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RENTON. AHEAD OF THE en on
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Renton City Hall • 1055 South Grady Way • Renton,Washington 98057 • rentonwa.gov
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Renton: The center of opportunity in the Puget Sound
Region where families and businesses thrive
M0 o The City of Renton, in partnership and
RROR0IMcommunication with residents, businesses,
and schools, is dedicated to:
o Providing a healthy, welcoming atmosphere where citizens choose to live, raise families,
and take pride in their community
■ Promoting planned growth and economic vitality
■ Valuing our diversity of language, housing, culture, backgrounds and choices
■ Creating a positive work environment
+� ■ Meeting service demands through innovation and commitment to excellence
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Meet the service Manage growth Influence Promote Promote citywide
demands that through sound decisions that Strong economic
contribute to the urban planning impact the city Neighborhoods development
livability of the Foster development of Demonstrate leadership by Support the vitality and Promote Renton as the
community vibrant,sustainable, developing and maintaining positive appearance of progressive,opportunity-
attractive,mixed-use partnerships and investment neighborhoods through rich city in the Puget Sound
Prioritize services neighborhoods in strategies with other community involvement
region
at levels that can be established urban centers jurisdictions that improve Encourage and partner in
sustained by revenue Uphold a high standard services the development of quality Capitalize on growth
opportunities through bold
Plan,develop and of design and property Aggressively pursue housing choices for people
maintain quality services, maintenance throughout transportation and other of all ages and income levels and creative economic
infrastructure,and amenities the city regional improvements and services that improve quality development strategies
Ensure the safety,health,
Respond to growing Provide a balance between of life and security of citizens Recruit and retain
service demands while housing and high-quality through effective service businesses to ensure a
meeting the unique jobs Advocate Renton's delivery dynamic,diversified
requirements of a diverse Maintain services to interests through state and Promote pedestrian and employment base
population through current residents while federal lobbying efforts
bicycle linkages between Continue redevelopment
partnerships,innovation,and welcoming annexation areas neighborhoods and efforts downtown, in the
outcome management that desire to become part community focal points
Highlands,and South Lake
of Renton
Retain a skilled workforce nt
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by making Renton the Washington-
municipal employer of
choice "
Balance development wit , ��Y
environmental protection
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RENTON.THE CENTER OF OPPORTG y
Bum, eaRI) Ham Acdama o 20009=26Rzfi
Meet the service demands that contribute to the livability of the community
2009-2014 Actions:
• Develop a long-term strategy to meet staff facility needs including the potential of construction of a new city hall in downtown Renton(that improves efficiency by centralizing City
staff,enhances services and convenience for residents and other customers,and contributes to the continued revitalization of the City's historic business district.)
• Design and construct a new Maintenance Facility.
• Design and construct a Fire&Emergency Services facility to enhance service levels in Kennydale and other neighborhoods in the northern portion of the City.
• Develop a plan to increase public access and enjoyment of the Cedar River through the City's Urban Center.
• Complete and implement the Parks,Recreation and Open Space Plan which identifies needs and funding for acquisition and development.
• Enact the recommendations of the Renton Library Master Plan that provide the desired level of service for library customers.
• Develop and implement on-line systems to improve customer service and increase options for how residents get City services.
• Improve the City's Fire Rating to reduce insurance costs.
• Establish a CERT Team in each Community Planning Area to better prepare business and residents in the case of an emergency.
• Implement a Community Planning initiative to align the City's Comprehensive Plan with related activities by geographic areas of the City through engagement with the communities
themselves.
Establish service delivery standards through the development of a Fire and Emergency Services Master Plan.
• Complete the Renton History Museum's Master Plan and review the recommendations.
Manage growth through sound urban planning
2009-2014 Actions:
Develop a plan by which large scale annexations could occur without negatively impacting the existing City over time.
• Review and update development regulations and mitigation fees to balance sound land use planning,economic development and environmental protection while improving efficien-
cies.
• Complete the State-mandated Shoreline Master Program update.
• Develop"low-impact"and"green"development incentives.
Influence decisions that impact the City of Renton
2009-2014 Actions:
• Work with the State Legislature and King County to extend or develop funding mechanisms to offset the anticipated cost of future large-scale annexations.
• Work with The Boeing Company and other aerospace companies to increase the number of industry related jobs in Renton.
• In partnership with other cities,build a regional misdemeanant correctional facility.
• Work with the King County Ferry District to ensure a future passenger ferry route on Lake Washington serves Renton.
• Aggressively pursue development of a Bus Rapid Transit network along the Interstate 405 corridor.
• Pursue a concept for a streetcar or another mode of meaningful high capacity transit connecting South Lake Washington,Downtown,
and the Longacres Commuter Rall Station.(refer to Transportation Committee)
• Increase the frequency and number of bus routes connecting the Renton Highlands and The Landing and Downtown Renton.
• Enhance the partnership between the City and the Renton School District by pursuing joint operating agreements for like services
and other potential efficiencies.
• Develop strategies to improve response times for advanced life support services.
• Partner with King County and neighbor cities to mitigate the impact of FEMA's updated FIRM map.
Promote strong neighborhoods
2009-2014 Actions:
• Work with the Renton Housing Authority and Renton School District to redevelop the North Highlands Community Center and other publicly-owned properties in the Harrington
neighborhood to expand affordable housing capacity,while improving the services and amenities available to the neighborhood.
• Review the recommendations of the Highlands Task Force and work to improve the quality of life in the neighborhood.
• Develop and implement an"Affordable Housing"initiative with the goal of increasing the capacity of housing units affordable to people at various income levels throughout the City.
• Improve the sense of safety in the community.
• Complete regional trails through Renton including the Lake Washington,Springbrook/Interurban,and Cedar River Trails.
• Through existing capital improvement planning,improve pedestrian connections city-wide,including the connection of The Landing
to the Harrington neighborhood.
• Coordinate with the various arts groups in the City to establish a cultural arts master plan.
• Achieve"Tree City USA"status.
Create forums and strategies to better engage the City's diverse population. ` v
Investigate the ways that a historic preservation plan could contribute to maintaining Renton's distinct character.
Promote citywide economic development
2009-2014 Actions:
• Aggressively pursue the redevelopment of the Quendall Terminals and Pan Abode properties to their highest and best use.
• Aggressively pursue redevelopment of the Sound Ford,Bryant Motors/Don-a-Lisa Hotel,and Stoneway properties.
Aggressively recruit new high-profile and high-wage employers to locate in marquee office development opportunities in Renton.
Direct redevelopment of the Landing-Phase II properties to their highest and best use,while mitigating impacts to the surrounding neighborhood.
• Engage key downtown property owners and encourage the timelyredevelopment
and/or renovation of aging buildings.
• Through a public/private partnership,establish facilities
for the use of seaplane and land-based aircraft. , Y O�
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OF OPPORT
REVN1� YQ
Q CENTER �'N r
Mayor Denis Law
Renton City Council
From left to right: Rich Zwicker(12/09), Don Persson (12/11),
Terri Briere (12/09), Marcie Palmer(12/11), King Parker(12/11),
Randy Corman (12/09), and Greg Taylor(12/11)
Boards, Commissions, and Committees Location Day Time
ADVISORY COMMISSION ON DIVERSITY Liberty Park 2nd Wednesday 6:30 p.m.
Antonio Cube,Sr.,Sandel Demastus,Vern Nichols,Charles Thomas,Lari White,Barbara Clark-Elliott,Raymond Lam,Kathleen Booher,Serena Aquino(youth)
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
Airport at Large:Vacant(Greg Garner),Diane Paholke, Highlands Neighborhood:Michael O'Halloran,Michael Krohn
Vacant(Michael Rogan),Vacant(Todd Banks) Kennydale Neighborhood: Marleen Mandt,Vacant(Colleen Ann Deal)
Airport Leaseholders:Michael O'Leary,Roger Ingersoll, North Renton Neighborhood:Lee Chicoine,Vacant(Beverly Franklin)
Frank Marshall,Michael Rice Renton Hill/Monterey Terrace:Michael Schultz,Dina Davis
Aircraft Owner's&Pilot's Associations:Robert Dempster,Karen Stemwell South Renton Neighborhood:Robert Moran,Vacant(Robert Bonner)
The Boeing Company:Vacant(Mr.Jan Fedor) Talbot Hill Neighborhood:Jennifer Ann Rutkowski,Matthew Devine
WA Pilot's Association:Alfred Banholzer West Hill Neighborhood:Roger Lewis,John Middlebrooks
Mercer Island:Elliot Newman
CIVIL SERVICE COMMISSION 15f Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m.
Richard Fisher,William Larson,James Matthew,James Phelan,Andee Jorgensen
CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed
Celeste Brady,Jessica Burns,Sue Campbell,Theresa Clymer,Alberto Diaz,Sergio Fernandez,Alejandro Garcia,Ila Hemm,Kay Hermann,Ken Hoben,Nancy Hoben,
Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sonja Kyes,Sonja Mejlaender(City staff),Ted Rodriguez,Salvador Sahagun,Suzanne Thompson,Rich Wagner
FIREMEN'S PENSION BOARD Mayor's Conf.Rm. 3rd Thursday 1:30 p.m.
Ray Barilleaux(Retired Firefighter),Denis Law(Mayor),Don Persson(City Council),Bonnie Walton(City Clerk),Jill Mosunaga(Finance Department Rep.),
Bruce Phillips(Retired Firefighter),Chuck Christensen(Retired Firefighter[Alternate]) '
HUMAN SERVICES ADVISORY COMMITTEE 7th Fir.Council Conf.Rm. 3rd Tuesday 3 p.m.
Margie Albritton,Rob Spier,Linda Mae Smith,Anthony Costanti,Rolf Dragseth,Charles Gray,Elizabeth Stevens,Samantha Williams(youth),Robin Jones,
Alicia Glenwell,Adria Krail '
LEOFF BOARD 1st Fir.HR Conf.Rm. 4th Tuesday 8a.m.
Richard Anderson(Police),Chris Hanson(Fire),Greg Taylor(City Council),King Parker(City Council),Jim Phelan(At-Large)
LIBRARY BOARD Renton Public Library 2nd Thursday 7 p.m. '
Peter Hartley,John DuBois,Heather Nugent,Vacant(Mr Kelly Bailey),Catherine Ploue-Smith,Vacant(youth),Amy Pieper
MUNICIPAL ARTS COMMISSION" 7th Fir.Council Conf.Rm. istTuesday 4:30 p.m. ,
Frederick Lund,Jerri Everett,Evelyn Reingold,Linda Middlebrooks,Denise Zullig,Michael O'Halloran,
Wesley Van Doren,Doug Kyes,Patricia Pepper,Valerie Gower,Britt Peterson,Dalia Amin
NISHIWAKI SISTER CITY ADVISORY COMMITTEE' 7th Fir.Council Conf.Rm. 2nd Tuesday 4:30 p.m. '
Pat Auten,Theresa Clymer,Steve Dobson,Wyman Dobson,Becky Gibbs,Sonja Mejlaender(City staff),Richard Morris,Nancy Osborn,Roger Richert*,Ray Sled,
Betty Vaughn
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park 1st Thursday Semi- 4:30 p.m. '
Building Annually June&Dec.
Bob Elliot,Margaret Feaster,Dorothy Flower,lean Hobart,Pete Maas,Craig Paynter,Robert Peterson,Frances Pieper,Janene Sestak,Paul Wantzelius
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m. '
Cynthia Burns,AI Dieckman,Michael O'Donin,Ron Regis,Larry Reymann,Timothy Searing,Troy Wigestrand,Vacant(youth)
PLANNING COMMISSION Council Chambers 2nd and 4"Wednesdays 6 p.m. '
Kevin Poole,Ed Prince,Ray Giometti*,Michael Chen,Gwendolyn High,Nancy Osborn,Lisa Brines,Michael Drollinger,Shawn Duffee
RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.
Merna Wheeler,Salley Eastey,Steve Maxwell,Gerald Marsh,Maxine Anderson '
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m.
Fern Ziebell,Mary Lou Gilbert,Mary Brown,Ben Cheney,Ruby Griffin,Eric Eastberg,Marge Cochran-Reep,Emilie McCue,Elaine Koehler,Mary Ann Ellingson, '
Mary Burns-Haley,Edie-Mae Lawyer,Rose Warren,Douglas Gregory,Jane Goodwin
*Chair/contact Vacancies and expired appointments are shown in italics
**No Meeting in August Updated 10/01/2009
***No meeting in July/August '
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
' Budget Presentation
Award
' PRESENTED TO
City of Renton
Washington
for the Fiscal Year Beginning
January 1, 2009
' Prailcnt t:recutico Piratur
IPtw
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Budget Presentation to the City of Renton for its
annual budget for the fiscal year beginning January 1, 2009. In order to receive this
award, a government unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan, and as a
communication device. The award is valid for a period of one year. We believe this
budget continues to conform to program requirements and we will submit the final 2009
Budget to GFOA to determine its eligibility for another award.
