633,634 ‐
200003.0058 Executive Services Administration 2.00 372,371 ‐ 2.00 401,700 ‐
250003.0017 New Position - Communications Specialist II 1.00 176,401 ‐ 1.00 172,621 ‐
250003.0018 Citywide communications increase professional svs ‐ 36,000 ‐ ‐ 36,000 ‐
250003.0019 City Clerk Election Costs & Text Capuring software ‐ 149,000 ‐ ‐ 139,000 ‐
250003.0020 Mayor's Office Operations ‐ 11,454 ‐ ‐ 16,454 ‐
250003.0021 Court Public Defenders ‐ 22,000 ‐ ‐ 90,000 ‐
600003.0017 Organizational Development and Performance 1.00 256,441 ‐ 1.00 221,620 ‐
600003.0018 Communication ‐ Print and Mail Services 1.63 479,478 511,138 1.63 488,503 521,375
600003.0019 System Services 4.00 944,896 944,896 4.00 987,497 987,497
600003.0020 Telecommunications 1.00 625,133 625,133 1.00 634,258 634,258
600003.0021 Service Desk Support 4.00 848,400 848,400 4.00 899,128 899,128
600003.0022 Applications and Database Services 7.00 3,045,731 3,409,007 7.00 3,048,495 3,378,521
600003.0023 Enterprise GIS 3.00 568,043 558,023 3.00 595,834 585,345
600003.0024 IT Administration 2.00 366,179 365,999 2.00 395,874 395,687
600003.0025 IT Capital ‐ 1,357,000 1,507,000 ‐ 1,357,000 1,507,000
650003.0006 Executive Services Administration Increases ‐ 125,000 ‐ ‐ ‐ ‐
650003.0007 Increase Print & Mail Assistant to 1.0 0.38 31,660 ‐ 0.38 32,872 ‐
650003.0008 503 ISF Charges for New FTEs ‐ ‐ 51,150 ‐ ‐ 21,730
650006.0003 New Case Management System ‐ 68,000 ‐ ‐ 3,000 ‐
650004.0034 ERP Transition 1.00 163,418 163,418 1.00 183,761 183,761
Total 44.00 15,520,224$ 10,123,102$ 44.00 15,764,650$ 10,314,368$
2023/2024 Adopted Budget City of Renton, Washington
3-10Budget by Department - Executive
Executive Performance Measures:
Highlight of Budget Changes:
Increase the information technology budget by $163 thousand in 2023 to support the finance ERP Transition project
with one limited term employee for project management and information technology support.
Increase the communications & engagement budget by $212 thousand with one full time employee and additional
funds for contracted services to expand the capacity of the division.
Increase the city clerk budget by $149 thousand to accommodate the King County election costs and software
applications necessary for public records administration.
Add one‐time funding of $125 thousand for executive services administration for support in data report writing
services and contracted services to support the reduction of work backlog created by long‐term vacancies and
pandemic‐related disruptions and program improvements throughout the department.
Transfer of $30 thousand in discretionary city‐wide training dollars to organizational development from the human
resources budget to support the training and development efforts now led by the organizational development
manager.
City Service Area City Service Area Strategies Performance Measures 2015 Results 2016 Results 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Safety and Health
Encouragement of a self
reliant community through
programs and education.
Number of Emergency Management
Accreditation Program (EMAP)
standards that are met completely or
partially met and currently in progress,
as a measure of emergency
management excellence and indication
of preparedness.
new 2019 new 2019 new 2019 new 2019 25%55%86%
Residents rating the quality and
accessibility of City services as "good"
or better.
no data next survey
2017 no data next survey
2019
survey
canceled
survey
canceled
next survey
2023
Percent of survey responses that rate
the City's job of keeping residents
informed as "good" or better.
65%next survey
2017 67%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Opportunities for the public
to engage and influence City
government.
Number of Legislative documents
(agenda, minutes, ordinances,
resolutions, etc) published &
available.
148 121 140 173 204 155 114
Number of Public Records Requests
(City general requests/non‐police)332 616 678 608 691 628 648
Number of internal documents
(contracts including lease agreements,
MOU's, etc.) that are executed and
recorded.
722 725 714 874 693 740 655
Training hours/learning opportunities
provided per FTE will increase.new 2019 new 2019 299 1,203 hours 4,381 hours 4,404 hours 2,382 hours
Internally provided training and
development opportunities are rated
as "good" or better by attendees.
new 2019 new 2019 new 2019 new 2019 90%97%97%
Functional work environment.
Percent of system availability (network
"uptime") as provided by System
Services.
99%97%99%99%99%98%99%
Highly qualified, healthy,
well trained, and productive
workforce.
Representative
Government
Internal Support
Policy and fiscal
accountability.
Policy and program decisions
reflecting community values.
2023/2024 Adopted Budget City of Renton, Washington
3-11Budget by Department - Executive
Expenditure Budget by Division ‐ Executive
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Mayor's Office 1,976,455 2,575,833 2,123,284 2,623,310 2,635,180 2,695,972 2,824,063 2.8% 4.8%
Executive Services Admin 91,997 97,454 105,706 100,102 94,897 271,423 156,897 171.1%‐42.2%
City Clerk 1,179,642 1,473,840 1,297,333 1,517,120 1,785,084 1,767,006 1,812,634 16.5% 2.6%
Information Technology 6,256,443 6,427,451 5,874,656 6,566,316 14,413,705 8,088,332 8,214,969 23.2% 1.6%
Organizational Development 207,995 272,480 156,684 228,960 366,433 256,441 221,620 12.0%‐13.6%
Communications 1,423,556 1,250,500 1,396,257 1,282,396 2,463,301 1,707,911 1,762,003 33.2% 3.2%
Emergency Management 5,966,342 781,615 534,079 805,202 971,813 733,139 772,463 ‐8.9% 5.4%
Total 17,102,432 12,879,173 11,488,000 13,123,407 22,730,413 15,520,224 15,764,650 18.3% 1.6%
Expenditure Budget by Category ‐ Executive
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 6,430,209 4,377,650 3,867,933 4,527,084 4,851,935 5,276,978 5,581,669 16.6% 5.8%
Part‐Time Salaries 0 54,716 4,272 61,716 61,716 95,216 61,716 54.3%‐35.2%
Overtime 85,670 53,535 51,645 53,535 53,535 52,135 52,135 ‐2.6% 0.0%
Personnel Benefits 1,553,471 1,948,188 1,514,755 2,065,180 2,169,888 2,119,325 2,250,187 2.6% 6.2%
Supplies 924,492 619,358 574,867 618,247 3,130,608 565,898 564,787 ‐8.5%‐0.2%
Other Services and Charges 7,034,474 4,427,907 4,508,499 4,377,169 6,378,045 5,190,589 5,064,983 18.6%‐2.4%
Capital Outlay 436,562 374,000 237,995 365,000 4,971,797 1,080,000 1,015,000 195.9%‐6.0%
Interfund Payments 595,131 1,023,818 682,034 1,055,475 1,072,325 1,121,309 1,171,728 6.2% 4.5%
Transfer Out 42,423 0 46,000 0 40,563 18,775 2,445 100.0%‐87.0%
Total 17,102,432 12,879,173 11,488,000 13,123,407 22,730,413 15,520,224 15,764,650 18.3% 1.6%
Staffing Levels by Division ‐ Executive
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Mayor's Office 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Executive Services Admin 1.00 0.30 0.60 0.30 0.60 0.74 0.74 146.7% 0.0%
City Clerk 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0%
Information Technology 20.00 20.00 21.00 20.00 22.00 22.53 22.53 12.7% 0.0%
Organizational Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Communications 6.63 5.83 6.03 5.83 6.03 7.73 7.73 32.6% 0.0%
Emergency Management 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Total FTE 40.63 39.13 40.63 39.13 41.63 44.00 44.00 12.4% 0.0%
Intermittent FTE 0.00 1.44 0.12 1.61 1.61 3.84 1.61 139.2%‐58.2%
Temp/Intermit Pay & Ben ‐$ 59,813$ 4,870$ 66,813$ 66,813$ 159,813$ 66,813$ 139.2%‐58.2%
2023/2024 Adopted Budget City of Renton, Washington
3-12Budget by Department - Executive
Mayor’s Office
2021/2022 Accomplishments
Supported the mayor and council, with input from departments, in continuous refinement of the city’s business plan.
Addressed resident concerns in an accurate, sensitive, and timely manner.
Ensured achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,
and monitoring performance.
Provided strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and
operational plans.
Assessed the character of city services and programs and prepared recommendations to city council to guide
decisions on level of effort and resource allocation.
Strengthened relationships with senior elected and appointed leadership of King County and suburban cities.
2023/2024 Goals
Support the mayor and council, and coordinate input of department administrators in continuous refinement of the
city’s business plan.
Ensure achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,
and monitoring performance.
Provide strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and
operational plans through 2024.
Assess the character of city services and programs and prepare recommendations to city council to guide decisions
on level of effort and resource allocation.
Ensure that resident concerns are addressed accurately, sensitively, and in a timely manner.
2023/2024 Adopted Budget City of Renton, Washington
3-13Budget by Department - Executive
Intergovernmental Relations
2021/2022 Accomplishments
Successfully advocated for Renton’s regional, state, and federal priorities, ensuring partnerships and new funding
across all levels of government. Coordinated productive and collaborative relationships with regional groups such as
Sound Cities Association (SCA); Puget Sound Regional Council; Sound Transit; King County and King County Council;
King County Regional Homelessness Authority; King County Flood Control Zone District; Subarea Transportation
Boards (ETP, SCATBd); and many others. Worked with statewide associations such as Association of Washington
Cities (AWC) and state representatives and senators. Maintained regular communications with the offices of U.S.
Senators Patty Murray and Maria Cantwell and Congressman Adam Smith and others within the Washington
Congressional Delegation. Key accomplishments include:
Renton Specific – Regional
o $1.5 million in King County housing funds toward the Sunset Gardens project.
o $481 thousand for Coulon Park picnic floats and ADA access.
o $100 thousand for Henry Moses Aquatics Center expansion feasibility analysis.
o $55 thousand Veterans, Seniors, and Human Services Levy funds for Renton rental assistance, secured through King
County Councilmember Dave Upthegrove’s office.
o $25 thousand in federal CARES Act funding, secured from King County Councilmember Reagan Dunn’s office, to be
split between Sustainable Renton ($12.5 thousand) and Communities In Schools of Renton‐Tukwila ($12.5
thousand).
o Successful progress with Sound Transit ensuring that interim parking at the Sound Ford site (321 spaces) and a Term
Sheet for a park‐and‐ride facility at 405/44th can move forward despite a 10‐to‐12‐year delay in parking facilities for
most areas within the Sound Transit taxing district.
Renton‐Specific – State
o $250 million for funding of the Interstate 405/North 8th Direct Access Ramp, as well as fill‐the‐gap sustainable
funding and tax deferral status for the 405 corridor overall. (2022)
o $6 million for an extension of the Eastrail, a 42‐mile‐long bicycle‐and‐pedestrian trail connecting South, East, and
North King County to the south end of Snohomish County, into South Coulon Park/Southport area of Renton. (2022)
o Insertion of a 1/10th of 1 cent “councilmanic” new sales tax authority for local roadway needs in the 2022 “Move
Ahead Washington” package. (2022)
o $19 million in additional “state‐shared revenues” in the 2022 Supplemental Operating Budget, in addition to a new
$20 million allocation in the 2021‐23 Operating Budget to help cities cover the cost of implementing new criminal
justice legislation ($425 thousand estimated for Renton). (2022, 2021)
o $1.339 million in 2021‐23 capital funding for the extension of the North Coulon Park walkway. (2021)
o $3.029 million for the Family First Community Center from the “Building Communities Fund” in the 2021‐23 capital
budget through a partnership with City of Renton and HealthPoint. (2021)
o Adoption of a 1/10th of 1 cent sales tax authority (“1590” authority), ensuring a permanent stream of $3‐4 million
per year for Renton to devote to affordable housing and mental health service needs in the local community. (2021)
o $500 thousand toward the 168th Street SE connected walkway and bikeway project in the Cascade/Benson Hill
Neighborhood, with funding in the 2021‐23 Capital Budget. (2021)
o $250 thousand for a May Creek Trail extension and boardwalk to connect pedestrians and bicyclists from the future
405/44th park‐and‐ride area to a “Seahawk Station” Bus Rapid Transit hub due to open in 2026. (2022)
o Helped lead a successful lobbying effort for three additional class slots at the Basic Law Enforcement Academy (BLE)
in the 2021‐23 operating budget, followed by an additional 8.5 classroom slots in the 2022 budget; in addition to
$823 thousand toward the establishment of an online training app. (2021, 2022)
o Successfully applied for two “Connecting Housing to Infrastructure Program” (CHIP) grants through funding in the
2021‐23 and 2022 Capital budgets. Renton has already secured over $2 million toward the Sunset Gardens and
Watershed affordable housing developments. (2021, 2022)
o Secured $2.5 million in Housing Trust Fund grant money for the Sunset Gardens project in partnership with Renton
Housing Authority. (2021‐22)
2023/2024 Adopted Budget City of Renton, Washington
3-14Budget by Department - Executive
o Passage of two important police‐reform clarification bills—ESHB 2037 and SHB 1735—that restore law enforcement
authority to apprehend offenders leaving a crime scene, and to apprehend those amid a mental health crisis. (2022)
o Supported and assisted with several 2021‐23 and 2022 operating and capital budget allocations for rental assistance,
the Governor’s Office of Equity, monies for 988 crisis‐response hotline, and more as part of Renton’s Racial Justice
& Equity priority platform. (2021, 2022)
o Enactment of new Tax Increment Financing (TIF) authority for cities in the 2021 Session, along with extended and
expanded authority around the multi‐family tax exemption program. (2021)
o Passage of a manageable, compromise version of ESHB 1220 regarding cities’ responsibilities to accommodate
permanent supportive housing and shelters for low‐ and very‐low‐income people. (2021)
o Headed off “missing middle housing” and Accessory Dwelling Unit (ADU) bills in the 2022 Session that included
heavy‐handed mandates for placement of missing middle housing types on a single‐family lot and elimination of
tools such as owner‐occupancy requirements that Renton builds into its ADU ordinance. (2022)
Renton‐Specific – Federal
o March 2021 passage of the American Rescue Plan Act (ARPA), providing direct federal funding distributions to cities
and counties for the first time in decades, with Renton receiving $18.1 million in ARPA funds.
o $2.5 million in “Congressionally Directed Spending” through U.S. Senator Patty Murray toward the Sunset Gardens
affordable housing project.
o $1.5 million (pending) for the Renton Pavilion upgrade and renovation into a “Logan Place Market,” working with
Senator Murray’s “Congressionally Directed Spending” and Congressman Adam Smith’s “Community Project
Funding.”
2023/2024 Goals
•Develop, adopt, and advocate funding and policy priorities for the City of Renton at the federal, state, and regional
levels.
Expenditure Budget by Category ‐ Mayor's Office
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 364,050 475,616 461,178 494,104 550,117 536,268 557,632 8.5% 4.0%
Personnel Benefits 115,494 176,277 133,324 186,776 196,621 162,270 170,398 ‐13.1% 5.0%
Supplies 766 1,850 193 1,850 1,600 500 500 ‐73.0% 0.0%
Other Services and Charges 1,247,395 1,365,846 1,163,598 1,365,846 1,277,596 1,302,150 1,365,150 ‐4.7% 4.8%
Interfund Payments 248,751 556,244 364,992 574,734 608,683 694,785 730,383 20.9% 5.1%
Total 1,976,455 2,575,833 2,123,284 2,623,310 2,635,180 2,695,972 2,824,063 2.8% 4.8%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Mayor's Office
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 3.003.003.003.003.003.003.000.0%0.0%
Intermittent FTE 0.00 0.38 0.12 0.38 0.38 0.38 0.38 0.0% 0.0%
Temp/Intermit Pay & Ben ‐$ 16,000$ 4,870$ 16,000$ 16,000$ 16,000$ 16,000$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-15Budget by Department - Executive
Executive Services Administration
The deputy chief administrative officer serves as the administrator of the executive services department, providing strategic
direction and coordination of efforts across five divisions, and aligned with the city’s business plan and goals, with the support
of an administrative assistant. In addition to strategic direction, operational oversight, and administrative support, executive
services administration supports the mayor’s office and council operations and coordinates city‐wide efforts and projects.
The department was expanded in August of 2021 by reorganization, moving information technology from the former
administrative services department (now finance), the neighborhood program from the former community services
department (now parks & recreation). Adding to the city clerk’s office, emergency management division, and the
organizational development program to form the current executive services department. In July of 2022, the neighborhood
program was moved to the equity, housing, and human services department by reorganization.
2021/2022 Accomplishments
Coordinated reopening efforts during the pandemic in partnership with the mayor’s office, the municipal court, chief
administrative officer, department administrators and directors, emergency management, and an ad‐hoc team
including facilities, human resources, and information technology. This included developing guidance, tools, and
resources for employees for the stages of reopening, coordinating staffing in the city hall lobby, and communicating
information through Renton 101’s, SharePoint and website information, and signage.
During the vacancy of the organizational development manager, maintained the coordination and facilitation of
Renton 101’s and other training opportunities for employees.
Supported the development, proposal, and execution of the reorganization that modified the executive services
department and subsequent transitional outcomes and leadership that resulted.
Contracted with a provider for oversight of the public defense contract.
Developed a customer service reception area in the Renton City Hall lobby to both welcome customers and gather
data from visitors to Renton City Hall, people who call the main phone line, and other avenues of requests to inform
the needs of the planned remodel of the 1st floor for safety, health, and improved customer service.
2023/2024 Goals
Seek and secure funding opportunities in support of our efforts.
Continued integration of the work of executive services divisions around organizational and operational excellence
including data reporting, dashboards, and communication of the city’s work both internally and externally.
Continued refinement of hybrid workplace practices to optimize team performance and continue piloting innovative
tools and technologies as a model for other departments.
Continued investment in the development of staff to ensure that we offer the highest level of expertise and customer
service to the city.
Develop a unified, intuitive, and transparent customer service portal for work order requests from city departments
to executive services department divisions.
2023/2024 Adopted Budget City of Renton, Washington
3-16Budget by Department - Executive
Expenditure Budget by Category ‐ Executive Services Admin
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 68,902 71,145 78,930 72,565 68,766 93,552 101,524 28.9% 8.5%
Part‐Time Salaries 0000040,5000100.0%‐100.0%
Personnel Benefits 23,095 26,309 26,776 27,537 26,131 42,748 35,750 55.2%‐16.4%
Other Services and Charges 0000094,62319,623100.0%‐79.3%
Total 91,997 97,454 105,706 100,102 94,897 271,423 156,897 171.1%‐42.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Executive Services Admin
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 1.001.000.601.000.600.740.74‐26.0% 0.0%
Intermittent FTE 0.00 0.00 0.00 0.00 0.00 1.20 0.00 100.0%‐100.0%
Temp/Intermit Pay & Ben ‐$ ‐$ ‐$ ‐$ ‐$ 50,000$ ‐$ 100.0%‐100.0%
2023/2024 Adopted Budget City of Renton, Washington
3-17Budget by Department - Executive
Information Technology
Mission
Information technology (IT) division, in support of the city’s priorities, provides comprehensive IT solutions and services to all
departments, enabling optimal city operations and services.
IT’s core services include supporting customers through technology innovations and maintenance in support of network
infrastructure, cybersecurity, business applications systems, geographic information systems, equipment such as computers,
copier/printers, scanners, mobile devices, etc., and business and operations administration.
2021/2022 Accomplishments
Developed a capital improvement plan that will secure funding for aging IT investments.
Implemented a body camera and in‐car video system for police.
Implemented a background investigation system for police.
Upgraded to Microsoft 365 Applications including Teams for the city.
Implemented a system to track NPDES (National Pollutant Discharge Elimination System) permit activities for public
works surface water.
Implemented a system to track Fats, Oil, and Grease inspection activities for public works wastewater.
Implemented an airport management system for the Renton Municipal Airport.
Implemented an online application for Veterans Memorial Park.
Implemented an online grants application system for neighborhood grants.
Implemented a risk management information system.
Streamlined and automated the warrant process through the document management system for courts and police.
Configured the permitting system to accept online rental registrations.
Reconfigured the Land Use Action system configuration for current planning.
Reconfigured the Code Compliance system configuration.
Reconfigured the permitting system to accept online utility and right‐of‐way permits.
Upgraded the structured query language server database environment.
Improved and expanded public Wi‐Fi at our community centers.
Upgraded core network components, including security improvements.
Completed disaster recovery assessment and recommendation.
Deployed new city geographic information system platform.
Deployed new version of the City of Renton Maps application.
Developed numerous CAD (Computer Aided Dispatch) and crime dashboards to support internal reporting and
analysis.
Implemented technology solutions to improve hybrid work.
2023/2024 Goals
Complete the IT Strategic plan and begin implementing recommendations.
Establish a framework for data‐driven dashboards.
Replace the phone system.
Continue to expand and implement cybersecurity improvements.
Migrate SharePoint to Microsoft 365.
Develop achievable service level agreements using disaster recovery assessment and business impact analysis.
Implement disaster recovery infrastructure.
Begin the process for ERP (Enterprise Resource Planning) replacement.
2023/2024 Adopted Budget City of Renton, Washington
3-18Budget by Department - Executive
Replace the Content Management System in partnership with the communications division to update the city’s
website.
Expand public Wi‐Fi to the downtown core area.
Improve audio/visual systems at community centers.
Develop and deploy a central geographic information system hub for applications, data, services, and statistics.
Improve integration of external (cloud‐based) data sources with the geographic information system and other city
enterprise platforms.
Redesign transportation geodatabase to better support multi‐modal transportation modeling, equity‐based analysis,
and field asset capture.
Significantly expand the use of dedicated geographic information system web applications and dashboards to
provide better information to both city staff and the public.
Expenditure Budget by Category ‐ Information Technology
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 2,018,917 2,224,846 1,986,946 2,305,089 2,476,367 2,684,924 2,846,668 16.5% 6.0%
Part‐Time Salaries 0 38,716 0 45,716 45,716 38,716 45,716 ‐15.3% 18.1%
Overtime 65,802 30,000 38,714 30,000 30,000 30,000 30,000 0.0% 0.0%
Personnel Benefits 787,147 993,063 794,242 1,053,685 1,096,168 1,102,962 1,178,563 4.7% 6.9%
Supplies 525,907 540,755 537,837 540,755 2,685,580 488,395 488,395 ‐9.7% 0.0%
Other Services and Charges 2,420,304 2,266,071 2,273,316 2,266,071 3,148,077 2,696,799 2,643,931 19.0%‐2.0%
Capital Outlay 436,562 334,000 237,601 325,000 4,931,797 1,040,000 975,000 220.0%‐6.3%
Interfund Payments 1,80400006,5376,696100.0%2.4%
Total 6,256,443 6,427,451 5,874,656 6,566,316 14,413,705 8,088,332 8,214,969 23.2% 1.6%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Information Technology
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 20.00 20.00 21.00 20.00 22.00 22.53 22.53 12.7% 0.0%
Intermittent FTE 0.00 1.05 0.00 1.22 1.22 1.05 1.22 ‐13.8% 16.0%
Temp/Intermit Pay & Ben ‐$ 43,813$ ‐$ 50,813$ 50,813$ 43,813$ 50,813$ ‐13.8% 16.0%
2023/2024 Adopted Budget City of Renton, Washington
3-19Budget by Department - Executive
City Clerk
Mission
The office of the city clerk is dedicated to supporting governance and the legislative process, maintaining and preserving the
city’s official records, assisting and informing the public, coordinating elections, and carrying out the official duties and
sovereign authority of the city clerk with integrity, as required by law and policy, and to meet the needs of the citizens, the
elected officials, and city administrative staff.
The primary roles of the city clerk’s office include legislative support, compliance with the Public Records Act, records
management, official functions and administration, elections and voter registration, public information services, and
enterprise content management.
2021/2022 Accomplishments
Using PEG (Public, Educational, and Governmental) Funds, and in partnership with IT, communications, and facilities,
upgraded the council chambers’ audio, visual, and broadcasting equipment to improve the reliability and quality of
hybrid public meetings that are broadcast to Channel 21 for public access, both in response to the pandemic
restrictions and to increase public participation.
Using ARPA related funds derived from pandemic revenue loss, purchased equipment to digitize long‐term
microfiche files that currently require staff to be physically onsite to view; doing so will remove this barrier to access
the files from offsite locations, eliminating work interruptions and delays.
Supported departments by creating paperless processes and electronic forms that eliminate the requirement for
employees to be physically onsite to process paperwork, making operations safer and more efficient.
Automated digital records‐keeping processes via Laserfiche for several additional key lines of business across the
city.
Submitted the 2020 and 2021 Joint Legislative Audit & Review Committee reports, used to inform the state of the
city’s compliance with the Public Records Act, two months prior to the state annual deadline.
Enhanced digital recording procedures for certain document types with the King County Recorder’s Office.
Enhanced electronic contract routing procedures for city contracts.
Enhanced city clerk policy and procedures including records management and public records processing policies.
Trained volunteer board and commission members on the Public Records Act, the Open Public Meetings Act, and
records retention requirements.
2023/2024 Goals
Develop and implement a five‐year strategic plan for the city clerk division.
Scan all permanent, vital, and historical records into Laserfiche for long‐term maintenance.
Fully implement the Records Management System (RMS) functionality of Laserfiche by the end of 2023.
Enhance the city clerk division’s Records and Information Management (paper records) program by developing and
implementing a 10‐step program that reduces costs and improves the efficiency of record keeping, establishes
criteria for digitizing records to reduce storage costs, provides adequate protection for city records, and preserves
city records that have historical value.
Continually upgrade Laserfiche in the pursuit of improving internal and external access to city records, while at the
same time reducing the number of public records requests received annually.
Enhance hearing examiner calendaring to simplify the process for staff and residents.
Continually update all city clerk policies to remain aligned with city, state, and federal law, as well as city internal
practices.
In partnership with the finance and legal departments, finalize the city’s purchasing and contracting policy using the
Renton Equity Lens.
2023/2024 Adopted Budget City of Renton, Washington
3-20Budget by Department - Executive
Expenditure Budget by Category ‐ City Clerk
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 500,198 597,292 523,923 617,013 641,694 670,386 701,270 8.7% 4.6%
Personnel Benefits 224,645 313,896 231,040 333,435 337,853 301,411 320,735 ‐9.6% 6.4%
Supplies 1,259 6,994 2,508 5,883 5,883 6,994 5,883 18.9%‐15.9%
Other Services and Charges 296,876 342,620 366,784 341,882 577,882 568,620 557,882 66.3%‐1.9%
Interfund Payments 156,665 213,038 173,079 218,906 221,772 219,594 226,864 0.3% 3.3%
Total 1,179,642 1,473,840 1,297,333 1,517,120 1,785,084 1,767,006 1,812,634 16.5% 2.6%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Clerk
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Total FTE 6.006.006.006.006.006.006.000.0%0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-21Budget by Department - Executive
Organizational Development and Performance
Mission
To provide leadership, direction, training, and expertise to facilitate systemic, team, and individual improvement throughout
the organization.
Organizational development and performance’s core services focus on employee engagement and development, process
improvement, data analysis and metrics, and project management. In support of the city’s vision, mission, and business plan,
the desired outcome is to create a culture of continuous learning, improvement, and an engaged, collaborative, and highly
skilled workforce across all departments.
2021/2022 Accomplishments
The organizational development manager position was vacant from August 2021 through June 2022. The position was filled
July 1, 2022. Despite the vacancy for nearly a year, the executive services department, in collaboration with other
departments, continued to provide many educational and networking opportunities for employees.
Over 2,300 staff hours of in‐house training and development were provided in 2021 and over 1,600 at mid‐year 2022 in the
following areas:
Leadership
o High Performing Organization (HPO) training: ongoing continuing education for 2019 cohorts (over 70 attendees
including administrators, directors, and managers) and formation of pilot teams.
o Workshops on mentorship, leadership, self‐awareness, and emotional intelligence: regular, facilitated ad hoc
learning and peer‐to‐peer mentoring opportunities at all levels of the organization. Specialized coaching skills
workshop for police field training officers to address emotional intelligence development of new officers in
alignment with Renton values and social expectations.
o Renton Results Library provided self‐service resources, available to all staff in support of self‐directed and team
learning on a variety of leadership, culture, race, equity, and self‐development topics.
o Expanded emphasis in equity, inclusion, and antiracism in 2021 in response to the updated business plan: centralized
and accessible location for online resources and learning opportunities, guided learning, and self‐directed learning
opportunities available to all staff, and regional engagement in conversations about race and equity.
o Mental health: provided resources and workshops to aid in coping with the stress of multiple crises and to identify
and support those requiring intervention.
Facilitation and Engagement Practices
o Liberating structures in support of creative and inclusive problem solving.
o International Association for Public Participation public engagement basics.
o Virtual facilitation training to support new methods of engagement and collaboration.
o Formed a cross‐departmental team to improve community engagement efforts citywide.
o Formed a cross‐departmental team to implement an online platform designed to assess perceptions of city services,
community priorities, concerns, and impact of our engagement practices.
Process Improvement
o Project management basics in support of effectively leading or participating in project work.
o Lean belting program to expand our capacity for process improvement efforts in all departments.
o Cross‐departmental group now available to work together as a team capable of tackling systemic processes and
problems of varying size and complexity.
2023/2024 Adopted Budget City of Renton, Washington
3-22Budget by Department - Executive
Organizational Awareness
o Centralized information and resources made easily accessible on the Renton Results SharePoint site for all
employees.
o Internal training (Renton 101) designed to increase staff competency in use of our internal processes, tools, and
systems: one to three trainings offered per week; these sessions are available to all employees and are made possible
by coordinating with subject matter experts (primarily our internal support teams) to provide the content; sessions
are often recorded and available for self‐directed learning. This model proved to be a critical support during our
rapid shift to teleworking and innovation necessitated by the COVID‐19 pandemic.
o Internal Communications (Renton 101): Renton 101 venue was used to share critical information to all employees
during the COVID‐19 pandemic.
o Ad hoc group facilitation: multiple teams and groups meet regularly (monthly, weekly, quarterly) for discussion,
information exchange, and relationship building across departments and levels of the organization.
o Employee orientation: an all‐department effort that introduces new employees to our history, values, expectations,
and aspirations while demonstrating our commitment to supporting their success as an employee and making a
connection between their work and our business plan.
2023/2024 Goals
Expand upon innovations that improve accessibility and inclusivity of our city services, many developed during the
pandemic, in support of each goal of our business plan.
Lead and support collaborations that will result in improvements, innovations, and efficiencies to build resilience
during challenging economic times.
Partner with IT division to augment the training on tools and communications provided while continued adaptation
of a more remote workforce occurs; increasing virtual management skills that will support this model for those
employees where it will continue as a possibility and beneficial to balance/quality of life while reducing traffic
congestion and physical office space requirements.
Expand leadership development deeper into the organization, building upon the HPO model for collaborative
leadership, inclusive engagement, data literacy, and process improvement.
Increase visibility of an equity lens in our process improvement, project management, and engagement efforts.