F
City of Renton, Washington
r y Y
2010 ANNUAL
BUDGET
JN
Acknowledgments
Iwen Wang Finance and Information Technology Administrator
Jill Masunaga Senior Finance Analyst
Kristi Rowland Senior Finance Analyst
Tina Hemphill Finance Analyst III
Vidyalakshmi Vinod Finance Analyst 111
Hai Nguyen Finance Analyst III
Janee Hall Finance Analyst 11
Tracy Schuld Accounting Supervisor
Cindy Zinck Financial Services Manager
Mary Roy Administrative Assistant
Karl Hurst Print and Mail Coordinator
Beth Haglund Form/Graphic Technician
Contact
Renton City Hall
1055 South Grady Way
Renton,Washington 98057
Phone: 425-430-6868
Fax: 425-430-6855
Website: rentonwa.gov
Table of Contents
Page
EXECUTIVE SUMMARY
Budget Message from the Mayor 1
2010 Budget Highlights 15
Major Revenues 33
Financial Management Policies 49
Budget at a Glance 59
RENTON RESULTS
Renton Results 79
BUDGET BY DEPARTMENT
Legislative 125
Executive 131
Court Services 143
City Attorney 147
Community and Economic Development(CED) 153
Finance and Information Technology(FIT) 169
Human Resources and Risk Management(HR&RM) 177
Police Department 185
Fire and Emergency Services Department 199
Community Services 207
Public Works(PW) 229
Other City Services 253
DEBT MANAGEMENT
Debt Margin Overview 255
Debt Service to Maturity by Funding Sources 256
General Obligation Debt Computation of Limitation of Indebtness 256
Outstanding Debt 257
General Obligation Debt 258
Waterworks Debt Summary 262
Revenue Bonds 262
Public Works Trust Fund Loans 265
Golf Course Debt Summary 267
CAPITAL INVESTMENT PROGRAM
City Wide Summary 269
General Government 271
Internal Service Funds 309
Transportation 315
Airport 357
Golf Course 377
Water 385
Wastewater 395
Surface Water 423
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Table of Contents '
Page '
BUDGET BY FUND
General Governmental 455
Special Revenue 470
Debt Service 477
Capital Investment Program 479
Enterprise 488
Internal Service 507
Investment Trust 516
APPENDIX
General Information 517
Principal Employers 519
Full-Time Employee Staffing 520
Comparison of Taxes and Rates 521 ,
Index of Positions and Pay Ranges 522
Fee Schedule 531
Budget Glossary 542 '
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RENTON CITIZENS ,
MAYOR MUNICIPAL COURT JUDGE
CITY COUNCIL Denis Law Terry Jurado '
Don Persson,President 425-430-6500 425-430-6550
Randy Corman,Marcie Palmer,Terri
Briere,King Parker,Greg Taylor,Rich
Zwicker
425-430-6500
1
CHIEF ADMINISTRATIVE OFFICER
Jay Covington
425-430-6500 — '
----—
COMMUNITY SERVICES PUBLIC WORKS COMMUNITY AND ECONOMIC EXECUTIVE
'
Terry Higashiyama,5Administrator Gregg Zimmerman,Administrator Alex Pietsch,Administrator DEVELOPMENT Marty
Wine,Assistant CAO
4225-43430--6600 425-430-7394 425-430-6500
425-430-6580
Facilities Maintenance Services Economic Development and Mayor's Office
Peter Renner,Director Michael Stenhouse,Director Neighborhoods ,
Suzanne Dale Estey,Director
Parks Planning&Natural Transportation Systems City Clerk/Cable Manager
- Resources Vacant,Deputy PW Development Services Bonnie Walton,City Clerk
Leslie Betlach,Director Administrator Neil Watts,Director
Hearing Examiner
Recreation Utility SystemsPlanning Fred Kaufman,Hearing
Kris Stimpson,Interim Director Lys Hornsby,Director Chip Vincent,Director Examiner
Human ServicesCommunications
Karen Bergsvik,Manager Preeti Shridha r,Director
Library
Bette Anderson,Director
Renton History Museum
Elizabeth Stewart,Manager
Community Resources and
Events
Parks&Golf Course
Kelly Beymer,Director
POLICE FIRE AND EMERGENCY SERVICES HUMAN RESOURCES&RISK FINANCE AND INFORMATION
Kevin Milosevich,Chief Mark Peterson,Interim Chief/ MANAGEMENT TECHNOLOGY
425-430-7503 Administrator Nancy Carlson,Administrator Iwen Wang,Administrator
425-430-7501 425-430-7650 425-430-6858
Support Operations Bureau Response Operations Human Resources
Chuck Marsalisi,Deputy Chief Mark Peterson,Deputy Fire Eileen Flott,Manager7 Finance
Chief Vacant,Director
Special Operations Risk Management ._
Safety and Support Services Robin Robertson,Manager Information Technology
Investigations George McBride,Director
Community Rlsk Reduction Benefits
Administrative Bill Flora,Deputy Fire Chief
Services
Emergency Management
Staff and Auxiliary Deborah Needham,Director
Services
CITY ATTORNEY
Field Operations Bureau Larry Warren,Administrator
Tim Troxel,Deputy Chief 425-255-8678
Patrol Services
Patrol Operations
To the Honorable members of the Renton City Council:
appreciate this opportunity to present to you our balanced budget proposal for
2010.
1 believe this budget represents a turning point in the fiscal management of our
city for years to come.
You are well aware that we are in the middle of an economic recession of a scale
not seen since the Great Depression. Foreclosures, and all the factors related to
them, continue to affect our neighborhoods. The state and King County continue
to report huge deficits leaving cities to deal with the fallout of their cuts in
service. People and businesses are struggling, and many of the things that
improve the quality of life for our residents are in jeopardy.
But this is also an opportunity for us to examine ourselves carefully and we have
begun the process of reinventing ourselves as a provider of city services.
For a number of years, local government has been headed for a financial crisis
brought on by a structural flaw in our source of funding. Property tax growth,
which used to be our main revenue source, is capped by state law at 1% growth
per year, and yet the cost of doing business in normal economic times increases
annually at a rate closer to 4%. For a number of years, this city and most of the
others in this state have been living on revenue from a booming economy and
extensive commercial and residential development. Sales tax revenues and other
one-time money has allowed us to keep up with the rising cost of providing public
safety, parks, roads, and other services.
It's predicted that it will be many years before we experience the level of
economic growth of the past decade.
This strategy — reliance on growth and economic development as a way to
balance the city's budget — has been significantly impacted by the national
recession, leaving an large gap needed to pay for the level of city services our
citizens have come to expect.
A complex system of taxation leaves the public with a false assumption that they
are already paying the bulk of the cost for these city services. However, of the
total amount paid for property tax, less than 25% goes to support all of the city
w Executive Summary-Mayor's Message Page 1 of 548
services received by our citizens. The remainder goes to the county, local and
state schools, the Port of Seattle, Medic 1, King County Ferry District and King
County Flood District.
The amount of property tax that an average home owner in Renton pays to the
city is about $850 per year. So for an average of $70 a month for a typical
residential family, our citizens receive fire and emergency medical services, police
protection, street maintenance, and wonderful parks and trails.
I point this out to you, not to suggest that this is not a lot of money for many of ,
our residents on small and fixed incomes, but to emphasize that our property tax
system, which groups all of the taxing districts into one statement, makes it
difficult for citizens to actually see how much local service they receive, from the '
city portion of their annual property taxes.
A history of wasteful government spending has created a high level of mistrust
with taxpayers on how their dollars are being spent. Every level of government,
from the White House to City Hall, tends to be painted with the same brush. In ,
Renton, our employees work hard to improve our efficiencies and focus on
providing quality service to our citizens. There's more we can do. But we can no
longer depend on one-time resources to pay for the bulk of these services.
In collaboration with our citizens, we must determine our priorities and continue
to look for more efficient ways to do business. Failing to tackle this challenge will
erode the quality of life in our city. ,
For you and me, and our 83,000 residents, that outcome is unacceptable.
We've already made significant cuts during the past 18 months to balance our
budgets. We have eliminated almost all travel and training, curtailed or ,
postponed purchases of equipment, and delayed needed maintenance. But these
were quick-fix solutions and are not sustainable.
This budget goes well beyond the hiring freeze and spending cuts that were
implemented last year to meet the drop in revenues. ,
Today's proposed budget is balanced, maintaining core responsibilities, and 3.5%
lower than last year's adopted budget. This budget reduces our workforce by '
12%.
Executive Summary-Mayor's Message Page 2 of 548 t
We will not raise taxes next year. Renton is probably one of the only jurisdictions
in our region that will not exercise the authority we have to raise the property
tax. This is not a time to impact our citizens with tax increases to fill our revenue
shortfall.
Like a household budget, we need to reduce our spending. We will make critical
choices about how to spend tax dollars we have to keep our city's finances strong.
Making decisions on what to cut is not easy. Although our 2010 budget will be
smaller than last year's, we will take no shortcuts in our commitment to protect
critical city services.
To achieve the cuts in this budget, we made some significant changes in our
processes.
We started earlier. We set clear objectives. We embarked on the path to reinvent
ourselves as an organization and clearly define our priorities.
We sought the ideas and recommendations of staff from every department to
determine the programs and services that we will be able to offer our citizens
next year. And, this year's budget takes the lead on multiple fronts to improve
how we will do business in the future.
First, we continue to find innovative, creative and cost effective approaches to
service delivery, whether it's fighting crime, preventing fires, disposing of solid
waste, or building a park.
Our recent partnership with local residents to fund an off-leash dog park near the
Renton Community Center is a great example of a creative solution that responds
to a community need, even though we had very limited financial means. We
collaborated with members of the community, who were able to raise the needed
funds and volunteer labor from local residents and businesses.
Second, we continue our efforts to diversify how we utilize the city's revenues
and seek other sources of funding such as grants.
Our photo enforcement program is an example where we have been able to make
our streets safer while dedicating any excess revenues generated from this
program to providing additional police services. This past summer, we used these
revenues to help pay for additional police presence and security in our
Executive Summary-Mayor's Message Page 3 of 548
neighborhoods and parks and the Transit Center, something our citizens have
been requesting for years.
We continue to do all we can to access new grant resources and to use acquired
funds to improve our city's sustainability. This year we expect to receive a total of
nearly $5 million in grant funding for various important projects: almost $2 million ,
for the construction and improvements to Rainier and Shattuck Avenues, over
$1.5 million for police officers, and over $600,000 for energy efficiency and
conservation projects.
Third, we took a non-traditional approach to our budget process. Using zero-
based budgeting, we focused on establishing core city services that are valued by
our citizens, or are mandated, identifying key indicators to evaluate how ,
effectively we are delivering these services, and making choices on how we invest
for the future.
Rather than building on a previous year's budget, each city department's budget
started at zero. Programs and activities were reviewed and ranked according to ,
how they meet the community's priorities.
While our citizens have come to expect and enjoy many services that they receive
from the city, some are not vital or mandatory. We have to prioritize between
what is essential and what is desirable. I feel this budget is a prudent blueprint to
meet difficult economic circumstances and lay a foundation for a responsible
future. f
Before I share our key priorities, and some of the impacts of the hard decisions
we are recommending to you, I'd like to give you a financial summary of the 2010 ,
budget.
The city's budget is very much like a typical family's budget. Just as residents earn
income, so does the city. Just as they spend money for essential items and
services, so does the city. Both have to live within their means and it's a constant ,
balancing act.
The 2010 budget totals $212 million. Of that total, $98 million for the General
Fund, which is less than half of our total budget, is available for the bulk of our
city services, with the remainder dedicated to capital budgets and other operating S
funds.
Executive Summary-Mayor's Message Page 4 of 548 j
The city's General Fund provides funding for basic services and is mostly funded
by taxes, including property tax, sales tax and utility taxes. Fees for some services
like building permits also contribute to the General Fund.
The majority of the expenditures in the General Fund — 52% — are dedicated to
public safety— which includes police, courts, fire and emergency services. Other
services including maintenance on infrastructure, parks, recreation, community
services, planning, and economic development — account for 30%, while internal
support services make up the remainder. All of these services are provided by city
employees, which is why the city's largest expense —nearly 66%— is devoted to
wages and benefits.
With the continued decline in the local economy, our preliminary projections
indicated that maintaining current services would result in a gap of about $6
million between revenues and expenditures next year. This shortfall represents
more than 6% of the General Fund Budget.
In order to make up this budget gap, we must reduce our workforce. We are
projecting that we will have to have to lay-off 35 employees and not fill 16
positions that are currently vacant.
When you add these to the 35 positions that we left unfilled last year, we have
lost 12% of our workforce and will be operating with 86 fewer people. In addition
we are reducing our seasonal and part-time staff by approximately 80 positions.
This will have a direct impact on services.
PRIORITIES
Clearly one of our key priorities is public safety and protecting our citizens. But we
are also looking at all the services we provide as a city.
To identify our priorities, department administrators and staff from every
department helped examine our service priorities and identify the key programs
and services expected by our taxpayers. Within each broad core service area,
service expectations and programs and priorities were established and ranked.
Here are the key priorities and service expectations for each:
Safe and Healthy Community: Our citizens want Renton to be a safe and healthy
community.
Executive Summary-Mayor's Message Page 5 of 548
For example, one of our priority programs is the Special Operations Division of the
Renton Police Department that proactively identifies and targets prolific
offenders. As a result, we are much more effective at reducing crime.
Livable Community: Our citizens want high quality facilities, services and public
resources to make Renton a place where people choose to live, learn, work and
play•
Renton prides itself on its strong relationship with its neighborhoods, its beautiful
parks, and its robust pursuit of economic development opportunities. These
remain our priorities and we will continue to look for ways to improve the quality t
of life in the community.
Representative Government: Our community expects Renton to be a
responsible and responsive government.
Our key priority is to provide our citizens access to city government—from the
elected and appointed officials who represent the community as they determine
policy decisions that affect the future of our city, to our municipal court that
offers a fair opportunity for our citizens to be heard.
Mobility: To assure our citizens have safe and efficient access to all desired
destinations, now and in the future.
We will provide a network of streets, sidewalks, trails, and roads that are well
maintained, connect to public and major facilities and make it easy for our
community to have access.
Utilities and Environment: Our community wants a clean, green, and protected
environment with reliable, affordable utility service.
From reliable and safe drinking water to recycling and garbage collection services
to the stewardship of our environment—we will continue our commitment to
these priorities, and preserve and protect our open spaces and natural systems to
meet present and future needs.
Executive Summary-Mayor's Message Page 6 of 548
Internal Support: Specific city departments and services enable other city
departments to operate efficiently and effectively in a safe and sustainable
manner.
Whether it is a qualified, well trained and productive workforce, or the financial
and technological system that supports this workforce, these are systems that
make it possible for city government to function. We will continue to focus on the
best internal support systems so that we can deliver on our promise to provide
high quality service to our citizens.
So as we carefully deliberated on the proposals of each department, division and
program, we put them through the test to see how well they matched these
priorities. If proposals were not mandated or were less critical than others, we
made choices, and—as harsh as this may sound—they were potentially on the
cutting block.
As I mentioned earlier, in order to bring our expenses more in line with our
projected revenues for 2010, we have to lay off 35 employees—each one of them
in important, highly valued positions. Here are some impacts that these cuts will
have on our community:
• In our police department, we carefully scrutinized all the proposed cuts to
ensure that we did not compromise our response times and our ability to
keep our community safe. Some of the proposed budget reductions for the
police department include administrative and clerical staff, resulting in
police officers assuming some of those administrative functions
• In our Fire and Emergency Services Department, there will be no reductions
that impact our ability to provide fast and quality service. In fact, we
propose to restore another full-service aid car to improve our response
time and our service to our citizens. We will continue to hold open
positions that we did not fill last year, not fill an open deputy chief position,
and in addition reduce two fire inspector positions. The community risk
reduction function will be assumed by the Emergency Management
Director, and there will be some reduction in service levels related to
conducting inspections and investigations.
r
Executive Summary-Mayor's Message Page 7 of 548
• In the Community Services Department we are reducing our seasonal/part
time staff by approximately 80, which equates to approximately seven full-
time employees. These reductions will eliminate the Summer Teen Musical ,
program and closure of the recreation buildings at Kennydale, Kiwanis,
Philip Arnold, Teasdale and Tiffany Park. Free summer drop-in youth
programs, volunteer recognition and holiday lights will also be
compromised by total elimination or reductions.