Improve the effectiveness of our cross‐departmental teams through mastery of data literacy, storytelling, inclusive
and creative facilitation, and engagement efforts that invite dialogue and will result in transformative change.
Lead and support results‐based accountability philosophy and practices to enhance the city’s ability to measure,
evaluate, and modify processes and programs to improve service delivery.
Expenditure Budget by Category ‐ Organizational Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 128,962 132,024 82,507 135,130 140,535 133,037 145,374 ‐1.5% 9.3%
Personnel Benefits 51,553 58,806 34,038 62,180 63,148 30,277 33,120 ‐51.3% 9.4%
Supplies 880 5,250 0 5,250 10,500 5,500 5,500 4.8% 0.0%
Other Services and Charges 26,600 76,400 40,140 26,400 152,250 87,627 37,627 231.9%‐57.1%
Total 207,995 272,480 156,684 228,960 366,433 256,441 221,620 12.0%‐13.6%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Organizational Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Total FTE 1.001.001.001.001.001.001.000.0%0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-23Budget by Department - Executive
Communications & Engagement Division
Mission
The communications and engagement division supports the City of Renton’s Business Plan and strategic goals through
collaboration and coordination of communication efforts with all departments to inform and engage with the community.
The communications division’s core services are designed to provide Renton residents, customers, businesses, and visitors
with relevant information in a timely manner that creates opportunities for participation and encourages engagement as a
member of a thriving community.
2021/2022 Accomplishments
Assessed city‐wide communication platforms, tools, and practices to inform a strategic plan for the division that will
involve policy and procedure development, increased customer service capacity of the division, and enhanced
opportunities for engagement with the city.
Assessed city‐wide engagement strategies to inform the division’s strategic plan as well as provide a toolkit of
standardized best practices for communication and engagement for all departments.
Launched a pilot digital engagement platform to expand opportunities for two‐way dialogue to determine if it is an
enhancement to our communications and engagement efforts and can be expanded more broadly.
Worked on projects or campaigns citywide, varying from simple to extensive. These projects included press releases,
copywriting, photography, videography, social media graphics for multiple platforms, website graphics, newsletters,
posters, banners, flyers, rack cards, promotional items, and more.
Gathered access to city‐wide social media accounts for records retention purposes.
Filled a long‐vacant digital communications position.
Initiated a cross‐departmental social media content group to improve awareness of tools available through
communications, for general coordination of messaging, and problem‐solving.
In partnership with organizational development, rebooted a cross‐departmental community engagement and
outreach workgroup to share information on events and find opportunities to collaborate and coordinate efforts.
Provided successful communications support for city celebrations and events.
Initiated an internal communication strategy in partnership with other executive services divisions and other
participating departments that coordinate the use of visual display monitors, internal website messaging, and an
internal newsletter.
Worked with departments hosting events such as ribbon cuttings, dedications, groundbreakings, and other events.
Modernized and coordinated social media practices that benefit all departments, including providing metrics for
analysis.
2023/2024 Goals
Finalize a five‐year strategic plan that will modernize the city’s communication and engagement with the public to
align with the mission of the division, department, and city.
Develop policies and procedures that support and standardize practices for communication and engagement for the
city.
In partnership with organizational development, provide training to city staff on communication and engagement
standards, policies, and best practices.
In partnership with IT, upgrade and redesign the city’s website with full stakeholder participation.
In partnership with IT and organizational development, display and share data and metrics that are available within
the city’s information systems that speak to the goals of the business plan.
Expand the digital engagement platform if pilot is successful.
Utilize data analytics to regularly inform effective communications.
Enhance media relations to achieve regional and local coverage on key issues.
Enhance Channel 21 productions with more robust programming.
Continue to prepare and train for possible large‐scale emergencies in partnership with emergency management.
Support staff development to ensure strategies will remain fresh and modern.
2023/2024 Adopted Budget City of Renton, Washington
3-24Budget by Department - Executive
Expenditure Budget by Category ‐ Communications
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 569,752 546,601 458,400 563,754 621,450 810,776 857,364 43.8% 5.7%
Part‐Time Salaries 0 16,000 4,272 16,000 16,000 16,000 16,000 0.0% 0.0%
Overtime 002410000N/AN/A
Personnel Benefits 233,074 248,281 198,684 262,990 308,961 357,646 381,365 36.0% 6.6%
Supplies 28,372 61,734 34,229 61,734 424,269 61,734 61,734 0.0% 0.0%
Other Services and Charges 546,687 335,884 658,037 335,884 1,010,586 398,284 398,284 18.6% 0.0%
Capital Outlay 0 40,000 394 40,000 40,000 40,000 40,000 0.0% 0.0%
Interfund Payments 3,941 2,000 2,000 2,034 2,034 4,696 4,811 130.9% 2.4%
Transfer Out 41,729 0 40,000 0 40,000 18,775 2,445 100.0%‐87.0%
Total 1,423,556 1,250,500 1,396,257 1,282,396 2,463,301 1,707,911 1,762,003 33.2% 3.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Communications
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 6.635.836.035.836.037.737.7332.6%0.0%
Intermittent FTE 0.00 0.00 0.00 0.00 0.00 1.20 0.00 100.0%‐100.0%
Temp/Intermit Pay & Ben ‐$ ‐$ ‐$ ‐$ ‐$ 50,000$ ‐$ 100.0%‐100.0%
2023/2024 Adopted Budget City of Renton, Washington
3-25Budget by Department - Executive
Emergency Management
Mission
Emergency management fosters a culture of preparedness and community self‐sufficiency by working inclusively with our
diverse community to coordinate effective disaster response while preparing our whole community to be uniquely resilient
through adversity and recovery.
The core functions of the emergency management division are emergency preparedness planning, training, and exercising
for employees, volunteers, and the community; coordination of city employees, volunteers, and community partners for
emergency response; interdepartmental and interagency coordination before, during, and after emergencies; and federal,
state, and county grant administration in collaboration with all departments.
2021‐2022 Accomplishments
Maintained 24/7 Emergency Operations Center (EOC) duty officer response capability, with EOC activation as
needed. Responded to and supported incident activities at 12 significant weather emergencies, an ongoing
pandemic, and one transportation emergency that impacted the city.
Performed COVID‐19 response and recovery coordination duties, including advocacy for Renton testing and
vaccination opportunities, and procurement and distribution of COVID‐19 tests for essential employees.
Established a new format for the revision of the comprehensive emergency management plan, with partial revisions
completed for one‐third of the emergency support functions and annexes (to be completed in 2023‐24).
Initiated continuity of operations plan review and partial revision (ongoing in 2023‐24).
Secured support from the Washington State Auditor’s Office to conduct a Lean process improvement on
communication flow related to city damage assessment and continuity of operations in an emergency.
Completed a revision of the inclusive emergency communication plan to better communicate with our diverse
community.
Coordinated the Cedar Falls Dam Failure Evacuation Planning team to generate tactical plans for an emergency
evacuation of the Maple Valley Highway corridor and downtown Renton.
Contributed to regional planning related to community points of distribution for distribution of vital supplies during
an emergency to segments of the community cutoff in a disaster.
Reviewed the hazard mitigation plan projects and updated information on strategies to prevent damages.
Provided policy group training materials in preparation for the integrated emergency management course.
Expanded and revised EOC standard operating procedures to provide clear guidance to department staff working in
the EOC.
Conducted EOC training and began development of a video training library for EOC position‐specific training.
Integrated information sharing in the EOC with the WebEOC platform, and trained employees in its use.
Coordinated city participation in the Cascadia Rising Exercise.
Designed and conducted a functional amateur radio exercise component in conjunction with Cascadia Rising.
Designed and coordinated participation in the integrated emergency management course training and exercise,
recruiting 60 participants that included elected officials, city staff, and community partners.
Conducted outreach to relaunch the Active in Disaster organizations within in the City of Renton community.
Recruited community members for community emergency response team training.
Conducted an annual public preparedness campaign, Ready in Renton.
Provided emergency preparedness training to employees.
Funded disaster recovery assessment and planning consultant services for information technology.
Coordinated procurement and installation of amateur radio capabilities at fire station 15.
Funded a transportation solution to restore emergency vehicle access to the closed Lind Avenue bridge.
Managed the ongoing public assistance grant worth approximately $8 million in federal and state funds to repair
damages from the 2020 flood.
Actively contributed to regional emergency management efforts.
Maintained national incident management system compliance, retaining grant eligibility.
Met all requirements for and maintained professional certifications and memberships for staff.
2023/2024 Adopted Budget City of Renton, Washington
3-26Budget by Department - Executive
2023/2024 Goals
Relaunch and expand the Renton Emergency Preparedness Academy to include virtual options.
Renew the city’s StormReady designation by meeting all requirements for that distinction.
Complete revision and formal adoption of the comprehensive emergency management plan, including the recovery
framework.
Complete revision and formal adoption of the continuity of operations plan.
Conduct an annual review of the hazard mitigation plan.
Conduct an EOC functional exercise.
Migrate EOC training to online platform delivery to increase accessibility and participation (continued from 2022).
Expenditure Budget by Category ‐ Emergency Management
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 2,779,427 330,126 276,049 339,429 353,006 348,035 371,837 2.5% 6.8%
Overtime 19,869 23,535 12,690 23,535 23,535 22,135 22,135 ‐5.9% 0.0%
Personnel Benefits 118,462 131,557 96,652 138,576 141,007 122,011 130,256 ‐12.0% 6.8%
Supplies 367,307 2,775 100 2,775 2,775 2,775 2,775 0.0% 0.0%
Other Services and Charges 2,496,612 41,086 6,625 41,086 211,654 42,486 42,486 3.4% 0.0%
Interfund Payments 183,971 252,536 141,963 259,801 239,836 195,697 202,974 ‐24.7% 3.7%
Total 5,966,342 781,615 534,079 805,202 971,813 733,139 772,463 ‐8.9% 5.4%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Emergency Management
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Total FTE 3.003.003.003.003.003.003.000.0%0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-27Budget by Department - Executive
Executive Department Position Listing
2020 2021 2021 2022 2022 2023 2024
Authorized Orig Budget Authorized Orig Budget Authorized Adopted Adopted
Mayor’s Office
E10 Mayor (Elected)1.001.001.001.001.001.001.00
M53 Chief Administrative Officer 1.001.001.001.001.001.001.00
M19 Executive Assistant 1.001.001.001.001.001.001.00
3.00 3.00 3.00 3.00 3.00 3.00 3.00
Executive Services ‐ Admin
M49 Deputy Chief Administrative Officer 0.000.000.300.000.300.340.34
N16 Executive Assistant 0.000.000.300.000.300.400.40
N09 Admin Secretary 1 1.001.000.001.000.000.000.00
1.00 1.00 0.60 1.00 0.60 0.74 0.74
City Clerk
M38 City Clerk/Public Records Officer 1.001.001.001.001.001.001.00
M27 Enterprise Content Manager 1.001.001.001.001.001.001.00
M24 Deputy City Clerk/Public Records Officer 1.001.001.001.001.001.001.00
A17 Public Records Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A15 City Clerk Specialist 2 2.002.002.002.002.002.002.00
6.00 6.00 6.00 6.00 6.00 6.00 6.00
Communications
M49 Deputy Chief Administrative Officer 0.000.000.200.000.200.330.33
M45 Deputy Public Affairs Administrator 1.001.000.001.000.000.000.00
M38 Communications & Engagement Director 0.00 0.00 1.00 0.00 1.00 1.00 1.00
M26 Communications Manager 1.001.001.001.001.001.001.00
N16 Administrative Assistant to ESD 0.000.000.200.000.200.400.40
A21 Communications Specialist II 0.00 0.00 0.00 0.00 0.00 1.00 1.00
A17 Digital Communications Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A13 Print & Mail Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A12 Communications Specialist I 1.001.001.001.001.001.001.00
A03 Print & Mail Assistant 0.630.630.630.630.631.001.00
M27 Censuse Program Manager 1.000.000.000.000.000.000.00
6.63 5.63 6.03 5.63 6.03 7.73 7.73
Emergency Management
M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Emergency Management Coordinator 2.002.002.002.002.002.002.00
3.00 3.00 3.00 3.00 3.00 3.00 3.00
Information Technology Division
M49 Deputy Chief Administrative Officer 0.000.000.500.000.500.330.33
M41 Information Technology Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M38 Information Technology Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M37 Application Support Manager 0.000.000.000.001.001.001.00
M34 Network Systems Manager 0.000.001.000.001.001.001.00
M30 Application Support Manager 1.001.001.001.000.000.000.00
M30 GIS Manager 1.001.001.001.001.001.001.00
N16 Administrative Assistant to ESD 0.000.000.500.000.500.200.20
A32 Network Systems Manager 1.001.000.001.000.000.000.00
A30 Client Technology Services and Support Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A29 Senior Systems Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A28 Senior Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A27 Senior Business Systems Analyst 3.003.003.003.003.004.004.00
A26 GIS Analyst 3 0.000.000.000.001.001.001.00
A26 Systems Analyst 1.001.001.001.001.001.001.00
A24 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A23 GIS Analyst 2 2.002.002.002.001.001.001.00
A19 Client Technology Services Specialist 2 0.000.000.000.002.002.002.00
A17 Senior Service Desk Technician 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A15 Client Technology Services Specialist 1 0.000.000.000.001.001.001.00
A13 Service Desk Technician 2.00 2.00 2.00 2.00 0.00 0.00 0.00
A09 Administrative Secretary 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Total Information Technology Division 20.00 20.00 21.00 20.00 22.00 22.53 22.53
Organizational Development
M34 Organizational Development Manager 1.001.001.001.001.001.001.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Executive Department 40.63 39.63 40.63 39.63 41.63 44.00 44.00
1Organizational Development Manager was originally added to Administrative Services and then moved to Executive
2Emergency Management division moved to Executive department following the formation of the Renton Regional Fire Authority in mid‐2016
Grade Title
Total Mayor’s Office
Total Communications Division
Total Emergency Management Division
Total Organizational Development Division
Total City Clerk Division
Total Executive Services ‐ Admin
2023/2024 Adopted Budget City of Renton, Washington
3-28Budget by Department - Executive
CITY ATTORNEY
Shane Moloney
15 FTEs
Civil
4 FTEs
Prosecution
Iva Clark
9 FTEs
Legal Analyst
1 FTE
City Attorney
2023/2024 Adopted Budget City of Renton, Washington
3-29Budget by Department - City Attorney
City Attorney
Mission
Provide quality legal representation to the city in a timely, effective, and positive manner.
Description
The city attorney department provides legal advice to the city council, city administration, and city boards and commissions,
prepares legislation, brings and defends lawsuits, and prosecutes misdemeanor criminal cases in the Renton Municipal Court.
List of City Attorney Renton Results Decision Packages:
City Attorney Performance Measures:
Highlight of Budget Changes:
Regular Salaries increased by $320,083 in 2023 due to:
o Cost of Living Adjustments (COLA)
o 1 FTE promoted from assistant city attorney to senior assistant city attorney
o 1 FTE added in 2022 after the 2021‐22 budget was adopted
Interfund Payments increased by $237,527 in 2023 due to:
o Increased facility costs of about $115,000
o Increased self‐insurance services of about $33,000
o IT support for higher technology costs of about $90,000, including a new case management software
totaling $65,000
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 2,207,330 2,611,347 2,440,373 2,700,512 3,179,689 3,226,711 3,333,592 19.5% 3.3%
Position Summary 14.00 14.00 14.00 14.00 15.00 15.00 15.00 7.1% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTETot Exp $Tot Rev $
100006.0009 City Attorney Prosecution 9.00 1,454,178 ‐ 9.00 1,550,347 ‐
150006.0009 Training and Licensing Costs ‐ 2,000 ‐ ‐ 2,000 ‐
200006.0009 City Attorney Civil 4.00 876,807 ‐ 4.00 919,192 ‐
600006.0010 City Attorney Administration 2.00 893,725 ‐ 2.00 862,052 ‐
Total 15.00 3,226,711$ ‐$ 15.00 3,333,592$ ‐$
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Increase the scope and extend of
electronic exchanges of information,
including discovery, to the Defense
Attorney.
100% 100% 100% 100% 100%
Complete routine contract review
within 7 calendar days of receipt.new 2018 95% 95% 90% 90%
Routine legislation review will be
performed within 7 calendar days of
receipt.
99% 92% 92% 87% 87%
Timely responsiveness and
“projection of effort,” when
the community cannot help
itself.
Safety and Health
Representative
Government
Policy and fiscal
accountability.
2023/2024 Adopted Budget City of Renton, Washington
3-30Budget by Department - City Attorney
2021‐2022 Accomplishments
Continued to assist and advise the city in its provision of services to residents, businesses, and visitors.
Successfully processed a large backlog of criminal trials from COVID‐19 court closures and restrictions.
Worked with the Renton Municipal Court and the public defense firm to develop methods for safely conducting jury
trials during COVID‐19, including conducting virtual jury selection.
Implemented the Renton Community Court program with the Renton Municipal Court and public defense firm, with
first successful program graduates.
Successfully assisted the city with risk management and defense of claims.
Transitioned to a successful hybrid in person and remote work model.
Implemented a department reorganization to provide services more effectively and efficiently.
Implemented available technology resources to improve internal processes and efficiencies.
2023‐2024 Goals
Increase training attendance and opportunities for city attorney staff.
Increase trainings provided by city attorney staff to other city departments, both prosecution specific and city wide.
Continue to assist the city in adapting to changing laws surrounding public safety and the criminal justice system.
Continue to increase efficiencies through increased use of technology already available, and explore procurement
of legal case management software, as budget allows.
Remain flexible and capable of redirecting resources when dynamic challenges arise.
Expenditure Budget by Division ‐ City Attorney
2020202120212022202220232024ChangeChange
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
City Attorney 2,207,330 2,611,347 2,440,373 2,700,512 3,179,689 3,226,711 3,333,592 19.5% 3.3%
Total 2,207,330 2,611,347 2,440,373 2,700,512 3,179,689 3,226,711 3,333,592 19.5% 3.3%
Expenditure Budget by Category ‐ City Attorney
2020202120212022202220232024ChangeChange
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,415,559 1,582,487 1,538,584 1,622,729 1,817,938 1,942,812 2,051,675 19.7% 5.6%
Part‐Time Salaries 0 16,560 0 16,560 16,560 16,560 16,560 0.0% 0.0%
Overtime 80000000N/AN/A
Personnel Benefits 584,097 751,539 639,004 794,829 877,335 761,418 811,342 ‐4.2% 6.6%
Supplies 1,155 3,550 473 3,550 3,550 3,550 3,550 0.0% 0.0%
Other Services and Charges 24,021 49,450 24,239 49,450 50,500 51,450 51,450 4.0% 0.0%
Interfund Payments 182,418 207,761 238,074 213,394 399,255 450,921 399,014 111.3%‐11.5%
Transfers Out 000014,55000N/AN/A
Total 2,207,330 2,611,347 2,440,373 2,700,512 3,179,689 3,226,711 3,333,592 19.5% 3.3%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Attorney
2020202120212022202220232024ChangeChange
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 14.00 14.00 14.00 14.00 15.00 15.00 15.00 7.1% 0.0%
Intermittent FTE 0.00 0.43 0.00 0.43 0.43 0.43 0.43 0.0% 0.0%
Temp/Intermit Pay & Ben ‐$ 18,049$ ‐$ 18,049$ 18,049$ 18,049$ 18,049$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-31Budget by Department - City Attorney
City Attorney Department Position Listing
2020 2021 2021 2022 2022 2023 2024
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M17 Legal Analyst 0.000.000.000.001.001.001.00
N16 Administrative Assistant to Legal 1.001.001.001.000.000.000.00
Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Civil Division
M42 Senior Assistant City Attorney 2.00 2.00 2.00 2.00 3.00 3.00 3.00
M35 Assistant City Attorney 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A22 Senior Paralegal 0.000.000.000.001.001.001.00
A17 Paralegal 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Total Civil Division 4.00 4.00 4.00 4.00 4.00 4.00 4.00
Prosecution Division
M46 Prosecution Division Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M38 Chief Prosecuting Attorney 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M38 Lead Prosecutor 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M29 Prosecuting Attorney 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A17 Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A10 Legal Assistant 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Total Prosecution Division 8.00 8.00 8.00 8.00 9.00 9.00 9.00
Total City Attorney Department 14.00 14.00 14.00 14.00 15.00 15.00 15.00
Grade Title
2023/2024 Adopted Budget City of Renton, Washington
3-32Budget by Department - City Attorney
MUNICIPAL COURT
JUDGES
Jessica Giner &
Kara Murphy Richards
17 FTEs
COURT SERVICES
Bonnie Woodrow
15 FTEs
Infraction Processing
7 FTEs
Criminal Case
Processing
4 FTEs
Office of Court
Services and
Supervision
2 FTEs
Court Security Officer
1 FTE
Renton Municipal Court
2023/2024 Adopted Budget City of Renton, Washington
3-33Budget by Department - Court Services
Renton Municipal Court
Mission
The mission of the Renton Municipal Court, as an independent and impartial branch of our community’s government, is to
resolve matters fairly and impartially, ensure the protection of rights and liberties of all individuals, deliver accessible and
inclusive justice, and ensure a dignified forum to build public confidence and trust in the court system.
Description
The Renton Municipal Court is a court of limited jurisdiction that handles parking citations, traffic and non‐traffic infractions,
photo enforcement citations, and misdemeanor and gross misdemeanor cases charged within the city limits, in addition to
providing court resources to contribute to the vitality and safety of our community, including Renton Municipal Community
Court; Renton Youth Traffic Court; mental health calendars; and providing community connections for court system
education.
List of Court Services Renton Results Decision Packages:
Municipal Court Performance Measures:
Performance measure surveys were discontinued during COVID‐19 and restarted in 2022.
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 2,444,436 3,102,930 2,622,084 3,215,462 3,646,622 3,395,240 3,563,092 5.6% 4.9%
Position Summary 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.0% 0.0%
2023 Adopted 2024 Adopted
Package #DescriptionFTETot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
100002.0017 Office of Court Services and Supervision 2.00 286,102 60,000 2.00 307,033 60,000
200002.0030 Criminal Case Processing 4.00 628,444 132,060 4.00 652,263 132,060
200002.0031 Infraction Processing 7.00 920,958 3,664,000 7.00 970,816 3,664,000
200002.0032 Court Administration 4.00 1,559,736 15,000 4.00 1,632,980 15,000
Total 17.00 3,395,240$ 3,871,060$ 17.00 3,563,092$ 3,871,060$
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Safety and
Health
Encourage the community to
comply with local, state and
federal laws.
Composite of results from survey of
probationer's understanding of
probation process reflected as "good" or
better.
88% 85% 84% no data no data
Defendant satisfaction with their
understanding of the criminal case
process is rated as "good" or better.
83%80% 82% no data no data
Defendant’s satisfaction with the ability
to obtain access to court record
information related to criminal case
processing is rated “good” or better.
92% 90% 90% no data no data
Ongoing Juror Survey's reflect an
approval rating that indicates
satisfaction and understanding of the
jury experience by non‐criminal citizens
of Renton.
84%82%82%no data no data
Defendant's satisfaction with the ability
to obtain access to court information
related to infraction processing is rated
"good" or better.
90% 88% 88% no data no data
Resident's satisfaction with
understanding the court infraction
process.
84% 84% 82% no data no data
Open accessible and
consistent (administrative and
judicial) decision process.
Representative
Government
2023/2024 Adopted Budget City of Renton, Washington
3-34Budget by Department - Court Services
Highlight of Budget Changes:
Regular salaries increased by $165 thousand in 2023 due to cost‐of‐living adjustments and the addition of one full
time employee in the offices of court services & supervision division.
Part‐time salaries budget was moved to protem contracted services to cover judicial vacations, meetings, and other
obligations.
Interfund payments increased by $99 thousand due to overall citywide increased information technology and
facilities costs.
Expenditure Budget by Division ‐ Court Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Court Services 2,444,436 3,102,930 2,622,084 3,215,462 3,646,622 3,395,240 3,563,092 5.6% 4.9%
Total 2,444,436 3,102,930 2,622,084 3,215,462 3,646,622 3,395,240 3,563,092 5.6% 4.9%
Expenditure Budget by Category ‐ Court Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,390,418 1,552,614 1,468,793 1,604,988 1,899,809 1,769,682 1,865,754 10.3% 5.4%
Part‐Time Salaries 0 109,000 0 109,000 49,000 0 0 ‐100.0% N/A
Overtime 168 0 487 0 0 1,500 1,500 100.0% 0.0%
Personnel Benefits 567,693 727,473 589,699 772,165 805,677 742,508 790,914 ‐3.8% 6.5%
Supplies 3,282 7,700 5,723 7,700 14,948 7,700 7,700 0.0% 0.0%
Other Services and Charges 93,410 149,716 111,906 149,716 149,716 202,716 202,716 35.4% 0.0%
Interfund Payments 385,902 556,427 445,476 571,893 726,219 671,135 694,508 17.4% 3.5%
Transfer Out 3,5640001,25300N/AN/A
Total 2,444,436 3,102,930 2,622,084 3,215,462 3,646,622 3,395,240 3,563,092 5.6% 4.9%
Staffing Levels by Division ‐ Court Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.0% 0.0%
Intermittent FTE 0.002.750.002.751.310.000.00‐100.0% N/A
Temp/Intermit Pay & Ben ‐$ 114,500$ ‐$ 114,500$ 54,500$ ‐$ ‐$ ‐100.0% N/A
2023/2024 Adopted Budget City of Renton, Washington
3-35Budget by Department - Court Services
2021/2022 Accomplishments
Improve use of Zoom for virtual hearing process.
Continue ongoing staff training to keep pace with changes in laws, ordinances, and court rules, and justice initiatives.
Upgrade OCourt programs to enhance digital process for filing and hearing requests online.
Expand online public portal with additional interactive forms and e‐filing ability.
Address case manager department staffing needs and explore community court benefits.
2023/2024 Goals
Expand court programs to improve accessibility to court and services, including therapeutic programs.
Increase availability and access to jail alternatives.
Implement procedural justice initiatives.
Develop additional opportunities for community inclusion.
Court Services Department Position Listing
2020 2021 2021 2022 2022 2023 2024
Authorized Adopted Authorized Adopted Authorized Adopted Adopted
Court Services
E11 Municipal Court Judge (Elected)2.00 2.00 2.00 2.00 2.00 2.00 2.00
M49 Judicial Administrative Officer 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M38 Court Services Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M22 Court Services Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A21 Case Manager 0.00 0.00 0.00 0.00 2.00 2.00 2.00
A18 Probation Officer 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A15 Judicial Specialist (Lead)1.00 1.00 0.00 1.00 1.00 1.00 1.00
A10 Judicial Specialist/Trainer 0.00 0.00 1.00 0.00 0.00 0.00 0.00
A12 Judicial Specialist II 3.00 3.00 3.00 3.00 4.00 4.00 4.00
A08 Judicial Specialist 6.00 6.00 6.00 6.00 4.00 4.00 4.00
A04 Court Security Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
17.00 17.00 17.00 17.00 17.00 17.00 17.00Total Court Services Division
Grade Title
2023/2024 Adopted Budget City of Renton, Washington
3-36Budget by Department - Court Services
ADMINISTRATOR
Chip Vincent
64 FTEs
Development Services
Rob Shuey
21 FTEs
Building Inspection
Code Compliance
Permit Services
Planning
Vanessa Dolbee
14 FTEs
Current Planning
Long Range Planning
Economic Development
Amanda Askren (Interim)
10 FTEs
Economic Development
Property and Technical
Services
Development Engineering
Brianne Bannwarth
17 FTEs
Development Engineering
Construction Engineering
Administrative Support
1 FTE
Planning Commission
Municipal Arts Commission
City Center Community Plan
Advisory Board
Benson Hill Community
Plan Advisory Board
Community and Economic Development
2023/2024 Adopted Budget City of Renton, Washington
3-37Budget by Department - Community and Economic Development
Community and Economic Development
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.
Core Businesses and Services
The department of community & economic development (CED) initiates and leads economic development, land use planning
and permitting, and regulation of all aspects of the development process, while working with residents, the business
community, and other community organizations to enhance the economic prosperity, vitality, and livability for the Renton
community.
In addition, CED manages the city’s intergovernmental relations, advocating for Renton’s interests at the county, regional,
state, and federal levels, coordinates the Renton Community Marketing Campaign, which is funded in part by the city’s
lodging tax, and provides staff support for the city’s Planning and Municipal Arts Commissions.
Coordination and collaboration amongst the four CED divisions ‐ economic development, planning, development engineering
and development service ‐ and its 12 programs is essential, as each has an important role to play in achieving the vision,
mission, and goals of the city. CED plays a leadership role in the fulfillment of a significant number of the city's business plan
goals and action items. Most of the five business plan goals are directly related to the work of CED's programs.
List of Community and Economic Development Renton Results Decision Packages:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 14,256,801 10,926,162 10,494,131 11,303,970 19,559,287 14,223,103 14,800,751 25.8% 4.1%
Position Summary 56.50 56.50 56.50 56.50 63.00 64.00 64.00 13.3% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
100007.0018 Building Inspection 15.50 2,554,827 4,393,467 15.50 2,674,828 4,393,467
100007.0019 Code Enforcement program 4.50 708,695 ‐ 4.50 755,194 ‐
150007.0010 New Code Compliance Inspector 1.00 227,929 ‐ 1.00 174,749 ‐
300007.0062 Economic Development 6.30 1,362,199 ‐ 6.30 1,428,409 ‐
300007.0063 Current Planning 10.00 1,598,549 218,292 10.00 1,682,658 221,022
300007.0065 CED Administration 2.00 2,088,921 ‐ 2.00 2,168,213 ‐
300007.0066 Long Range Planning 4.00 828,630 ‐ 4.00 870,877 ‐
300007.0067 Municipal Art Fund Program ‐ 117,900 117,900 ‐ 117,900 117,900
500007.0010 Development Engineering 17.00 3,173,415 757,754 17.00 3,335,336 757,754
600007.0009 Technical and Property Services 3.70 567,038 ‐ 3.70 597,587 ‐
700007.0003 School Impact Mitigation Fund ‐ 995,000 995,000 ‐ 995,000 995,000
Total 64.00 14,223,103$ 6,482,414$ 64.00 14,800,751$ 6,485,144$
2023/2024 Adopted Budget City of Renton, Washington
3-38Budget by Department - Community and Economic Development
Community and Economic Development Performance Measures:
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Permit review for single family
applications completed within 2
weeks.
58% 45% 46% 34% 44%
Permit review for commercial
applications within 4 weeks.88% 87% 95% 80% 87%
Inspection requests receive response
within 24 hours.94% 95% 94% 95% 95%
Encourage the community to
comply with local, state and
federal laws.
Code compliance is achieved within 3
weeks of date of initial requst.81%81%89%87%87%
Representative
Government
Advocate community interest
in regional, state, and
federal forums.
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.
29 29 29 29 29
The City's annual sales tax revenue
growth rate (excluding one‐time items).‐0.1%8%‐0.4%‐6.6% 23.5%
Annual property tax revenue associated
with new construction increases. 2.6%2.4%0.9%1.0%1.0%
Process land use applications
requiring a decision by the Hearing
Examiner within 12 weeks of receipt of
complete application.
88%92%100%86%88%
Process land use applications
requiring an Administrative Decision
within 8 weeks.
82%91%92%80%52%
Utilities and
Environment
Compliance with
environmental standards and
laws.
Infrastructure project plan review is
completed within an average of 3
weeks.
47%54%44%33%31%
Internal Support Functional work environment.
Property and Technical Services review
of development proposals are
processed within 2 weeks.
95%98%98%100% 100%
Safety and
Health
Timely responsiveness and
“Projection of effort” when
the community cannot help
itself.
Livable Community
Encourage and foster a
vibrant and diverse economy.
Manage growth in a manner
consistent with community
values.
2023/2024 Adopted Budget City of Renton, Washington
3-39Budget by Department - Community and Economic Development
Highlight of Budget Changes:
Housing division moved to equity, housing, and human services department in 2021.
Regular salaries increased by $1,340,822 in 2023 due to the addition of 6.5 FTEs in 2022, wage increase due to
additional cost of living adjustments in 2022, and addition of 1 FTE in 2023.
Personnel benefits increased by $307,684 in 2023 due to increase in employer‐paid taxes as a direct result of the
increase in salaries, in addition to projected increase in medical and dental rates.
Other services and charges increased by $635,276 in 2023 due to addition of budget for school impact fees, offset
by the elimination of CDBG grant placeholder budget for development activities. Budget for the grant will be added
during the year when the grant contract is finalized.
Interfund payments increased by $667,376 due to increase in insurance charges, facilities, and equipment rental
costs.
Expenditure Budget by Division ‐ Community & Economic Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 2,462,045 1,619,213 1,839,944 1,659,266 6,759,988 3,162,796 3,171,218 90.6% 0.3%
Economic Development 5,653,837 2,104,522 2,264,521 2,158,937 3,451,865 1,940,324 2,031,218 ‐10.1% 4.7%
Planning 1,846,095 2,099,509 1,880,867 2,184,131 3,447,186 2,533,993 2,666,213 16.0% 5.2%
Development Services 2,454,062 2,885,532 2,453,006 2,994,321 3,117,723 3,412,575 3,596,767 14.0% 5.4%
Development Engineering 1,840,763 2,217,386 2,055,793 2,307,315 2,782,525 3,173,415 3,335,336 37.5% 5.1%
Total 14,256,801 10,926,162 10,494,131 11,303,970 19,559,287 14,223,103 14,800,751 25.8% 4.1%
Expenditure Budget by Category ‐ Community & Economic Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 5,323,225 5,841,245 5,010,382 6,038,395 6,532,471 7,379,217 7,772,902 22.2% 5.3%
Part‐Time Salaries 12,124 0 2,040 0 0 0 0 N/A N/A
Overtime 31,771 52,117 72,253 52,117 52,117 58,117 58,117 11.5% 0.0%
Personnel Benefits 2,035,800 2,560,974 1,955,672 2,712,632 2,937,359 3,020,316 3,216,083 11.3% 6.5%
Supplies 13,741 34,750 11,017 34,750 30,733 35,750 35,750 2.9% 0.0%
Other Services and Charges 1,588,446 1,060,036 1,200,218 1,060,036 7,126,196 1,695,312 1,694,812 59.9% 0.0%
Capital Outlay 504,559 15,000 1,083,891 15,000 996,805 15,000 15,000 0.0% 0.0%
Interfund Payments 1,066,978 1,244,140 1,155,529 1,273,140 1,882,207 1,940,516 2,000,082 52.4% 3.1%
Transfer Out 3,680,159 117,900 3,130 117,900 1,400 78,875 8,005 ‐33.1%‐89.9%
Total 14,256,801 10,926,162 10,494,131 11,303,970 19,559,287 14,223,103 14,800,751 25.8% 4.1%
Staffing Levels by Division ‐ Community & Economic Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Economic Development 4.00 4.00 4.00 4.00 10.00 10.00 10.00 150.0% 0.0%
Planning 15.50 15.50 15.50 15.50 14.00 14.00 14.00 ‐9.7% 0.0%
Development Services 20.00 20.00 20.00 20.00 20.00 21.00 21.00 5.0% 0.0%
Development Engineering 15.00 15.00 15.00 15.00 17.00 17.00 17.00 13.3% 0.0%
Total FTE 56.50 56.50 56.50 56.50 63.00 64.00 64.00 13.3% 0.0%
Intermittent FTE 0.330.000.060.000.000.000.00N/AN/A
Temp/Intermit Pay & Ben 13,934$ ‐$ 2,310$ ‐$ ‐$ ‐$ ‐$ N/A N/A
2023/2024 Adopted Budget City of Renton, Washington
3-40Budget by Department - Community and Economic Development
Administration Division
Mission
Provide leadership, resources, and regional influence to enable the department to meet its responsibilities in a manner that
is responsive to the needs of its customers and consistent with the city's business plan goals.
2021/2022 Accomplishments
Maintained extremely high level of service and exceeded most performance goals.
Participated in numerous state, countywide, and regional policy boards, and commissions.
Reorganization of the department allowed staff to be place in positions to effect positive change and provide
effective support internally and externally.
Encourage staff to explore new and innovative options to exceed customer service expectations in a technology rich
environment.
Provided framework for department divisions to work interchangeably within CED and within the city as a whole,
allowing CED to be awarded the Governor’s Smart Cities awards in multiple categories: Smart Partnerships Award
for the Willowcrest Townhomes (2021), a Vision Award for the Rainer/Grady Junction TOD Subarea Plan (2022).
Provided support for our divisions to collectively earn an award‐winning nomination for the Permit Ready Accessory
Dwelling Unit (PRADU) program for a Puget Sound Regional Council’s Vision 2050 award.
2022/2023 Goals
Continue to work within CED and all city departments to maximize employee satisfaction and performance, and find
additional organizational and system improvements, innovations, and efficiencies.
Continue to build partnerships with community members and contractors to strengthen CED objectives throughout
the city.
Expenditure Budget by Category ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 270,347 273,696 225,983 278,940 290,098 293,727 310,322 5.3% 5.6%
Personnel Benefits 111,203 126,700 84,649 133,815 135,813 109,989 117,261 ‐17.8% 6.6%
Other Services and Charges 556 0 513,876 0 4,595,000 995,000 995,000 100.0% 0.0%
Interfund Payments 976,439 1,100,917 1,012,306 1,128,611 1,737,678 1,685,206 1,740,630 49.3% 3.3%
Transfer Out 1,103,500 117,900 3,130 117,900 1,400 78,875 8,005 ‐33.1%‐89.9%
Total 2,462,045 1,619,213 1,839,944 1,659,266 6,759,988 3,162,796 3,171,218 90.6% 0.3%
Staffing Levels by Division ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-41Budget by Department - Community and Economic Development
Economic Development Division
Mission
Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.
2021/2022 Accomplishments
Continued work on the adopted Civic Core Vision and Action Plan to include completion of Streetscape Phase 1,
wayfinding signage, the creation of a downtown manager, and supporting the efforts of becoming Main Street
designated. Continued focus and oversight of lodging tax fund and new opportunities for tourism promotion and the
Renton Community Marketing Campaign including $777,280 in grant awards to support events and activities to
attract visitors from over 50 miles away and generate overnight stays.
Successfully partnered with the Port of Seattle to advance local economic development projects throughout the
region including the implementation of a digital tourism campaign that highlights the city’s diverse visitor offerings,
support for local businesses through shop local initiatives and efforts focused on COVID‐19 relief and recovery
through workforce retention and development efforts.
Continued to strengthen ongoing business recruitment working with many companies to locate or expand and
collaborating with local and regional partner to identify high potential business sectors, accelerate the growth of the
region’s unique industry clusters and market to the interest of business prospects.
Strengthened working relationship with the Renton Downtown Partnership in promoting downtown revitalization
through Downtown clean‐up efforts, community events, and small business support through active participation on
the board of directors and event committees.
Supported the development of a robust, community‐focused ecosystem on the eastside through collaboration with
Startup425 that served to help entrepreneurs and small businesses in three areas – customer discovery, financial
literacy, and professional network development.
Formed (re)Startup425 in collaboration with the eastside partners to provide small business owners, nonprofits,
sole‐proprietors, and gig workers with available business support through one‐on‐one technical assistance during
the COVID‐19 pandemic.
Arts & Culture (Activities of the Renton Municipal Arts Commission)
•Activated and enhanced public buildings and civic spaces through the acquisition, stewardship, and presentation of
the city’s art collection, including the Renton Athletes mural at Liberty Park, the Color of Flight installation at Sunset
Park, and the community‐created tile project at the Renton Community Center.
Supported efforts to bring art into the neighborhoods and parks with the installation of utility box wraps in Sunset
and downtown, multiple murals including three community‐driven projects in the Benson‐Cascade neighborhood,
the Highlands neighborhood, and under the trestle bridge on Houser. Also supported the popular Renton Roadshow
program hosting pop up musical events across the city.
•Collaboration with regional partners to promote and preserve culture in the vibrant communities south of Seattle.
•Participation and membership in the South King County Cultural Coalition and King County Local Arts Agency
meetings to encourage sharing and the promotion of best practices in building leaders and resources in and for the
arts.
•Supported Renton’s arts institutions with $20,580 distributed to local nonprofits offering free or reduced‐price
programming and instruction in the arts to the public.
•Supported a diversity of cultural arts programming throughout Renton with more than $189,000 distributed to local
artists and arts organizations for arts and culture projects and events that serve the general public in Renton.
2023/2024 Adopted Budget City of Renton, Washington
3-42Budget by Department - Community and Economic Development
Property/Technical Services
Provided development reviews and achieved excellent customer service within established timelines.
Updated the city’s GIS land Info data source and continue to add requested information for the staff and public.
Continued to improve function, process, and training associated with EnerGov permit tracking software and newer
applications for our department and others within the city.
Continued to provide project management and technical support for electronic plan submittal for staff and
applicants. The overall project name is CED Electronic Roadmap and is a three‐year process with over 25 projects to
support the realization of fully electronic permitting and review.
Supported staff and public during the transition of working remotely for online permitting and finding new ways to
meet our new expectations.
Worked with various city departments to find ways to provide CED information electronically which allowed easier
access for the public and other interest groups.
2023/2024 Goals
Evaluate and launch a business outreach and recruitment program to understand the gaps, resources, and
opportunities throughout the city.
Establish and implement a workplan for the Civic Core Action Plan to evaluate timelines, resources, finances, and to
secure the commitments to move forward.
Continue to work with public works on projects and help execute effective business outreach and problem solving
during the construction phase in the downtown area.
Attract new businesses and new development to Renton to increase employment opportunities, sales, and property
tax revenue, and continue to promote Renton as a top location for investment.
Continue to foster redevelopment efforts in the South Lake Washington area, including working with the property
owners and other city departments in this emerging district. Work to stimulate additional development adjacent to
The Landing.
Participate in the interdepartmental team to help complete the Rainier/Grady Junction Subarea Plan and promote
quality mixed‐use and commercial redevelopment in the area with property owners and potential developers.
Arts & Culture
•Support the city’s arts and culture programming as ambassadors and information providers (sending out regular e‐
newsletters and growing the audience on social media channels through regular posts and engagement with the
community).
•Motivate and ignite creativity and encourage artistic production through social media, using Facebook and other
relevant platforms and presenting art opportunities throughout the year, establishing the Arts Commission as the
go‐to for art‐related activities in Renton.
• Bringing people together and inspiring civic pride and neighborhood identity through art by continuing to collaborate
with the neighborhood program and neighborhood associations in the installation of art at a local level.
•Expand and grow the city’s public art programs with diverse artists participating (facilitating storefront art walks and
rotational window displays to celebrate and provide opportunities for local artists).
•Provide educational workshops to featuring topics such as grant writing for artists, how to curate an exhibit/solo
show, resources for filming in Renton.
•Connect the dots between local artists and art organizations through the creation of an inventory of the groups and
organizations providing art classes and instruction; performances and exhibits and when/where they meet to best
serve the community as an art resource.
2023/2024 Adopted Budget City of Renton, Washington
3-43Budget by Department - Community and Economic Development
Continue to collaborate with economic development division and the downtown partnership to revitalize downtown
Renton and support the creation of an arts and culture center.
Advocate for and support art and placemaking projects in downtown Renton, Sunset Area, and Benson Hill.
Property/Technical Services
Work on establishing a plan to maintain current and accurate survey network as we prepare for the 2025 National
Datum change.
Provide GIS mapping support to CED and other customers to present citywide data to the public in accurate, usable,
and easy to understand methods.
Continue working with various groups to determine data that can be communicated to the public in a spatial or map‐
based product.
Meet or exceed department goals for timely review of development applications and customer service response.
Develop and maintain GIS databases and other data/information sources to support ongoing operations within CED
and other city departments.
Provide project management and technical support for electronic plan submittal for city staff, applicants, and the
public by way of technical expertise, support, and training to reviewers.
Realize the CED Electronic Roadmap through the combined efforts of various departments within CED to be fully
electronic and accessible to the public.
1The 2020/2021 actual expenditures and 2021/2022 original budget include expenditures for 2.0 FTEs that are reflected in EHHS department, 2.0 FTEs that
are reflected in planning division, and 1.0 FTE reflected in development engineering division.
Expenditure Budget by Category ‐ Economic Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 915,323 1,036,099 660,069 1,072,315 968,709 1,174,092 1,240,674 9.5% 5.7%
Part‐Time Salaries 6,499000000N/AN/A
Overtime 45 2,000 0 2,000 2,000 2,000 2,000 0.0% 0.0%
Personnel Benefits 270,879 331,086 176,648 349,285 332,017 382,619 406,930 9.5% 6.4%
Supplies 7,823 9,700 2,768 9,700 5,683 9,700 9,700 0.0% 0.0%
Other Services and Charges 1,372,050 710,637 341,145 710,637 1,636,650 356,913 356,913 ‐49.8% 0.0%
Capital Outlay 504,559 15,000 1,083,891 15,000 506,805 15,000 15,000 0.0% 0.0%
Transfer Out 2,576,659 0 0 0 0 0 0 N/A N/A
Total 5,653,837 2,104,522 2,264,521 2,158,937 3,451,865 1,940,324 2,031,218 ‐10.1% 4.7%
Staffing Levels by Division ‐ Economic Development
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE1 4.00 4.00 4.00 4.00 10.00 10.00 10.00 150.0% 0.0%
Intermittent FTE 0.180.000.000.000.000.000.00N/AN/A
Temp/Intermit Pay & Ben 7,597$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ N/A N/A
2023/2024 Adopted Budget City of Renton, Washington
3-44Budget by Department - Community and Economic Development
Planning Division
Mission
Direct Renton’s growth based on community values, promoting a high quality of life for residents and prosperity for
businesses through sound planning, zoning, and development, while ensuring predictability for customers.
2021/2022 Accomplishments
Long Range Planning
Worked with the Planning Commission both virtually and in‐person, who held 32 meetings, including 13 public
hearings, to review and make recommendations regarding development regulations, policies, and goals of the city.
Adopted policies and regulations for 43 docket items, including the Rainier/Grady Junction Transit Oriented
Development Subarea Plan, improved standards to incentivize cottage housing projects, and expansion of the Multi‐
Family Tax Exemption incentive to two new eligible areas.
Submitted a winning nomination for a Governor’s Smart Communities Smart Partnerships Award for the Willowcrest
Townhomes (2021), a Governor’s Smart Communities Vision Award for the Rainer/Grady Junction TOD Subarea Plan
(2022).
Submitted a winning nomination for the Permit Ready Accessory Dwelling Unit (PRADU) program for a Puget Sound
Regional Council’s Vision 2050 award.
Initiated the required update to the city’s Comprehensive Plan, which must be adopted by December 31, 2024.
Continued to manage and be responsible for compliance with the Growth Management Act and to ensure the city’s
land use and development regulations implement the Growth Management Act.
Provided ongoing oversight and support to the Planning Commission, City Center Community Plan Advisory Board,
and Benson Hill Community Plan Advisory Board.
Staffed the interjurisdictional team (IJT) to the growth management planning council as work to update the
countywide planning policies and the land capacity analysis was being conducted.
Participated on various local and regional committees, such as King County Climate Collaboration Committee (K4C).
Current Planning
Met established timeline performance measures for: pre‐application requests, new commercial and residential
building permit reviews, administrative land use decisions, and land use decisions requiring Hearing Examiner review
and public hearings.
Maintained our excellent reputation for expedited land use permit review, one of the fastest jurisdictions in King
County.
Continued to engage the community on large development projects such as Longacres redevelopment, Southport
West, Logan Six Mixed Use, Park 5 Apartments, and Kennydale Gateway. Conducted 123 development pre‐
application meetings with applicants.
Conducted 25 Pre‐Approved ADU meetings.
Staffed 20 land use public hearings for large development projects.
Processed 67 SEPA (environmental review) and land use permits, including a planned urban development for
Watershed Apartments; conducted site plan review for Renton Housing Authority’s Sunset Gardens, Renton School
District’s Elementary #16, Park 5 Apartments, Home Depot, Brotherton Cadillac Expansion, Bezos Academy, UW
Medicine Testing Lab, Blue Origin, and various applications for single family subdivisions, non‐profit organizations,
religious institutions, and wireless communication permits throughout the city.
Successfully implemented virtual customer service appointments for permit center inquiries providing a convenient
option for customers seeking assistance from the city. In addition to phone calls, email, and in‐person visits,
customers can schedule appointments to meet with staff virtually via MS Teams.
2023/2024 Adopted Budget City of Renton, Washington
3-45Budget by Department - Community and Economic Development
Continued to conduct on‐site field inspections of completed projects such as Top Golf, Chick‐fil‐A, Penny Lofts,
Willowcrest Townhomes, Earlington Townhomes, and Elliott Farms to ensure compliance with permit conditions.
Continued to provide excellent customer service with the various planning customer service platforms, assisting an
average of 386 customers per month via phone calls, email, in‐person visits, and virtually.
Continued advancing permit review and submittal from in‐person to electronic submittal options and online
payments.
Continued to provide remote preapplication meetings, permit intake, project review, public hearings, and customer
service to ensure all our services were maintained and provided to the public during the COVID‐19 pandemic.
Continued emergency ordinance to allow businesses to temporarily expand into portions of the right‐of‐way and
parking areas to comply with the Governor’s Safe Start order, and to allow for the display of certain temporary signs
through the remainder of 2022.
2023/2024 Goals
Long Range Planning
Amend city development regulations to implement the Comprehensive Plan.
Continue to refine and streamline development regulations to ensure they are easier to understand and administer.
Process annexations as residents and property owners express a desire to become a part of Renton.
Complete the Comprehensive Plan Update and meet the state deadline of 2024.
Complete the work on grants for Housing Action Plan Implementation (HAPI Grant), Middle Housing Grant, and
Rainer/Grady TOD Plan Planned Action.
Continue to implement the Civic COR Plan, collaborating with economic development, public works, and parks and
recreation.
Continue to implement the sunset area community investment strategy.
Continue to provide support to the Planning Commission, City Center Community Plan Advisory Board, and Benson
Hill Community Plan Advisory Board.
Current Planning
Meet or exceed department goals for timely review of pre‐application requests, permit applications, and land use
decisions.
Provide high quality development review to reduce impacts to the community and ensure new development adds
value, quality, and character to the city.
Collaborate with long range planning in the implementation of regulations adopted from the Rainier/Grady Junction
TOD Subarea Plan and its forthcoming Planned Action EIS.
Continue to engage the community on large‐scale development projects.
Continue to provide excellent customer service to internal and/or external customers.
Continue to provide convenient and timely customer service via virtual meeting platforms, expanding access to the
community.
Continue to provide the convenient and sustainable options for virtual preapplication meetings, neighborhood
meetings, and public hearings.
2023/2024 Adopted Budget City of Renton, Washington
3-46Budget by Department - Community and Economic Development
Expenditure Budget by Category ‐ Planning
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,238,468 1,319,526 1,178,707 1,367,213 1,552,725 1,674,067 1,762,282 22.4% 5.3%
Overtime 7,700 7,030 6,329 7,030 7,030 7,030 7,030 0.0% 0.0%
Personnel Benefits 488,782 613,972 471,759 650,907 713,304 693,915 737,920 6.6% 6.3%
Supplies 1,944 6,200 2,971 6,200 6,200 6,200 6,200 0.0% 0.0%
Other Services and Charges 109,201 152,781 221,101 152,781 677,927 152,781 152,781 0.0% 0.0%
Capital Outlay 0000490,00000N/AN/A
Total 1,846,095 2,099,509 1,880,867 2,184,131 3,447,186 2,533,993 2,666,213 16.0% 5.2%
Staffing Levels by Division ‐ Planning
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 15.50 15.50 15.50 15.50 14.00 14.00 14.00 ‐9.7% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-47Budget by Department - Community and Economic Development
Development Services Division
Mission
Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations
and assisting the public and the development community through the regulatory process.
2021/2022 Accomplishments
Building Permit Review and Inspection
Building inspectors have responded to an average of 80 inspection requests per day.
Permit staff are completing an average of 18 building permit applications for new residential projects each month.
Permit staff are completing an average of 179 building permit applications for new construction, additions,
alterations, tenant improvements, demolitions, and signs each month.
The development services division is issuing an average of 400 permits each month resulting in a total construction
valuation of over $33.7 million per month, or $396 million per year.
Number of inspections requested through our CSS Portal is currently at 64%.
Online permit applications applied for through our CSS Portal is now at 100%
Continuing to educate the public how to use the city CSS and online applications.
Successfully implemented virtual customer service appointments for permit center inquiries providing a convenient
option for customers seeking assistance from the city. In addition to phone calls, email, and in‐person visits,
customers can schedule appointments to meet with staff virtually via MS Teams.
The division has successfully made the transition to Laserfiche as a document storage database for all plans.
The department has completed the transition from paper to electronic plan review with all reviews being performed
on Bluebeam, while continuing to educate the public how to submit plans electronically.
Developed an electronic submittal process to provide customers a path to submit applications that require review
without needing to apply in person or make an appointment.
The permit counter added the option of a virtual meeting to better serve our customers.
Screened 99% application submittals within the target of five business days.
Staff continue to monitor the city website and update all forms and instructional materials as necessary.
Submitted a winning nomination for the Permit Ready Accessory Dwelling Unit (PRADU) program for a Puget Sound
Regional Council’s Vision 2050 award.
Code Compliance
The team has inspected and processed an average of over 600 code cases annually.
The inspectors contact the customer requesting assistance from code enforcement within one working day of
receiving the request 80% of the time.
The team continues to exceed department goals by achieving resolution to code compliance requests through
voluntary action more than 80% of the time. Code compliance resolution was achieved within 15 days from
complaint on average.
The continued use of Renton Responds (SeeClickFix) to enable citizens to easily report violations. Requests from
Renton Responds account for approximately 75% of complaints.
Code compliance inspectors conducted complaint‐based inspections from private citizen requests. All sites with
verified code compliance violations in the last year were checked at least once to verify continued compliance.
Entering 100% of cases into EnerGov database.
•Code compliance inspectors work with other city departments regarding homeless camps, illegal dumping, fire
damaged structures, and other violations that require multiple department collaboration. Working with King County,
2023/2024 Adopted Budget City of Renton, Washington
3-48Budget by Department - Community and Economic Development
Department of Ecology, Burlington Northern Railroad, Washington State Department of Transportation, and other
outside agencies as needed.
•Reviewed and processed and average of 652 business license applications per year in 2021/2022.
Adapted quickly to remote permit intake, review, and customer service as well as maintained permit inspections to
ensure all our services were maintained and provided to the public during the COVID‐19 Pandemic Stay Home, Stay
Healthy Order and Safe Start Order.
2023/2024 Goals
Building Permit Review and Inspection
Strive to meet or exceed departmental goals for timely review of building applications.
Streamline Renton’s permitting system using EnerGov and the city CSS to allow for more efficient permit processing.
These systems allow for improved online permitting, improved inspection request capability, and status inquiry for
customers.
Work with economic development and IT staff to utilize the e‐review functionality of EnerGov.
Continue to refine and update forms and instructional materials for website.
Transfer existing permit records that are not currently in LaserFiche to provide a method for our customers to self‐
serve when obtaining permit records.
Encourage additional education, trainings, and certifications of permit technicians, plan reviewers, building
inspectors, and code compliance inspectors.
Continue to streamline building permit application, plan submittal, and screening process for online permitting.
Code Compliance
•Strive to meet or exceed departmental goals for timely response to customer violation reports.
•Work to meet or exceed departmental goals for timely resolution of code compliance concerns and obtaining
voluntary compliance.
•Adding new code compliance Inspector positions in mid‐2022 and early‐2023 will allow for pro‐active code
enforcement of typical violations.
Expenditure Budget by Category ‐ Development Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,657,183 1,803,835 1,601,003 1,861,815 1,926,970 2,162,227 2,278,971 16.1% 5.4%
Part‐Time Salaries 5,62502,0400000N/AN/A
Overtime 1,144 10,000 17,658 10,000 10,000 10,000 10,000 0.0% 0.0%
Personnel Benefits 652,787 847,185 669,791 897,424 935,672 989,011 1,055,523 10.2% 6.7%
Supplies 2,854 12,250 2,639 12,250 12,250 12,250 12,250 0.0% 0.0%
Other Services and Charges 75,654 157,018 104,631 157,018 177,018 158,018 157,518 0.6%‐0.3%
Interfund Payments 58,814 55,244 55,244 55,814 55,814 81,069 82,504 45.2% 1.8%
Total 2,454,062 2,885,532 2,453,006 2,994,321 3,117,723 3,412,575 3,596,767 14.0% 5.4%
Staffing Levels by Division ‐ Development Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 20.00 20.00 20.00 20.00 20.00 21.00 21.00 5.0% 0.0%
Intermittent FTE 0.150.000.060.000.000.000.00N/AN/A
Temp/Intermit Pay & Ben 6,337$ ‐$ 2,310$ ‐$ ‐$ ‐$ ‐$ N/A N/A
2023/2024 Adopted Budget City of Renton, Washington
3-49Budget by Department - Community and Economic Development
Development Engineering Division
Mission
Direct Renton’s growth based on community values, promoting a high quality of life for residents and prosperity for
businesses through sound engineering and development, while protecting public health and safety, providing sustainable
public and private infrastructure, increasing mobility, and ensuring predictability for customers.
2021/2022 Accomplishments
Development Engineering
Completed engineering review for construction permits associated with development projects in a timely manner
resulting in over $50 million in permitted civil improvements from projects such as Solera (redevelopment of the
Greater Hi‐Lands Shopping Center), Chick‐Fil‐A, Top Golf, Family First Community Center, Stoneway Redevelopment
(Cedar River Apartments), affordable housing facilities including Sunset Gardens; La Fortuna; and Watershed
Apartments, and many assisted living facilities throughout the city.
Participated in and met established timeline performance measures for: pre‐application requests, new commercial
and single‐family building permit reviews, and land use reviews including public hearings.
Created and implemented small cell permit application, review, and issuance procedures resulting in 80 small cell
permit applications and over 56 small cell permits issued within the first year of implementation.
Continued to expand coordination between the city and the franchise permit holders to better facilitate construction
work within the city for both public and private projects.
Successfully implemented virtual customer service appointments for permit center inquiries providing a convenient
option for customers seeking assistance from the city. In addition to phone calls, email, and in‐person visits,
customers can schedule appointments to meet with staff virtually via MS Teams.
All site, franchise, utility, and right of way permits can be submitted, reviewed, and paid for electronically either
through the Civic Access Self‐Service Portal or through other electronic options.
Provided high quality coordination between the city and external applicants and agencies such as Washington State
Department of Transportation (WSDOT) on the ongoing I‐405 Renton to Bellevue project.
Participate in the interdepartmental team to help complete the Rainier/Grady Junction Subarea Plan and promote
quality mixed‐use and commercial redevelopment in the area with property owners and potential developers.
Submitted a winning nomination for the Permit Ready Accessory Dwelling Unit (PRADU) program for a Puget Sound
Regional Council’s Vision 2050 award.
Construction Engineering
Completed engineering inspections for construction permits associated with development projects in a timely
manner resulting in over $30 million in completed civil improvements from projects such as Solera (redevelopment
of the Greater Hi‐Lands Shopping Center), Chick‐Fil‐A, Top Golf, Family First Community Center, affordable housing
facilities including Sunset Gardens; La Fortuna; and Watershed Apartments, and many assisted living facilities
throughout the city.
Increased coordination between the city and the franchise permit holders to better facilitate construction work
within the city for both public and private projects.
Ensured timely and thorough inspections of all private development projects. Provided inspection‐related
documentation for the projects in compliance with city standards resulting in over 5,800 permit inspections (up 30%
from the previous two years) with over 1,300 hours of afterhours inspections to meet the needs of the customers.
Successfully provided thorough construction inspection services for over 15 capital improvement projects including
Wells Avenue South and Williams Avenue South Conversion, Downtown Utility Improvements, Downtown Core
2023/2024 Adopted Budget City of Renton, Washington
3-50Budget by Department - Community and Economic Development
Streetscape Improvement, NE 16th Street‐Jefferson Avevenue NE Stormwater Green Connection, and Family First
Community Center among others. More than 8,500 inspections hours were spent on the capital improvement
projects ensuring the public interests were protected throughout the projects.
Assisted property and technical services group locate and verify all City of Renton survey monuments.
Provided high quality coordination between the city and external applicants and agencies such as Washington State
Department of Transportation (WSDOT) on the ongoing I‐405 Renton to Bellevue project.
2023/2024 Goals
Development Engineering
Provide excellent customer service to internal and/or external customers.
Meet or exceed departmental goals for timely review of engineering plan review of construction permits, and land
use and pre‐application submittals.
Provide high quality development review to reduce impacts to the community and ensure new development
maintains public health and safety, provides sustainable public and private infrastructure, and increases mobility.
Continue to refine customer service documents and City of Renton website to increase clarity and ease of obtaining
permits.
Construction Engineering
Provide excellent customer service to internal and/or external customers.
Ensure timely and thorough inspections of all private development and city capital improvement projects. Provide
inspection‐related documentation for the projects in compliance with grant reporting requirements.
Standardize construction management and inspection tools and procedures in coordination with other divisions and
departments.
Continue to refine customer service documents and City of Renton website to increase clarity and ease of obtaining
successful inspections.