• Other impacts in the Community Services Department include staff
reductions at the museum, reductions in geese control, tree removal,
maintenance supplies, and the current flower program. Decreased
custodial staffing will reduce frequency of cleaning public restrooms.
• While Renton voters will have the opportunity to cast their vote and
consider changing administration of library services in February, currently ,
the city cannot afford the desired level of library services and programs. We
will be forced to make reductions in staffing, materials, and other
programs.
• We are reducing staffing in the Department of Community and Economic
Development by more than 20%. While we can still meet our planning
mandates with less staff, our progress on community plans and the
planning support provided to other city departments will be reduced.
Reductions in current planning and development services staff will increase
the wait time for pre-applications, permit reviews and inspections. While
we are maintaining current staffing levels in Code Compliance, reductions
in other supporting departments will result in delays in cleaning up our
neighborhoods. We will look for ways to allow the Municipal Arts
Commission and the Renton Farmers Market to be self-sustaining in the
future. And, we will continue to build on the popularity of the
Neighborhood Program to enlist the community's support and assistance in
our broader efforts.
• In our Public Works Department we will reduce our transportation capital
project management program, which will increase the timeliness of our
response to citizens' requests regarding street, sidewalk, and traffic
complaints. We will also reduce our work on updating the comprehensive
walkway plan. There will be a decline in the maintenance of streets and
utilities, and reduction of street-side litter collection.
Executive Summary-Mayor's Message Page 8 of 548 ,
• We will provide minimum compliance with the Commute Trip Reduction
program and eliminate our coordination with Sound Transit and King
County METRO, reduce the contribution level of the Transportation
Implementation Plan, reduce street maintenance support, and reduce
administrative support. Many of these reductions will increase our
response time to customers.
• The Finance and Information Technology Department will eliminate project
accounting and contract management, consolidate Financial Analysis and
Debt Services with Financial Planning, reduce overall department clerical
support and move to a biennial budget to reduce production, publication
and staff costs. The reductions in the Information Technology division will
result in reduced capacity to implement automation projects, deferred
upgrades to the telephone and GIS systems, and additional contracted
services.
• Human Resources and Risk Management will eliminate technical staff and
support in both the HR and Risk Management functions. These reductions
will create longer turnaround times for recruitments and significantly limit
our ability to provide training and professional development services.
• The Executive Department, which includes the Mayor's Office and the
Communications Division, will reduce staff and capabilities for print and
mail, leave the communications specialist position unfilled, and eliminate
the part-time videographer/multi-media position. All dues for national
memberships and associations will be eliminated or significantly reduced,
and we will further reduce administrative support. With reduced staffing in
the City Clerk's office, it will take us longer to process requests for records.
As a result of the reductions, the Courts probation officers will have to
spend less time with parolees and more time on administrative functions.
• Even the Council's budget has cuts. The proposed budget will reduce the
- Council travel budget by nearly 60%.
UTILITY FUNDS
The water, wastewater, and surface water utility funds are accounted for and
budgeted for separately, but are managed as a system in accordance with the
city's financial management policies.
Executive Summary-Mayor's Message Page 9 of 548
We worked very hard to keep our rates as low as possible. A modest increase in
utility rates will be required, but Renton's utility rates will remain among the very
lowest in the region. We will be presenting our proposed rates for 2010 to Council
in early November.
In 2010, we expect to reduce our participation in water education projects and
the purchase and distribution of water saving devices. In our solid waste fund, we
will eliminate the Clean-Sweep curbside clean-up and instead focus on customer
service.
CAPITAL FUNDING
As you know, capital projects use dedicated funds, coming largely from state and
federal funding sources, that can't be used for operations.
We have very limited new resources for general capital projects in 2010.
However, we have a few key projects that we are pleased to begin this year.
Of the $29 million in proposed capital projects, over $27 million is for ,
transportation and utility projects, and about $2 million is for other projects.
One of our largest capital projects is the Rainier Avenue project, which will cost $8
million in 2010 and $12 million in 2011 and 2012, with a significant part of the
funding obtained from state and federal funds. t
Renton along with six south county cities is in the process of building a multi-
jurisdictional misdemeanant jail. This collaboration will provide our community
with significant savings in future jail costs.
We have several utility projects including water meter and water main
replacements, the Highlands reservoir replacement, wastewater projects
including the Earlington sewer replacement, and rehabilitation of our lift stations.
The Hardee underpass stormwater system and the new system at Hawks Landing
are among some of the planned surface water capital improvement projects. i
While our work at the Renton Municipal Airport in 2010 will not be as
complicated as the runway repaving we did this year, we are planning to dredge
the seaplane base.
t
Executive Summary-Mayor's Message Page 10 of 548
Across the board, we have found many ways to reduce our costs while minimizing
the impacts to our citizens. This budget makes some necessary and hard
reductions, but preserves core services.
In tough times we are continuing to deliver results. We continue to invest in crime
reduction, public safety, infrastructure, and quality of life programs. We are
showing that smart investments can continue to make Renton a city of
opportunity.
Crime rate as measured by crimes per thousand has decreased by double digits
for the last three years. Currently our crime rate is one of the lowest in South King
County. This wasn't easy and it wasn't an accident. We got to this place because
we made public safety our top priority, and we gave our police officers the tools
they need to be more effective.
This year we responded to several major fires. Two of these were five-alarm fires
that occurred within a three-week period. Our response was tremendous—there
were no injuries to our residents, or our firefighters, and adjoining properties
were saved.
Earlier this year we celebrated the grand opening of Duvall Avenue, a project that
saved the taxpayers $4 million and 15 months of construction time. As one of our
major roadways, Duvall now has additional lanes, underground power lines and
sidewalks.
Our Neighborhood Program received national honors this year at the
Neighborhoods USA Conference, and was the only program in the country to be
recognized in two categories.
We achieved tremendous success by providing our citizens with green and open
spaces while making Renton a greener, healthier city. Our Maplewood Golf
Course was recognized for environmental excellence by the Audubon Society. And
thanks to our urban forestry plan and program, we received the Tree City USA
recognition. We completed our bikes and trails plan and provided our community
with pedestrian and bicycle-friendly options. And our solid waste and recycling
programs reduced garbage by over 45 percent—the equivalent to diverting over
18,500 tons from our landfills every year. Renton received "Recycler of the Year"
award from the Washington State Recycling Association.
Executive Summary-Mayor's Message Page 11 of 548
During these challenging times, we prioritized business retention and continue to
work closely with Renton Technical College and the Chamber. The Renton Small
Business Development Center, for which we received funds from the state, offers
valuable resources and assistance to our businesses.
Every month we have new stores and restaurants opening at The Landing, and
despite the economy they are doing well. We anticipate the opening of at least
two more stores in time for holiday shopping. The Farmers Market enjoyed
record attendance—over 4,000 people every week and 60 registered vendors.
The Seahawks Training Camp brought 3,000 fans daily and a total of 15,000
people to Renton during the summer. Our local economy got a great boost from
these visitors who shopped and dined in Renton.
We had several significant ribbon cuttings for key employers who brought jobs to
Renton—from Harley Davidson to Uwajimaya. We will soon celebrate the opening
of Valley Medical Center's emergency services tower—the culmination of a $200
million expansion with state-of-the-art emergency and trauma care, and disaster
recovery services.
This next year we will be moving forward with the redevelopment of Quendall
Terminals on Lake Washington. Construction of the Hawks Landing Hotel at the
former Pan Abode site in Kennydale is scheduled for next spring. And, long-range
planning efforts in the City Center and the Highlands will set the stage for new
public and private investment.
Renton has a record of innovation, and we won't stop just because of the
economic downturn. We have to stay focused on opportunity—not in spite of the
financial challenges we face, but because of them.
The message in this budget is simple, but loud and clear: In the greatest economic
meltdown since the Great Depression, Renton continues to do great things.
I want to thank each of our administrators and all the employees who worked
hard during these stressful times to find solutions to these budget challenges.
I also want to thank the Council for your guidance and input as we worked on this
budget.
Executive Summary-Mayor's Message Page 12 of 548
We will be presenting you with more specific details on this budget proposal
during the next couple weeks and welcome your feedback, concerns, and
recommendations.
Thank you.
Denis Law
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Executive Summary-Mayor's Message Page 13 of 548
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Executive Summary-Mayor's Message Page 14 of 548
M
ris
City of Renton
2010 Budget Highlights
General Government After a decade of growth, the local economy started faltering at the
Overview beginning of the second quarter 2008. The decline became
r' $15 million saved increasingly apparent and broad based in the 3rd quarter of 2008 after
before 2010 Budget the bankruptcy of Leman Brothers. This turn of events not only
impacted the City's 2008 and 2009 budget, but also 2010 and beyond.
"! 2008 Mid-Year During 2008, to balance the reduced revenue level, each department
$5 Million Required was asked to generate $5.0 million in expenditure savings between
Expenditure Saving July and the end of the year. Departments suspended some services
and all non-essential spending and held 32 positions vacant
temporarily to make up the savings.
2009 Adopted Budget The 2009 adopted General Governmental budget of$101 million was
$6 Million Expenditure Cuts $6 million lower than what it would have taken to continue 2008
original service levels. The $6 million reduction included not funding
rr 35 existing positions, cutting back intermittent and seasonal helps,
maintenance contracts, supplies, and minimizing capital spending that
the Administration believed would have the least service disruptions
r and impacts on the community and to avoid layoffs.
2009 Mid-Year Again in early 2009, with the budgeted revenue starting to fall further
$4 Million Expenditure Cuts behind from revenue collections each month, again the
r► $2 Million Taken from Fund Administration took early action to identify options in bridging
Balance another roughly $6 million gap. Knowing we would need to address
the gap with a long term solution in 2010's budget, we moved ahead
1r► with some temporary measures to balance 2009's budget. This
resulted in further reducing departments' budgets and continued to
not fill vacant positions which produced $2.6 million in expenditure
savings. With the cooperation from all unions, a wage/benefit
concession agreement was reached. Employees took unpaid
furloughs, reduction in deferred compensation, or through increased
err employee contributions towards medical benefits, saving the City
$1.2 million. With the Council's approval, we filled the remaining $2
million of the budget gap by using the rainy day reserve in the fund
rre balance.
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%W Executive Summary-Budget Highlights Page 15 of 548
i
Revenue The baseline revenue projection for 2010 is $95.5 million, or $5.3
million lower than the 2009 adopted budget.
The adopted 2010 Revenue would add $1.42 million in Photo
Enforcement revenue to fund our Patrol Services/Traffic Unit. Using
these revenues to further our traffic enforcement efforts is a good
use of this revenue source, which is derived from the fines received
from traffic violators.
This budget anticipates that property tax collections will be at 2009
levels—we will not take the 1% increase allowed by law. However,
the July implicit price deflator projected a 1% decrease in property tax
collections. Therefore, the City Council will need to declare a "special
need" in order to collect at the 2009 level. In addition to this
adjustment, the City is also expecting annexation property taxes from
New Life/Aqua Barn Annexation and slightly higher than anticipated
new construction. Combined, the property tax estimate is $1 million
higher than the initial estimate.
With these changes, the 2010 adopted revenue total of$97.8 million
is 3.8% below 2009 adopted level but is 2.3% higher than 2009
adjusted level.
Expenditures The 2010 baseline expenditure budget was projected at $101.6
million without any assumed wage or benefit increases. When
compared against the $95.5 million baseline revenue, this is a
projected gap of$6.3 million. To bridge this projected gap on a long
term basis, the City took a new approach in 2010 budget
development.
Instead of identifying marginal budget reductions, each department
built their entire budget from the ground up, with three different
funding levels. The Base Level is the resources needed to continue
current services as they are. The Alternative level provides options to
continue the service at a lower cost, and a minimal/mandated level
which identifies the minimum level the program can continue to be
performed before it is eliminated entirely, or that minimal level the
program can operated and remain in compliance with State or
Federal laws. The Administration staff team and Administration then
prioritized these services and determined the adopted funding level
for each program (the 4th or Adopted level) based on each program's
relative importance to the community. This budget document
presents the Baseline and the Adopted levels information only.
Detailed descriptions of program proposals at these two levels are in
a separate document available in the Council Office. Also on file with
the City Clerk is a complete set of all programs at all levels.
Using this approach, the Administration is proposing a general
Executive Summary-Budget Highlights Page 16 of 548
r
government budget of$97.8 million. This represents a net reduction
of$3.8 million from the baseline level. When we include the increase
in benefit costs to the baseline budget, the actual 2010 expenditure
reduction is $4.9 million. The following section highlights the
reductions and service impacts by department.
More information about the department's programs,
accomplishments, goals, and service measures can be found in the
Budget by Department Section of this budget.
Fund Balance Because the 2009 adjusted budget tapped into the $2 million anti-
recession reserve, the budgeted beginning fund balance for general
governmental funds is $8.3 million, which is under the 2009 adopted
budget by $2.8 million. The City also maintains a $5 million
catastrophic reserve in the Risk Management Fund and a well funded
equipment replacement reserve. These reserves and fund balances
would provide a safety net over a turbulent and uncertain period in
r our history.
Legislative
... Reduction: With the majority of the department's budget being fixed costs, the
($8,475) reduction cuts deep into the few line items that are flexible. The
adopted budget will reduce legislative travel by $7,100 or 59% and
other miscellaneous line items by $1,375 for a total department
reduction of $8,475. The resulting adopted 2010 budget is 3% below
the 2010 baseline budget.
Executive
Reduction: The Executive Department (formerly the Administrative and Judicial
($213,902) Services Department) will decrease its budget from the 2010 baseline
-3.5 FTE budget by $214 thousand and 3.5 FTEs. The result of this reduction
for adopted 2010 budget will be 4% below the 2010 baseline budget
and will substantially reduce printed materials citywide and would
require us to outsource certain printing services.