Expenditure Budget by Category ‐ Development Engineering
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,241,904 1,408,089 1,344,620 1,458,112 1,793,969 2,075,104 2,180,653 42.3% 5.1%
Overtime 22,882 33,087 48,266 33,087 33,087 39,087 39,087 18.1% 0.0%
Personnel Benefits 512,148 642,031 552,825 681,201 820,554 844,782 898,448 24.0% 6.4%
Supplies 1,119 6,600 2,639 6,600 6,600 7,600 7,600 15.2% 0.0%
Other Services and Charges 30,984 39,600 19,465 39,600 39,600 32,600 32,600 ‐17.7% 0.0%
Interfund Payments 31,724 87,979 87,979 88,715 88,715 174,241 176,948 96.4% 1.6%
Total 1,840,763 2,217,386 2,055,793 2,307,315 2,782,525 3,173,415 3,335,336 37.5% 5.1%
Staffing Levels by Division ‐ Development Engineering
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 15.00 15.00 15.00 15.00 17.00 17.00 17.00 13.3% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-51Budget by Department - Community and Economic Development
Community & Economic Development Position Listing
Grade Title 2020 2021 2021 2022 2022 2023 2024
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 Community & Economic Development Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N16 Administrative Assistant to CED 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Economic Development Division
M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M36 Economic Development Assistant Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M36 Redevelopment Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Community Development and Housing Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00
M32 Economic Development Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M27 Housing Programs Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00
A24 Sr. Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A23 Property Services Specialist 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A23 GIS Analyst 2 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A20 Economic Development Specialist 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A15 Planning Technician 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A09 Administrative Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Economic Development Division 4.00 4.00 4.00 4.00 10.00 10.00 10.00
Planning Division
M38 Planning Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M36 Current Planning Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M36 Long Range Planning Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Long Range Planning Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M33 Current Planning Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M33 Property & Technical Services Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A31 Principial Planner 0.00 0.00 0.00 0.00 2.00 2.00 2.00
A28 Senior Planner 4.50 4.50 4.50 4.50 4.00 4.00 4.00
A23 GIS Analys II 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A21 Associate Planner 2.00 2.00 2.00 2.00 3.00 3.00 3.00
A17 Assistant Planner 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A15 Planning Technician 2.00 2.00 2.00 2.00 1.00 1.00 1.00
A09 Administrative Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Planning Division 15.50 15.50 15.50 15.50 14.00 14.00 14.00
Development Engineering Division
M38 Development Engineering Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M36 Construction Engineering Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M36 Development Engineering Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Development Engineering Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M30 Assistant Development Engineering Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A33 Civil Engineer III 0.00 0.00 0.00 0.00 5.00 5.00 5.00
A29 Civil Engineer III 3.00 3.00 3.00 3.00 0.00 0.00 0.00
A26 Civil Engineer II 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A24 Lead Construction Engineering Inspector 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A23 Engineering Specialist III 1.00 1.00 1.00 1.00 2.00 2.00 2.00
A21 Construction Engineering Inspector 6.00 6.00 6.00 6.00 5.00 5.00 5.00
A18 Dev Services Representative 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A13 Engineering Specialit I 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Total Development Engineering Division 15.00 15.00 15.00 15.00 17.00 17.00 17.00
Development Services Division
M38 Development Services Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Building Official 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M28 Permit Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A33 Structural Plan Examiner 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A24 Lead Code Compliance Inspector 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A24 Lead Building Inspector 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A23 Building Plan Reviewer 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A22 Lead Code Compliance Inspector 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A21 Code Compliance Inspector 0.00 0.00 0.00 0.00 3.00 4.00 4.00
A21 Building Inspector/Electrical 1.00 1.00 1.00 1.00 3.00 3.00 3.00
A21 Building Inspector/Combination 6.00 6.00 6.00 6.00 2.00 2.00 2.00
A19 Code Compliance Inspector 2.00 2.00 2.00 2.00 0.00 0.00 0.00
A13 Permit Services Specialist 4.00 4.00 4.00 4.00 4.00 4.00 4.00
A09 Administrative Secretary 1 2.00 2.00 2.00 2.00 1.00 1.00 1.00
Total Building Division 20.00 20.00 20.00 20.00 20.00 21.00 21.00
Total Community & Economic Development 56.50 56.50 56.50 56.50 63.00 64.00 64.00
2023/2024 Adopted Budget City of Renton, Washington
3-52Budget by Department - Community and Economic Development
Housing
2 FTEs
Human Services
4 FTEs
Community Outreach
1 FTE
Neighborhood Programs
1 FTE
Administrative Support
2 FTEs
ADMINISTRATOR
Maryjane Van Cleave
12 FTEs
Equity and Inclusion
1 FTE
Equity, Housing, and Human Services
2023/2024 Adopted Budget City of Renton, Washington
3-53Budget by Department - Equity, Housing, and Human Services
Equity, Housing, and Human Services
Mission
The equity, housing, and human services department (EHHS) works towards supporting the infrastructure that is necessary
to building an inclusive, informed city with equitable outcomes for all in support of social, economic, and racial justice through
community outreach and engagement. The department promotes health and safety to those with insecurities and
participates in regional efforts to bring affordable housing to our community.
Core Businesses Services
The department manages the city’s equity and inclusion, neighborhood, housing repair assistance, and community
development block grant development programs. In addition, the department supports programs that create and achieve
affordable housing in the city, those with health and safety insecurities, and the winter inclement weather shelter.
List of Equity, Housing, and Human Services Renton Results Decision Packages:
Equity, Housing, and Human Services Performance Measures:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 1,482,478 1,493,644 3,298,257 1,522,001 5,322,865 3,672,672 3,706,897 141.3% 0.9%
Position Summary 7.50 7.50 10.50 7.50 11.00 12.00 12.00 60.0% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTETot Exp $Tot Rev $
100010.0001 Human Services Housing Repair 4.00 1,346,371 20,000 4.00 1,379,746 20,000
100010.0002 CDBG Administration ‐ 63,133 63,133 ‐ 63,133 63,133
100010.0003 EHHS Administration 4.00 1,006,117 ‐ 4.00 1,055,670 ‐
100010.0004 Housing Program 2.00 505,569 ‐ 2.00 523,077 ‐
150010.0006 Human Services Funding Increase ‐ 250,000 ‐ ‐ 250,000 ‐
150010.0008 Housing Opportunity Fund ‐ 100,000 ‐ ‐ ‐ ‐
250010.0001 Equity Manager 1.0 FTE 1.00 124,705 ‐ 1.00 147,263 ‐
250010.0002 EHHS Admin Professional Services Increase ‐ 45,000 ‐ ‐ 45,000 ‐
300010.0001 Neighborhood Program 1.00 231,778 ‐ 1.00 243,008 ‐
Total 12.00 3,672,672$ 83,133$ 12.00 3,706,897$ 83,133$
2023/2024 Adopted Budget City of Renton, Washington
3-54Budget by Department - Equity, Housing, and Human Services
Highlight of Budget Changes:
In 2021, the housing division moved to EHHS from CED. In addition, the human services division moved to EHHS from
parks and recreation, and the neighborhood programs division moved from executive.
Regular salaries increased by $947,684 due to the addition of 3.0 FTEs as a result of the citywide reorganization in
2022, and addition of 1.0 FTE in 2023.
Personnel benefits increased by $348,830 as a direct result of the increase in salaries.
Other services and charges increased by $528,392 and $428,342 in 2023 and 2024 respectively from the 2022
budget, due to increased funding in human services and affordable housing.
Interfund payments increased by $298,311 due to additional insurance charges, facilities, and equipment rental
costs.
Expenditure Budget by Division ‐ Equity, Housing, & Human Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 0 0 325,453 0 907,698 951,477 1,003,220 100.0% 5.4%
Housing 0 0 1,223,668 0 576,193 605,569 523,077 100.0%‐13.6%
Community Outreach 0 0 0 0 163,837 129,973 141,939 100.0% 9.2%
Neighborhood Programs 13,698 75,000 158,629 75,000 245,831 231,778 243,008 209.0% 4.8%
Human Services 1,468,780 1,418,644 1,590,507 1,447,001 3,429,306 1,753,875 1,795,652 21.2% 2.4%
Total 1,482,478 1,493,644 3,298,257 1,522,001 5,322,865 3,672,672 3,706,897 141.3% 0.9%
Expenditure Budget by Category ‐ Equity, Housing, & Human Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 424,479 435,085 825,242 448,708 1,214,224 1,396,392 1,479,405 211.2% 5.9%
Part‐Time Salaries 0 0 0 0 0 7,430 7,430 100.0% 0.0%
Overtime 001,3940000N/AN/A
Personnel Benefits 187,141 211,052 319,809 223,892 526,151 572,722 612,506 155.8% 6.9%
Supplies 8,254 15,650 15,975 15,650 20,325 31,900 31,900 103.8% 0.0%
Other Services and Charges 780,137 709,943 1,875,618 709,943 3,121,133 1,238,335 1,138,285 74.4%‐8.1%
Interfund Payments 82,467 121,913 260,218 123,807 426,846 422,118 435,885 240.9% 3.3%
Transfer Out 0 0 0 0 14,187 3,775 1,485 100.0%‐60.7%
Total 1,482,478 1,493,644 3,298,257 1,522,001 5,322,865 3,672,672 3,706,897 141.3% 0.9%
Staffing Levels by Division ‐ Equity, Housing, & Human Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 7.50 7.50 10.50 7.50 11.00 12.00 12.00 60.0% 0.0%
Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.21 0.21 100.0% 0.0%
Temp/Intermit Pay & Ben ‐$ ‐$ ‐$ ‐$ ‐$ 8,576$ 8,576$ 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-55Budget by Department - Equity, Housing, and Human Services
Administration Division
Mission
Provide leadership, resources, and regional influence to enable the department to meet its responsibilities in a manner that
is responsive to the needs of the community and consistent with the city’s business plan goals in a fiscally responsible manner.
2021/2022 Accomplishments
Executed the creation of the equity, housing, and human services department. This reorganization consolidated
services lines and roles that were spread amongst three different departments to emphasis the priority and
transparency necessary for the vital work conducted in the department.
Created the Equity Commission at the will of the mayor and council approval. Interviewed over 30 applicants for the
creation of a 9‐member Equity Commission. The commission held its first meeting in April 2022, approved its bylaws,
and commenced efforts in creating a mission and vision statement.
Executed the in‐person two‐day Multicultural Festival following two years of the COVID‐19 pandemic.
Onboarded a community outreach coordinator to cultivate and expand relationships with community partners and
residents that reflect the city’s diverse population.
2023/2024 Goals
Expand the neighborhood program to create a partner program that will serve and support the nearly 50% of Renton
residents that are renters.
Refresh the mayor’s inclusion task force and onboard new members who expand the outreach efforts to cultural
groups not currently represented on the task force.
Facilitate and provide administrative support to the Equity Commission through Roberts Rule of Order and liaison
with city departments and executive on behalf of the commission. Create an action plan for the completed human
services needs assessment plan.
Expenditure Budget by Category ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 92,104 0 317,076 442,504 473,179 100.0% 6.9%
Personnel Benefits 0 0 24,990 0 86,715 173,246 186,677 100.0% 7.8%
Supplies 007730000N/AN/A
Other Services and Charges 0 0 52,911 0 251,133 76,550 76,550 100.0% 0.0%
Interfund Payments 0 0 154,675 0 259,843 255,401 265,330 100.0% 3.9%
Transfer Out 0 0 0 0 0 3,775 1,485 100.0%‐60.7%
Total 0 0 325,453 0 914,768 951,477 1,003,220 100.0% 5.4%
Staffing Levels by Division ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 0.00 0.00 2.00 0.00 3.00 4.00 4.00 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-56Budget by Department - Equity, Housing, and Human Services
Housing Division
Mission
Lead the city’s effort relating to affordable, accessible, and quality housing choices by cultivating partnerships to advocate
for and leverage resources for the construction and preservation of affordable housing through project management,
technical assistance for housing policy, planning, and programs
2021/2022 Accomplishments
Adopted the city’s first Housing Action Plan (HAP); subsequently, applied for and received a $100,000 Housing Action
Plan Implementation grant (HAPI) from the Washington State Department of Commerce to proceed with three
implementation actions.
In conjunction with six south King County cities, developed a subregional housing action framework to develop a
common housing planning framework for the south King County subregion prior to the development of each city’s
individual Housing Action Plan; this intermunicipal project was awarded a 2022 PSRC VISION 2050 award in the
working together category. A portion of HAPI grant dollars contributes to a joint implementation project to develop
a south King County monitoring database.
Provided technical assistance and program management for projects at the intersection of housing and human
services, including overseeing professional services to develop the HB 1590 housing and human services needs
assessment (completed in 2021) and the human services assessment and plan (ongoing).
Enhanced rental registration program efficiency for landlords and streamlined internal processes by advancing
changes with finance to remove the requirement for a city business license and to migrate applications and database
management into the city’s existing platform with online application capabilities.
Partnered with the Renton Housing Authority (RHA) to secure $9.5 million in public funds for the 75‐unit Sunset
Gardens affordable rental housing project, including $1.5 million of City of Renton HB 1590 funding allocated by the
city council in 2021. An additional $1,768,000 “Connecting Housing to Infrastructure Program” (CHIP) grant was
received by the city from the Department of Commerce that benefited the project.
Partnered with South King Housing and Homelessness Partners (SKHHP) to establish the South King County Housing
Capital Fund, which released its inaugural application cycle in 2022. Renton contributed $337,319.53 in pooled SHB
1406 dollars to the housing capital fund, with a commitment to continue to pool through 2024.
Partnered with Homestead Community Land Trust to advocate for state legislative changes and additional resources
for permanently affordable homeownership and to fund phase two of the Willowcrest Townhomes which is
anticipated to be a 19‐unit affordable homeownership project.
As part of the overall administration of the multi‐family tax exemption program, issued two final certificates of
exemption for the Merrill Gardens at Renton addition and Penny Lofts. An additional two projects have agreements
with the city for exemptions pending successful completion (Sunset Terrace and Solera).
Represented the city in county, regional, and state housing forums and advised on issues related to the multi‐family
tax exemption, countywide planning policies, and HB 1220 legislative changes to the Growth Management Act
(GMA) housing requirements.
2023/2024 Goals
Continued focus on execution of recommendations in the HAP in coordination with the community and economic
development department.
Establish a long‐term plan on the use of House Bill 1590 funds for support of affordable housing and behavioral and
mental health supportive services.
Continue efforts to advocate and secure funding for housing related services through public, private, philanthropic,
and non‐profit partnerships.
Continue outreach and communication on the city’s rental registration program and continue coordination with
code compliance for enforcement of properties.
Continue to actively represent the city in county, regional, and state housing forums.
2023/2024 Adopted Budget City of Renton, Washington
3-57Budget by Department - Equity, Housing, and Human Services
1 These positions resided in CED prior to the creation of EHHS in 2021. The 2020 actual expenditures and 2021/2022 original budget for these positions are reflected in CED’s department
budget.
Expenditure Budget by Category ‐ Housing
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 229,270 0 248,325 270,470 280,967 100.0% 3.9%
Personnel Benefits 0 0 64,952 0 78,688 99,889 105,458 100.0% 5.6%
Supplies 002902,61700N/AN/A
Other Services and Charges 0 0 913,285 0 203,100 197,617 97,617 100.0%‐50.6%
Interfund Payments 0 0 16,133 0 43,463 37,593 39,035 100.0% 3.8%
Transfer Out 0000000N/AN/A
Total 0 0 1,223,668 0 576,193 605,569 523,077 100.0%‐13.6%
Staffing Levels by Division ‐ Housing
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE1 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-58Budget by Department - Equity, Housing, and Human Services
Community Outreach
Mission
Increase the level of engagement with the city’s diverse communities reflected in our most recent census data and develop
systems that foster dialog, transparency of city’s operations, and increased access in order to build an inclusive and informed
community that strives for equitable outcomes for all in support of social, economic, and racial justice.
2021/2022 Accomplishments
Onboarded a new community outreach coordinator.
Connected with those holding similar positions in other city departments to begin building a collaborative approach
to coordinated outreach efforts working toward achieving the city’s business plan.
Established contacts and regular interaction with the city’s diverse community members and stakeholders.
Commenced development and implementation engagement strategies to attract participants who reflect the city’s
diversity.
Began to develop baseline and periodic metrics for community engagement.
2023/2024 Goals
Continue to develop community outreach efforts and training and educational materials that promote equity and
inclusion in city programs based on Title VI criteria.
Create a program that will coordinate with the neighborhood program resources that serves residents that reside in
apartments, townhomes, condominiums, or homes that do not fall within recognized neighborhoods. Nearly half of
the Renton community are renters, and this will expand the opportunity to create community and connection to
local government.
Create forums and opportunities to gather community input and perspectives, including digital spaces from residents
that reflect the census demographics.
Collect and analyze data collected measuring metrics for community engagement through the city’s existing tools
and resources.
Support with the execution of the human services needs assessment when it comes to engagement and outreach.
Support the Housing Action Plan needs when it comes to engagement an outreach.
Participate and support the mayor’s inclusion task force.
Expenditure Budget by Category ‐ Community Outreach
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 0 0 104,379 98,920 108,108 100.0% 9.3%
Personnel Benefits 0 0 0 0 59,458 31,054 33,831 100.0% 8.9%
Transfer Out 0000000N/AN/A
Total 0 0 0 0 163,837 129,973 141,939 100.0% 9.2%
Staffing Levels by Division ‐ Community Outreach
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 0.00 0.00 1.00 0.00 1.00 1.00 1.00 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-59Budget by Department - Equity, Housing, and Human Services
Neighborhood Programs
Mission
Promote and support a more livable, vibrant, and cohesive community by providing opportunities for the public to access city
guidance and resources which connect and engage residents, neighborhoods, businesses, and the city through diverse
opportunities for partnerships, volunteerism, and programs.
2021/2022 Accomplishments
Leveraged technology to utilize Energov to create online application and communication portals for neighborhood
program grants.
Expand the neighborhood program’s grant opportunities to create a partnering program that serves our renting
community members and asses the current grant process for the neighborhood program to ensure funding is
providing the most impact to the community.
Created a plan to re‐establish the neighborhood program’s staff liaison group which will offer residents city
resources, in addition to the neighborhood program coordinator.
Re‐established the neighborhood gatherings after a two‐year hiatus resulting from the COVID‐19 pandemic.
2023/2024 Goals
Launch Bang the Table software program to provide a digital space for engagement and communication for the
neighborhood program.
Launch the neighborhood program online grant portal using Energov.
Survey participating neighborhoods annually to understand their interest, needs, and evolve the program’s
processes and structure.
Analyze grant and reimbursement process through an equity lens.
Coordinate four city hosted events for the neighborhood program annually.
1 This position resided in parks and recreation prior to moving to executive as part of the citywide reorganization in 2021. In 2022, neighborhood programs transferred to EHHS. The 2020
actual expenditures and 2021/2022 original budget for this position is reflected in parks and recreation’s department budget.
Expenditure Budget by Category ‐ Neighborhood Programs
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 91,519 0 102,477 98,129 107,263 100.0% 9.3%
Part‐Time Salaries 0 0 0 0 0 7,430 7,430 100.0% 0.0%
Personnel Benefits 0 0 48,404 0 59,870 24,138 26,097 100.0% 8.1%
Supplies 0 0 3,905 0 0 16,250 16,250 100.0% 0.0%
Other Services and Charges 13,698 75,000 8,978 75,000 75,000 77,800 77,750 3.7%‐0.1%
Interfund Payments 0 0 5,823 0 8,483 8,031 8,218 100.0% 2.3%
Transfer Out 0000000N/AN/A
Total 13,698 75,000 158,629 75,000 245,831 231,778 243,008 209.0% 4.8%
Staffing Levels by Division ‐ Neighborhood Programs
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE1 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.21 0.21 100.0% 0.0%
Temp/Intermit Pay & Ben ‐$ ‐$ ‐$ ‐$ ‐$ 8,576$ 8,576$ 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-60Budget by Department - Equity, Housing, and Human Services
Human Services
Mission
Provide information and referrals to resources and services through community partnerships that promote safety, health,
and security and are inclusive, integrated, that are respectful of cultural and linguistic differences, foster equity and dignity,
and provide emotional support for vulnerable and marginalized residents in the City of Renton.
2021/2022 Accomplishments
•Successfully implemented the monthly pop‐up lunch events with community partner Emergency Feeding
Program/SOS, providing fresh prepackaged food items to vulnerable residents with food insecurities. Pop‐up lunch
events occurred on the first and third Tuesdays of each month. Pop‐up locations rotated around the city to ensure
highest impacts were made to those areas in need.
•Worked in conjunction with the community economic and housing division to enhance the human services element
of the comprehensive assessment plan.
•Coordinated with the King County Regional Homelessness Authority and community organizations serving the
homeless on the One Night Count event. These organizations included Coordinated Entry, Renton Ecumenical
Association of Churches, and Renton Chamber of Commerce.
•Completed multiple manufactured home siding replacement program projects with Habitat for Humanity.
•Established additional community partners, like Rotary and Club 21, on the repair or replacement of appliances for
low‐income residents.
•Provided application review and technical assistance via virtual meetings to multiple agencies requesting in‐depth
assistance with funding applications.
•Completed Renton‐specific eligibility reviews on over 100 applications for funding, while financial reviews were
completed on 97 Renton‐specific applications for funding.
•Completed administrative review on over 200 applications as part of the work needed for the South King County
funding cycle.
•Continued to meet federal guidelines on spending of the 2019 CDBG funds. Submitted documents and reports for
reimbursement, including the Housing Repair Assistance Program’s (HRAP) completion of the CDBG contract with
King County using Department of Housing and Urban Development (HUD) funding.
•Partnered with Rod Kirkwood to provide over 100 low‐income Renton homeowners with a new installed home
appliance. Approximately $55,000 was spent over the past two years.
2023/2024 Goals
Consult with the IT division to create a more intuitive database for the housing repair program.
Create HRAP brochures in various languages to build new partnerships with ethnic communities where English is a
second language.
Continue to build on recruiting, training, and workshops on inclusion and equity, to build capacity with the Human
Services Advisory Committee to be informed of community needs and resources available.
Ensure that 90% of all 2023‐2024 contracts are completed and signed by April 10, 2023.
Establish a working timeline with the community and economic development department to use
Community Development Block Grants to fund economic development projects for façade improvements.
Create a new bi‐annual survey of contracted agencies for the regional funding application in 2024.
Complete the human services needs assessment and create an implementation plan to execute recommendations.
Merge seamlessly with all EHHS department divisions to provide quality service to internal and external stakeholders.
Develop partnerships with local nonprofit agencies to establish an ongoing contract to operate the severe weather
shelter.
Create a contracted engagement specialist position with a community agency to support vulnerable populations and
provide services and resources at point‐of‐contact.
2023/2024 Adopted Budget City of Renton, Washington
3-61Budget by Department - Equity, Housing, and Human Services
Develop a community outreach program to support residents needing social services, mental health assistance, or
experiencing food insecurities.
Establish the first behavioral health center in Renton, providing mental health services and homelessness resources
including showers, housing navigation, and mail in post/out post services.
Expenditure Budget by Category ‐ Human Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 424,479 435,085 412,349 448,708 441,967 486,369 509,889 8.4% 4.8%
Overtime 001,3940000N/AN/A
Personnel Benefits 187,141 211,052 181,463 223,892 241,418 244,395 260,443 9.2% 6.6%
Supplies 8,254 15,650 11,269 15,650 17,708 15,650 15,650 0.0% 0.0%
Other Services and Charges 766,439 634,943 900,444 634,943 3,155,475 886,368 886,368 39.6% 0.0%
Interfund Payments 82,467 121,913 83,587 123,807 115,057 121,093 123,302 ‐2.2% 1.8%
Transfer Out 0 0 0 0 14,187 0 0 N/A N/A
Total 1,468,780 1,418,644 1,590,507 1,447,001 3,985,812 1,753,875 1,795,652 21.2% 2.4%
Staffing Levels by Division ‐ Human Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 4.504.504.504.504.004.004.00‐11.1% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-62Budget by Department - Equity, Housing, and Human Services
Equity, Housing, & Human Services Position Listing
Grade Title 2020 2021 2021 2022 2022 2023 2024
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 Equity, Housing & Human Services Administrator 0.00 0.00 1.00 0.00 1.00 1.00 1.00
M37 Equity Manager 0.00 0.00 0.00 0.00 0.00 1.00 1.00
N16 Administrative Assistant to EHHS 0.00 0.00 1.00 0.00 1.00 1.00 1.00
A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Total Administration Division 0.00 0.00 2.00 0.00 3.00 4.00 4.00
Housing Division
M33 Community Development and Housing Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M27 Housing Programs Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Housing Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Human Services Division
M29 Human Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A20 Human Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A20 Housing Repair Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A13 Housing Maintenance Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary 1 0.50 0.50 0.50 0.50 0.00 0.00 0.00
Total Human Services Division 4.50 4.50 4.50 4.50 4.00 4.00 4.00
Community Outreach Division
M22 Community Outreach Coordinator 0.00 0.00 1.00 0.00 1.00 1.00 1.00
Total Community Outreach Division 0.00 0.00 1.00 0.00 1.00 1.00 1.00
Neighborhood Programs Division
A22 Neighborhood Programs Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Neighborhood Programs Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Equity, Housing & Human Services 7.50 7.50 10.50 7.50 11.00 12.00 12.00
2023/2024 Adopted Budget City of Renton, Washington
3-63Budget by Department - Equity, Housing, and Human Services
*The Utility Billing positions (4 FTEs) are funded by utility rate revenues (vs. General Fund).
ADMINISTRATOR
Kari Roller
24 FTEs
Fiscal Services
Director
Kristin Trivelas
Finance Operation
6 FTEs
Accounts
Receivable
Accounts Payable
Payroll
Utility Billing*
5 FTEs
Tax & Licensing
3 FTEs
Budget &
Accounting
6 FTEs
Budget
Financial
Reporting
General
Accounting
Grant
Administration
1 FTE
Administrative
Support
1 FTE
Finance
2023/2024 Adopted Budget City of Renton, Washington
3-64Budget by Department - Finance
Finance Department
Mission
A collaborative partnership empowering customers with timely, accurate, and transparent financial services.
Core Businesses Services
The finance department is responsible for a broad range of services and information for both internal and external customers.
Core operational services include cash receipting, utility billing, business tax and licensing, payroll, accounts payable and
accounts receivable. Additionally, the finance department is responsible for grant management, including regulatory
compliance, and for accounting and financial reporting, including the development of the biennial budget and preparation of
the city’s annual financial statements, which are audited by the Washington State Auditor’s Office.
List of Renton Results Decision Packages:
Performance Measures:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 4,222,728 4,787,282 4,677,832 4,932,463 6,135,015 6,086,663 6,311,514 23.4% 3.7%
Position Summary 23.00 23.00 24.00 23.00 24.00 25.00 25.00 8.7% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
100004.0011 Tax & Licensing 3.00 466,312 ‐ 3.00 485,940 ‐
500004.0009 Utility Billing and Cashiering 5.00 772,186 ‐ 5.00 802,920 ‐
600004.0123 Finance Operations 6.00 817,669 ‐ 6.00 857,514 ‐
600004.0126 Budget and Accounting 6.00 1,172,973 ‐ 6.00 1,225,026 ‐
600004.0128 Asset, Debt, and Treasury Management ‐ 971,650 100,000 ‐ 983,500 100,000
600004.0130 Finance Administration 3.00 1,290,502 ‐ 3.00 1,343,355 ‐
600004.0132 Grants Program 1.00 146,476 ‐ 1.00 155,744 ‐
650004.0034 ERP Transition 1.00 165,419 ‐ 1.00 183,041 ‐
650004.0035 Bank Merchant Fee ‐ 30,000 ‐ ‐ 30,000 ‐
700005.0017 Fire Pension ‐ 210,475 400,000 ‐ 200,475 380,000
750005.0002 Increase Fire Pension Annual Expenditures ‐ 43,000 ‐ ‐ 44,000 ‐
Total 25.00 6,086,663$ 500,000$ 25.00 6,311,514$ 480,000$
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Business License renewals will be
issued within one day of receipt of
payment.
89% 92% 82% 89% no data
Number of compliance audits
performed annually.500 349 159 333 320
Average Utility Billing aged accounts
receivable (over 90 days) as percent of
annual revenue.
0.0047% 0.0042% 0.0031% 0.6200% 1.02%
New Utility Billing accounts will be set
up within 5 business days of
notification (via final permit, email,
etc.).
100% 100%97%95%94%
Safeguard public interests
and assets.
Maintain or improve the City's credit
rating of AA (S&P's) for General
Obligation Bonds and AA+ (S&P's) for
Revenue Bonds.
AA+/AA+ AA+/AA+ AAA/AA+ AAA/AA+ AAA/AA+
Safety and
Health
Encourage the community to
comply with local, state and
federal laws.
Internal Support
Operate and maintain
utilities.
Utilities and
Environment
2023/2024 Adopted Budget City of Renton, Washington
3-65Budget by Department - Finance
Highlight of Budget Changes:
Reorganization of administrative services department. IT and city clerk moved to executive services department and
administrative services department renamed to finance department.
Increased merchant fees due to increased volume, demand, and service.
Added $162,000 for one new limited term senior finance analyst to support new enterprise resource planning (ERP)
software transition beginning in 2023; additional staffing for this effort will support the research, analysis,
implementation, and testing of the new program.
Expenditure Budget by Division ‐ Finance
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 3,716,364 2,907,130 2,017,274 2,976,882 2,580,021 2,549,402 2,602,815 ‐14.4% 2.1%
Operations 15 821,733 676,778 861,403 886,588 898,119 941,856 4.3% 4.9%
Tax & Licensing 0 410,556 493,361 428,770 652,937 466,312 485,940 8.8% 4.2%
Grant Administration 0 0 25,054 0 176,010 146,476 155,744 100.0% 6.3%
Utility Billing 506,349 647,862 594,076 665,407 688,791 691,736 718,577 4.0% 3.9%
Budget & Accounting 0 0 871,288 0 1,150,668 1,334,617 1,406,582 100.0% 5.4%
Total 4,222,728 4,787,282 4,677,832 4,932,463 6,135,015 6,086,663 6,311,514 23.4% 3.7%
Expenditure Budget by Category ‐ Finance
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,661,811 1,949,375 1,789,463 2,017,396 2,401,239 2,611,964 2,739,918 29.5% 4.9%
Overtime 419 21,000 172 21,000 21,000 21,000 21,000 0.0% 0.0%
Personnel Benefits 950,004 1,214,473 1,022,572 1,278,547 1,438,215 1,370,980 1,444,743 7.2% 5.4%
Supplies 2,850 11,975 13,523 11,975 11,975 24,975 15,975 108.6%‐36.0%
Other Services and Charges 1,232,284 1,121,698 1,415,761 1,123,548 1,573,548 1,376,698 1,388,548 22.5% 0.9%
Interfund Payments 375,361 468,761 436,341 479,997 689,037 677,271 699,846 41.1% 3.3%
Transfer Out 000003,7751,485100.0%‐60.7%
Total 4,222,728 4,787,282 4,677,832 4,932,463 6,135,015 6,086,663 6,311,514 23.4% 3.7%
Staffing Levels by Division ‐ Finance
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.0%
Operations 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.00 0.0%
Tax & Licensing 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.0%
Grant Administration 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.0%
Utility Billing 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00 0.0%
Budget & Accounting 6.00 6.00 6.00 6.00 6.00 7.00 7.00 0.17 0.0%
Total FTE 23.00 23.00 24.00 23.00 24.00 25.00 25.00 8.7% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-66Budget by Department - Finance
Finance Administration
1The 2020 actual include expenditures for 6.0 FTEs reflected in the finance operations division.
Financial Operations
Mission
Partner with city departments and the business community to provide timely, effective, and legal procurement of and
payment for goods and services; manage the city’s billing and collection functions; provide accurate payment of salaries and
benefits to city personnel, including external regulatory reporting and compliance of payroll taxes.