Included in the budget is a $50 thousand service contract for grant
rr writing. This is to help all City departments explore grants and other
funding sources to maximize the impact of City resources.
Court Services
Reduction: The Court Services Department (formerly within the Executive
($78,253) Department) will decrease its budget from the 2010 baseline budget
10 -1 FTE by$78 thousand. The resulting adopted 2010 budget is 5% below the
2010 baseline budget. The reduction includes elimination of a vacant
Probation Clerk position. If the clerical work cannot be absorbed by
Illi► other judicial staff, this reduction may result in fewer contacts with
offenders by the Probation Officer.
to
1W Executive Summary-Budget Highlights Page 17 of 548
City Attorney
Reduction: The City Attorney Department will decrease its budget from the 2010
($16,964) baseline budget by $17 thousand. The reduction will reduce supplies,
professional services, travel, and training. The adopted budget of
$1.6 million is 1% below the 2010 baseline budget.
CED
Reduction: The Department of Community and Economic Development (CED) will
($1,599,121) decrease its budget by $1.6 million or 19% from the 2010 baseline
-16.5 FTE and by 16.5 positions which represents 26% of the department's
workforce.
Addition:
Move Property Services The adopted budget will merge the Property Services function from
Function from Public Works Public Works Department into CED. This move would also allow us to
(2 FTE's$261,599, net of cuts) reduce two of the four existing property services positions and result
in a net increase of two positions and $261 thousand in budget.
Community Services
Overall Reduction: The Community Services Department will decrease its budget by $1.4
($1,405,960, detail below) million or 6% from the 2010 baseline. See below for details of some
-5.5 FTE Community Services division.
Human Services The reduction in the Human Services area includes $74 thousand in
($147,322) professional services, $1 thousand in travel and training, and $71
-1 FTE thousand in personnel which reduces one position. The total
reduction is$147,322 from the 2010 baseline budget.
The adopted reduction of one housing repair position would impact
the number of clients the program can serve. It may be possible that
the City can use CDBG funds to restore this cut if approved by King
County.
Community Resources, Events, The reduction in Community Resources, Events, and Recreation
and Recreation includes $7 thousand in supplies, $14 thousand in professional
($40,927) services, and $18 thousand in personnel which reduces a .25 position.
-.25 FTE The total reduction is$41 thousand from the 2010 baseline budget.
Impact from this reduction is the elimination of many free activities at
the various City events; substantially reduces the Holiday Lights;
eliminates the $5,000 financial support to Renton River Days which
would require the event to reduce its scope and hours.
Executive Summary-Budget Highlights Page 18 of 548
r
W
Library The reduction in the Library's budget reflects $90 thousand in
..
($223,258) supplies, $33 thousand in professional services, $7 thousand in travel
and training, $69 thousand in intermittent help, and $25 thousand in
overtime. The impact would be visible to the community. The hours
1W will be reduced from 60 to 50 hours per week at the Main Library, and
the hours would be reduced from 42 to 34 at the Highlands branch.
The reduction would be put in place only if the annexation to KCLS
ballot measure fails.
Parks&Golf The newly reorganized division combines maintenance and
($154,321) operations staff for Parks and Golf Course to maintain both as one
system. The adopted budget reduction of $154 thousand would
reduce seasonal staff by 20% which likely would result in declining
cleanness and appearance of our parks. It will also eliminate the
goose control contract; reduce irrigation at level 2 maintained parks
by 50%which would impact the quality of athletic fields.
yr
Parks Planning& Natural The Parks Planning & Natural Resources division is a newly created
Resources division. This division will decrease its budget by $144 thousand or
.. ($144,471) 28% from the 2010 baseline. The overall reduction includes $18
thousand in supplies and $126 thousand in service contracts. The
service impact will include the elimination of all flowerbeds and
planters (except for the Veteran's Park), and would reduce the right-
of-way vegetation maintenance contract from weekly to twice per
month.
Facilities Facilities will decrease its budget by $454 thousand or 9% from the
($454,094) 2010 baseline budget. These reductions include $42 thousand from
nr -4 FTE intermittent help, $328 thousand from personnel costs, and $ 75
thousand from contracted repair and maintenance services. The
personnel reduction will result in reducing four positions.
s
Recreation Services The Recreation Services Division will decrease its budget by $300
($300,307) thousand or 6% from the 2010 baseline budget. These reductions
frr -.25 FTE include $176 thousand from intermittent help, $78 thousand from
supplies, $19 thousand from professional services, $7 thousand in
travel and training, and $20 thousand in personnel costs. The
■rr personnel reduction will result in reducing one .25 position.
The impact form these reductions would be the closure of Kennydale,
to Kiwanis, Phillip Arnold, Teasdale, and Tiffany Park buildings, and
eliminate the free afterschool and summer drop in these programs.
in
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1W Executive Summary-Budget Highlights Page 19 of 548
Fire and Emergency
Services Fire and Emergency Services Department will reduce 3 positions, one
Reduction: commissioned and two civilian positions generating $286,895 in
($719,428) pay/benefit savings. The adopted budget added $64 thousand in
- 3.0 FTE overtime to restore service of Aid Unit 14. This would allow both Aid
Units 12 and 14 to be in service nearly full time. Other various
reduction items include supplies and interfund payments to internal
service funds.
With the reduction of nine firefighters that took place in 2009, the
department will have a force of 136 commissioned officers and 16
civilians. The reduction will make it difficult to maintain the 32-officer
on-duty staffing model which could affect the operation of the aid
cars, and limit the department's ability to transport.
FIT
Reduction: The Finance and Information Technology Department(FIT) will reduce
($1,531,046) its baseline budget $1.5 million by reducing 5 positions ($491,777),
-5.0 FTE three in Finance Division and two in IT, and delaying various IT capital
projects ($920,000). Other reductions include supplies, professional
Addition: services,travel, and training.
1 FTE for With the elimination of the Technical Services section in Public Works
GIS System Department by splitting the property service section to CED, retaining
utility related GIS function in Utility Systems, the remaining two
Engineering Specialist positions that perform GIS functions for other
City departments are transferred into the IT section as part of
Enterprise GIS services. The adopted budget would reduce one of the
two positions that are currently vacant.
Human Resources & Risk
Management The Human Resources (HR) & Risk management (RM) reductions are
Reduction: made up of various line-items and two positions. The two positions
($193,329) make up savings of $159 thousand. The various line-items include
-2.0 FTE supplies, professional services,travel, and training.
Executive Summary-Budget Highlights Page 20 of 548
Police
M
Reduction: The adopted Police budget reduction will reduce two civilian
($214,775) positions. This will reduce the adopted budget by $159 thousand
■. -2 FTE from the 2010 baseline. Other reductions include interfund payments
to internal service funds.
With the direction to move forward with the regional corrections
.r facility SCORE, there may be opportunities the two eliminated
positions may be used to support the SCORE project.
Public Works
General and Street Funds The general governmental portion of the Public Works Department
Reduction: consists of department administration, street maintenance, and
($778,880)
transportation. Technical services sections was split and moved to
-5.5 FTE CED (4 positions) and FIT (2 positions) for the adopted 2010 budget.
See their respective department highlights for details.
"" The administration, street maintenance, and transportation divisions
adopted a 5.5 position reduction which will reduce the baseline $509
thousand. Other reductions that make up the remaining $270
"" thousand include temporary/intermittent help, supplies, professional
services,travel, and training.
AW Impact from the reductions are the reduced Commute Trip Reduction
program to the minimal level, eliminate the employee flex pass
program, reduced transportation planning, and reduced traffic count
and signal timing responses.
„ Other City Services
The "Other City Services" section of the budget is used to account for
Reduction: costs that are community-wide/city-wide in nature and not directly
VW ($29,500) related to a particular department.
The reductions in this section are primarily due to the reduction in
i various memberships and dues. The adopted budget would eliminate
all national association memberships and retain those most critical or
required local organizations. Reductions are also made in the City's
contribution to the organizations of Renton Communities in Schools
..r and Enterprise Seattle.
General
Government Debt Service The adopted budget includes the amount needed to meet the City's
general obligation debt service payments. New in 2010 is the
•. addition of a promissory note for the acquisition of Fire Station 13 as
part of the Fire District (FD) 40 Asset Transfer agreement. The note is
for 20 years with annual debt service of $500,000. The amount will
rr
ow Executive Summary-Budget Highlights Page 21 of 548
be reduced by about 50% from the bond levy collected by FD 40 from
City residents until the initial bonds are retired in 2020. r
Fund Balance
With all the reductions discussed above, the adopted 2010 Budget is
balanced. All current expenditures are supported by current
revenues. As a result, the projected fund balance will not increased
nor decrease.
Special Revenue Funds
State law and governmental accounting practices require that we
separate budgets and financial reporting for dedicated revenue
accounts into "Special Revenue Funds."
Arterial Streets Fund (102) The Arterial Street fund accounts for the "arterial street" fuel tax
revenue we receive from the state and designated by the City to
arterial street overlay and improvement programs. The monies are
transferred to and managed as resources for Transportation CIP (Fund
317).
The 2010 budgeted transfer is $135,000 lower than the baseline, due
to the decrease in general consumption of fuel.
Leased Facility Fund (108) The Leased Facility Fund generates about $1.24 million per year from
leasing the 4t" Floor of City Hall, the 200 Mill Avenue building, and the
parking garage in the City Center. The cost of operating these
facilities in 2009 is adopted at$581,941.
There is a projected 2009 Year-End fund balance of $529,744, which
will be retained to cover any unexpected repairs and maintenance
needs for City facilities.
Hotel-Motel Tax Fund (110) The Lodging Tax revenue has been growing slowly in recent years.
The adopted 2010 budget of$245,000 is 17% lower than the adopted
2009 budget primarily due to the lower revenue projection.
The money collected in this fund is restricted by the state law can
only be used for tourism promotion.
1%for Arts Fund (125) The sources of 1% for Arts Fund are from all eligible City capital
projects. To insure that we do not over anticipate resources
available, Instead of assuming capital projects will be completed as
planned and true up the costs when projects are completed, we will
Executive Summary-Budget Highlights Page 22 of 548
WN
calculate the 1% arts funding at the completion of the capital project
when the actual amount available for Arts can be ascertained. As a
result of this change, we are only budgeting $50 thousand in 2010,
but will make adjustments when projects are completed.
s
Cable TV Fund (127) With the new franchise agreement effective in the fall of 2008,for the
first time Comcast Cable will be collecting a Public, Education, and
�e Government (PEG) fee to allow the City to upgrade the TV21
broadcasting facility and equipment. The adopted 2010 budget will
include the new resource and associated capital outlay. In addition,
.. the City will continue to allocate part of the Cable TV franchise fee in
an amount of$40,000 to support TV21 programming.
..
Debt Service Funds
The only debt service fund which is not a part of the General
.. Governmental funds described previously, is the Senior Housing Voter
Approved Bonds. These bonds were completely paid off in 2009.
With the pre-funding requirement,the amount is fully funded in 2008
and no levy is required in 2010. The minor amount in the budget
represents Fiscal Agent fees as some bond holders do not redeem
their bonds upon maturity and the Fiscal Agent will maintain all
.w records until all outstanding bonds are redeemed.
Capital Funds
Mitigation Funds (303-305) There are no significant changes to the Community Services or Fire
mitigation funds.
1W We will continue to accumulate and reserve Community Services
Mitigation (303) funds collected for the Ron Regis Park
redevelopment which is planned for 2010.
r.
The Fire Mitigation Fund (304) will pay the debt service obligation on
the Fire Station 12 construction ($300,000, transfer to 215 Fund) and
.r
any anticipated fund balance ($2.18 million) will be reserved for
future debt service and station expansion/development.
Transportation Impact Fees did have significant changes for 2010.
.e These fees are used to supplement other funding sources to
implement the adopted Transportation Improvement Plan in Fund
317. The adopted transfer in 2010 is$700,000,which is$200,000 less
r than the 2009 adopted budget.
,. Capital Improvements Fund The Capital Improvements Fund implements the current year of the
(316) six-year Capital Investment Plan (CIP) for general governmental and
community services facilities. The 2010 Adopted Budget contains
r
Executive Summary-Budget Highlights Page 23 of 548
various small projects (compared to 2009 adopted budget). The two
major ones are:
1) $265 thousand for public restroom renovations for ADA
improvements at Jones Park.
2) $250 thousand for a grant matching program. The City annually
appropriates funds to be available for unforeseen park and/or
train development or acquisition opportunities, or to be available
to leverage grant monies from agencies such as King County
Conservation Futures, Washington Recreation and Wildlife
Program, FEMA, or EECDBG.
These and other projects combined will result in the adopted project
total of $1.7 million. To fund these and other projects, the CIP calls
for $940 thousand in new resources and $714 thousand in fund
balance. See Capital Investment Section for more detail.
Transportation The Transportation Improvements Fund is the account which
Improvements Fund (317) implements the transportation element of the CIP. The adopted 2010
transportation improvement projects total $16.1 million. 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.
These include the Water, Wastewater, and Surface Water utilities; a
Solid Waste utility,the Golf Course, and the Airport.
Utility Funds The Water, Wastewater, and Surface Water utility funds are
accounted for and budgeted for separately, but are managed as a
system in accordance with the City's Financial Management Policies.
The system conducts a comprehensive rate review every six years
with the assistance of outside consultants, with annual updates
performed by City staff. The comprehensive rate review was last
conducted in 2007 with recommended future rate increases. The City
worked very hard to hold the 2010 rate increases below the model
recommendation, while maintaining the system's financial and
structural integrity. These efforts resulted in a lower adopted rate
increases in City operated utilities as follows:
Adopted Rate Increases
Water—10%
Wastewater—4%
King Count Metro Wastewater Treatment—no increase
Executive Summary-Budget Highlights Page 24 of 548
..
ns
Surface Water— no increase
r
The adopted rates are after the utilities reduced a total of 4.2
positions in the Waterworks Utility funds. These personnel
�r reductions along with reductions in intermittent help, professional
services, and interfund payments to internal service funds resulted in
a savings of $586 thousand from the baseline budget. The rate
increases are needed to meet debt service requirements and to
provide for on-going capital infrastructure replacements.
w Solid Waste The City provides garbage service through its Solid Waste fund. This
service is provided through a contract negotiated by the City. In 2010,
the City is proposing a 4% rate increase which has council approval.
.. The adopted rates and services include a reduction of one position.
This reduction along with reductions in intermittent help, supplies,
the Clean Sweep Program, Coordinated Prevention Grant, and
interfund payments to internal service funds resulted in a savings of
$407 thousand.
The utility is in need of rate increase to replenish the depleted fund
balance. Once the new contract and rate structure has a chance to
establish more history,the pressure on rate increases may ease.
Golf Fund There is no significant change in adopted 2010 Golf Course budget.
w As part of the 2010 budget process, the Community Services
Department is making some organizational re-alignments that will
have the Parks & Golf Course Director (previously Golf Course
Manager) oversee overall parks maintenance. Therefore a portion of
the position's cost is now assigned to the General Governmental
portion of the department's operation, reducing the Golf Course
s
operating cost by$48 thousand per year.
Airport Fund Overall, the Airport adopted 2010 operating budget shows a decrease
of 35% under the 2009 adopted budget. In 2010,the Airport will have
two major projects:
.. 1) $700 thousand for maintenance dredging and shoreline
mitigation.
2) $475 thousand for Renton Gateway Center utilities.
See CIP section of budget for details.
Internal Service Funds
The City operates several "businesses" that provide service internally
to other City departments. These include the Equipment Rental Fund
Executive Summary-Budget Highlights Page 25 of 548
rt.
(Motor Pool 501), Insurance Fund (Risk Management 502), Health
Insurance Fund (512), LEOFFI Retiree Healthcare Fund (522),
Information Services Fund (503), Facilities Fund (504), and
Communications Fund (505).
Equipment Rental As with the rest of the City's operations, the equipment rental
operations will see the full year's impact from the equipment
Operating: acquired for the Benson Hill annexation and from the Fire District 40
service contract where the Cit will maintain Fire District's 17
$1.9 million � Y
fire/emergency apparatus. The overall operating budget reflects a
Adopted Equipment decrease of 41%, which includes the reduction of a mechanic's
Replacement: $842,000 assistant position added mid-year 2008. Other reductions include
delaying various vehicle replacement purchases of$1.8 million.
The adopted budget will add no new vehicles.
Information Technology The Information Technology Fund 503 (IT) was created in 2006 to W
allocate the costs of the City's centralized IT program. This fund
provides for the technology, telecommunications, and copier
IT Capital equipment lease and maintenance for the City.
ar
The budget contains about half of the typical level of funding for
technology investments as in past few years (typically around $2
million, $997 thousand 2010).
The majority of the technology investments is to replace user
equipment, maintain network integrity, and provide for essential
tools for continuing operations such as copier rental and to migrate
the phone system off the old technology which will not be supported
in the near future.
rr
Also included is the equipment needed to communicate and access
CAD data due to the new Valley Communication CAD system.
IT division will continue implementation of the Enterprise GIS Plan
and other system improvements consistent with the adopted 2007 IT
Strategic Plan.
Risk Management The City's Risk Management program consists of three funds,
Property and Liability Insurance Fund (502), Employee Health
Insurance Fund (512) and Retiree Medical Fund (522).
The budget provides funds to maintain these responsibilities but no
other significant changes are adopted.
Facilities Facilities division was discussed earlier in the highlights section. See
Executive Summary-Budget Highlights Page 26 of 548
to
K
Community Services section for details.
Communications Although the Communications fund is a newly created fund, the
division is already included in the Executive department. See
Executive department for highlights.
40
trr
AV
1s
AK
aR
ilr
illr+
rs
trr
llr
ttr
3r
r Executive Summary-Budget Highlights Page 27 of 548
Fund Groups
Fiduciary
0%
r :
Intern
Service:
14%
1iM
E
ral
ment
ment
mm Svc
,258,275
Special
Debt Service Revenue
1%
2010 Budget
General Government 93,343,753
Special Revenue 1,582,614
Debt Service General Governement 4,496,333
Utilities 4,618,329
Golf Course 462,589
Capital Project 19,140,427
Enterprise Utilities 52,935,929
Airport 2,579,800
Golf Course 2,254,248
Internal Service 30,443,096
Fiduciary 550,475
Total Committed Expenditures $212,407,593
Executive Summary-Budget Highlights Page 28 of 548
w
Or Employment History— City of Renton
800
700
■Administrative
600
■Comm&Econ Dev
500
� H ■Community Services
UJ
P 400 ElEnterprise/Utilities
LL
0300 ■Public Works
■Fire&Emergency Svcs
200 ■Police
100
ww 0
2007 2008 2009 2009 2010
Actual Actual First Half Adj Budget Proposed
2009 Adopted Budget Staffing Count 794.15 FTEs
Less: Positions held Vacant (unfunded) -34.80
i
2009 Adjustment (1.8FTEs)
Community Services -0.20
Police Over hire Positions (unfunded) -4.00
Police ARRA Grant Positions 6.00
SUN
Adopted 2010 Staffing Changes (-50.20 FTEs)
Community & Economic Development -16.50
Community Services -5.50
Court Services -1.00
Executive -3.50
Finance and Information Technology -5.00
Fire and Emergency Services -3.00
Human Resources & Risk Management -2.00
�. Police -2.00
Public Works -11.70
.. 2010 Budget Staffing Position Count 710.95 FTEs
Cumulative positions eliminated (2009-2010) total -83.2 FTE's. 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.
a.
UN Executive Summary-Budget Highlights Page 29 of 548
Staffing(Full-Time Equivalent Employees-FTE) Comparison by Department (I of 2)
2007 2008 2009 2009 2009 2010 Change
Department Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Full-Time,Part-Time,and Limited-Term(excludes Temporary,and Intermittent Staff)
Legislative Services
City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 0.00
City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 0.00
Executive
Mayor's Office 6.00 7.00 5.00 5.00 7.00 4.50 -2.50
City Clerk 5.50 7.00 5.50 5.50 5.50 4.50 -1.00
Hearing Examiner 1.50 2.00 1.50 1.50 1.50 1.50 0.00
Communications 0.00 0.00 8.00 8.00 0.00 6.00 6.00
Total Executive 13.00 16.00 20.00 20.00 14.00 16.50 2.50
Court Services
Municipal Court 14.00 17.50 17.00 17.00 17.00 16.00 -1.00
Total Court Services 14.00 17.50 17.00 17.00 17.00 16.00 -1.00
City Attorney
City Attorney 0.00 0.00 11.75 11.75 11.75 11.75 0.00
Total City Attorney 0.00 0.00 11.75 11.75 11.75 11.75 0.00
Community Services
Admin, Facilities, Events, Parks, Rec 76.00 83.00 80.30 80.30 81.50 75.80 -5.70
Human Services/CDBG 5.00 6.50 6.00 6.00 6.00 5.00 -1.00
Library Services 14.00 14.00 15.00 15.00 15.00 15.00 0.00
Museum 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Municipal Golf Course 10.00 10.00 9.50 9.50 9.50 9.50 0.00
Total Community Services 106.00 114.50 111.80 111.80 113.00 106.30 -6.70
Community and Economic Development
Administration 0.00 0.00 2.00 2.00 2.00 2.00 0.00
Economic Development&Neigh 13.00 17.50 7.00 7.00 7.00 5.50 -1.50
Planning 0.00 0.00 16.00 16.00 16.00 14.00 -2.00
Development Services 46.70 49.60 35.50 35.50 35.50 26.50 -9.00
Total Community&Economic Devel 59.70 67.10 60.50 60.50 60.50 48.00 -12.50
Finance and Information Services
Finance 19.50 20.00 19.00 19.00 19.00 16.00 -3.00
Information Systems 18.50 17.50 16.50 16.50 19.50 16.50 -3.00
Total Finance and Information Services 38.00 37.50 35.50 35.50 38.50 32.50 -6.00
Fire and Emergency Services
Response Operations 100.00 112.00 125.00 125.00 125.00 125.00 0.00
Safety and Support Operations 10.00 10.00 14.00 14.00 14.00 14.00 0.00
Community Risk Reduction 12.00 13.00 16.00 16.00 18.00 13.00 -5.00
Total Fire and Emergency Services 122.00 135.00 155.00 155.00 157.00 152.00 -5.00
Human Resources/Risk Management
Administration/Civil Svc Commission 5.50 7.50 7.50 7.50 7.50 6.00 -1.50
Risk Management 3.50 4.50 3.50 3.50 3.50 3.00 -0.50
Total Human Resources/Risk Mgmt 9.00 12.00 11.00 11.00 11.00 9.00 -2.00
Executive Summary-Budget Highlights Page 30 of 548
aw
rr Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(2 of 2)
2007 2008 2009 2009 2009 2010 Change
Department Actual Actual Budget Adj Budget Actual Adopted 09/10
Public Works
Administration 4.25 4.00 3.50 3.50 3.50 3.00 -0.50
aw Maintenance Services 71.00 88.00 83.00 83.00 83.00 78.00 -5.00
Transportation 40.50 41.00 37.00 37.00 37.00 33.00 -4.00
Utility Systems 29.30 36.70 37.70 37.70 37.70 29.50 -8.20
..r Total Public Works 145.05 169.70 161.20 161.20 161.20 143.50 -17.70
Police
Administration 5.00 5.00 5.00 5.00 5.00 6.00 1.00
r. Patrol Operations 85.00 82.00 67.00 72.00 67.00 70.00 3.00
Special Operations 2.00 14.00 18.00 18.00 18.00 18.00 0.00
Patrol Services 10.80 11.80 13.00 13.00 13.00 13.00 0.00
Investigations 23.00 17.00 22.00 22.00 22.00 21.00 -1.00
Administrative Services 10.00 10.00 11.00 8.00 11.00 9.00 -2.00
Staff Services 14.40 14.40 12.40 12.40 12.40 12.40 0.00
Auxi liary Services 21.00 21.00 19.00 19.00 19.00 18.00 -100
Total Police 171.20 175.20 167.40 169.40 167.40 167.40 0.00
Total All Staffing 685.95 752.50 759.15 761.15 759.35 710.95 -48.40
f
Executive Summary-Budget Highlights Page 31 of 548
r
This page is intentionally left blank i
Irt
Executive Summary-Budget Highlights Page 32 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
All Sources Uses and Change in Fund Balance
All Revenue&Sources 9211.5 Million All Uses 5212.4 Million
Taxes=36%
+� Debt Service
ChargesforInterfund �Othe 2.2%
Svc&Trnsfr
Interfund
Services F' .
Lic.& Intergovt 10% Public Works
.. Permits Trnf
2% .3.0%
Misc.
Other Taxes Revenue
3% 14% Fire ' court
Sales Tax r
0 0.9%
Utility Taxes JMPolice. Community
7% Property" Capital P CED ND&
Proceeds 10.8% Code Enf
2% 3.0%
2007 2008 2009 2009 2009 2010 2009 Adopt-2010 Prop.
Total Resources and Uses Actual Actual Adopted Adjusted Actual Adopted $ %
Revenue:
Property Tax 23,991,309 29,460,534 30,903,043 30,903,043 30,763,479 31,364,643 461,600 1%
Sales Tax 21,787,266 23,501,241 24,852,610 22,711,610 21,778,296 22,600,000 (2,252,610) -9%
Utilit Taxes 11,463,725 13,310,334 14,823,227 14,565,227 14,581,971 14,268,000 555,227) -4%
Real Estate Excise Tax 5,086,327 2,800,103 3,000,000 2,000,000 2,418,456 2,400,000 (600,000) -20%
Other Taxes 4,024,664 4,696,663 5,549,852 5,344,852 5,243,599 4,637,095 (912,757) -16%
Sub-total-Taxes 66,353,291 73,768,875 79,128,732 75,524,732 74,785,802 75,269,738 (3,858,994) -5%
Licenses&Permits 5,968,462 5,076,537 5,358,661 3,858,661 4,099,342 4,128,151 (1,230,510) -23%
intergovernmental Grants 7,040,469 16,157,562 22,555,460 30,958,185 18,377,027 16,207,897 (6,347,563) -28%
State Shared Revenue 2,246,192 2,682,258 3,099,655 3,099,655 2,962,097 2,906,833 (192,822) -6%
Fire Service Contracts 1,435,271 5,027,051 5,829,448 5,829,448 5,869,198 5,567,223 (262,225) -4%
Charges for Services 44,055,432 44,904,347 52,182,207 53,529,125 51,097,874 52,239,435 57,228 0%
Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 2,083,193 139%
Interest Earnings 4,595,857 2,549,743 3,011,914 2,011,914 4,440,181 1,485,200 (1,526,714) -51%
Miscellaneous Revenue 18,698,710 23,660,607 23,269,421 23,990,342 23,044,972 24,896,625 1,627,204 7%
Mitigation Fees 3,266,392 1,223,056 1,409,000 909,000 415,236 350,000 (1,059,000) -75%
Bond/Loan/Capital Proceeds 5,213,108 13,337,130 5,391,244 5,983,749 1,338,630 3,627,408 1,763,836) -33%
Interfund Services&Transfers 55,458,908 30,789,109 39,574,195 42,133,197 36,835,246 21,276,191 (18,298,004) -46%
Total Revenue 215,283,362 221,287,249 242,303,937 249,802,008 227,082,615 211,531,894 (30,772,043) -13%
Expenditures:
Legislative 244,773 245,441 269,779 266,495 247,225 267,957 (1,822) -1%
Court 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 232,281 13%
dw Executive 905,514 968,352 1,489,887 2,479,185 2,171,123 2,562,607 1,072,720 72%
-City Clerk 588,110 604,844 732,322 715,352 646,581 931,014 198,692 27%
City Attorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 (74,801) -4%
Hearing Examiner 157,199 166,820 199,328 172,493 171,911 200,440 1,112 1%
CED-ND&Code Enf 5,437,980 6,162,411 7,219,829 7,888,343 6,721,421 6,413,470 806,359) -11%
Community Svcs 20,859,819 25,129,868 17,697,790 33,661,798 27,207,706 22,391,669 4,693,879 27%
Police 20,126,590 23,772,898 28,945,815 27,275,921 26,690,621 27,610,835 1,334,980) -5%
Fire 15,637,272 21,763,640 21,280,636 20,565,447 20,375,286 21,802,109 521,473 2%
Public Works 2 75,535,218 89,363,583 93,542,928 112,221,275 79,184,390 78,709,849 (14,833,079) -16%
Human Resource 742,505 981,306 1,035,009 1,003,641 853,063 913,669 121,340) -12%
Finance 5,898,252 6,571,140 6,864,199 7,395,746 5,864,556 6,219,298 644,901 -9%
Other City Services 15,882,052 18,651,315 34,418,904 33,987,882 29,864,236 24,827,738 (9,591,166) -28%
Debt Service' 8,530,414 9,882,755 10,186,772 10,338,772 10,271,860 9,577,251 (609,521) -6%
Inter-Fund Transfers/Loans 77,275,512 21,694,764 24,300,417 27,390,005 21,779,015 6,347,000 (17,953,417) -74%
Total Expenditures 251,029,418 229,364,486 251,658,823 288,845,654 235,117,104 212,407,593 (39,251,230) -16%
ln(De)crease in Fund Balance (35,746,056) (8,077,237) (9,354,886) (39,043,646) (8,034,489) (875,699) 8,479,187 -91%
Beginning FB 122,434,562 86,688,506 78,621,769 78,621,769 78,611,269 70,576,780
Ending FB 86,688,506 78,611,269 69,266,883 39,578,123 70,576,780 69,701,081
Executive Summary-Major Revenues Page 33 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
General Fund Sources Uses and Change in Fund Balances
General Fund Revenue&Sources S97 8 General Fund Uses by Department
r
597.8 Million
Million Taxes= 76%
Other Taxes
11r
Taxes A
6%
Lic..& Fire Public
Permits 22.3% Works Other City
Fsales Tax 2% Services
4.9%
23% -4111111111MEMP
28.2% Service Interfund
Charges for Trnf
Property Svcs 0.0%
Taxr 7% Community CEDND& Court
Court Fines .,. 2.1%
4%
General
Mist. Govt
2% 7.7%
2007 2008 2009 2009 2009 2010 09 Adpt-10 Prop.