2021/2022 Accomplishments
Expanded the use of Laserfiche electronic filing of payroll records.
Developed a standard operating procedure (SOP) library to document and track desktop procedures for use as a job
aid in cross‐training, onboarding, and backfilling due to attrition.
Conducted citywide training on city processes to ensure ongoing internal controls in key financial areas.
Transitioned to a new collection agency to better address the needs of the city when it comes to delinquent
accounts.
2023/2024 Goals
Automate accounts receivable (AR) workflow utilizing Laserfiche to process department requests more efficiently.
Update stale policies to account for economic changes, such as inflation, and incorporate new procedures with
streamlined operations developed as a result of hybrid work model.
Update emergency protocols to ensure continued operations.
1The 2020 actual expenditures for these positions are reflected in finance administration division.
Expenditure Budget by Category ‐ Finance Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries1 869,469 281,976 248,713 287,397 472,305 433,022 454,994 50.7% 5.1%
Overtime 419000000N/AN/A
Personnel Benefits 592,357 293,305 320,197 297,160 398,844 384,349 392,655 29.3% 2.2%
Supplies 2,850 11,975 13,079 11,975 11,975 24,975 15,975 108.6%‐36.0%
Other Services and Charges 1,147,878 953,055 998,945 954,905 1,007,860 1,026,010 1,037,860 7.4% 1.2%
Interfund Payments 375,361 468,761 436,341 479,997 689,037 677,271 699,846 41.1% 3.3%
Transfer Out 000003,7751,485100.0%‐60.7%
Total 2,988,333 2,009,072 2,017,274 2,031,434 2,580,021 2,549,402 2,602,815 25.5% 2.1%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Expenditure Budget by Category ‐ Finance Operations
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 514,628 455,906 534,031 555,392 599,454 624,841 12.3% 4.2%
Overtime 0 1,000 172 1,000 1,000 1,000 1,000 0.0% 0.0%
Personnel Benefits 0 301,954 217,953 322,221 326,044 293,513 311,863 ‐8.9% 6.3%
Supplies 003950000N/AN/A
Other Services and Charges 15 4,152 2,352 4,152 4,152 4,152 4,152 0.0% 0.0%
Total 15 821,733 676,778 861,403 886,588 898,119 941,856 4.3% 4.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance Operations
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE1 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-67Budget by Department - Finance
Utility Billing
Mission
To keep customers connected to essential services through timely and accurate billing, communication, and excellent
customer service.
2021/2022 Accomplishments
Implemented successful remote work policies and procedures to ensure uninterrupted utility billing, cashiering, and
customer service operations for emergencies and hybrid work environments.
Developed new collection practices to assist customers through pandemic crisis while adhering to RCW mandates.
Collaborated with IT to create Laserfiche library for electronic filing of required utility billing records, per state
retention schedules.
2023/2024 Goals
Thoroughly review and audit various internal controls and continue to create an SOP library to ensure city utility
billing and cashiering operational procedures are documented.
Continue to streamline processes and reporting options that benefit internal and external customers.
Update various Renton Municipal Codes pertaining to Renton utility services.
Expenditure Budget by Category ‐ Utility Billing
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 274,347 314,887 315,054 320,954 338,791 357,206 371,927 11.3% 4.1%
Overtime 0 20,000 0 20,000 20,000 20,000 20,000 0.0% 0.0%
Personnel Benefits 147,612 183,975 168,667 195,453 201,000 185,530 197,650 ‐5.1% 6.5%
Other Services and Charges 84,391 129,000 110,355 129,000 129,000 129,000 129,000 0.0% 0.0%
Total 506,349 647,862 594,076 665,407 688,791 691,736 718,577 4.0% 3.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance ‐ Utility Billing
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-68Budget by Department - Finance
Tax and Licensing
Mission
Working in partnership with businesses with integrity, service, excellence, and equity to administer Renton’s tax and license
regulations while delivering high‐quality customer service.
2021/2022 Accomplishments
Completed a metadata cleanup in Laserfiche to label imaged documents for ease of access.
Implemented an email notification process prior to mailing license renewals and delinquent notices.
2023/2024 Goals
Administer changes to the business & occupation tax effective January 1, 2023.
Continue to work with Washington State Employment Security Department to finalize data sharing agreement to
build resources that will assist in detections and audits of unregistered businesses in Renton.
Enhance commitment and focus on external customer service through ongoing business workshops.
Expenditure Budget by Category ‐ Tax & Licensing
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 129,870 250,772 216,564 260,642 282,797 296,641 308,354 13.8% 3.9%
Personnel Benefits 60,075 124,293 100,507 132,637 149,649 129,181 137,095 ‐2.6% 6.1%
Supplies 00490000N/AN/A
Other Services and Charges 0 35,491 176,241 35,491 100,491 40,491 40,491 14.1% 0.0%
Total 189,945 410,556 493,361 428,770 532,937 466,312 485,940 8.8% 4.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance ‐ Tax & Licensing
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-69Budget by Department - Finance
Budget and Accounting
Mission
Provide financial analysis, accounting, and budget services, including preparation of the Annual Comprehensive Financial
Report (ACFR) and biennial budget, as well as adherence to financial and budgetary compliance with governing regulations
and city policies.
2021/2022 Accomplishments
Performed a general ledger (GL) system cleanup to better align GL accounts with the Budgeting, Accounting,
Reporting System manual; standardized GL account structure across the city due to citywide reorganization; and
prepare our ERP system for transition to future new system.
Received awards for excellence in financial reporting and budgeting from the Government Finance Officers
Association (GFOA).
Organized a vendor fair to provide training and information on contracting opportunities and government bidding
processes with a focus on disadvantaged businesses.
2023/2024 Goals
Thoroughly review and audit various internal controls throughout the city and create specialized training and user
manuals to ensure city assets and resources are properly protected.
Implement a new ERP system due to upcoming software expiration of existing system.
Re‐analyze city’s banking needs to ensure best pricing and appropriate service level.
Evaluate and implement cost allocations of internal support departments.
Expenditure Budget by Category ‐ Budget & Accounting
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 517,995 587,112 535,032 614,372 638,947 813,050 860,297 32.3% 5.8%
Personnel Benefits 210,036 310,946 208,622 331,076 299,676 344,523 369,240 4.1% 7.2%
Other Services and Charges 0 0 127,634 0 212,045 177,045 177,045 100.0% 0.0%
Total 728,031 898,058 871,288 945,448 1,150,668 1,334,617 1,406,582 41.2% 5.4%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance ‐ Budget & Accounting
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 6.00 6.00 6.00 6.00 6.00 7.00 7.00 16.7% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-70Budget by Department - Finance
Grants
Mission
A citywide grant program that effectively meets the needs of the city for centralized, compliant, grant administration.
2021/2022 Accomplishments
Created a new grants division to support grant management functions citywide.
Onboarded a grants program manager.
Provided research and guidance to administration regarding the American Rescue Plan Act eligible uses and
compliance requirements.
Increased procurement of new grant awards for unique citywide programs.
2023/2024 Goals
Continue to educate departments on granting best practices and compliance measures.
Identify citywide funding needs to maximize grant opportunities.
Develop resources and tools to assist staff with grant applications and management.
Update internal controls to meet federal grant regulations.
Expenditure Budget by Category ‐ Grant Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 18,194 0 113,007 112,591 119,504 100.0% 6.1%
Personnel Benefits 0 0 6,626 0 63,003 33,885 36,240 100.0% 6.9%
Other Services and Charges 0 0 235 0 0 0 0 N/A N/A
Total 0 0 25,054 0 176,010 146,476 155,744 100.0% 6.3%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance ‐ Grant Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 0.00 0.00 1.00 0.00 1.00 1.00 1.00 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-71Budget by Department - Finance
Finance Department Position Listing
2020 2021 2021 2022 2022 2023 2024
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Finance Administration Division
M49 Administrative Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N16 Administrative Assistant to ASD 1.00 1.00 1.00 1.00 0.00 0.00 0.00
N16 Administrative Asssistant to Finance 0.00 0.00 0.00 0.00 1.00 1.00 1.00
Total Finance Administration Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Finance Operations Division
M28 Financial Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M18 Payroll Technician III 0.00 0.00 0.00 0.00 1.00 1.00 1.00
N13 Payroll Technician II 2.00 2.00 2.00 2.00 1.00 1.00 1.00
A09 Accounting Assistant IV 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Total Finance Operations Division 6.00 6.00 6.00 6.00 6.00 6.00 6.00
Budget & Accounting Division
M33 Budget & Accounting Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M25 Senior Finance Analyst 3.00 3.00 3.00 3.00 5.00 5.00 5.00
M25 Limited Term Senior Finance Analyst 0.00 0.00 0.00 0.00 0.00 1.00 1.00
N16 Finance Analyst III 2.00 2.00 2.00 2.00 0.00 0.00 0.00
Total Budget & Accounting Division 6.00 6.00 6.00 6.00 6.00 7.00 7.00
Utility Billing Division
A22 Utility Account Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A19 Accounting Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A07 Accounting Assistant III 4.00 4.00 4.00 4.00 4.00 4.00 4.00
5.00 5.00 5.00 5.00 5.00 5.00 5.00
Tax & Licensing Division
M28 Tax & Licensing Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N16 Tax & Licensing Auditor II 0.00 0.00 0.00 0.00 1.00 1.00 1.00
N13 Tax & Licensing Auditor I 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A09 Accounting Assistant IV 1.00 1.00 1.00 1.00 1.00 1.00 1.00
3.00 3.00 3.00 3.00 3.00 3.00 3.00
Grants Program Division
M27 Grants Program Manager 0.00 0.00 1.00 0.00 1.00 1.00 1.00
0.00 0.00 1.00 0.00 1.00 1.00 1.00
Total Finance Department 23.00 23.00 24.00 23.00 24.00 25.00 25.00
Total Utility Billing Division
Total Tax & Licensing Division
Total Grants Program Division
2023/2024 Adopted Budget City of Renton, Washington
3-72Budget by Department - Finance
Human Resources and Risk Management
ADMINISTRATOR
Ellen Bradley‐Mak
14.5 FTEs
EMPLOYEE RELATIONS
4.5 FTEs
Recruitment and Selection
Classification and
Compensation
Investigations and
Compliance
Employee/Labor Relations
Unemployment
BENEFITS
4 FTEs
Personnel Benefits
Retiree Benefits
Wellness Program
Protected Leave
& ADA Accommodation
Workers' Compensation
Claims
RISK MANAGEMENT
3 FTEs
Property and Casualty
Programs
Subrogation Claims
Workplace Health and Safety
ADA Facilities Compliance
Administrative Support
2 FTE
Employee Training and
Development
2023/2024 Adopted Budget City of Renton, Washington
3-73Budget by Department - Human Resources and Risk Management
Human Resources and Risk Management
Mission
The human resources and risk management (HRRM) department works in partnership with administrators and their teams,
with individual employees and groups, and with employee representatives and the community to provide programs and
services that create a positive, inclusive, and productive work environment that empowers all employees to serve the needs
of our residents.
Description
The department provides a comprehensive array of programs, including recruitment and selection, classification and
compensation, employee/labor relations, employee training and development, property/liability, workplace health and
safety, and employee benefits. Services are provided primarily to internal customers (i.e. all city departments). For a more
detailed description, see our program descriptions.
Additionally, in response to the COVID‐19 pandemic, HRRM continues to develop programs and procedures to support staff
in continuing operations and maintaining a safe working environment.
List of Human Resources and Risk Management Renton Results Decision Packages:
Human Resources and Risk Management Performance Measures:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 15,998,499 18,877,237 18,233,923 20,133,146 21,366,980 24,349,979 25,692,311 20.9% 5.5%
Position Summary 13.00 13.00 13.00 13.00 14.00 14.50 14.50 11.5% 0.0%
2023 Adopted 2024 Adopted
Package #DescriptionFTETot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
600014.0044 HR/RM Administration 7.70 1,777,809 ‐ 7.70 1,844,543 ‐
600014.0045 Risk Management 3.75 5,852,619 4,975,328 3.75 5,783,599 4,960,048
600014.0046 Benefits 2.55 16,573,292 17,547,716 2.55 17,917,271 18,911,518
650014.0014 Cost Increases for Services ‐ 15,130 ‐ ‐ 15,130 ‐
650014.0015 Employee Accommodation ‐ 10,000 ‐ ‐ 10,000 ‐
650014.0016 Temporary employee for Laserfiche data transfer ‐ 9,600 ‐ ‐ ‐ ‐
650004.0034 ERP Transition 0.50 111,528 ‐ 0.50 121,768 ‐
Total 14.50 24,349,979 22,523,044 14.50 25,692,311 23,871,566
2023/2024 Adopted Budget City of Renton, Washington
3-74Budget by Department - Human Resources and Risk Management
Highlight of Budget Changes:
Regular salaries increased by $307,639 in 2023 due to the addition of 1.0 FTE in 2022 after the 2021/2022 budget
was adopted, and addition of 0.5 FTE in 2023/2024 to assist in the Enterprise Resource Planning system transition.
Personnel benefits increased by $1.9 million in 2023 due to projected increases in overall medical/dental claims and
premiums.
Other services and charges increased by $952,182 in 2023 due to increase in insurance premiums.
Interfund payments increased by $55,438 in 2023 due to increased payments for facilities and indirect costs.
Transfer out increased by $956,000 and $901,000 in 2023 and 2024 respectively, due to re‐establishing budget for
the annexation sales tax reserves transfer to the general fund.
Expenditure Budget by Division ‐ Human Resources and Risk Management
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Employee Relations 1,393,876 1,656,832 1,398,222 1,703,366 1,783,308 1,926,240 1,993,593 13.1% 3.5%
Benefits 11,884,870 13,943,516 12,955,280 15,127,856 15,195,785 16,573,363 17,917,348 9.6% 8.1%
Risk Management 2,719,753 3,276,889 3,880,421 3,301,923 4,387,888 5,850,375 5,781,370 77.2%‐1.2%
Total 15,998,499 18,877,237 18,233,923 20,133,146 21,366,980 24,349,979 25,692,311 20.9% 5.5%
Expenditure Budget by Category ‐ Human Resources and Risk Management
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,335,271 1,376,998 1,377,419 1,420,825 1,622,860 1,728,464 1,769,923 21.7% 2.4%
Part‐Time Salaries 3,475 25,102 7,338 25,102 25,102 34,702 25,102 38.2%‐27.7%
Personnel Benefits 11,915,672 14,499,564 13,193,843 15,665,062 15,751,263 17,590,393 18,891,798 12.3% 7.4%
Supplies 10,282 36,284 9,885 36,284 36,284 46,284 46,284 27.6% 0.0%
Other Services and Charges 2,441,785 2,573,157 3,332,849 2,609,576 3,480,578 3,561,758 3,605,477 36.5% 1.2%
Intergovernmental Services0000000N/AN/A
Interfund Payments 292,015 366,132 259,721 376,297 398,026 431,735 452,242 14.7% 4.7%
Transfer Out 0 0 52,868 0 52,868 956,643 901,485 100.0%‐5.8%
Total 15,998,499 18,877,237 18,233,923 20,133,146 21,366,980 24,349,979 25,692,311 20.9% 5.5%
Staffing Levels by Division ‐ Human Resources and Risk Management
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Employee Relations 8.007.707.707.707.708.208.206.5%0.0%
Benefits 1.75 2.55 2.55 2.55 2.55 2.55 2.55 0.0% 0.0%
Risk Management 3.25 2.75 2.75 2.75 3.75 3.75 3.75 36.4% 0.0%
Total FTE 13.00 13.00 13.00 13.00 14.00 14.50 14.50 11.5% 0.0%
Intermittent FTE 0.100.600.200.600.600.830.6038.2%‐27.7%
Temp/Intermit Pay & Ben 3,953$ 25,102$ 8,376$ 25,102$ 25,102$ 34,702$ 25,102$ 38.2%‐27.7%
2023/2024 Adopted Budget City of Renton, Washington
3-75Budget by Department - Human Resources and Risk Management
Employee Relations Division
Mission
Provide a broad range of candidate and employee services in a timely, responsive, and reliable manner to attract and retain
an effective and inclusive workforce necessary to provide services to our community members.
2021/2022 Accomplishments
Negotiated and finalized successor union contracts with two bargaining groups.
Revised and created personnel policies, procedures, and job descriptions to address and adapt to the changing needs
of our workforce.
Completed a market study of non‐represented positions and implemented a 1st phase of adjustments.
Recruited a record number of new hires to the city, in response to turnover and coming out of the hiring slowdown
of 2020.
Began the transition to an electronic system for personnel files, eliminating the need for paper files.
Continued to implement strategies as laid out in the 2021 HR Diversity, Equity & Inclusion Tactical Plan and
monitored progress.
2023/2024 Goals
Streamline processes to positively affect the employment experience for Renton staff.
Continue to build an inclusive, informed, and hate‐free city by recruiting and retaining a qualified workforce and
implementing strategies laid out in the 2021 HR Diversity, Equity & Inclusion Tactical Plan.
Complete the transition to electronic records and maintain the Laserfiche system.
Negotiate successor bargaining agreements.
Expenditure Budget by Category ‐ Employee Relations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 785,318 779,787 786,803 800,597 839,333 938,046 982,671 17.2% 4.8%
Part‐Time Salaries 3,475 25,102 7,338 25,102 25,102 34,702 25,102 38.2%‐27.7%
Personnel Benefits 301,789 336,496 304,418 355,611 362,850 387,523 413,021 9.0% 6.6%
Supplies 2,951 21,828 7,680 21,828 21,828 31,828 31,828 45.8% 0.0%
Other Services and Charges 68,759 207,663 97,642 207,663 229,838 214,968 214,968 3.5% 0.0%
Interfund Payments 231,585 285,956 194,342 292,566 304,357 315,398 324,518 7.8% 2.9%
Transfer Out 0 0 0 0 0 3,775 1,485 100.0%‐60.7%
Total 1,393,876 1,656,832 1,398,222 1,703,366 1,783,308 1,926,240 1,993,593 13.1% 3.5%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Employee Relations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 8.00 7.70 7.70 7.70 7.70 8.20 8.20 6.5% 0.0%
Intermittent FTE 0.10 0.60 0.20 0.60 0.60 0.83 0.60 38.2%‐27.7%
Temp/Intermit Pay & Ben 3,953$ 25,102$ 8,376$ 25,102$ 25,102$ 34,702$ 25,102$ 38.2%‐27.7%
2023/2024 Adopted Budget City of Renton, Washington
3-76Budget by Department - Human Resources and Risk Management
Benefits Division
Mission
Provide a comprehensive, cost‐effective employee benefit package and wellness program that serves to attract and retain a
qualified staff and promote a healthy, productive workforce. Encourage full and appropriate utilization of benefits through
employee outreach and training. Manage the programs and ensure efficient, consistent, and accountable service by city staff
and vendors, and compliance with all applicable laws and policies.
2021/2022 Accomplishments
Updated and communicated procedures to support a hybrid workplace, including accommodating high‐risk workers
and those requiring leave for illness or childcare in response to the COVID‐19 pandemic.
Reviewed city policies related to benefits and updated as needed.
Conducted required third‐party audit of self‐funded insurance plans claims administration and took corrective follow
up action.
Implemented new VEBA benefit for AFSCME employees, per adopted collective bargaining agreement.
Due to retirement of HR benefits manager, hired a new senior benefits analyst to replace senior benefits analyst
who was promoted to the HR benefits manager position.
2023/2024 Goals
Conduct a compliance audit of the self‐funded insurance plans with insurance broker, taking any corrective action
that is necessary.
Utilize existing software technology to convert paper process and streamline procedures for initiating self‐funded
workers’ compensation claims.
Utilize existing software technology to file backlog of documents into electronic format.
Provide training for managers and supervisors on protected leave, i.e. FMLA, Washington state PFML, and workers’
compensation.
Review city policies related to benefits and update as needed.
Expenditure Budget by Category ‐ Benefits Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 216,683 301,131 295,648 308,058 352,395 327,769 350,543 6.4% 6.9%
Personnel Benefits 11,090,376 13,047,361 12,088,659 14,184,800 14,198,454 15,481,678 16,747,783 9.1% 8.2%
Supplies 6,930 7,500 1,669 7,500 7,500 7,500 7,500 0.0% 0.0%
Other Services and Charges 510,450 507,348 503,925 543,767 543,767 640,079 683,798 17.7% 6.8%
Interfund Payments 60,430 80,176 65,379 83,731 93,669 116,337 127,724 38.9% 9.8%
Total 11,884,870 13,943,516 12,955,280 15,127,856 15,195,785 16,573,363 17,917,348 9.6% 8.1%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Benefits Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 1.75 2.55 2.55 2.55 2.55 2.55 2.55 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-77Budget by Department - Human Resources and Risk Management
Risk Management Division
Mission
Provide a safe environment for our employees and community members, minimize the city’s risk of unexpected financial
losses, and protect the city’s assets by identifying, analyzing, and implementing loss prevention and safety programs and
developing effective channels of communication through excellent customer service.
2021/2022 Accomplishments
Provided safety and risk management support to City of Renton departments to proactively identify, assess, and
mitigate risks, ultimately reducing asset losses, including prevention of injury and contagion. Support to departments
included addition of one limited‐term FTE, funded through ARPA‐related funds derived from pandemic revenue loss.
Protected the city from catastrophic losses through the purchasing and managing of excess insurance through the
city’s property and liability insurance broker, Alliant.
Collected funds owed to the city from responsible third parties for damage to city property.
2023/2024 Goals
Provide safety and risk management support to City of Renton departments to proactively identify, assess, mitigate
risks, and ultimately save the city from human and monetary asset losses.
Protect the city from catastrophic losses through the purchasing and managing of excess insurance through the city’s
property and liability insurance broker, Alliant.
Continue collecting funds owed to the city from responsible third parties for damage to city property.
Review and update safety and risk management‐related policies and procedures.
Expenditure Budget by Category ‐ Risk Management Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 333,269 296,080 294,968 312,171 431,132 462,649 436,710 48.2%‐5.6%
Personnel Benefits 523,507 1,115,707 800,766 1,124,651 1,189,959 1,721,191 1,730,993 53.0% 0.6%
Supplies 401 6,956 536 6,956 6,956 6,956 6,956 0.0% 0.0%
Other Services and Charges 1,862,576 1,858,146 2,731,282 1,858,146 2,706,973 2,706,711 2,706,711 45.7% 0.0%
Transfer Out 0 0 52,868 0 52,868 952,868 900,000 100.0%‐5.5%
Total 2,719,753 3,276,889 3,880,421 3,301,923 4,387,888 5,850,375 5,781,370 77.2%‐1.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Risk Management Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 3.252.752.752.753.753.753.7536.4%0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-78Budget by Department - Human Resources and Risk Management
Human Resources and Risk Management Position Listing
2020 2021 2021 2022 2022 2023 2024
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Employee Relations
M49 Human Resources/Risk Management Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50
M38 HR Labor Relations & Compensation Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M36 HR Labor Relations & Compensation Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M25 Senior Employee Relations Analyst 3.00 3.00 3.00 3.00 3.00 3.50 3.50
M25 Senior Benefits Analyst 0.50 0.20 0.20 0.20 0.20 0.20 0.20
N16 Administrative Assistant to Human Resources 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N13 Human Resources Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N01 Office Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Employee Relations 8.00 7.70 7.70 7.70 7.70 8.20 8.20
Benefits
M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M34 Human Resources Benefits Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M30 Human Resources Benefits Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M25 Senior Benefits Analyst 0.50 1.30 1.30 1.30 1.30 1.30 1.30
Total Benefits 1.75 2.55 2.55 2.55 2.55 2.55 2.55
Risk Management
M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M34 Risk Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M30 Risk Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M25 Senior Benefits Analyst 1.00 0.50 0.50 0.50 0.50 0.50 0.50
M25 Senior Risk Analyst 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M23 Risk Management Analyst 0.00 1.00 1.00 1.00 0.00 0.00 0.00
M22 Employee Health & Safety Coordinator 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M20 Risk Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Risk Management 3.25 2.75 2.75 2.75 3.75 3.75 3.75
Total Human Resources and Risk Management 13.00 13.00 13.00 13.00 14.00 14.50 14.50
Grade Title
2023/2024 Adopted Budget City of Renton, Washington
3-79Budget by Department - Human Resources and Risk Management
POLICE CHIEF
Jon Schuldt
171 FTEs
Deputy Chief
Vacant
51 FTEs
Patrol Services
17 FTEs
Traffic
Animal Control
Parking
Enforcement
Graffiti Abatement
Coordinator
Special
Operations
17 FTEs
Directed
Enforcement
Team
Special
Enforcement
Team
Administrative
Services
16 FTEs
Training
School Resource
Officers
Communications
& Engagement
Electronic Home
Detention
Professional
Standards
Volunteer
Program
Deputy Chief
Jeff Hardin
118 FTEs
Patrol Operations
73 FTEs
Patrol Officers
Investigations
24 FTEs
Detectives
Evidence
Technicians
Domestic Violence
Victim Advocate
Crime Analyst
Staff Services
20 FTEs
Front Counter
Records
Administrative
Support
1 FTE
Chaplains
Police
2023/2024 Adopted Budget City of Renton, Washington
3-80Budget by Department - Police
Police
Mission
Working together to provide professional and unbiased law enforcement services to our community.
Description
The department assumes a leadership role in the community in addressing crime and safety‐related concerns. This role
involves implementing proactive and reactive measures to reduce both the fear of crime and actual crime in our community.
List of Police Renton Results Decision Packages:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 37,940,889 42,530,483 41,412,792 43,642,136 48,626,347 49,328,345 51,334,423 13.0% 4.1%
Position Summary 163.40 163.40 164.00 163.40 164.00 171.00 171.00 4.7% 0.0%
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTETot Exp $Tot Rev $
100008.0120 Auxiliary Services ‐ Jail ‐ 4,700,000 ‐ ‐ 4,935,000 ‐
100008.0121 Patrol Operations 69.00 15,306,963 ‐ 69.00 16,186,466 ‐
100008.0122 Staff Services 18.00 2,384,622 ‐ 18.00 2,532,270 ‐
100008.0123 Police Administration 4.00 9,165,279 ‐ 4.00 9,355,747 ‐
100008.0124 Investigations 24.00 4,714,429 ‐ 24.00 4,983,724 ‐
100008.0125 Administrative Services 13.00 2,858,395 225,000 13.00 2,991,162 225,000
100008.0126 Patrol Services 17.00 4,544,492 ‐ 17.00 4,720,307 ‐
100008.0127 Special Operations 17.00 3,549,864 ‐ 17.00 3,722,736 ‐
100008.0128 Electronic Home Detention Program 2.00 541,807 200,000 2.00 560,869 200,000
150008.0040 Comunications and Community Engagement Manager‐FTE 1.00 180,570 ‐ 1.00 200,120 ‐
150008.0042 Valley Communications ‐ Increase ‐ ‐ ‐ ‐ 176,000 ‐
150008.0043 Police ‐ Public Records Request Additions 2.00 262,359 ‐ 2.00 263,968 ‐
150008.0044 Police ‐ New Equipment ‐ 500,000 ‐ ‐ ‐ ‐
150008.0045 Police ‐ Additional Police Officers 4.00 619,564 ‐ 4.00 706,052 ‐
Total 171.00 49,328,345$ 425,000$ 171.00 51,334,423$ 425,000$
2023/2024 Adopted Budget City of Renton, Washington
3-81Budget by Department - Police
Police Performance Measures:
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Average response time (in minutes) to
Priority I calls.4.61 4.66 4.06 4.44 5.11
Average response time (in minutes) to
Priority II calls.7.35 6.80 6.59 6.13 7.06
Average response time (in minutes) to
Priority III calls.10.94 10.73 10.01 9.21 9.96
Average response time (in minutes) to
Priority IV calls.23.54 23.82 21.99 18.13 20.69
Residents report feeling somewhat or
very safe during the day in their
neighborhood.
90%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Residents report feeling somewhat or
very safe during the night in their
neighborhood.
73%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Community report feeling somewhat or
very safe during the day in the
downtown area.
84%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Community report feeling somewhat or
very safe during the night in the
downtown area.
73%next survey
2019
survey
canceled
survey
canceled
next survey
2023
Annual percent of successful resolution
or clearance of assigned cases.56% 68% 82% 68% 68%
Number of cases processed by staff. 16,367 16,179 14,643 13,223 12,909
Number of warrants processed by staff. 1,526 1,687 1,695 1,888 1,584
Number of citations processed by staff. 11,438 11,047 8,629 7,509 3,779
Number of public records requests
processed by staff (police specific).2,686 2,855 3,596 3,409 3,740
Timely responsiveness and
“Projection of effort” when
the community cannot help
itself.
Encourage the community to
comply with local, state and
federal laws.
Safety and
Health
Encouragement of a self
reliant community through
programs and education.
2023/2024 Adopted Budget City of Renton, Washington
3-82Budget by Department - Police
Highlight of Budget Changes:
Interfund payments increased by $1.78 million in 2023 due to city‐wide increases from all internal service funds as
well as adjustments to cost drivers.
Personnel benefits increased by $614 thousand in 2023 due to projected increases in medical and dental benefit
costs and the addition of seven full time employees
Regular salaries increased by $2.409 million in 2023 due to cost‐of‐living adjustments and the addition of seven full
time employees.
Other services and charges increased by $394 thousand & $805 thousand in 2023 and 2024 respectively due to
anticipated increases in SCORE and Valley Communications costs.
Capital outlay increased by $500 thousand in 2023 to pay for new equipment for the police department.
Transfers out increased by $49 thousand in 2023 to pay for new equipment for the seven full time employee
positions added.
Expenditure Budget by Division ‐ Police
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 11,928,357 12,174,530 12,188,218 12,286,692 14,069,524 14,417,664 14,481,782 17.3% 0.4%
Patrol Operations 9,549,667 12,847,927 13,466,249 13,277,670 14,608,441 15,631,469 16,585,097 17.7% 6.1%
Special Operations 4,457,793 3,835,102 3,319,733 3,984,393 4,889,870 3,838,322 4,025,957 ‐3.7% 4.9%
Patrol Services 3,528,090 4,175,438 3,745,613 4,276,359 4,573,547 4,544,492 4,720,307 6.3% 3.9%
Investigations 4,002,606 4,180,672 3,954,029 4,322,631 4,725,430 4,710,929 4,980,224 9.0% 5.7%
Administrative Services 2,626,262 3,158,548 2,824,277 3,226,702 3,416,509 3,576,038 3,749,707 10.8% 4.9%
Staff Services 1,848,112 2,158,266 1,914,675 2,267,688 2,343,027 2,609,431 2,791,349 15.1% 7.0%
Total 37,940,889 42,530,483 41,412,792 43,642,136 48,626,347 49,328,345 51,334,423 13.0% 4.1%
Expenditure Budget by Category ‐ Police
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 14,891,984 17,970,465 16,579,745 18,548,230 20,578,204 20,957,196 22,320,228 13.0% 6.5%
Part‐Time Salaries 3,150 8,000 6,215 8,000 8,000 8,000 8,000 0.0% 0.0%
Overtime 1,613,289 1,281,397 2,039,963 1,281,797 1,281,797 1,281,397 1,281,797 0.0% 0.0%
Personnel Benefits 6,320,697 7,494,646 6,561,373 7,988,673 8,294,813 8,602,779 9,189,151 7.7% 6.8%
Supplies 371,082 539,541 473,500 539,541 844,169 479,541 479,541 ‐11.1% 0.0%
Other Services and Charges 9,236,288 9,223,625 9,930,646 9,223,225 9,460,308 9,617,324 10,027,924 4.3% 4.3%
Capital Outlay 20,886 0 227,308 0 0 500,000 0 100.0%‐100.0%
Interfund Payments 4,640,249 6,012,809 5,584,959 6,052,670 7,426,569 7,833,222 8,016,246 29.4% 2.3%
Transfer Out 843,263 0 9,083 0 732,488 48,885 11,535 100.0%‐76.4%
Total 37,940,889 42,530,483 41,412,792 43,642,136 48,626,347 49,328,345 51,334,423 13.0% 4.1%
Staffing Levels by Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0%
Patrol Operations 67.00 67.00 66.00 67.00 69.00 73.00 73.00 9.0% 0.0%
Special Operations 20.00 20.00 20.00 20.00 17.00 17.00 17.00 ‐15.0% 0.0%
Patrol Services 16.00 16.00 17.00 16.00 17.00 17.00 17.00 6.3% 0.0%
Investigations 24.00 24.00 24.00 24.00 24.00 24.00 24.00 0.0% 0.0%
Admin Services 15.00 15.00 15.00 15.00 15.00 16.00 16.00 6.7% 0.0%
Staff Services 17.40 17.40 18.00 17.40 18.00 20.00 20.00 14.9% 0.0%
Total FTE 163.40 163.40 164.00 163.40 164.00 171.00 171.00 4.7% 0.0%
Intermittent FTE 0.08 0.23 0.17 0.23 0.23 0.23 0.23 0.0% 0.0%
Temp/Intermit Salaries and Ben 3,476$ 9,400$ 6,876$ 9,400$ 9,400$ 9,400$ 9,400$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-83Budget by Department - Police
Administration Division
Mission
Provide leadership and guidance that allows the divisions within the department to perform their respective functions in
accordance with our vision, mission, and goals, and to meet the needs of the public we serve while maintaining fiscally
responsible practices.
2021/2022 Accomplishments
Successfully transitioned leadership, continuing the momentum and success of the department as a regional leader.
Continued our goal of transparency to the community through several initiatives, including body worn cameras,
community council to advise on police procedures, and publishing of significant police data and analytics to our
webpage for review.
Strengthened outreach efforts through personal interaction and social media, reinforcing our commitment to the
community.
Planned for future internal promotions within the department by providing growth opportunities for current leaders
and identifying and developing future leaders through mentorship and training.
Implemented the Axon body‐worn camera program to include upgrade of in‐car camera system.
2023/2024 Goals
Recruit and retain a highly qualified and motivated workforce to meet the diverse needs of our community.
Continue to meet the needs of the public we serve, maintaining a safe and healthy community for all.
Increase engagement and outreach with the goal of interacting with a broader spectrum of the community.
Evaluate department effectiveness through polling of populous to be more efficient at identifying their needs and
building confidence and trust in our organization.
Expenditure Budget by Category ‐ Administration Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 648,080 627,255 498,600 639,703 639,703 672,957 699,634 5.2% 4.0%
Personnel Benefits 182,812 195,467 168,051 205,122 205,122 239,288 252,922 16.7% 5.7%
Supplies 1,993 4,390 10,061 4,390 4,390 4,390 4,390 0.0% 0.0%
Other Services and Charges 7,756,947 7,438,964 8,021,818 7,438,964 7,468,964 7,862,663 8,273,663 5.7% 5.2%
Capital Outlay 0 0 0 0 0 500,000 0 100.0%‐100.0%
Interfund Payments 3,332,375 3,908,454 3,480,604 3,998,513 5,319,414 5,089,480 5,239,638 27.3% 3.0%
Transfer Out 6,150 0 9,083 0 431,932 48,885 11,535 100.0%‐76.4%
Total 11,928,357 12,174,530 12,188,218 12,286,692 14,069,524 14,417,664 14,481,782 17.3% 0.4%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Total FTE 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-84Budget by Department - Police
Patrol Operations Division
Mission
The patrol operations division is a 69‐member team responsible for the safety and security of City of Renton residents,
businesses, and visitors. Through 24‐hours‐a‐day, 7‐days‐a‐week coverage, officers respond to all 911 calls for service within
the city, proactively patrol problem areas, and work with the community to improve relationships, resolve issues, and educate
the public.
2021/2022 Accomplishments
Maintained and staffed 24/7 patrol coverage and sustained excellent response to in progress calls for service during
and post COVID‐19 era.
Effectively used de‐escalation techniques to ensure a safe resolution in a number of incidents using minimum or no
force.
Continued building relationships with members of the public through community events, programs, and educational
opportunities.
Re‐activated quarterly patrol training that focuses on tactics and building cohesive response squads.
Initiated a patrol centric stand‐by pay system to assist in maintaining minimum staffing levels division wide.
2023/2024 Goals
Increase patrol minimum staffing to address criminal activity and to enhance both officer and public safety in
response to calls for service and management of critical incidents.
Utilize available technology such as drone, GPS, and cell pings to assist officers in resolving crimes/threats at the
safest level possible.
Integrate officer wellness and mental health support as regular training curriculum and assist employees in utilizing
additional resources.
Provide additional training to newer patrol officers yet to receive formal training on the topic of response to an
active shooter event.
Expenditure Budget by Category ‐ Patrol Operations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 5,163,277 7,593,649 7,707,102 7,841,392 8,979,763 9,284,358 9,947,579 18.4% 7.1%
Overtime 759,397 550,473 1,089,253 550,473 550,473 550,473 550,473 0.0% 0.0%
Personnel Benefits 2,717,302 3,074,128 3,016,444 3,298,430 3,450,619 3,654,824 3,913,837 10.8% 7.1%
Supplies 13,476 23,000 10,856 23,000 23,000 23,000 23,000 0.0% 0.0%
Other Services and Charges 43,689 35,845 63,162 35,845 35,845 35,845 35,845 0.0% 0.0%
Capital Outlay 008,6000000N/AN/A
Interfund Payments 852,527 1,570,832 1,570,832 1,528,530 1,568,741 2,082,969 2,114,363 36.3% 1.5%
Total 9,549,667 12,847,927 13,466,249 13,277,670 14,608,441 15,631,469 16,585,097 17.7% 6.1%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Operations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 66.00 66.00 66.00 66.00 69.00 73.00 73.00 10.6% 0.0%
Non‐Commissioned 1.00 1.00 0.00 1.00 0.00 0.00 0.00 ‐100.0% N/A
Total FTE 67.00 67.00 66.00 67.00 69.00 73.00 73.00 9.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-85Budget by Department - Police
Special Operations Division
Mission
The special operations division is comprised of two units that work independently to proactively address quality of life issues
within the city. The Special Enforcement Team (SET) is a plain clothes unit that specializes in long term investigations,
targeting/arresting repeat criminal offenders involved in various crimes. The Directed Enforcement Team (DET) is a uniformed
unit that works in conjunction with citizens, businesses, and other department work groups to proactively address issues that
negatively impact the community. DET primarily specializes in short term investigations, utilizing community outreach and
proactive methods to address criminal activity and promote safety.
2021/2022 Accomplishments
Successfully investigated and participated in a regional effort to reduce criminal activity associated with the sexual
exploitation of minors, which resulted in numerous arrests and asset forfeiture.
Successfully investigated several large‐scale narcotics investigations. These investigations resulted in the seizure of
tens of thousands of fentanyl tablets as well as large quantities of methamphetamine, cocaine, heroin, and
marijuana.
Successfully targeted numerous repeat offenders to reduce crime, with the assistance of crime analysis information.
Successfully participated in numerous community outreach and engagement events.
2023/2024 Goals
Continue working with community groups and other city departments to address quality of life issues regarding the
homeless population and nuisance abatement.
Increase investigation of sexual predators who target minors.
Reduce the impact of drugs in our community by targeting all levels of drug use and distribution.
Continue targeting prolific criminal offenders using long term and covert investigation methods.
Continue participation in community engagement and outreach events.
Expenditure Budget by Category ‐ Special Operations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 2,207,593 2,431,609 1,838,376 2,505,418 2,658,912 2,432,482 2,565,345 ‐2.9% 5.5%
Part‐Time Salaries 3,150 8,000 6,215 8,000 8,000 8,000 8,000 0.0% 0.0%
Overtime 241,509 207,124 240,932 207,124 207,124 207,124 207,124 0.0% 0.0%
Personnel Benefits 834,687 1,044,792 718,337 1,109,000 1,099,516 987,449 1,049,369 ‐11.0% 6.3%
Supplies 136,837 40,500 122,346 40,500 371,469 40,500 40,500 0.0% 0.0%
Other Services and Charges 148,951 50,900 142,644 50,900 168,055 50,900 50,900 0.0% 0.0%
Capital Outlay 20,8860198,7080000N/AN/A
Interfund Payments 153,079 52,177 52,177 63,451 76,238 111,867 104,719 76.3%‐6.4%
Transfer Out 711,102 0 0 0 300,556 0 0 N/A N/A
Total 4,457,793 3,835,102 3,319,733 3,984,393 4,889,870 3,838,322 4,025,957 ‐3.7% 4.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Special Operations Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 20.00 20.00 20.00 20.00 17.00 17.00 17.00 ‐15.0% 0.0%
Total FTE 20.00 20.00 20.00 20.00 17.00 17.00 17.00 ‐15.0% 0.0%
Intermittent FTE 0.08 0.23 0.17 0.23 0.23 0.23 0.23 0.0% 0.0%
Temp/Intermit Pay & Ben 3,476$ 9,400$ 6,876$ 9,400$ 9,400$ 9,400$ 9,400$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-86Budget by Department - Police
Patrol Services Division
Mission
The mission of the patrol services division is to provide a safer city and increase quality of life for all residents and visitors
through traffic education, enforcement, and engineering. The division also operates animal control services throughout the
city. The primary goal of the division is the reduction of traffic related deaths, personal injury, and property damage due to
traffic collisions.
2021/2022 Accomplishments
Utilization of unmanned air systems (drones) for investigation and reconstruction of fatality and serious collisions,
reducing road closure times and overtime hours.
Utilization of the Trimble crime scene processing system to aid in investigation and reconstruction of fatality and
serious injury collisions.
Despite staffing challenges, the patrol services division investigated more than half of all reported collisions.
Creation of a foster‐a‐pet program to effectively reduce costs of sheltering animals.
Verified 100% of all photo enforcement violations within the required 14‐day time frame.
2023/2024 Goals
Investigate 75% of all reported collisions during service hours.
Maintain a 100% clearance rate for all major collision investigations.
Effectively respond to all traffic, parking, and animal control complaints.
Consistently enforce traffic laws with a concentration on empirically validated problem areas.
Continue to verify 100% of all photo enforcement violations within the required 14‐day time frame.
Continue high visibility and enforcement action regarding animal control complaints within City of Renton parks.
Expenditure Budget by Category ‐ Patrol Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,564,732 1,711,017 1,424,005 1,764,164 2,000,784 1,989,290 2,109,588 12.8% 6.0%
Overtime 246,295 154,859 194,720 155,259 155,259 154,859 155,259 ‐0.3% 0.3%
Personnel Benefits 625,297 753,945 582,727 800,124 860,692 831,928 884,292 4.0% 6.3%
Supplies 35,161 28,500 21,245 28,500 28,500 28,500 28,500 0.0% 0.0%
Other Services and Charges 927,261 1,327,400 1,323,197 1,327,000 1,327,000 1,327,400 1,327,000 0.0% 0.0%
Interfund Payments 129,343 199,717 199,717 201,312 201,312 212,516 215,668 5.6% 1.5%
Total 3,528,090 4,175,438 3,745,613 4,276,359 4,573,547 4,544,492 4,720,307 6.3% 3.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 12.00 12.00 12.00 12.00 12.00 12.00 12.00 0.0% 0.0%
Non‐Commissioned 4.00 4.00 5.00 4.00 5.00 5.00 5.00 25.0% 0.0%
Total FTE 16.00 16.00 17.00 16.00 17.00 17.00 17.00 6.3% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-87Budget by Department - Police
Investigation Division
Mission
The investigations division is a 24‐member team made up of commissioned and non‐commissioned personnel who have
specialized skills related to the investigation and follow‐up of most felony cases, as well as those cases that may be complex
or sensitive. The investigations division is also responsible for the collection, preservation, and dissemination of evidence.
The division collects, analyzes, and distributes crime information for the city. The division also advocates for the rights of
victims of domestic violence. Members of the division work with the prosecutor’s office and other law enforcement agencies
to ensure successful prosecution of offenders.
2021/2022 Accomplishments
Maintained a case clearance ratio of 68%.
Invested in cutting edge crime scene technology (Trimble) which allows reconstruction of crime scenes and major
vehicle collisions.
Obtained artificial intelligence software that can quickly sort through images related to child sex crimes, saving time
and mental health of the sexual assault unit.
Built strong relationships with the special operations division who assisted in arrests and warrants of violent
offenders.
Continued working with Seattle Internet Crimes Against Crimes (ICAC) Taskforce, which is a national network of 61
coordinated task forces representing over 4,500 federal, state, and local law enforcement and prosecutorial agencies
who are engaged in proactive and reactive investigations and prosecutions of persons involved in child abuse and
exploitation involving the Internet.
2023/2024 Goals
Clear a minimum of 75% of the cases assigned, with efforts to progressively increase that rate through added
technologies.
Identify and train an additional detective in forensic technology.
Train a detective to fill a major crimes investigator position.
Fully staff the division and adjust workloads to allow all cases to be fully investigated.
Remain fiscally responsible while seeking advanced training to keep detectives up to date on technology that
improves case solvability.
Expenditure Budget by Category ‐ Investigation Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 2,537,864 2,625,555 2,423,671 2,707,934 3,040,514 2,991,963 3,180,584 10.5% 6.3%
Overtime 262,229 204,510 324,926 204,510 204,510 204,510 204,510 0.0% 0.0%
Personnel Benefits 864,352 1,053,345 909,055 1,114,815 1,153,136 1,187,471 1,264,244 6.5% 6.5%
Supplies 47,135 46,000 53,074 46,000 73,029 46,000 46,000 0.0% 0.0%
Other Services and Charges 43,139 63,836 55,877 63,836 68,704 33,836 33,836 ‐47.0% 0.0%
Interfund Payments 121,877 187,426 187,426 185,536 185,536 247,149 251,050 33.2% 1.6%
Transfer Out 126,011000000N/AN/A
Total 4,002,606 4,180,672 3,954,029 4,322,631 4,725,430 4,710,929 4,980,224 9.0% 5.7%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Investigation Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 19.00 19.00 19.00 19.00 19.00 19.00 19.00 0.0% 0.0%
Non‐Commissioned 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0%
Total FTE 24.00 24.00 24.00 24.00 24.00 24.00 24.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-88Budget by Department - Police
Administrative Services Division
Mission
The administrative services division strives to create a culture that supports a highly skilled and educated workforce, high
performing teams, an environment that supports safety, wellness, innovation, and growth, educating and positively engaging
with our community, and high‐quality service to each other, other divisions, and our community.
2021/2022 Accomplishments
Hired and on‐boarded 18 commissioned employees and three non‐commissioned employees during 2021‐2022.
Facilitated 16,607.25 hours of training for all department members in 2021, compared to 13,355.65 in 2019.
Grow the department’s peer support program in 2021, assisting a number of employees.
Facilitated a consulting contract for peer support program specific training with psychologist, Dr. Alex Crampton.
This includes a department health/wellness assessment and recommendations from Dr. Crampton.
Continued the department’s mentorship program, assigning tenured employees to new hires to assist them through
the hiring and training process.
Conducted a commander promotional process in 2021 and a sergeant promotional process in 2022, with a
partnership with human resources and Aperture EQ.
Implemented a new cloud‐based background investigation software, eSOPH (Miller Mendel). This moved the
department away from a paper/binder process, increasing efficiency by approximately 50%.
Started the accreditation process through Washington Association of Sheriffs & Police Chiefs.
Utilized electronic home detention services, generating over $324,744.88 in revenue in 2021.
The City of Renton Police Department’s volunteer program provided opportunities coming out of the COVID‐19
pandemic such as the shred‐a‐thon, catalytic converter event, fingerprinting, and pop‐up events.
Expanded the department’s social media presence by moving into several social media platforms and increasing the
number of people involved with building social media content.
Implemented a public information officer (PIO) team structure that consists of three primary PIOs responsible for
responding to various media inquiries.
Command duty officer – PIO notification communication improved. For more effective communication between
divisions, the administrative services division and PIO’s were advocates of creating a process where chiefs, command
staff, and PIO’s are notified of command duty officer notifications. This keeps everyone up to date on activity around
the city and responding to media inquiries in a timely manner.
Completed departmentwide COHORT training (Community Organizers Helping Officers Restore Trust) – meeting the
community where they are, building positive relationships.
Using the COHORT model, the department started a Cops and Barbers program with a partnership with Major League
Barbershop. Officers are expected to stop by on the first Thursday afternoon of each month. This has grown into
including off‐duty basketball games on the first Sunday of the month.
Valley Law Enforcement (LE) agency diversity recruiting workshop. The city’s Police Department has taken the lead
to coordinate a full day recruiting workshop scheduled for November 5, 2022. All Valley LE agencies are expected to
participate in the event, focusing on four workshops discussing testing process, interviews, background investigation
process, and training. The goal is to bring in more qualified candidates into the LE profession and help take the
mystery out of the lengthy hiring process.
Briefing training implemented – training arranged around patrol briefings with the purpose of squads/teams training
together. Another benefit is not taking officers off the street for training as often, helping with staffing levels. This
training concept has allowed the training division to add more training hours than in previous years.
School resource officer (SRO) specific training for active shooters/incidents. A three phased training plan was created
and completed by all SRO’s. This training was requested by SRO’s to be completed each year.
2023/2024 Adopted Budget City of Renton, Washington
3-89Budget by Department - Police
2023/2024 Goals
Recruit, hire, and train department employees with a goal of being fully staffed by the end of 2023.
Complete Washington Association of Sheriffs & Police Chiefs accreditation in 2023.
Sergeant Trader transitioning back to the patrol division in 2023, train, support, inspire the incoming sergeant.
Eventually shift roles between the two administrative services division sergeants by 2024. The two sergeant roles
would include one training sergeant (training team, quartermaster, EHD) and one sergeant for recruiting and
background investigations (SROs), potentially adding a background investigator to this team once staffing levels
improve by the end of 2024.
Continue growing the officer wellness and peer support program trainings.
Focus efforts on recruiting – research and implement new technologies to connect with candidates.
Through diligent and continual research of the latest industry standards, provide cutting edge training and
equipment to all City of Renton Police Department members.
Evaluate new platforms for engagement opportunities to reach a broader spectrum of our population.
Expenditure Budget by Category ‐ Administrative Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,546,727 1,630,136 1,477,335 1,676,490 1,813,574 1,972,599 2,088,719 17.7% 5.9%
Overtime 48,909 76,594 96,562 76,594 76,594 76,594 76,594 0.0% 0.0%
Personnel Benefits 545,336 696,834 581,222 737,509 758,543 836,823 892,805 13.5% 6.7%
Supplies 130,665 384,151 250,920 384,151 330,780 324,151 324,151 ‐15.6% 0.0%
Other Services and Charges 303,577 276,630 304,036 276,630 361,690 276,630 276,630 0.0% 0.0%
Capital Outlay 0020,0000000N/AN/A
Interfund Payments 51,048 94,203 94,203 75,328 75,328 89,241 90,808 18.5% 1.8%
Total 2,626,262 3,158,548 2,824,277 3,226,702 3,416,509 3,576,038 3,749,707 10.8% 4.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administrative Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Commissioned 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Non‐Commissioned 6.00 6.00 6.00 6.00 6.00 7.00 7.00 16.7% 0.0%
Total FTE 15.00 15.00 15.00 15.00 15.00 16.00 16.00 6.7% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-90Budget by Department - Police
Staff Services Division
Mission
The staff services division provides 24‐hours‐a‐day, 7‐days–a‐week support to City of Renton police officers and the citizens
of Renton. As the police department’s information gateway, staff services strives to provide excellent customer service by
processing all police reports, managing public records requests, and responding to questions from the public in an accurate
and timely manner.
2021/2022 Accomplishments
Developed a process for review and elimination of expired jail records.
Eliminated over 18,000 expired records to date.
Trained three specialists to process concealed pistol licenses (CPL) and firearm transfer requests, reducing wait times
and improving the denial review process.
On‐boarded and trained two new specialists.
2023/2024 Goals
Select and train front counter and records specialists to complete staffing.
Develop multiple subject matter experts in body‐worn camera video and audio redaction for public records requests.
Reduce the need for supervisors to process public records requests by increasing juvenile records training for records
staff.
Complete process for elimination of expired jail records.
Purchase and implement GovQA Court Order module to streamline court order entry and management process.
Expenditure Budget by Category ‐ Staff Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,223,711 1,351,244 1,210,656 1,413,129 1,444,954 1,613,548 1,728,780 14.2% 7.1%
Overtime 54,951 87,837 93,571 87,837 87,837 87,837 87,837 0.0% 0.0%
Personnel Benefits 550,910 676,135 585,537 723,672 767,186 864,996 931,682 19.5% 7.7%
Supplies 5,817 13,000 4,998 13,000 13,000 13,000 13,000 0.0% 0.0%
Other Services and Charges 12,724 30,050 19,912 30,050 30,050 30,050 30,050 0.0% 0.0%
Total 1,848,112 2,158,266 1,914,675 2,267,688 2,343,027 2,609,431 2,791,349 15.1% 7.0%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Staff Services Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Non‐Commissioned 17.40 17.40 18.00 17.40 18.00 20.00 20.00 14.9% 0.0%
Total FTE 17.40 17.40 18.00 17.40 18.00 20.00 20.00 14.9% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-91Budget by Department - Police
Police Department Position Listing (1 of 2)
2020 2021 2021 2022 2022 2022 2023 2024
Grade Title Authorized Adopted Authorized Adopted Adj Bdgt Authorized Adopted Adopted
Administration
Commissioned Officers
M49 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M46 Police Deputy Chief 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Non‐Commissioned Personnel
N16 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration Division 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00
Patrol Operations
Commissioned Officers
M38 Commander 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant 8.00 8.00 8.00 8.00 9.00 9.00 9.00 9.00
PC60 Police Officer – Patrol 56.00 56.00 56.00 56.00 58.00 58.00 62.00 62.00
Total Commissioned Officers 66.00 66.00 66.00 66.00 69.00 69.00 73.00 73.00
Non‐Commissioned Personnel
PN51 Police Secretary 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00
Total Non‐Commissioned 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00
Total Patrol Operations Division 67.00 67.00 66.00 67.00 69.00 69.00 73.00 73.00
Special Operations
Commissioned Officers
M38 Commander 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00
PC60 Police Officer – Patrol 16.00 16.00 16.00 16.00 14.00 14.00 14.00 14.00
Total Commissioned Officers 20.00 20.00 20.00 20.00 17.00 17.00 17.00 17.00
Total Special Operations Division 20.00 20.00 20.00 20.00 17.00 17.00 17.00 17.00
Patrol Services
Commissioned Officers
M38 Commander 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PC59 Police Officer 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00
Total Commissioned Officers 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Non‐Commissioned Personnel
PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PN51 Police Secretary 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00
PN51 Parking Enforcement Officer 2.00 1.00 2.00 1.00 2.00 2.00 2.00 2.00
PN50 Parking Enforcement Officer 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00
Total Non‐Commissioned 4.00 4.00 5.00 4.00 5.00 5.00 5.00 5.00
Total Patrol Services Division 16.00 16.00 17.00 16.00 17.00 17.00 17.00 17.00
2023/2024 Adopted Budget City of Renton, Washington
3-92Budget by Department - Police
Police Department Position Listing (2 of 2)
2020 2021 2021 2022 2022 2022 2023 2024
Authorized Adopted Authorized Adopted Adj Bdgt Authorized Adopted Adopted
Investigations
Commissioned Officers
M38 Commander 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PC59 Police Officer 16.00 16.00 16.00 16.00 16.00 16.00 16.00 16.00
Total Commissioned Officers 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00
Non‐Commissioned Personnel
PN61 Domestic Violence Victim Advocate 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN54 Crime Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN53 Evidence Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non‐Commissioned 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Total Investigations Division 24.00 24.00 24.00 24.00 24.00 24.00 24.00 24.00
Administrative Services
Commissioned Officers
M38 Commander 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PC59 Police Officer 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00
Total Commissioned Officers 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00
Non‐Commissioned Personnel
M30 Communications and Community Engagement Manager 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0
PN54 Police Community Program Coordinator 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN56 Electronic Home Detention Jailer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Non‐Commissioned Personnel 6.00 6.00 6.00 6.00 6.00 6.00 7.00 7.00
Total Administrative Services Division 15.00 15.00 15.00 15.00 15.00 15.00 16.00 16.00
Staff Services
Commissioned Officers
Total Commissioned Officers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Non‐Commissioned Personnel
M30 Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN58 Police Service Specialist Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN62 Police Service Specialist 13.40 13.40 14.00 13.40 14.00 14.00 16.00 16.00
Total Non‐Commissioned 17.40 17.40 18.00 17.40 18.00 18.00 20.00 20.00
Total Staff Services Division 17.40 17.40 18.00 17.40 18.00 18.00 20.00 20.00
Total Commissioned Officers 129.00 129.00 129.00 129.00 129.00 129.00 133.00 133.00
Total Non‐Commissioned Personnel*34.40 34.40 35.00 34.40 35.00 35.00 38.00 38.00
Total Police Department 163.40 163.40 164.00 163.40 164.00 164.00 171.00 171.001 Added SRO officers to Renton High Schools with school district paying a portion of salary
* Non‐commissioned positions grade subject to change upon approval of union contract
Grade Title
2023/2024 Adopted Budget City of Renton, Washington
3-93Budget by Department - Police
Parks and Recreation
2023/2024 Adopted Budget City of Renton, Washington
3-94Budget by Department - Parks and Recreation
Parks and Recreation
Mission
Promote and support a more livable Renton community by providing recreation, museum, special events opportunities, golf
course and modern parks, and undisturbed natural areas.
Core Businesses and Services
Golf Course
The golf course division provides a safe, clean, attractive, accessible, and well‐maintained environment for the public’s
enjoyment of active and passive recreational golfing opportunities along with preserving our natural resources, wildlife
preservation, and environmental stewardship.
Parks and Trails
The parks and trails division provides 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.
Parks Planning and Natural Resources
The parks planning and natural resources division provides a comprehensive and interrelated system of parks, recreation,
open spaces, and trails that respond to locally based needs, values, and conditions; provide an appealing and harmonious
environment and protect the integrity and quality of the surrounding natural systems; and create a sustainable and
exemplary urban forest.
Recreation
The recreation division promotes and supports a more livable community by providing opportunities for the public to
participate in diverse recreational, cultural, athletic, and aquatic programs and activities.
Renton History Museum
The Renton History Museum is the city’s only organization dedicated to the preservation, documentation, and education
about the city’s heritage. With the support of the Renton Historical Society, the museum cares for a collection of over
90,000 objects and 14,000 historic photos. The museum also provides changing and permanent exhibits, programs,
publications, and classroom outreach about local history.
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 14,342,039 18,568,906 14,734,916 19,025,438 20,621,296 19,571,438 20,071,128 2.9% 2.6%
CIP Budget Summary 11,604,986 3,838,533 6,913,791 2,528,162 30,941,906 1,071,216 1,940,216 ‐57.6% 81.1%
Position Summary 76.00 74.50 75.25 74.50 75.50 76.50 75.50 2.7%‐1.3%
2023/2024 Adopted Budget City of Renton, Washington
3-95Budget by Department - Parks and Recreation
List of Parks & Recreation Renton Results Decision Packages:
Parks and Recreation Performance Measures:
2023 Adopted 2024 Adopted
Package #Description FTE Tot Exp $Tot Rev $FTETot Exp $Tot Rev $
200020.0012 Volunteer Program 1.00 143,758 ‐ 1.00 149,443 ‐
300020.0154 Museum 1.00 312,495 ‐ 1.00 324,050 ‐
300020.0155 Administration/Parks and Recreation 2.00 787,160 ‐ 2.00 816,716 ‐
300020.0156 Aquatics 1.40 957,343 406,805 1.40 975,842 406,805
300020.0158 Cultural & Community Engagement 2.90 696,945 290,623 2.90 731,458 246,479
300020.0159 Parks and Trails Program 32.60 6,449,926 10,000 32.60 6,706,799 10,000
300020.0160 Education and Recreational Activities 7.15 2,000,041 425,161 7.15 2,083,240 469,305
300020.0161 Senior Activity Center 4.90 1,262,241 128,000 4.90 1,301,959 128,000
300020.0162 Farmers Market 1.25 185,850 9,955 1.25 193,850 34,404
300020.0163 Recreational Facilities 1.90 1,307,002 278,221 1.90 1,351,561 278,221
350020.0058 Add Three (3) Fleet Vehicles to Parks Maintenance ‐ 75,000 ‐ ‐ 150,000 ‐
350020.0059 Add One Lead and Two Parks Maintenance Position 3.00 545,083 ‐ 3.00 426,543 ‐
500020.0026 Golf Course 12.00 2,748,248 2,833,175 12.00 2,875,457 2,912,455
500020.0027 Parks Planning, Urban Forestry and Na Res 4.40 1,796,603 241,357 4.40 1,843,871 249,680
550020.0023 Increase Golf Course Fees ‐ 127,012 328,850 ‐ 132,912 408,735
550020.0025 PPNR ‐ Capital Project Manager Conversion 1.00 176,731 ‐ ‐ 7,427 ‐
Total Operating 76.50 19,571,438 4,952,147 75.50 20,071,128 5,144,084
360020.0051 CIP ‐ General Gov't ‐ 940,000 940,000 ‐ 1,279,000 1,279,000
560020.0015 Golf Course MM ‐ 81,216 68,100 ‐ 211,216 72,200
760020.0005 Parks Impact Mitigation Fund ‐ 50,000 ‐ ‐ 450,000 ‐
Total CIP ‐ 1,071,216 1,008,100 ‐ 1,940,216 1,351,200
Total 76.50 20,642,654$ 5,960,247$ 75.50 22,011,344$ 6,495,284$
City Service Area City Service Area Strategies Performance Measures 2016 Results 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Safety and Health
Timely responsiveness and
“projection of effort,” when
the community cannot help
itself.
Percent of contracts completed with
agencies by the end of the first quarter
of the first year of the two year funding
cycle.
80% 80% 80% 80% no data
Hours of service provided annually by
volunteers.43,733 51,079 54,708 43,766 17,213 17,806
Coordinate and leverage civic
engagement opportunities to conserve
financial resources through use of
volunteers, resulting in annual cost
avoidance ‐ Value of volunteer service.