General Government Actual Actual Adopted Adj Bgt Actual Adopted $ %
Revenue:
Property Tax 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 461,600 1.5%
Sales Tax 19,851,760 20,035,372 20,702,610 18,702,610 17,995,836 18,609,000 (2,093,610) -10.1%
Sales Tax/Criminal Justice 1,445,095 1,755,469 1,750,000 1,750,000 1,650,350 1,743,000 (7,000) -0.4%
Sales TaxAnnexation Credit - 789,683 2,400,000 2,259,000 2,132,110 2,248,000 (152,000) -6.3%
Utilit Taxes 11,463,725 13,240,334 14,782,553 14,524,553 14,581,971 14,228,000 (554,553) -3.8%
Other Taxes 6,224,661 6,792,824 7,161,652 5,796,652 6,177,489 6,297,095 (864,557) -12.1%
Lic.and Permits 4,060,362 2,777,238 3,317,561 2,117,561 2,284,347 2,386,376 (931,185) -28.1%
Intergovt 3,961,621 7,609,008 8,810,594 9,496,739 8,953,443 8,950,764 140,170 1.6%
Charges for Svcs 7,683,251 7,033,969 7,698,333 7,148,333 6,922,351 6,718,240 (980,093) -12.7%
Court Fines 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 2,083,193 139.4%
Miscellaneous Revenue 1,307,463 1,001,758 1,169,016 766,766 851,732 657,200 (511,816) -43.8%
General Fund Operating Rev $80,425,590 $92,197,420 $100,189,362 $ 95,439,257 $96,027,158 $ 96,779,511 (3,409,851) -3.4%
Transfers 2,476,109 601,276 607,666 1,162,154 1,089,710 919,863 312,197 51.4%
Grants 37,399 888,411 70,000 177,682 225,184 139,324 69,324 99.0%
Subtotal Other Funds $ 2,513,508 $ 1,489,687 $ 677,666 $ 1,339,836 $ 1,314,894 $ 1,059,187 381,521 56.3%
Total Rev/Other Svcs $82,939,098 $93,687,106 $100,867,028 $ 96,779,093 $97,342,052 $ 97,838,698 (3,028,330) -3.0%
Expenditures by Dept:
Legislative $ 244,773 $ 245,441 $ 269,779 $ 266,495 $ 247,225 $ 267,957 (1,822) -0.7%
Executive 1,630,456 1,738,038 2,421,537 2,337,227 2,318,239 2,766,501 344,964 14.2%
Cou rt Se rvi ce s 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 232,281 13.1%
City Attorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 (74,801) -4.4%
Community&Economic Devl. 5,209,412 6,053,845 7,134,829 7,097,992 6,650,034 6,313,470 (821,359) -11.5%
Finance&Information Tech. 1,728,040 1,909,652 2,037,717 2,011,004 1,969,936 1,964,890 (72,827) -3.6%
Human Resources 742,505 981,306 1,035,009 1,003,641 853,063 913,669 (121,340) -11.7%
Police 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 1,665,020 6.4%
Fire&ES 15,651,366 21,771,518 21,305,636 20,590,447 20,378,891 21,827,109 521,473 2.4%
Public Works 8,349,781 9,456,640 10,228,853 10,182,639 9,847,381 8,995,378 (1,233,475) -12.1%
Communty Services 15,234,546 16,447,847 17,535,705 17,865,697 16,694,050 14,258,275 (3,277,430) -18.7%
Other City Services 3,844,869 4,622,865 4,828,385 4,046,514 4,370,376 4,792,981 (35,404) -0.7%
Tnsf to Capital Projects 2,618,303 380,264 760,000 829,599 795,446 - (760,000) -100.0%
Debt Service 3,662,853 4,263,739 4,590,381 4,267,381 4,176,822 4,494,945 (95,436) -2.1%
General Fund Operating Rev $82,251,705 $95,171,399 $101,568,854 $100,437,856 $97,203,328 $ 97,838,698 (3,7307156) -3.7%
Beginning Fund balance 12,613,461 1 13,300,854 1 11,816,562 11,816,562 11,816,562 11,955,285
Endi ng Fund Ba la nce 13,300,854 1 11,816,562 11,114,736 8,157,799 11,955,285 11,955,285
Executive Summary-Major Revenues Page 34 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
li
General Fund Long Range Projection
•mai ee.e ■r wuanawre rwna e.mn
$140
$120
L
M $80
$60
$40
i
o $20
n $0
s
-$20
-$40
4W -$60
Actual Actual Actual Adopted Adjusted Actual Baseline Adopted Projected Projected
2006 2007 2008 2009 2009 2009 2010 2010 2011 2012
to 2006 2007 2008 2009 2009 2009 2010 2010 2011 2012 2013 2014
Summary Actual Actual Actual Adopted Adjusted Actual Baseline Adopted Projected Projected Projected Projected
Total Revenue 74,409,247 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 95,605,025 97,838,698 99,427,945 101,911,336 105,041,000 108,148,258
Total Expenditure 72,544,296 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 102,051,662 97,838,698 101,238,104 105,479,461 108,821,608 112,283,680
Am Net Change in Fund Bal 1,864,951 687,393 (1,484,292) (701,826) (3,658,763) 138,724 (6,446,637) (0) (1,810,159) (3,568,125) (3,780,608) (4,135,422)
Fund Balance 12,613,461 13,300,854 11,816,562 11,114,736 8,157,798 11,955,285 1,711,161 11,955,284 10,145,125 6,577,000 2,796,392 (1,339,030)
The City's fiscal policy requires the City to prepare a long-term (5-year) financial model for General
Government and other funds as deemed necessary. This projection extends current operations to the
" future to see if the services are sustainable and the magnitude of, if any, future financing gaps. This
"glimpse" into the future allows the City to proactively plan and implement corrective measures over
time to avoid sudden drastic changes in service levels or in revenue/tax policies.
The following sections will provide an overview of the government operating environment, highlights of
significant changes in the 2010 budget conditions, and the assumptions used in developing this budget
and future projections.
rBUDGET ENVIRONMENT
The recession began in late 2007 with a financial sector meltdown has been recognized as the worst
•lllllr since the Great Depression. Before ended, its impact would have felt through all continents and all
industries. Central banks around the world worked in concert to resurrect the economy. In the U.S.,that
is 7.5 million jobs lost, and 1.5 million homes "underwater" (equity value is less than the liability owing),
,. and the federal government would have pumped nearly$7 trillion into various stimulus packages to stop
the downward skid of the economy.
As we develop our projections for 2010 for the City, we can see the national recession is near the
bottom and the consensus is that the economy will resume growth (as measured by Gross Domestic
Product) to positive growth in the third quarter of 2009. However, housing and commercial
development projects that fueled the growth in the Puget Sound region over the past five years could be
a drag on the recovery. The combination of tightened lending guideline and greatly reduced real estate
backed security market means reduced capital availability. The oversupply of multi-family housing units
and office spaces means climbing vacancy rates that will take time to settle. The high jobless rate and
r Executive Summary-Major Revenues Page 35 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
low consumer confidence remain at historical levels. These data points to a slow and may be bumpy
recovery.
For the City of Renton, the recession required us to adjust our revenue outlook and make spending cuts
repeatedly over the past 18 months. Since mid-August 2008, we have reduced a combined total of$15
million. We have modified our spending plans for 2009 to reflect this change, including employee
furloughs and withdrew$2 million from fund balance.
The positive side of the recession is the absence of inflation. Wages have declined since its peak in mid-
2007 due to roll back and/or unpaid furloughs. The change in CPIW from June 2008 to June 2009 stood
at-0.7%, with the mid-year index (from July 2008 to July 2009) stood at 0.5%. With most labor contracts
generally tied to inflation and personnel costs representing over 80% of City's operating budget, the low
inflation level is welcoming news. The cost of medical benefits is an exception to this rule and is
expected to continue to grow at double digit rates in 2010 and the foreseeable future.
MAJOR REVENUES
Seventy-six (76%) percent of our General Government services are supported by tax revenues. Among all
the taxes supporting these operations, property tax is by far the most significant source, accounting for
32% of the total. This growth of this revenue is limited by statute to 1% per year plus annexation and
new construction. Sales tax is another significant revenue source representing nearly 23% of our
revenue base.
EFFECT OF VOTER INITIATIVES
With over half of the City's general resources in either restricted in growth before voter approved
initiatives or subject to economic uncertainties, it is difficult to maintain services while costs tend to
escalate faster than the rate of inflation.This is a known issue to all levels of governments in the state.
In addition, citizen initiatives over the past decade have made a significant impact on general revenues
for all local governments in Washington State, including Renton. The cumulative losses for Renton
include $640,000 a year from Initiative 695 (1999) which repealed the state Motor Vehicle Tax; over
$2.51 million a year from Initiative 747 (2001), limiting the property tax growth rate to the lower of
inflation or 1%, plus new construction; and $750,000 a year street maintenance fund from Initiative 776
(2002) that eliminated the local option Vehicle Licensing Fee approved by voters for transportation
systems in King County. This is a combined loss of nearly $4 million a year in Renton's general
government revenues overall the past 10 years.
The loss of these revenues not only reduced the diversity of City's revenue sources but also slowed the
revenue growth. Based on the current revenue structure, the combined revenue growth rate is around
2% per year, or around 1% below the rate of inflation under normal conditions.
The cost of City services, on the other hand is expected to grow at around 4% per year or around 1%
above inflation, again, under normal circumstances. The higher growth rate is primarily caused by the
persistent high energy costs, double digit medical benefit cost increases, and more recently, the state
mandated pension costs.
This 2% differences between revenue and expenditure growth rates translates into around $2 million
per year structural gap based on the $98 million current General Fund annual budget.
The$2.5 million is calculated base on the difference between 1%and the rate of inflation as measured by CPI-W.
The loss is over$8 million a year if is calculated on 6%statute limit prior to the passage of 1-747.
Executive Summary-Major Revenues Page 36 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
The past revenue loss and the structural imbalance had already required the City to continuously reduce
its services to balance the budget. Over the past ten years, the City has reduced its general expenditures
by nearly $5 million and eliminated 17.4 positions. Because these service reductions were made over
time, the impacts were not immediately obvious. However, the cumulative effects have now resulted in
increased level of citizen complaints and demands for improvements in almost all service areas.
It is under this backdrop, the City Council decided it is important to maintain the current staffing and
service levels in the 2010 budget and beyond. To cover the projected deficits, Council allowed using
nearly 2% designated capital utility tax revenue which will become available starting in 2010 to make up
the projected budget gap, thus allow stable General/Street Fund operations up to 2010. The adopted
budget reflects this important budget decision.
PROPERTY TAX(RCW 84.52)
Property tax Is the largest revenue source and is used for Year Assessed Value PropertyTax change
2005 6,683,310,627 21,074,039 7.6%
general governmental operations. The table to the right 2006 7,300,556,316 22,043,717 4.6%
shows past and projected annual property tax levy. New 2007 8,332,988,272 23,476,384 6.5%
construction has contributed to substantial growth in the 2008 9,617,208,149 29.050.790 23.7%
City's property tax base over the past five which 200 13'173,773,069 0 o z .
y p p y years are 2010 Pro' 11,821,099,953 31,364,643 2.3°°3%
added to the 1% base levy growth limit. The 23.7% increase 2011 Pro' 12,293,943,951 31,676,024 1.0%
in 2008 also reflects the addition of Benson/Cascade 2012 Pro' 12,785,701,709 32,162J42 1.5%
201 Pr ' 13,297,129,778 32,647,1151.5%
annexation. Other factors affect the actual property tax 2014 Proj. 13,829,014,969 32,976,853 1.0%
collection is the appeals and delinquent taxes. 2015 Pro'. 14,382,175,567 33,306,687 1 1.0%
The City's property tax levy amount is subject to a number of limitations in the state statutes:
1. The $1.60 Levy Cap:
The state constitution establishes the
maximum regular property tax levy for all $3s Past and Projected PropertyTax
taxing districts combined at 1%, or $10 per
$30
$1000 market value of the property. This cap c $2s
is further divided by the RCW to the various
taxing districts, with the maximum regular E $20
property tax levy for most cities at$3.375 per $15
thousand dollars assessed valuation (AV). $10
Cities with the Firemen's Pension Fund can $5
levy an additional $0.225 per thousand $0
dollars AV, resulting in a maximum levy of zoos 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
$3.60 per thousand dollars AV. Renton's
regular levy rate is subject to the $3.6 limit.
This levy cap can only be exceeded with 60% voter approval (excess levy). Future property tax
projections are based on 1% 1-747 limit plus new construction.