$1,267,820 $1,480,792 $1,586,000 $1,268,800 $499,028 $516,215
Daily Attendance at Senior Center 394 400 400 400 150 150
Percent of attendees at 4th of July,
Renton River Days, and Holiday Lights
events that report overall experience
satisfaction of 3 or better in a scale of
1‐5.
98%96%96%85% no data no data
Averge Farmer's Market booth space
occupancy as percentage of available
space.
96 85 82 83 91 60
Number of Museum visitors and people
served by outreach 4,747 7,988 no data no data 7,988 no data
Renton Community Center customers
rate their experience and satisfaction
as Good to Excellent
N/A 84% no data no data 84% no data
Henry Moses Aquatics Center
customers rate their experience and
satisfaction as Good to Excellent
N/A N/A no data no data N/A no data
Overall customer satisfaction rating is
good to excellent In cleanliness and
appearance of Parks and Trails Systems
N/A N/A no data no data N/A no data
Utilities and
Environment
Protection of open
space/acquisition.
Overall customer satisfaction rating is
"good" or better in cleanliness and
appearance of Parks & Trail System
next survey 2017 88%next survey 2019 survey
canceled
survey
canceled next survey 2023
Representative
Government
Partnership with community
organizations to leverage
resources.
Provide or make available
diverse learning and
enrichment opportunities
Encourage and foster a strong
sense of community.
Provide clean, safe, healthy
and well‐maintained places
Livable
Community
2023/2024 Adopted Budget City of Renton, Washington
3-96Budget by Department - Parks and Recreation
Highlight of Budget Changes:
The community services department went through a re‐organization in August of 2021 now named parks and
recreation department. The reorganization had the following impacts:
o Human services division was moved and incorporated in the new equity, housing and human services
department
o Facilities division was moved to the public works department
o The neighborhoods portion of the recreation division was moved to the executive department
Regular Salaries increased by 6.7% due to adding 3 new parks maintenance positions, cost‐of‐living adjustments,
and series promotions.
Transfers Out increased to $408,110 from the 2022 original budget due to the golf course increasing the transfer
out to its capital investment project fund, and golf course transfers to fleet for new vehicles.
Expenditure Budget by Division ‐ Parks and Recreation
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 502,089 592,057 658,822 606,402 767,413 800,270 823,226 32.0% 2.9%
Parks & Trails 4,819,600 6,783,681 5,497,733 6,980,785 7,128,366 7,331,857 7,563,020 5.0% 3.2%
Recreation 4,362,272 6,319,894 4,130,236 6,459,037 6,719,396 6,229,524 6,449,879 ‐3.6% 3.5%
Museum 221,057 289,701 229,454 297,273 322,190 312,495 324,050 5.1% 3.7%
Golf Course 2,345,917 2,566,000 2,453,144 2,638,766 3,546,523 2,875,260 3,008,369 9.0% 4.6%
Parks Plan and Nat Res 2,091,103 2,017,574 1,765,529 2,043,175 2,137,408 2,022,033 1,902,584 ‐1.0%‐5.9%
Operating Total 14,342,039 18,568,906 14,734,916 19,025,438 20,621,296 19,571,438 20,071,128 2.9% 2.6%
CIP 11,604,986 3,838,533 6,913,791 2,528,162 30,941,906 1,071,216 1,940,216 ‐57.6% 81.1%
Total 25,947,025 22,407,439 21,648,708 21,553,600 51,563,202 20,642,654 22,011,344 ‐4.2% 6.6%
Expenditure Budget by Category ‐ Parks and Recreation
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 5,554,227 6,355,645 5,261,918 6,547,380 6,776,078 6,985,820 7,278,877 6.7% 4.2%
Part‐Time Salaries 344,516 1,249,472 672,661 1,234,472 1,270,246 1,309,074 1,294,074 6.0%‐1.1%
Overtime 35,189 21,596 47,004 21,596 21,596 30,576 30,576 41.6% 0.0%
Personnel Benefits 2,229,005 3,376,814 2,265,684 3,549,795 3,614,908 3,459,796 3,639,452 ‐2.5% 5.2%
Supplies 583,328 783,749 710,466 783,749 899,739 760,579 760,579 ‐3.0% 0.0%
Other Services and Charges 2,282,272 2,201,101 2,179,507 2,198,551 2,527,034 2,137,321 2,134,821 ‐2.8%‐0.1%
Capital Outlay 4,541 20,000 173,552 20,000 20,000 20,000 20,000 0.0% 0.0%
Interfund Payments 3,226,418 4,492,429 3,307,697 4,597,695 4,643,548 4,460,162 4,582,239 ‐3.0% 2.7%
Transfer Out 82,544 68,100 116,427 72,200 848,149 408,110 330,510 465.2%‐19.0%
Operating Total 14,342,039 18,568,906 14,734,916 19,025,438 20,621,296 19,571,438 20,071,128 2.9% 2.6%
CIP 11,604,986 3,838,533 6,913,791 2,528,162 30,941,906 1,071,216 1,940,216 ‐57.6% 81.1%
Total 25,947,025 22,407,439 21,648,708 21,553,600 51,563,202 20,642,654 22,011,344 ‐4.2% 6.6%
Staffing Levels by Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Parks & Trails 34.85 34.85 34.85 34.85 34.85 37.85 37.85 8.6% 0.0%
Recreation 18.75 18.25 19.00 18.25 19.25 18.25 18.25 0.0% 0.0%
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Golf Course 12.00 12.00 12.00 12.00 12.00 12.00 12.00 0.0% 0.0%
Parks Plan and Nat Res 7.406.406.406.406.405.404.40‐15.6%‐18.5%
Total FTE 76.00 74.50 75.25 74.50 75.50 76.50 75.50 2.7%‐1.3%
Intermittent FTE 10.63 37.03 19.18 36.67 38.16 38.44 38.08 4.8%‐0.9%
Temp/Intermit Salaries and 442,099$ 1,540,483$ 797,695$ 1,525,483$ 1,587,257$ 1,598,939$ 1,583,939$ 4.8%‐0.9%
2023/2024 Adopted Budget City of Renton, Washington
3-97Budget by Department - Parks and Recreation
Administration Division
Mission
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.
2021/2022 Accomplishments
Reviewed capital projects to meet community needs and budget opportunities.
Worked through department transition and services provided.
Hired/trained new recreation director, parks planning and natural resources director, and golf course manager.
Ongoing, continue to build stronger intra‐departmental partnerships to ensure and improve efficiency,
collaboration and responsible use of time, funds, and resources.
Completed development and implementation of the community services marketing plan.
Began to review and update annual divisional customer satisfaction surveys.
Began construction of Family First Community Center in 2022.
Began implementation of council approved bond funding ($14.5 million) to address parks maintenance projects
backlog.
Continued to identify alternate funding opportunities through grants, partnerships, and sponsors.
2023/2024 Goals
Complete construction of the Family First Community Center.
Complete identified bond projects.
Assess opportunity to continue new round of bond projects to meet the growing community needs.
Complete division revision to surveys/process supporting Renton Results.
Continue to provide opportunities of engagement throughout the city’s diverse communities.
Continue to work through the ‘new normal’ to provide innovative, creative, efficient processes, programs, and
events.
Update/revise the interlocal agreement with Renton School District for field and facility use.
Hold management team retreat on leadership development – 2023.
Continue to identify alternative funding opportunities through grants, partnerships, and sponsors.
Expenditure Budget by Category ‐ Administration Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 268,863 272,232 272,191 277,407 288,503 300,979 313,078 8.5% 4.0%
Personnel Benefits 93,673 105,974 95,617 110,992 112,978 107,282 113,153 ‐3.3% 5.5%
Supplies 1,753 7,200 1,048 7,200 7,200 7,200 7,200 0.0% 0.0%
Other Services and Charges 12,076 35,544 5,878 35,544 35,544 35,544 35,544 0.0% 0.0%
Interfund Payments 121,876 171,107 235,761 175,259 308,832 336,154 347,740 91.8% 3.4%
Transfer Out 3,849 0 48,327 0 14,356 13,110 6,510 100.0%‐50.3%
Operating Total 502,089 592,057 658,822 606,402 767,413 800,270 823,226 32.0% 2.9%
CIP 11,582,362 3,770,433 6,860,445 2,455,962 30,291,428 1,036,216 1,775,216 ‐57.8% 71.3%
Total 12,084,451 4,362,490 7,519,267 3,062,364 31,058,841 1,836,486 2,598,442 ‐40.0% 41.5%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-98Budget by Department - Parks and Recreation
Parks and Trails Division
Mission
Enhance the quality of life in the City of Renton by providing exceptional park and trail environments, opportunities to build
community through volunteering, stewardship, and access to healthy food choices.
2021/2022 Accomplishments
Automated the ordering process for engraved tiles at Veteran’s Memorial Park.
Continued interdepartmental efforts to establish and maintain irrigation networks in city right‐of‐way areas.
Customized reports and charts to tell our story with data from Cityworks work management software.
Implemented dynamic COVID‐19 protocols in parks and programs in compliance with state guidelines.
Increased participation in the Supplemental Nutrition Assistance Program/Market Bucks match at Renton Farmers
Market.
Installed an AARP outdoor fitness area as part of Renton’s Age‐Friendly city designation.
Led interdepartmental efforts to patrol, post, and clear encampment sites on city‐owned properties.
Partnered with United Way of King County and Renton School District to facilitate the Summer Meals Program.
Provided interdepartmental support for city‐hosted events such as Arbor Day/Earth Day, July 4 Celebration, and
Renton River Days.
Provided training and opportunities for staff to stay current with certifications and licensing.
Updated informational signage and kiosks at Coulon Park and Earlington Park.
2023/2024 Goals
Collaborate with King County and partner agencies to complete a wayfinding plan for the Eastrail.
Complete FEMA project to stabilize erosion from a cedar river embankment next to the cedar river trail.
Customize reports to tell our story with CERVIS software for city‐sponsored volunteer activities.
Determine park attendance and trends using mobile data and applied demographic information.
Increase participation in the Supplemental Nutrition Assistance Program/Market Bucks incentive at Renton
Farmers Market.
Install one new TRACK trail in the Renton Parks system.
Lead interdepartmental efforts to patrol, post, and clear encampment sites on city‐owned properties.
Participate in one new regional/national park promotion, such as BioBlitz (National Recreation and Park
Association) or National Trails Day (American Hiking Society).
Partner with United Way of King County and Renton School District to facilitate the Summer Meals Program.
Perform farm visits at Renton Farmers Market vendors growing locations to ensure farm integrity.
Provide interdepartmental support for city‐hosted events such as Arbor Day/Earth Day, July 4 Celebration, and
Renton River Days.
Provide training and opportunities for staff to stay current with certifications and licensing.
Refine reports and charts to tell our story with data from Cityworks work management software.
Secure a location for a long‐term parks maintenance operations facility to replace the shop at 1100 Bronson Way
N.
Update informational kiosk and monument signage at parks and along trails.
2023/2024 Adopted Budget City of Renton, Washington
3-99Budget by Department - Parks and Recreation
Expenditure Budget by Category ‐ Park & Trails
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,973,529 2,585,707 2,146,311 2,677,435 2,796,211 3,046,439 3,232,430 13.8% 6.1%
Part‐Time Salaries 5,201 45,023 30,574 45,023 51,097 45,023 45,023 0.0% 0.0%
Overtime 20,127 13,076 10,167 13,076 13,076 13,076 13,076 0.0% 0.0%
Personnel Benefits 772,295 1,415,797 873,313 1,494,835 1,516,030 1,437,700 1,534,184 ‐3.8% 6.7%
Supplies 161,980 238,874 207,406 238,874 273,543 238,874 238,874 0.0% 0.0%
Other Services and Charges 679,537 742,709 935,748 742,709 765,814 710,709 710,709 ‐4.3% 0.0%
Interfund Payments 1,206,931 1,742,495 1,294,213 1,768,833 1,712,594 1,600,037 1,629,724 ‐9.5% 1.9%
Transfer Out 0 0 0 0 0 240,000 159,000 100.0%‐33.8%
Total 4,819,600 6,783,681 5,497,733 6,980,785 7,128,366 7,331,857 7,563,020 5.0% 3.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Park & Trails
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 34.85 34.85 34.85 34.85 34.85 37.85 37.85 8.6% 0.0%
Intermittent FTE 0.15 2.22 0.85 2.22 2.37 2.22 2.22 0.0% 0.0%
Temp/Intermit Pay & Ben 6,421$ 92,493$ 35,216$ 92,493$ 98,567$ 92,493$ 92,493$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-100Budget by Department - Parks and Recreation
Recreation Division
Mission
Develop and build an active, vibrant, and socially connected community through programming, opportunities, and well‐
managed resources, to help strengthen the well‐being of our community.
2021‐2022 Accomplishments
Leveraged technology to improve the following business processes and customer experience:
o Converted boat launch permitting to an online process.
o Developed and implemented online and mobile check‐in processes for patrons and recreation building
usage, to better quantify numbers served and enhance safety for patrons.
o Utilized existing technology (Energov) to create online application and communication portal for
temporary event permits.
o Quickly adapted operations and programs to COVID‐19 restrictions by activating virtual, drive‐thru, and
human service programs.
Equity and inclusivity goals:
o Finalized Age‐Friendly Renton action plan. Implementation of action plan to start in 2023.
o Updated sports field and gymnasium allocation process to ensure equitable access with Renton residency
as a priority, and opportunity for emerging sports and organizations who serve youth and vulnerable
populations.
Executed the following grants:
o AARP FitLot Senior Fitness Programming Grant; King County Best Starts for Kids, STREAM Team,
out‐of‐school program grant; veterans, seniors, human services levy funded grant to conduct outreach,
engagement, and program development with diverse and isolated seniors.
2023/2024 Goals
Activate Liberty Park building with environmental and other recreation programming. Focusing on programs that
create experiences and learning opportunities to foster environmental sustainability.
Transition Renton River Days to a city advisory board, and update and re‐energize event format and offerings for
current community needs and interests.
Develop ongoing funding source for Gift of Play Scholarship program.
Pilot an intervention from the Center for Disease Control’s Community Guide Get Active! Increase Physical Activity
through Park, Trail, and Greenway Interventions.
Expand Henry Moses Aquatic Center season by offering targeted programming in spring and fall.
Hold annual community forum regarding recreation programs and opportunities to solicit feedback to best meet
the needs of the community.
Revise recreational facility rental process and procedures to provide equitable access, appropriate priority, and
maintain a balance between revenue goals, recreational opportunities, and individual benefit.
Work with facilities division and consultants to secure funding to maintain and enhance Henry Moses Aquatic
Center.
2023/2024 Adopted Budget City of Renton, Washington
3-101Budget by Department - Parks and Recreation
1The 2020 actual expenditures and 2021/2022 original budget include expenditures for 1.0 FTE reflected in EHHS Neighborhood Programs division.
Expenditure Budget by Category ‐ Recreation
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 1,643,202 1,715,702 1,225,670 1,764,969 1,790,693 1,778,706 1,891,812 0.8% 6.4%
Part‐Time Salaries 156,131 1,014,160 424,398 999,160 1,028,860 1,032,730 1,017,730 3.4%‐1.5%
Overtime 6,467 7,500 7,113 7,500 7,500 7,500 7,500 0.0% 0.0%
Personnel Benefits 691,410 1,028,641 578,762 1,077,430 1,071,627 1,091,551 1,155,223 1.3% 5.8%
Supplies 123,440 211,348 134,166 211,348 292,464 197,178 197,178 ‐6.7% 0.0%
Other Services and Charges 312,637 329,335 331,288 326,785 632,163 298,455 295,955 ‐8.7%‐0.8%
Interfund Payments 1,424,444 2,013,208 1,255,286 2,071,844 1,896,089 1,823,404 1,884,481 ‐12.0% 3.3%
Total 4,362,272 6,319,894 4,130,236 6,459,037 6,719,396 6,229,524 6,449,879 ‐3.6% 3.5%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Recreation
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Recreation Services 18.75 18.25 19.00 18.25 19.25 18.25 18.25 0.0% 0.0%
Total FTE1 18.75 18.25 19.00 18.25 19.25 18.25 18.25 0.0% 0.0%
Intermittent FTE 4.56 28.80 11.79 28.44 29.15 29.22 28.86 2.7%‐1.2%
Temp/Intermit Salaries and 189,743$ 1,198,026$ 490,401$ 1,183,026$ 1,212,726$ 1,215,450$ 1,200,450$ 2.7%‐1.2%
2023/2024 Adopted Budget City of Renton, Washington
3-102Budget by Department - Parks and Recreation
Renton History Museum
Mission
The Renton History Museum is the city’s only organization dedicated to the preservation, documentation, and education
about the city’s heritage in ways that are accessible to diverse people of all ages. With the support of the Renton Historical
Society, the museum cares for a collection of over 10,000 objects, 15,000 archival documents, and over 20,000 historic
photos. The museum also provides changing, traveling, and permanent exhibits, classroom curricula, programs,
publications, and research assistance for those interested in local history. Staff at the museum also serve as resources for
historic preservation and interpretation projects in Renton, as well as assisting city staff with historical research.
2021/2022 Accomplishments
Organized and mounted seven temporary exhibits, on topics ranging from a history of marriage in Renton to
refugees’ experiences in South King County to life on the black and cedar rivers.
Expanded and enhanced online offerings during COVID‐19 closure, including 11 new study guides for 7th graders
and above; five new family‐friendly videos; and our first‐ever online exhibit about distinguished Renton women.
Hosted two environmental history exhibits: Facing the Inferno, about wildfire in the west, and Sap in Their Veins,
about loggers during the Spotted Owl Controversy.
Partnered with the Brain Injury Alliance of Washington to host their Annual Brain Injury Art Show in autumn 2021.
Participated with the Division of Urban and Community Forestry in the creation of the new online Historic Renton
Tree Tour.
Assisted the Renton Downtown Partnership with a downtown walking tour.
Accepted the donation of 1139 historic objects and photographs, including a collection of rare glass plate
negatives.
Renovated the north gallery as dedicated programming space with assistance from 4Culture and the facilities
division.
Obtained new collection storage unit to house expanding collection.
Implemented new donor management software, enabling online donations and membership renewals.
Applied for and received grants from 4Culture, King County Council, and CARES Act Paycheck Protection Program
and Economic Injury Disaster Loan.
Partnered with Renton Downtown Partnership, the Renton Municipal Arts Commission, South King County Cultural
Coalition, Washington Historical Society’s “Votes for Women” Initiative, Washington Museum Association
(WaMA), and the American Association for State and Local History (AASLH).
Expanded social media presence to include Facebook, Twitter, Instagram, and Pinterest.
Provided the museum manager as a special commissioner to the King County Landmarks Board to further historic
preservation work in Renton.
2023/2024 Goals
Participate in the renewal of the Museum Management Agreement between the City of Renton and the Renton
Historical Society.
Rebuild volunteer program after pandemic losses.
Host a community‐based Black History Month exhibit in winter 2023.
Host Art of the Aloha Shirt exhibit in summer 2023.
Complete collections move into new storage.
Assist parks division in expanding historic interpretation about parks.
Revise the museum’s photo reproduction policy.
2023/2024 Adopted Budget City of Renton, Washington
3-103Budget by Department - Parks and Recreation
Expenditure Budget by Category ‐ Museum
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 98,607 99,287 99,247 101,413 105,470 110,027 114,450 8.5% 4.0%
Part‐Time Salaries 4,500 15,821 1,500 15,821 15,821 15,821 15,821 0.0% 0.0%
Personnel Benefits 30,626 35,669 29,759 37,082 37,809 36,028 37,817 ‐2.8% 5.0%
Interfund Payments 87,324 138,924 98,948 142,957 163,091 150,619 155,962 5.4% 3.5%
Total 221,057 289,701 229,454 297,273 322,190 312,495 324,050 5.1% 3.7%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Museum
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Intermittent FTE 0.13 0.44 0.04 0.44 0.44 0.44 0.44 0.0% 0.0%
Temp/Intermit Pay & Ben 5,541$ 18,496$ 1,822$ 18,496$ 18,496$ 18,496$ 18,496$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-104Budget by Department - Parks and Recreation
Golf Course Division – Maplewood Golf Course
Mission
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.
2021 / 2022 Accomplishments
Added an electronic tee sheet to the point‐of‐sale system to allow for online tee time booking in 2021.
Updated building fire and security alarm systems and controls pads.
Added fly over videos and new aerial photos to the website and promotional signage.
Remained open daily with low staffing during the COVID‐19 pandemic; processed over 56,000 rounds in 2021.
Replaced a large section of fire suppression dry system piping in the driving range.
Re‐lamped the driving range light poles with an LED retrofit ensuring more energy efficient lighting.
Secured the purchase of 60 new golf carts to replace the aging cart fleet; carts arrived March 2022.
Reconditioned the upper hitting stall heaters and added 15 new timers for the heaters
Re‐lamped the parking lot light poles with energy efficient LED fixtures.
Replaced the protective netting around the perimeter of the driving range.
2023 / 2024 Goals
Fire protection re‐piping: replace exposed sprinkler pipe in the cart storage area.
Replace ball washing and dispensing machine in the driving range.
Renovate tee boxes (#6, #9, #12, #18).
Continue to build marketing programs in conjunction with concessionaire.
Achieve a minimum 85% good to excellent rating for golf course conditions, value of driving range, and level of
service in the pro‐shop.
Provide timely updates to website and lobby signage to include activities, projects, events, and promotions.
Provide multiple junior golf camps throughout each year.
Establish Junior Academy Program.
Purchase new mowers and equipment to replace aging golf maintenance equipment.
Upgrade HVAC controls at the clubhouse.
Expenditure Budget by Category ‐ Golf Course
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 837,213 943,357 830,234 972,233 1,011,122 1,012,882 1,087,234 4.2% 7.3%
Part‐Time Salaries 178,683 174,468 216,189 174,468 174,468 215,500 215,500 23.5% 0.0%
Overtime 8,595 1,020 29,445 1,020 1,020 10,000 10,000 880.4% 0.0%
Personnel Benefits 410,096 554,247 467,830 583,745 590,706 548,895 585,587 ‐6.0% 6.7%
Supplies 290,986 321,500 366,441 321,500 321,704 312,500 312,500 ‐2.8% 0.0%
Other Services and Charges 200,945 133,050 110,395 133,050 133,050 132,150 132,150 ‐0.7% 0.0%
Capital Outlay 0 20,000 0 20,000 20,000 20,000 20,000 0.0% 0.0%
Interfund Payments 340,704 350,258 364,509 360,550 460,660 468,333 480,398 29.9% 2.6%
Transfer Out 78,695 68,100 68,100 72,200 833,793 155,000 165,000 114.7% 6.5%
Operating Total 2,345,917 2,566,000 2,453,144 2,638,766 3,546,523 2,875,260 3,008,369 9.0% 4.6%
CIP 22,624 68,100 53,346 72,200 650,479 35,000 165,000 ‐51.5% 371.4%
Total 2,368,541 2,634,100 2,506,490 2,710,966 4,197,001 2,910,260 3,173,369 7.4% 9.0%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Golf Course
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 12.00 12.00 12.00 12.00 12.00 12.00 12.00 0.0% 0.0%
Intermittent FTE 5.255.566.315.565.566.556.5517.7%0.0%
Temp/Intermit Pay & Ben 218,480$ 231,468$ 262,436$ 231,468$ 231,468$ 272,500$ 272,500$ 17.7% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-105Budget by Department - Parks and Recreation
Parks Planning and Natural Resources Division
Mission
Provide a comprehensive and connected system of parks, recreation, open spaces, and trails that respond to locally based
needs, demand, and conditions. Provide an engaging environment, protect the integrity and quality of the surrounding
natural systems, and create a sustainable and exemplary urban forest.
2021/2022 Accomplishments
Completed play equipment replacements at Coulon, Liberty, Kennydale Beach, and Cascade parks.
Completed senior activity center paving repairs and initiated outdoor exercise equipment improvements at current
bocce court location.
Secured $1.3M state Legislative Direct Appropriation Grant and $481,050 King County Parks Capital and Open
Space Grant for Coulon North water walk improvements.
Initiated structural reviews for Coulon Park and system‐wide park bridges.
Renovated Teasdale Park basketball court.
Secured $305,181 grant agreement and reimbursement from King County Conservation Futures Program for a May
Creek acquisition and $500,000 Federal Land Water Conservation Fund (LWCF) Grant through the state Recreation
and Conservation Office (RCO) for the Coulon trestle bridge replacement.
Completed design and construction documents, secured permits, and bid four bond projects (Coulon North water
walk, Coulon trestle bridge, Philip Arnold Park, and Kiwanis Park).
Initiated construction of bond projects.
Initiated system‐wide park entry signage improvements through Kiwanis and Philip Arnold Park bond projects.
Submitted $350,000 state RCO grant application for tennis/pickleball court and parking lot improvements at Talbot
Hill Reservoir Park.
Updated citywide GIS tree inventory database.
Created training manual for in‐house forestry crew.
Renewed 10‐year Urban Forest Management Plan (UFMP) for 2022‐2032.
Designation of Tree City USA for 14th year.
Created Historic Tree Tour and Story Map in downtown Renton in partnership with the Renton History Museum.
Implemented a Risk Tree Management program
2023/2024 Goals
Replace play equipment at Maplewood, Glencoe, and Windsor Hill parks.
Complete structural review report for Coulon Park and system‐wide park bridges and identify capital improvement
priorities based on results.
Complete Coulon swim beach and northern shoreline erosion analysis/feasibility studies, begin design/permitting,
and grant application efforts.
Design, permit, and begin construction on Talbot Hill tennis/pickleball court and parking lot improvements project.
Complete structural review of Cedar River trestle bridge.
Complete repairs to the Liberty Park sports courts and skate park.
Initiate Parks, Recreation and Natural Areas Plan
Continue inter‐agency coordination with WSDOT on Renton to Bellevue Project, Seattle Public Utilities Broodstock
Collection Facility, King County Parks Soos Creek Trail, King County Eastrail, and the WA DNR Sam Chastain Trail
easement.
Implementation of new urban forestry management plan (UFMP) with enhanced tree planting and tree
maintenance.
Continued pursuit of Tree City USA designations and Growth awards
Complete an urban forest tree canopy cover assessment
Commence design development for May Creek Trail South trail; apply for grant funding to support construction
phase.
2023/2024 Adopted Budget City of Renton, Washington
3-106Budget by Department - Parks and Recreation
Expenditure Budget by Category ‐ Parks Planning and Natural Resources
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 732,814 739,360 688,265 753,922 784,079 736,787 639,872 ‐2.3%‐13.2%
Overtime 002780000N/AN/A
Personnel Benefits 230,904 236,487 220,404 245,711 285,758 238,340 213,487 ‐3.0%‐10.4%
Supplies 5,169 4,827 1,404 4,827 4,827 4,827 4,827 0.0% 0.0%
Other Services and Charges 1,077,077 960,463 796,197 960,463 960,463 960,463 960,463 0.0% 0.0%
Interfund Payments 45,140 76,437 58,980 78,252 102,281 81,616 83,935 4.3% 2.8%
Total 2,091,103 2,017,574 1,765,529 2,043,175 2,137,408 2,022,033 1,902,584 ‐1.0%‐5.9%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Parks Planning and Natural Resources
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 7.406.406.406.406.405.404.40‐15.6%‐18.5%
2023/2024 Adopted Budget City of Renton, Washington
3-107Budget by Department - Parks and Recreation
Parks & Recreation Position Listing (1 of 2)2020.0 2021.0 2021.0 2022.0 2022.0 2023.0 2024.0
2020 2021 2021 2022 2022 2023 2024
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 Community Services Administrator 1.001.001.001.001.001.001.00
N16 Administrative Assistant 1.001.001.001.001.001.001.00
Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Parks & Trails Division
M38 Parks and Trails Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M31 Parks Maintenance Manager 1.001.001.001.001.001.001.00
A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A16 Lead Park Maintenance Worker 2.00 2.00 2.00 2.00 2.00 3.00 3.00
A12 Park Maintenance Worker III 8.00 8.00 10.00 8.00 11.00 11.00 11.00
A09 Administrative Secretary I 0.600.600.600.600.600.600.60
A08 Park Maintenance Worker II 8.00 8.00 7.00 8.00 6.00 6.00 6.00
A04 Park Maintenance Worker I 4.004.003.004.003.005.005.00
A03 Parks Maintenance Assistant II 6.00 6.00 6.00 6.00 6.00 6.00 6.00
A18 Recreation Program Coordinator 1.001.001.001.001.001.001.00
A16 Program Assistant 0.250.250.250.250.250.250.25
A18 Farmers Market Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Parks & Trails Division 34.85 34.85 34.85 34.85 34.85 37.85 37.85
Golf Course Division
Golf Course Administration
M29 Golf Course Manager 1.001.001.001.001.001.001.00
A09 Golf Course Operations Assistant 1.001.001.001.001.001.001.00
Total Golf Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Golf Course Maintenance
M22 Golf Course Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A16 Lead Golf Course Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A04 Golf Course Maintenance Worker I 1.001.001.001.000.000.000.00
A08 Golf Course Maintenance Worker II 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A12 Golf Course Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Golf Maintenance 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Pro‐Shop/Driving Range
M25 Golf Professional 1.00 1.00 1.00 0.00 1.00 1.00 1.00
N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A01 Golf Course Associate 1.001.001.001.001.001.001.00
A04 Pro Shop Assistant 2.002.002.002.002.002.002.00
Total Pro‐Shop/Driving Range 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Total Golf Course Division 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Parks Planning and Natural Resources Division
M38 Parks Planning & Natural Resources Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M32 Urban Forestry and Natural Resources Mgr 1.001.001.001.001.001.001.00
M32 Parks Planning Manager 1.001.001.001.001.001.001.00
M32 Capital Projects Manager 1.001.001.001.001.001.000.00
A09 Administrative Secretary I 0.400.400.400.400.400.400.40
A28 Capital Project Coordinator 1.001.001.001.001.001.001.00
A28 Capital Project Coordinator LT 2.00 1.00 1.00 1.00 1.00 0.00 0.00
Total Parks Planning and Natural Resources Division 7.40 6.40 6.40 6.40 6.40 5.40 4.40
2023/2024 Adopted Budget City of Renton, Washington
3-108Budget by Department - Parks and Recreation
Parks & Recreation Position Listing (2 of 2)
Recreation Services Division
M38 Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M29 Recreation Manager 1.001.001.001.001.001.001.00
M23 Recreation Supervisor 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A18 Recreation Program Coordinator 6.006.006.006.006.006.006.00
A09 Administrative Secretary I 1.001.001.001.001.001.001.00
A16 Program Assistant 0.500.500.500.500.500.500.50
A14 Recreation Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A11 Recreation Specialist 1.250.751.500.751.750.750.75
A09 Recreation Assistant 3.003.003.003.003.003.003.00
M22 Community Events Coordinator 1.001.001.001.001.001.001.00
A09 Administrative Secretary I 0.000.000.000.000.000.000.00
Total Recreation Services Division 18.75 18.25 19.00 18.25 19.25 18.25 18.25
Museum Division
M22 Museum Manager 1.001.001.001.001.001.001.00
Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Department Regular Staffing 76.00 74.50 75.25 74.50 75.50 76.50 75.50
Total Parks & Recreation Department 76.00 74.50 75.25 74.50 75.50 76.50 75.50
2023/2024 Adopted Budget City of Renton, Washington
3-109Budget by Department - Parks and Recreation
*Utility systems division funds the four (4) FTE’s that are managed by the finance department. See finance department page
for FTE count and budget. Utility systems division also contributes funding for one and a half (1.5) FTEs that are managed by
the sustainability section of public works department.
ADMINISTRATOR
Martin Pastucha
203.5 FTEs
AIRPORT
Steven Gleason
9 FTEs
FACILITIES
Jeff Minisci
35 FTEs
Leased City Properties
Capital Investment
Properties
Facilities Maintenance
Services
MAINTENANCE
Michael Stenhouse
94 FTEs
Street
Solid Waste
Water
Wastewater
Surface Water
Fleet
TRANSPORTATION
SYSTEMS
Jim Seitz
31.5 FTEs
Maintenance
Operations
Planning and
Programming
Design
UTILITY SYSTEMS*
Ronald Straka
26.5 FTEs
Water
Wastewater
Surface Water
Administrative Support
1 FTE
SUSTAINABILITY &
SOLID WASTE
Linda Knight
5.5 FTEs
Sustainability
Solid Waste
Public Works
2023/2024 Adopted Budget City of Renton, Washington
3-110Budget by Department - Public Works
Public Works
Mission
The public works department manages and maintains the City of Renton’s utility and transportation systems and municipal
facilities in a skillful, professional, and caring manner to improve the lives of our residents and business customers.
Description
The department develops, builds, and maintains streets and sidewalks; develops, builds, and maintains water, wastewater,
and surface water utility infrastructures; coordinates the collection of garbage, maintains municipal buildings, the airport,
and the city’s vehicle fleet.
List of Public Works Renton Results Decision Packages:
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Operating Budget Summary 88,168,516 97,596,185 89,464,954 99,085,345 107,447,007 107,570,719 111,626,298 8.6% 3.8%
CIP Budget Summary 17,670,154 7,242,299 40,314,156 18,249,170 186,093,807 17,717,915 20,831,696 ‐2.9% 17.6%
Position Summary 197.50 197.50 197.50 197.50 203.50 203.50 203.50 3.0% 0.0%
2023 Adopted 2024 Adopted
Package #DescriptionFTETot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
150015.0001 City Parking Garage Security Contract ‐ 120,000 ‐ ‐ 120,000 ‐
300015.0001 Leased Facilities 1.50 779,196 550,950 1.50 794,256 552,471
400015.0008 Public Works Administration 2.00 553,953 ‐ 2.00 582,516 ‐
400015.0010 Airport Operations 9.00 2,348,994 2,791,767 9.00 2,439,188 2,801,767
400015.0011 Transportation Maintenance 11.30 2,227,393 ‐ 11.30 2,322,368 ‐
400015.0012 Transportation Systems Admin 3.00 1,378,521 ‐ 3.00 1,427,295 ‐
400015.0013 Building the Mobility Network 9.57 1,808,654 360,000 9.57 1,914,588 360,000
400015.0014 Trans Operations Engineering Section 4.95 1,536,753 ‐ 4.95 1,597,096 ‐
400015.0015 Bridges 0.53 102,903 ‐ 0.53 107,492 ‐
400015.0016 Active Transportation Program 0.25 100,226 ‐ 0.25 104,490 ‐
400015.0017 Trans it Coordination/Transportation Demand 0.70 218,800 40,000 0.70 223,997 40,000
400015.0018 Public Works Maintenance Administration 5.45 1,450,042 ‐ 5.45 1,516,483 ‐
400015.0019 Street Maintenance 21.46 4,940,169 243,432 21.46 5,097,996 243,432
450015.0017 Airport Operations Increase ‐ 28,500 ‐ ‐ 28,500 ‐
450015.0018 Traffic Signal Supply Increase ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0019 Traffic Sign Supply Increase ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0020 Comm Supply Account Increase ‐ 10,000 ‐ ‐ 10,000 ‐
450015.0021 Marking Supply Account Increase ‐ 15,000 ‐ ‐ 15,000 ‐
450015.0022 Lighting Supply Account Increase ‐ 10,000 ‐ ‐ 10,000 ‐
500015.0012 Utility Systems Administration 3.50 1,997,640 ‐ 3.50 2,071,470 ‐
500015.0013 Water Engineering and Planning 7.00 4,256,479 13,586,575 7.00 4,476,872 14,620,444
500015.0014 Wastewater Engineering and Planning 6.00 3,925,776 8,540,831 6.00 4,078,653 6,725,877
500015.0015 Surface Water Engineering and Planning 8.80 4,314,582 5,231,012 8.80 4,498,323 5,896,789
500015.0016 Surface Water NPDES Education 1.20 266,005 ‐ 1.20 275,286 ‐
500015.0019 Waterworks Revenue Bond Debt ‐ 2,811,152 ‐ ‐ 2,809,493 ‐
500015.0020 King County Metro Fund ‐ 18,407,838 18,407,838 ‐ 18,495,877 18,495,877
500015.0021 Public Works Trust Fund Loan Debt ‐ 275,374 ‐ ‐ 274,010 ‐
500015.0022 Solid Waste Collection 1.00 23,008,564 23,348,127 1.00 23,771,035 23,815,444
500015.0023 Water Maintenance 26.12 7,191,920 10,078 26.12 7,409,691 10,078
500015.0024 Wastewater Maintenance 10.73 2,582,354 19,740 10.73 2,685,942 19,740
500015.0025 Surface Water Maintenance 17.24 3,825,265 10,700 17.24 3,884,576 10,700
500015.0026 Solid Waste Litter Control 4.00 636,377 4,692 4.00 672,448 4,692
500015.0027 Public Works Sustainability 4.50 992,484 ‐ 4.50 1,028,390 ‐
550015.0025 2024 Comprehensive Rate Study ‐ ‐ ‐ ‐ 160,000 ‐
550015.0026 Solid Waste Litter Control Increase ‐ 118,000 ‐ ‐ 45,700 ‐
550015.0027 Public Works Sustainability Increase ‐ 29,653 ‐ ‐ 29,653 ‐
550015.0028 NPDES Permit Fee Increase ‐ 30,000 ‐ ‐ 30,000 ‐
550015.0030 Water Engineering and Planning Increase ‐ 200,197 1,970,815 ‐ 78,059 945,572
550015.0031 Wastewater Engineering and Planning Incr ‐ 113,640 648,479 ‐ 183,391 674,616
550015.0032 Surface Water Engineering and Planning Incr ‐ 76,084 889,878 ‐ 90,777 1,061,719
550015.0033 King County Metro Fund Increase ‐ 951,091 951,091 ‐ 2,078,551 2,078,551
2023/2024 Adopted Budget City of Renton, Washington
3-111Budget by Department - Public Works
2023 Adopted 2024 Adopted
Package #DescriptionFTETot Exp $Tot Rev $FTE Tot Exp $Tot Rev $
550015.0034 Solid Waste Collection Increase ‐ 1,760,960 1,820,764 ‐ 1,795,956 1,833,404
600015.0002 Trans Operations Internal Support Services 1.20 155,813 ‐ 1.20 163,820 ‐
600015.0003 Fleet Services Operation & Maintenance 9.00 3,113,129 6,349,694 9.00 3,188,801 6,305,738
600015.0004 Fleet Services Capital Recovery ‐ 2,183,000 ‐ ‐ 2,080,000 ‐
600015.0006 Custodial Services 22.50 2,655,525 2,692,359 22.50 2,801,018 2,788,527
600015.0007 Facilities Technical Maintenance 11.00 4,032,715 4,190,739 11.00 4,127,240 4,339,107
650015.0003 504 ISF Charges for New FTEs ‐ ‐ 65,040 ‐ ‐ 8,640
650015.0004 501 ISF Charges for New FTEs ‐ ‐ 376,700 ‐ ‐ 171,200
Total Operating 203.50 107,570,719 93,101,300 203.50 111,626,298 93,804,385
460015.0001 Airport Capital Improvement Program ‐ 10,000 260,000 ‐ 250,000 250,000
460015.0002 T Transportation CIP ‐ 2,962,000 2,962,000 ‐ 2,889,000 2,889,000
560015.0001 W Water CIP ‐ 3,750,000 3,750,000 ‐ 3,850,000 3,850,000
560015.0002 SW Surface Water CIP ‐ 6,940,000 6,940,000 ‐ 6,680,000 6,680,000
560015.0003 WW Wastewater CIP ‐ 2,855,915 2,855,915 ‐ 5,062,696 5,062,696
660015.0011 CIP General Gov't ‐ 450,000 450,000 ‐ 2,000,000 2,000,000
760015.0015 Transportation Impact Mitigation Fund ‐ 750,000 1,780,000 ‐ 100,000 1,780,000
Total CIP ‐ 17,717,915 18,997,915 ‐ 20,831,696 22,511,696
Total 203.50 125,288,634$ 112,099,215$ 203.50 132,457,994$ 116,316,081$
2023/2024 Adopted Budget City of Renton, Washington
3-112Budget by Department - Public Works
Public Works Performance Measures:
Highlight of Budget Changes:
Sustainability and solid waste section created and moved from utility systems to public works administration.
Integrated the facilities division into public works department.
Airport’s capital budget anticipates grant funding of $18,878,000.
Facilities’ capital budget anticipates grant funding of $3,468,000.
Transportation’s capital budget anticipates grant funding of $7,465,000.
Utility systems’ capital budget anticipates grant funding for the water utility of $1,472,000 and the surface water
utility of $2,547,000.
Capital improvement projects decreased from 2022 to 2023 due to project completions and a lower number of new
projects.
2023/2024 capital improvement project spending includes:
o $510,000 – airport division improvements
o $5,851,000 – transportation division improvements
o $29,139,000 – utility division improvements
2023/2024 capital outlay spending includes vehicle/equipment replacements for 2023 and 2024.
Interfund payments includes increases to different internal service funds to account for increases in operation costs
to support public work functions.
City Service Area City Service Area Strategies Performance Measures 2017 Results 2018 Results 2019 Results 2020 Results 2021 Results
Comprehensive mobility
network that connects the
public to desired
destinations.
No takeoff or landing delay for any
aircraft longer than 30 minutes due to
inclement weather, routine surface
maintenance operations, the presence
of Foreign Object Debris (FOD), or
wildlife.
22200
Maintain a reasonable Overall
Condition Index (Pavement) rating.68 68 68 73 no data
Minimize signal downtime as
measured by annual count of failures
of traffic signals and beacons.
52 52 50 52 no data
Maintain safe bridges by having no
load‐restricted bridges.00022
Reduce average arterial corridor travel
time.‐9%‐9%‐9% no data no data
Increase residential recycling annual
tons collected per capita.20%7%‐6%6%‐3.1%
Increase residential organics
collection per capita.29%‐1.5%5%25%‐12%
Restore water service within 4 hours
during emergency shut downs.100% 100% 100% 100% 100%
Development Plans and permit reviews
completed within 5 business days of
receipt.
100%95%95%70%100%
Requests for Wastewater system
information provided within 2 business
days.
98%98%100%80%80%
Maintain a Community Rating System
(CRS) classification rating of 6 or better
which results in a 20% or more discount
on federal flood insurance rates.
55555
Minimize Fleet “comeback” repairs, as
a percentage of the total repairs.5.4%5.4%5.4%0.0% no data
Percentage of Fleet work orders
completed in less than 72 hours. 71%71%71%73% no data
Equipment and data that is
reliable and accessible.
Internal
Support
Mobility
Utilities and
Environment
Well‐maintained condition of
the mobility infrastructure.
Efficient and safe operation
of mobility infrastructure.
Manage solid waste.
Operate and maintain piped
utility infrastructure.
Compliance with
environmental standards and
laws.
2023/2024 Adopted Budget City of Renton, Washington
3-113Budget by Department - Public Works
Expenditure Budget by Division ‐ Public Works
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Administration 400,739 497,991 446,262 511,941 621,219 553,953 582,516 8.2% 5.2%
Maintenance Services 38,917,645 42,801,392 39,654,330 42,698,107 46,772,930 45,319,185 47,148,364 6.1% 4.0%
Facilities 5,784,615 7,018,047 5,902,413 7,217,741 7,783,538 7,587,436 7,842,514 5.1% 3.4%
Transportation Services 6,769,072 6,638,464 6,192,119 6,775,702 7,545,522 7,594,064 7,926,146 12.1% 4.4%
Utility Systems 34,662,789 38,472,451 35,436,245 39,631,621 42,300,341 43,116,451 44,601,027 8.8% 3.4%
Sustainability & Solid Wast 0 0 645 0 4,875 1,022,137 1,058,043 100.0% 3.5%
Airport 1,633,655 2,167,840 1,832,940 2,250,234 2,418,582 2,377,494 2,467,688 5.7% 3.8%
Operating Total 88,168,516 97,596,185 89,464,954 99,085,345 107,447,007 107,570,719 111,626,298 8.6% 3.8%
CIP 17,670,154 7,242,299 40,314,156 18,249,170 186,093,807 17,717,915 20,831,696 ‐2.9% 17.6%
Total 105,838,670 104,838,484 129,779,111 117,334,515 293,540,813 125,288,634 132,457,994 6.8% 5.7%
Expenditure Budget by Category ‐ Public Works
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 15,371,440 17,061,840 15,546,561 17,590,683 18,910,433 20,105,961 21,140,354 14.3% 5.1%
Part‐Time Salaries 37,228 102,924 62,475 112,488 132,488 137,293 146,857 22.1% 7.0%
Overtime 317,339 259,580 354,070 259,580 269,580 259,580 259,580 0.0% 0.0%
Personnel Benefits 6,712,925 8,637,640 6,999,204 9,155,139 9,535,387 9,439,714 10,039,721 3.1% 6.4%
Supplies 3,072,708 3,539,771 3,648,279 3,539,771 4,049,967 3,619,721 3,619,721 2.3% 0.0%
Other Services and Charges 47,960,127 51,088,258 49,721,836 52,128,072 55,368,778 56,429,438 58,756,014 8.3% 4.1%
Capital Outlay 2,098,575 2,165,923 508,276 1,528,340 4,205,897 2,291,923 2,188,923 50.0%‐4.5%
Debt Service 3,796,499 3,620,575 3,102,362 3,587,724 3,067,724 3,086,526 3,083,503 ‐14.0%‐0.1%
Interfund Payments 8,030,262 11,119,674 9,463,895 11,183,548 11,765,004 12,118,643 12,382,006 8.4% 2.2%
Transfer Out 771,414 0 57,996 0 141,748 81,920 9,620 100.0%‐88.3%
Operating Total 88,168,516 97,596,185 89,464,954 99,085,345 107,447,007 107,570,719 111,626,298 8.6% 3.8%
CIP 17,670,154 7,242,299 40,314,156 18,249,170 186,093,807 17,717,915 20,831,696 ‐2.9% 17.6%
Total 105,838,670 104,838,484 129,779,111 117,334,515 293,540,813 125,288,634 132,457,994 6.8% 5.7%
Staffing Levels by Division ‐ Public Works
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Maintenance Services 92.00 92.00 92.00 92.00 94.00 94.00 94.00 2.2% 0.0%
Transportation Services 31.00 31.00 31.00 31.00 31.50 31.50 31.50 1.6% 0.0%
Utility Systems 25.13 25.13 25.13 25.13 26.50 26.50 26.50 5.5% 0.0%
Sustainability & Solid Wast 3.38 3.38 3.38 3.38 5.50 5.50 5.50 63.0% 0.0%
Airport 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Facilities 35.00 35.00 35.00 35.00 35.00 35.00 35.00 0.0% 0.0%
Total FTE 197.50 197.50 197.50 197.50 203.50 203.50 203.50 3.0% 0.0%
Intermittent FTE 1.08 2.07 1.00 2.07 2.70 2.07 2.07 0.0% 0.0%
Temp/Intermit Pay & Ben 45,053$ 86,221$ 41,623$ 86,221$ 112,221$ 86,221$ 86,221$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-114Budget by Department - Public Works
Administration Division
Mission
Provide leadership, resources, and regional influence to enable the department to meet its responsibilities in a manner that
is responsive to the needs of customers and community consistent with the city’s business plan goals in a fiscally responsible
manner.
2021/2022 Accomplishments
Continued to partner with sound transit and WSDOT to implement regional transportation projects that benefit the
City of Renton’s residents and the region.
Successfully integrated the facilities division into public works department.
Completed staff reorganization for the creation of the sustainability and solid waste section with a staff of 5.5 FTE.
2023/2024 Goals
Provide for successful implementation of the sustainability and solid waste section program.
Develop performance measurements to document work efforts.
Reorganize airport management structure to reflect being a division.
Manage budget preparations and monitoring.
Manage personnel administration and work on providing effective resolution of human resource issues in support
of department divisions.
Continue the pursuit of grants and advocate for state and federal dollars to enhance our transportation system.
Complete effort of partnering with the federal aviation administration on the update of airport layout plan.
Successful implementation of utility master plans for the water, wastewater, and surface water utilities and review
of financial challenges to plan implementation.
Migration of work orders and GIS systems into integrated asset management system to better track performances
and system conditions, more data‐driven infrastructure investments.
Expenditure Budget by Category ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 225,818 273,720 258,342 278,941 337,192 297,176 313,078 6.5% 5.4%
Personnel Benefits 78,780 104,109 88,989 109,139 142,168 116,449 124,081 6.7% 6.6%
Supplies 1,488 800 1,021 800 800 800 800 0.0% 0.0%
Other Services and Charges 26,900 1,650 795 1,650 1,650 1,650 1,650 0.0% 0.0%
Interfund Payments 67,753 117,712 97,115 121,411 139,410 137,878 142,907 13.6% 3.6%
Total 400,739 497,991 446,262 511,941 621,219 553,953 582,516 8.2% 5.2%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-115Budget by Department - Public Works
Airport Division
Mission
Operate the City of Renton’s municipal airport in a safe and fiscally responsible manner in support of general, business, and
manufacturing aviation users through the administration of leases, fees, and user charges, the implementation of capital
improvement programs, and in accordance with the federal aviation administration policies and procedures.
2021/2022 Accomplishments
Completed staff reorganization and hired new positions to improve processes.
Applied for funding to upgrade air traffic control tower.
Completed office design for airport administration due to seismic concerns with current office space.
Began negotiation of arbitration process for Boeing leaseholds.
Initiated a rates and fees study to increase revenue and better align associated operating costs.
Submitted airport layout plan to the federal aviation administration for final approval.
Continued federal funding advocacy for the staff at the City of Renton’s air traffic control tower as needed.
2023/2024 Goals
Secure funding and initiate construction of the control tower seismic retrofit and first floor remodel projects.
Complete preliminary engineering for the taxiway alpha rehabilitation project.
Complete repair and mitigation for the cedar river flood event.
Complete construction of the Lake Washington shoreline mitigation project.
Adoption of update to the airport layout plan.
Complete the annual reporting for the sustainability management plan.
Hold quarterly City of Renton airport advisory committee meetings.
Complete the plans and specifications for the creation of additional general aviation tie‐downs in the northwest
corner of the airport property.
Continue federal funding advocacy for the staff at the City of Renton’s air traffic control tower as needed.
Complete a request for information or request proposal for the development of the southeast corner of the airport.
Expenditure Budget by Category ‐ Airport
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 590,282 803,443 690,238 847,467 920,140 938,486 989,059 10.7% 5.4%
Part‐Time Salaries 7,625 17,680 11,134 17,680 17,680 17,680 17,680 0.0% 0.0%
Overtime 38,226 40,000 47,648 40,000 40,000 40,000 40,000 0.0% 0.0%
Personnel Benefits 248,908 437,214 318,325 467,350 479,445 433,852 461,621 ‐7.2% 6.4%
Supplies 35,564 35,630 41,704 35,630 39,471 47,630 47,630 33.7% 0.0%
Other Services and Charges 366,526 440,150 363,667 440,150 472,850 454,150 454,150 3.2% 0.0%
Capital Outlay 30,650000000N/AN/A
Interfund Payments 314,510 393,723 344,095 401,957 448,996 445,696 457,549 10.9% 2.7%
Transfer Out 1,363 0 16,130 0 0 0 0 N/A N/A
Operating Total 1,633,655 2,167,840 1,832,940 2,250,234 2,418,582 2,377,494 2,467,688 5.7% 3.8%
CIP 278,674 827,000 1,208,625 677,000 6,974,577 10,000 250,000 ‐98.5% 2400.0%
Total 1,912,329 2,994,840 3,041,565 2,927,234 9,393,160 2,387,494 2,717,688 ‐18.4% 13.8%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Airport
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Operation 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.0% 0.0%
Total FTE 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Intermittent FTE 0.23 0.64 0.31 0.64 0.64 0.64 0.64 0.0% 0.0%
Temp/Intermit Pay & Ben 9,522$ 26,458$ 12,802$ 26,458$ 26,458$ 26,458$ 26,458$ 0.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-116Budget by Department - Public Works
Maintenance Services Division
Mission
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 and
perform administrative, customer service contact, and record systems management.
2021/2022 Accomplishments
Street Maintenance
85% of the citizens contacting the division rate our service as satisfactory.
A street overall condition index (OCI) rating of 70 or above was maintained.
Within the resources provided, kept the City of Renton’s rights‐of‐way as clean as possible.
Continued increased litter collection along city streets.
Water Maintenance
High‐quality water is provided in sufficient quantity.
Ensure security, maintain reservoirs, valves, pressure‐reducing valves, etc.
Wastewater Maintenance
Surface water flooding and sewer overflows are minimized.
Maintain ponds, pipes, and culverts, effect repairs, and CCTV of pipes to develop repair and replacement plans.
Fleet Maintenance
Ensure safe, available, and reliable vehicles and equipment.
Replace vehicles annually that have reached the end of their useful life.
2023/2024 Goals
Street Maintenance
Within the resources provided, keep the City of Renton’s rights‐of‐way as clean as possible.
85% of the citizens contacting the division rate our service as satisfactory.
A Street overall condition index (OCI) rating of 70 is maintained through preventative maintenance and asphalt
repairs.
Additional resources to increase cleaning the City of Renton’s right of way.
Water Maintenance
High‐quality water is provided in sufficient quantity.
Reduce the amount of water loss due to system issues.
Wastewater and Surface Water Maintenance
Surface water flooding and sewer overflows are minimized.
Identify and reduce the amount of inflow and infiltration to the sewer system.
Meet annual inspection and maintenance requests of the NPEDS permit.
Fleet Maintenance
Ensure safe, available, and reliable vehicles and equipment for the city’s use.
Begin integration of electric vehicle into the city’s fleet.
2023/2024 Adopted Budget City of Renton, Washington
3-117Budget by Department - Public Works
Expenditure Budget by Category ‐ Maintenance Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 6,834,663 7,316,404 6,597,947 7,539,112 7,861,445 8,298,366 8,713,687 10.1% 5.0%
Part‐Time Salaries 0 27,694 0 37,258 37,258 27,694 37,258 ‐25.7% 34.5%
Overtime 161,269 160,011 180,326 160,011 160,011 160,011 160,011 0.0% 0.0%
Personnel Benefits 3,111,330 3,850,509 3,119,768 4,079,769 4,138,610 4,235,325 4,499,795 3.8% 6.2%
Supplies 2,373,552 2,921,033 2,767,793 2,921,033 3,071,205 2,926,033 2,926,033 0.2% 0.0%
Other Services and Charges 20,496,549 19,965,964 21,516,483 20,054,003 21,178,475 22,021,657 23,237,156 9.8% 5.5%
Capital Outlay 1,902,622 2,165,923 446,550 1,528,340 4,194,852 2,291,923 2,188,923 50.0%‐4.5%
Interfund Payments 4,032,849 6,393,854 5,007,030 6,378,581 5,998,040 5,358,176 5,385,501 ‐16.0% 0.5%
Transfer Out 4,811 0 18,434 0 133,033 0 0 N/A N/A
Total 38,917,645 42,801,392 39,654,330 42,698,107 46,772,930 45,319,185 47,148,364 6.1% 4.0%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Maintenance Services
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 0.0% 0.0%
Street/Solid Waste 23.46 23.46 23.46 23.46 25.46 25.46 25.46 8.5% 0.0%
Water 26.12 26.12 26.12 26.12 25.79 25.79 25.79 ‐1.3% 0.0%
Wastewater/Surface Water 27.97 27.97 27.97 27.97 28.30 28.30 28.30 1.2% 0.0%
Fleet 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Total FTE 92.00 92.00 92.00 92.00 94.00 94.00 94.00 2.2% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-118Budget by Department - Public Works
Sustainability and Solid Waste Section
Mission
Provide leadership, planning, resources, and programs that enable the department to advance zero waste, prevent pollution,
reduce carbon emissions, and conserve natural resources in a manner that is responsive to the needs of customers and the
community, delivers value, and is consistent with the city’s business plan.
2021/2022 Accomplishments
Solid Waste Utility
In collaboration with Republic Services, provided comprehensive and reliable recycling, organics, and garbage
collection and account management services to the city’s residents and businesses thereby improving overall
sanitation of the city in addition to reducing the city’s overall contribution of waste to landfill.
Provided expanded recycling at city facilities that included printer cartridges, styrofoam, and food waste composting;
public drop boxes for household batteries; and organics collection at city‐sponsored events and programs, including
the city community gardens, and the farmer’s market.
Implemented three special recycling events to provide opportunities for residents to recycle materials not collected
at the curb including scrap metal & large appliances, mattresses, cardboard, tires, styrofoam, documents for
shredding, and collected donated food for the salvation army and Renton food bank. Collected over 53 tons for
recycling, keeping valuable material in the economy and out of the landfill.
Initiated the shift green program that partners with Renton auto supply and service retailers including O’Reilly’s,
AutoZone, Gary’s Quick Lube, Brown Bear, and mobile service providers to promote recycling of used motor oil and
oil filters. Developed retailer and customer information and marketing materials, a longitudinal data collection
methodology for measuring changes in the collection of used oil and oil filters, and a do it yourself (DIY) oil generation
model. Promoted the program through social media, city newsletters, and public engagement, including outreach
at the return to Renton car show.
Implemented a pilot residential recycling anti‐contamination program to improve the quality of recyclables
processed at the local material recovery facility and increase the recycling of materials that retain value in the
market. Provided cart‐tagging to inform customers of contaminates in their recycle cart, and “Recycle Right”
guidelines.
Collaborated with regional recycling partners to develop and implement strategies to decrease contamination in
recycling and organics collection programs. Updated residential and commercial recycling guidelines to reflect
changes in regional recycling practices to discourage contamination of collection container materials.
In 2021, provided critical education and outreach to customers related to COVID‐19 via social media channels, city
Republic Services websites, and contributions to newsletters to communicate changes in material preparation and
collection safety standards.
Completed a solid waste rates and financial policy review that resulted in the adoption of rates and policies that
stabilize and restore more equitable rates between customers for the long‐term sustainability of the fund, while
preserving service standards and programs that continue to deliver results for the city’s environmental stewardship
commitments.
Advocated for expansion of King County cedar hills landfill to provide disposal options through 2046 and the
selection of one of two onsite locations for the development of its support facilities. Provided written comment to
King County addressing significant adverse impacts of potential selection of the City of Renton offsite location for
the development of the landfill support facilities.
2023/2024 Goals
Sustainability & Solid Waste
Lead, support, and serve as a department resource for the development of strategies, actions, and plans that
contribute to the city’s commitment to reduce greenhouse gas (GHG) emissions and enhance climate resiliency.
Inventory existing programs, activities, and applications to document current efforts that address sustainability and
build climate resiliency. Research successful programs and new innovations applicable to a public works
environment.
2023/2024 Adopted Budget City of Renton, Washington
3-119Budget by Department - Public Works
Co‐lead the clean economy strategy update and steward the plan’s adoption.
Lead an electric vehicle (EV) action plan and program development that identifies EV infrastructure and policy needs,
and current gaps in service, and makes recommendations for strategies and actions to expand and enhance EV
access across the city through public and private collaboration and investment.
Increase building energy savings through a variety of strategies including implementation of a public energy
conservation education campaign, support of city and community solarization and green energy investments, and
implementation of other energy efficiency and weatherization efforts.
Bring our sustainability stories to life for our community through the communication of successes and illustrate the
value sustainability and conservation projects provide to their lives. Provide opportunities for the community to
engage with sustainability through hands‐on conservation programs and events.
Build capacity within the city to increase and effectively implement sustainability, climate action, and environmental
programs that benefit the community by initiating and supporting a city cross‐departmental staff “Green Team” that
increases knowledge and awareness, develop skills and tools, and promotes best management practices.
In collaboration with the saving water partnership, develop, implement, and increase residential and youth water
quality and conservation education and outreach programs and presentations.
In coordination with Republic Services, continue to provide comprehensive recycling, organics, and garbage
collection, the clean sweep, no fee junk collection program, and account management services to city residents and
businesses to improve livability and overall sanitation of the city.
Adopt a zero‐waste plan that provides strategies to eliminate waste, prevent pollution, encourages product
durability and reuse, and conserves natural resources.
Continue to represent the city through participation in regional forums such as K4C, metropolitan solid waste
advisory committee (MSWAC), the RE+ task force, and other opportunities that arise.
1The 2022 estimated budget is reflected in various other public works divisions’ budgets. Beginning 2023, the budget is consolidated under the new
sustainability & solid waste section.
Expenditure Budget by Category ‐ Sustainability & Solid Waste
2020 2021 2021 2022 2022 2023 2024 Change Change
Actual Orig Bdgt Actual Orig Bdgt Estimate Adopted Adopted 2022‐2023 2023‐2024
Regular Salaries 0 0 0 0 0 488,590 507,093 100.0% 3.8%
Personnel Benefits 0 0 0 0 0 268,218 284,128 100.0% 5.9%
Supplies 0 0 0 0 0 2,999 2,999 100.0% 0.0%
Other Services and Charges 0 0 645 0 4,875 211,158 211,158 100.0% 0.0%
Interfund Payments 0 0 0 0 0 49,252 50,744 100.0% 3.0%
Transfer Out 0 0 0 0 0 1,920 1,920 100.0% 0.0%
Total 0 0 645 0 4,875 1,022,137 1,058,043 100.0% 3.5%
Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Sustainability & Solid Waste
2020 2021 2021 2022 2022 2023 2024 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2022‐2023 2023‐2024
Sustainability 0.00 0.00 0.00 0.00 5.50 5.50 5.50 100.0% 0.0%
Total FTE1 0.00 0.00 0.00 0.00 5.50 5.50 5.50 100.0% 0.0%
2023/2024 Adopted Budget City of Renton, Washington
3-120Budget by Department - Public Works
Transportation Systems Division
Mission
To plan, design, construct, operate, and maintain the city’s transportation system to assure the health and safety of the
general public in a skillful, professional, and caring manner that enhances the lives of its residents and business customers.
The division aggressively pursues mobility improvements that benefits the City of Renton and the region consistent with the
city’s business plan goals.
2021/2022 Accomplishments
Design
Completed design and construction documents, right‐of‐way acquisition, completed the construction obligation
process, advertised the project for bids, evaluated bids and awarded a construction contract for the Rainier&