2. The 101 percent "lid" and other limits in property tax growth rates:
aw Executive Summary-Major Revenues Page 37 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
Before 2002, a taxing district could increase the property tax levy amount annually by 6% (for a total
of 106% of the amount levied in the previous year), up to the applicable levy cap. This growth rate
limit was established in 1973 as the legislature responded to people's concerns that property taxes
were rising too fast with the real estate boom.
Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation.
Property tax growth resulted from new construction; changes in value of state-assessed utility
property, and newly annexed property (collectively referred to as new construction") are exempted
from the lid/limit factor and may be added to the tax levy. The growth limit can be "lifted" by
voters. A "lid lift" vote requires a simple majority voter approval, and the amount is added to the
levy base for future years.
ri tion Average Total Tax City Tax
2009 Property Tax Dlst bu g
Year Home Value Rate Rate City Tax$
Renton 2005 Actual $ 249,600 $ 11.87 $ 3.23 $805.46
Hospital School 2006 Actual 269,800 11.96 3.12 840.70
District#1 District State 2007 Actual 293,400 10.94 2.88 846.17
34% School 2008 Actual 335,500 9.78 2.57 862.57
5%� Fund 2009 Actual 357,900 9.95 2.37 848.22
Port of 20% 2010 Proj 304,215 11.82 2.71 824.42
Seattle 2011 Proj 316,384 11.48 2.63 832.67
2% 2012 Proj 329,039 11.15 2.56 840.99
EMS 2013 Proj 342,201 10.83 2.48 849.40
King-/ 3%
County 2014 Proj. 355,889 10.52 2.41 857.90 ,
12% 2015 Proj. 370,124 10.21 2.34 1 866.48
Most properties in Renton pay$9.95 per$1000 AV in 2009, of which 24% or $2.37 goes to City services.
The remaining goes to the Renton School District (34%), King County (12%) for regional service,the State
School fund (20%),Valley Medical (5%), Port of Seattle (2%), and Emergency Medical Services (3%).
The table above shows the past and projected average home values, combined property tax rates, and
the portion the City receives.
SALES TAX(RCW 82.14)
Sales tax is the second largest taxing Past and Projected Sales Tai
source for Renton representing 23%
of General Fund revenue. Similar to Annexaction Credit ■Criminal Justice ■Sales Tax
property tax, the City only receives 525
approximately 10% of sales tax
generated within Renton, the $20
remaining 90% goes to other
government entities and to support $15
transit and public facility agencies.
$to
In addition to the local sales tax, the 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
City also receives a distribution of Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
voter approved criminal justice sales
tax, and a 0.1%annexation sales tax for the annexation of Benson/Cascade in 2008.
Executive Summary-Major Revenues Page 38 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
The Criminal Justice Sales Tax
(RCW 82.14.340) is a 0.1% voter- Annexaction % Criminal
approved optional sales tax in
Year Sales Tax %change Credit change Justice %change
2005 $17,108,459 2.7% $ 1,170,134 8.5%
King County, collected 2006 18,690,826 9.2% 1,293,185 10.5%
countywide and distributed 2007 20,342,171 8.8% 1,445,095 11.7%
based on population. Because it 2008 20,956,089 3.0% 789,683 1,755,469 21.5%
2009 17,995,836 -14.1% 2,132,110 170.0% 1,650,350 -6.0%
employs a more diverse tax base 2010 Proj 18,609,000 3.4% 2,248,000 5.4% 1,743,000 5.6%
4W and different distribution 2011 Proj 19,167,270 3.0% 2,248,000 0.0% 1,795,290 3.0%
formula than regular sales taxes, 2012 Proj 20,029,797 4.5% 2,349,160 4.5% 1,876,078 4.5%
2013 Proj 20,931,138 4.5% 2,454,872 4.5% 1,960,502 4.5%
this source is typically more 2014 Proj. 21,873,039 4.5% 2,565,341 4.5% 2,048,724 4.5%
stable and is projected to grow 2015 Proj. 22,857,326 4.5% 2,680,782 4.5% 2,140,917 4.5%
by the inflationary plus
population growth.
ar
This Annexation Sales Tax Credit is a tool the State is using to encourage cities to annex urban areas
currently in the unincorporated counties. The tax is credited toward the State's portion of sales tax, so
no net impact on taxpayers. The credit will last 10 years and is intended to help cities who annex large
urban areas to pay for service costs that exceeded revenue generated in the area.
_
2009 Sales Tax Composition The composition of the City's sales tax is relatively
diverse with Retail at 29%; and Automotive,
Service, and Contracting each representing around
Manuf. 20%of the total. The remaining 11% is made up by
Other a.7% Wholesale (big-box retail), Manufacturing, and
s 2.3%
other miscellaneous activities.
Like many other cities in the state, Renton's sales
Services tax is one of the hardest hit tax sources b the
19.6% y
recession. We anticipate a decline in our base
Contracting sales tax revenue by 11% in 2009, and start to
18.7% improve in the second half of 2010, but won't post
wholesale a positive annual growth until 2011. The decline of
5.4% sales tax is led by the reduction in contracting and
%W automotive sales, anticipated to be lowered by
40%and 12% respectively in 2009 than 2008.
im
Stream-lined Sales Tax:
Washington State is one of the original participants of the Stream-lined Sales Tax Project and the
aw Legislature made a number of changes to its sales tax codes to be consistent with the national sales tax
laws. The last piece took effect on July 1, 2008 that changes which localities receives the tax revenue
when customers have goods delivered instead of picked-up at the point of sales. Under previous tax
%L law, tax revenue is credited to the locality where the goods are delivered from (origin point of the
delivery). The law requires the tax be credited to the locality where the goods are delivered (destination
based system.)
r• The State's fiscal impact analysis initially suggested that Renton would be negatively impacted in the
magnitude of$1 million per year, with this loss being mitigated through the State transfer ("mitigation
Executive Summary-Major Revenues Page 39 of 548
we
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
Ir�r
payment") as provided by the implementing legislation. As of September 2009, with one full year's
actual data available, the evidence suggests Renton, as well as other cities in urban centers with
substantial day-time population, are not impacted negatively as anticipated. At the same time,
bedroom-communities have not seen substantial gain in their revenue as initially anticipated either.
Therefore, we are pretty certain that the decline of the City's sales tax collection in 2009 is due to the
state of the economy.
UTILITY TAXES(RCW 82.16)
Cities and towns in Washington Past and Projected UtilityTaxes
State are authorized to levy a $20
business and occupation tax on $15
public utility businesses based
on revenues they generate o $10
within the city or town, known =
as a utility tax. The rate of $5
taxes for electric, phone, and
gas utilities are limited to 6% $0
without voter approval, with zoos zoos 2007 zoos 2009 zolo zoll 2012 2013 zola 2015
Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
no limitation on other public
■Elec. ■N.Gas ■city Util. ■Phone ■Cell ■Cable ■Tr.Station
utilities. The City currently
levies 6% utility tax on phone (both landline and cellular services), electric, natural gas, cable, all city
utilities(water, sewer, storm water,and solid waste), and transfer station.
Utility tax revenue has increased substantially over the past two years, primarily due to annexation as
well as higher energy costs. The 2010 budget projection assumes energy rates to moderate (natural gas
rate is reduced by 17%effective October 2009); and the anticipated State Supreme Court decision which
could overturn the City's ability to collect Brokered natural gas. The long term outlook for utility tax
continues to grow at a modest rate based on the combination of inflation, population growth, and to a
lesser degree, rate increase. The exception is the landline phone service is anticipated to stabilize at
around $1 million a year while cellular service is expected to continue to grow in data services. The
table below shows detail of past and projected utility taxes.
Brokered City Transf %
Year Electric Natural C I Utilities Cable TV Phone Cell Phone Station Total Change
[2007
05 3,020,807 1,058,392 234,341 1,995,338 731,313 1,203,973 1,202,599 372,871 9,819,634 7.4%
006 3,459,615 1,281,410 365,078 2,099,260 919,978 1,073,694 1,338,416 340,989 10,878,440 10.8% �v
3,858,030 1,451,402 272,822 1,976,700 986,176 1,081,116 1,456,349 381,130 11,463,725 5.4%
2008 1 4,580,037 1,565,810 253,377 2,606,786 1,143,1681 1,032,048 1,748,1471 380,961 13,310,334 16.1%
2009 bgt 5,160,323 1,745,681 338,209 2,939,046 1,207,283 1,306,700 1,898,985 380,000 14,976,227 12.5%
2009 Esti. 4,886,735 1,945,681 80,209 2,939,046 1,200,609 1,176,030 2,026,243 270,000 14,524,553 -3.0%
2010 Proj. 5,150,000 1,858,000 - 2,880,000 1,250,000 960,000 1,900,000 230,000 14,228,000 -2.0%
2011 Proj. 5,356,000 1,932,320 2,937,600 1,300,000 960,000 2,090,000 239,200 14,815,120 4.1%
2012 Proj. 5,623,800 2,028,936 3,025,728 1,365,000 960,000 2,299,000 251,160 1 15,553,624 5.0%
2013 Proj. 5,961,228 2,150,672 3,177,014 1,446,900 960,000 2,528,900 266,230 16,490,944 6.0%
2014 Proj. 6,318,902 2,279,712 3,335,865 1,533,714 960,000 2,781,790 282,203 117,492,187 6
2015 Proj. 6,698,036 2,416,495 3,502,658 1,625,737 960,000 3,059,969 299,136 .1%18,562,031 6.1%
REAL ESTATE EXCISE TAX(REET)
The State of Washington is authorized to levy a real estate excise tax 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 percent. A locally-imposed tax is also authorized. All cities and
Executive Summary-Major Revenues Page 40 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
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:
r Initially authorized in 1982, cities and counties can use the receipts REET
of REET 1 for all capital purposes. An amendment in 1992 states Year Revenue %change
that cities and counties with a population of 5,000 or more planning 2005 Actual $4,440,795 -0.9%
2006 Actual 5,919,292 33.3%
r under the GMA must spend REET 1 receipts solely on capital 2007 Actual 5,086,327 -14.1%
projects that are listed in the capital facilities plan element of their 2008 Actual 2,800,103 -44.9%
comprehensive plan. Capital projects are:public works projects of a 2009 Actual 2,418,456 -13.6%
local government 2010 Pro' 2,400,000 -0.8%
g for planning, acquisition, construction, 2011 Pro' 2,640,000 10.0%
reconstruction, repair, replacement, rehabilitation, or improvement 2012 Pro' 1 2,640.000 0.0%
of streets; roads; highways; sidewalks; street and road lighting 2013 Pro' 2.640,000 0.0%
r systems; traffic signals; bridges; domestic water systems;storm and 2014 Pro'. 2,640,020j_ 0.0%
sanitary sewer systems, parks; recreational facilities; law 2015 Proj. 2,640,000 1 0.0%
enforcement facilities;fire protection facilities; trails,libraries; administrative and judicial facilities.
Receipts pledged to debt retirement
prior to April 1992 and/or spent prior Pastand Projected REET Revenue
to June 1992 are grandfathered from $7
this restriction. $6
REET 2 RCW 82.46.035: o $
4
,r The second quarter percent of the E $3
real estate excise tax (authorized in $2
1990) provides funding for cities and $1
10 counties to finance capital $-
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
improvements required to occur Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
concurrently with growth under the
ow 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 waters stems storm and sanitary sewers stems and
ff� 9 9 y Y systems,
planning, construction, reconstruction, repair, rehabilitation, or improvement of parks.
Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March
1, 1992.
The combined two quarter-percent of the REET are expected to generate $2.4 million in 2010 and $2.6
million per year thereafter. Currently the revenues are primarily (83%) used for debt service and only
$400,000 or 17% is currently available for new capital projects.
GAMBLING EXCISE TAX
Executive Summary-Major Revenues Page 41 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
The City levies gambling taxes at their maximum allowed level on Gambling
all activities: 5% for bingo and raffles, 2% for amusement games, Year Tax %change
5% for punchboards and pull-tabs, and 20% for card rooms (RCW 2005 Actual 2,305,120 19.9%
9.46.110). Revenues from these activities are required to be used 2006 Actual 2,064,544 -10.4%
primarily for the purpose of gambling enforcement (RCW 2007 Actual 2,207,524 6.9%
2008 Actual 2,165,153 -1.9%
9.46.113). Case law has clarified that "primarily" means "first be 2009 Actual 2,143,073 -1.0%
used" for gambling law enforcement purposes to the extent 2010 Proj 2,000,000 -6.7%
necessary for that city. The remaining funds may be used for any 2011 Proj 2,000,000 0.0%
general government purpose. The City receipts Gambling Tax in 2012 Proj 2,000,000 0.0%
the General Fund and identifies the revenue as law enforcement 2013 Proj 2,000,000 0.0%
2014 Proj. 2,000,000 0.0%
resources. 2015 Proj. 2,000,000 0.0%
The State Legislature began
allowing the operation of GamblingTax
"enhanced card rooms" or mini- $2.5
casinos on non-tribal land on a
pilot basis in 1997; regulations
were adopted allowing them on a $2.0
permanent basis in the spring of o
2000. Over the past ten years, _
mini-casinos have proliferated $1.5
throughout the state and have
become a significant source of tax $1.0
revenue in jurisdictions where 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
gambling activities are allowed. Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
The permission of non-tribal
casinos has stimulated a wave of new and/or expansion of tribal casinos as well. The increased
competition and the smoking ban in non-tribal establishments made non-tribal gambling businesses
harder to compete. The estimated increase in 2009 is primarily due to the addition of new
establishments in the Benson/Cascade annexation area and the one-time change in reporting period for
larger taxpayers from quarterly basis to monthly. We expect the City's gambling tax to stabilize at
around $2 million a year.
LODGING TAX(RCW 67.28)
Effective 1998 most cities in King County may Hotel Size
levy a 1% Lodging Tax on short term overnight <60 >-60
stays at hotel, motel, campgrounds for tourism LodgingTax Rooms Rooms
promotion or for acquisition and operation of State sales tax 6.50% 6.50%
tourism-related facilities. This actual tax paid Local City/County Sales and Use Tax 3.00% 2.10%
on overnight lodging by typical visitors is a Convention and Trade Center N/A 2.80%
combination of sales tax and lodging excise tax Special Hotel Motel Tax 1.00% 1.00%
at 12.4%. Total Tax on Lodging 10.50% 12.40%
The City enacted the 1% lodging tax in 1999 to fund its tourism promotion program. The program is
accounted for in Lodging Tax Fund with an annual budgeted resource of around $250,000.
Executive Summary-Major Revenues Page 42 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
ADMISSIONS TAx(RCW 35.21.280)
Washington cities are authorized to levy an admissions tax not to exceed 5% Admission
on admission charges to entertainment venues such as theaters, dance halls, Year Tax %change
circus, and other activities where there is an admission charge for entering 2005 Actual 259,669 -45.5%
2006 Actual 220,358 -15.1%
the facility. The higher revenue in 2005 is due to a special performance 2007 Actual 219,768 -0.3%
group that had their seasonal performance in Renton. The higher projection 2008 Actual 197,740 -10.0%
for 2009 and beyond is due to the new movie theater in the Landing coming 2009 Actual 260,269 31.6%
2
online in October 2008. 010 Proj 260,000 -0.1%
2011 Proj 260,000 0.0%
r 2012 Proj 260,000 0.0%
2013 Proj 1 260,000 0.0%
2014 Proj. 1 260,000 1 0.0%
2015 Proj. 1 260,000 1 0.0%
LEASEHOLD TAx Year Leasehold Tax%change
In addition to the above taxes, the City also receives a minimal amount of 2005 Actual 105,579 -17.1%
revenue from the 4% leasehold tax (RCW 82.29A). Leasehold tax is on lease 2006 Actual 84,706 -19.8%
2007 Actual 87,608 3.4%
income from private business activities on tax-exempt properties in lieu of 2008Actual 190,644 117.6%
property taxes. The leasehold tax is the lower of 12.84% or the equivalent 2009 Actual 146,002 -23.4%
property tax rate. Of the total tax rate, 4%comes to the City and 2%goes to 2010 Proj 100,000 -31.5%
2011 Proj 100,000 0.0%
King County. The City receives around $100,000 a year from this tax and uses 2012 Proj 100,000 0.0%
it for general operations purposes. 2013 Proj 100,000 0.0%
2014 Pro'. 100,000 1 0.0%
LICENSES AND PERMITS 2015 Proj. 100,000 1 0.0%
BUSINESS LICENSE FEE
a�
This revenue source is a license fee based upon the number General Transp.
of employees a company has within Renton's city limits. In Year Fund 000 Impv Total
ur 1988, the City of Renton implemented its per-employee 2005 Actual 392,800 1,583,279 1,976,079
based business license fee with the rate set at $55 per full- 2006 Actual 449,447 1,812,907 2,262,354
time equivalent employee in response to transportation 2007 Actual 420,608 1,760,701 2,181,309
infrastructure needs in Renton. Non-profit and government 2008 Actual 477,383 1,931,506 2,408,889
entities are exempt from paying this fee. The $55 per
2009 Actual 413,155 1,726,064 2,139,219
employee rate remained constant up to this point and is 2010 Pro' 450,000 1,600,000 2,050,000
generating $2.2 million annually. The City has dedicated 2011 Proj 449,447 1,812,907 2,262,354
0
80/ of the revenue to transportation improvement 2012 Proj 420,608 1,760,701 2,181,309
projects, with the remaining 20% allocated to the General 2013 Pro' 477,383 1,931,506 1 2,408,889
Fund. In addition to providing the needed resource for 2014 Proj. 496,844 1,900,000 2,396,844
infrastructure improvements, the employment information 2015 Pro'. 504,297 1,928,5001 2,432,797
in the business license system also provides the City with important economic condition indicator both
in general economy as well as its diversity.
r
The table below shows all jobs from Renton employers, including non-profits and government agencies
who are not required to pay a license fee; but excluding jobs from businesses that do not have an office
in Renton (such as construction jobs) that are subject to the license fee. The information basically tells
us that while we have a substantial drop in temporary employment in Renton based on licensing fee
collected,the core local based jobs remained relatively stable in 2009.
Employment 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Boeing FTE 19,058 19,089 16,735 12,377 10,448 9,912 11,770 13,047 13,199 13,169
r
All other FTE 24,311 24,319 23,505 24,165 25,151 26,016 29,363 26,613 30,599 30,777
Total FTE 43,369 43,408 40,239 36,542 35,598 35,929 41,134 39,660 43,798 43,946
Executive Summary-Major Revenues Page 43 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
w
PERMIT AND DEVELOPMENT FEES
The City have not adjusted its development permit fees in recent years. In many cases, fees have not
increased since the late 1980s. An analysis conducted in 2009 showed the City's development service
fees lag the neighboring communities by substantial differences. As a result,the City Council approved a
general fee increase that took effect October 2009 that would bring the City's rates to roughtly 80% of
the average of the comparable jurisdcitions. The 2010 revenue projection reflects both rate increase
and projected improvement in activity level.
OActuBuilding& Plan % Past and Projected Development Fees
a
ar Fire Permits Review Total change $6.0
ctual 2,512,114 1,424,645 3,936,759 13% $5.0
ctual 2,472,816 1,584,551 4,057,367 3%
ctual 3,368,184 1,743,821 5,112,004 26% $4.0
C
ctual 2,283,063 903,768 3,186,830 38% $3.0 '
ctual 1,659,016 677,955 2,336,970 27%
$2.0
roj 1,622,460 696,708 2,319,168 -1%roj 1,736,059 766,379 2,502,438 8% o $1.0
Proj 1,909,665 789,370 2,699,035 8%Proj 1,966,955 813,051 2,780,006 3% 2005 2006 2007 2008 2009 2010 2011 2012 2013
Proj. 2,025,963 837,443 2,863,406 3% Actual Actual Actual Actual Actual Proj Proj Proj Proj
Proj. 2,149,345 862,566 3,011,911 5%
FRANCHISE FEES
Franchise fees are charges levied on private utilities to recoup the City costs of their use of city streets
and other public properties to place utility infrastructure and costs of administering the franchise. The
franchise fees on light, 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 source of the City's franchise fee revenue.
The City's franchise fee revenue is primarily generated from cable franchise. The increase in 2008 and
2009 collections reflect the annexation activities. Long term projection is based on projected rate
increases and population growth.
Year Franchise %change
Past and Projected Franchise Fee
2005 Actual 640,845 3.4% $1.4
2006 Actual 499,324 -22.1% $1.2
2007 Actual 838,932 68.0% $1.0
2008 Actual 998,288 19.0% '
c $0.8
2009 Actual 1,039,031 4.1% g
2010 Proj 1,040,000 0.1% E $0.6
2011 Proj 1,060,800 2.0% $o.a
2012 Proj 1,092,624 3.0% $0.2
2013 Proj 1,147,255 5.0% $-
2014 Proj. 1,204,618 5.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
2015 Proj. 1,264,849 5.0% Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
AIA
Executive Summary-Major Revenues Page 44 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
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INTERGOVERNMENTAL REVENUES
Intergovernmental revenues include state-shared revenues, governmental grants and miscellaneous
transfers, and inter-governmental service contracts such as the Fire and Emergency Services contracts
r with Fire Districts 25 and 40. The following information is primarily intergovernmental revenues in the
City's operating funds. There are also substantial grants in capital project funds particularly in
transportation improvement projects.
rr
The state-shared revenues are from taxes and fees collected by the State and disbursed to municipalities
based on population or other criteria. In the past,the primary sources of these shared revenues are fuel
tax (tax on gasoline consumption), liquor sales profit, and excise tax. This resource once provided 14%
of the City's operational funds, but has decreased to less than 7%, mainly due to the elimination of the
MVET and the King County vehicle license fee. The remaining intergovernmental revenues are fuel taxes,
r liquor tax and profit, and the criminal justice distribution.
The increase in 2008 Contract reflects the 10-month contract with Fire District 40 that started March 1,
2008 after the Benson/Cascade Annexation. 2009 is the first full year of the contract. The increase in
2008 grants and miscellaneous transfers include the transfer from King County Library System and a
$705,000 equipment grant the Fire Department received. The projected 2010 through 2012 grants
r include the 3-year COPS Rehiring Grant the City received as part of the stimulus package.
State Shared Grants&
Year Revenue Misc. Contracts Pastand Projected Intergovernmental Revenue
2005 Actual 1,488,250 744,858 1,294,512 $10.0
�e 2006 Actual 1,503,641 874,122 1,376,764 $8.0
2007 Actual 1,667,332 896,417 1,435,271 $7.0
2008 Actual 2,031,516 1,689,870 5,027,051 1 _' $6.0
$s.o
2009 Actual 2,336,441 1,484,491 5,869,198 $4.0
2010 Proj 2,245,931 1,636,797 5,567,223 $3.0
2011 Proj2,279,620 1,549,095 5,670,039 $2.0
$1.0
2012 Proj 2,307,120 1 1,189,232 5,840,140 $-
2013 Proj 2,335,930 1,189,232 6,015,345 zoos 2006 2007 2009 2009 2010 2011 2012 2013 2014 2015
Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj.
2014 Proj. 2,365,566 1,189,232 6,195,805
m State Shared Revenue m Grants&Misc. ■contracts
2015 Proj. 2,396,056 1,189,232 6,381,679
CHARGE FOR SERVICES
The charge for services is revenues generated from services
provided to the general public (including recreation fees, building Police and
Year Court Services %change
permit, land use fee, and surface water fees). This source is 2005 Actual 591,181 -11.2%
projected to generate$5.7 million each year. 2006 Actual 715,501 21.0%
' 2007 Actual 691,960 -3.3%
POLICE AND COURT SERVICES 2008 Actual 701,515 1.4%
2009 Actual 709,205 1.1%
Police and court Service revenue includes private security, jail, 2010 Proj 647,585 -8.7%
electric home detention, passport process, and miscellaneous 2011 Proj 657,299 1.5%
services. Projected 2010 revenue decreases primarily reflect the 2012 Proj 667,158 1.5%
decrease in private security service for construction projects, lower 12013 Proj 677,166 1.5%
passport processing volume from reduced services hours, and 2014 Proj. 687,323 1.5%
reduced probation revenue from the reduction of probation clerk 2015 Proj. 697,633 1.5%
positions.
Executive Summary-Major Revenues Page 45 of 548
r
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
PARKS&RECREATION FEES '
Overall, recreation fees are generated from recreation classes, Parks&
Recreation
athletic programs, leagues and field rentals, senior activity center, Year services %change
community center,and aquatic center fees and rentals. The revenue 2005 Actual 2,068,867 -1.5%
is projected at$2.3 million for 2010, which is 2%under 2009 budget, 2006 Actual 2,256,669 9.1%
but is consistent with anticipated 2009 actual. The reduction in 2007 Actual 1 2,302,702 2.0% '
recreation revenues is due to reduction in service hours and 2008 Actual 2,355,736 2.3%
2009 Actual 2,309,446 -2.0%
programs as part of the adopted budget reduction. Long term 2010 Proj 2,293,020 -0.7%
projection is based on projected population increases. 2011 Proj 2,327,415 1.5% ,
2012 Pro' 2,362,327 1.5%
2013 Proj 2,397,761 1.5%
2014 Proj. 2,433,728 1.5%
2015 Proj. 2,470,234 1.5%
INTER-FUND SERVICES
The inter-fund service charges represent reimbursements from Interfund
enterprise fund (utilities, golf course, airport, etc.) operations for Year Services %change
accounting, human resources, records management, legal, and 2005 Actual 3,795,352 4.1% ,
administration expenses. The charge is determined through an 2006 Actual 2,842,019 -25.1%
indirect cost allocation model using transaction volume, full-time 2007 Actual 2,944,768 3.6%
employee,size of budget as determining factors. 2008 Actual 3,072,950 4.4%
2009 Actual 3,225,745 5.0%
2010 Proj 3,080,927 -4.5%
The revenue is projected at $3 million for 2010, which is 10% below 2011 Proj 3,173,355 3.0%
2009 budget due to the formation of facilities and communications 2012 Proj 3,268,555 3.0%
internal service funds that recover costs from all City operations, not 2013 Proj 3,366,612 3.0%
just enterprise operations. This resulted in a reduction in the amount 2014 Proj. 3,467,610 13.0%
2015 Proj. 3,571,639 3.0%
of the General Fund cost and recovery. Future projection is based on
projected general City operating cost increases. .�
FINES AND FORFEITS
Fines and
Fines and forfeits account for civil and criminal penalties as authorized Year Forfeits %change
by the state and adopted by the City code and collected through the 2005 Actual 720,312 -29.7%
Renton Municipal Court. 2006 Actual 920,168 27.7% •
2007Actual 951,270 3.4%
The 2008 Increase reflects the implementation of the traffic Photo- 2008Actual 2,110,973 121.9%
Enforcement system at the high collision intersections and at school 2009 Actual 3,817,008 80.8%
zones. The 2009 projected revenue shows only the portion of the 2010 Proj 3,577,193 -6.3%
Photo-Enforcement revenue that is to cover the cost of the program 2011 Proj 3,630,851 1.5%
5%314 1
685, .
and the $250,000 emphasis on patrol the City Council authorized to 2012 Proj 3, r
use. The 2010 adopted budget recommends using this revenue to 2013 Proj 3,740,593 1.5%
2014 Proj. 3,796,702 1.5%
fund the Police Department Traffic Enforcement Unit and to avoid 2015 Proj. 3,853,653 1.5%
reduction services.
sp
Executive Summary-Major Revenues Page 46 of 548
CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW
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MISCELLANEOUS REVENUES
Miscellaneous revenues include interest income, cellular tower site Year Miscellaneous %change
rental, donations, sales of documents, etc. The majority of the 2005 Actual 882,486 79.8%
revenue is investment interest income. With the tightened lending 2006 Actual 1,075,268 21.8%
criteria, higher FDIC insurance fees, and the increase of the state's 2007 Actual 1,185,973 10.3%
�w public deposit collateral requirement, banks in the State of 2008 Actual 826,245 -30.3%2009 Actual 701,325 -15.1%
Washington do not need, and are not willing to pay much for deposits 2010 Proj 245,300 -65.0%
from public entities. Some banks are not accepting new public 2011 Proj 288,730 17.7%
• deposits at all. As a result, we anticipate the future miscellaneous 2012 Proj 288,730 0.0%
revenues will remain at a lower level than what we have experienced 12013 Proj 288,730 0.0%
in the past few years. 2014 Proj. 288,730 0.0%
r
2015 Proj. 288,730 0.0%
Enterprise •
r UTILITY RATES
$120.00 Monthly Utility Bill Comparasion
Water and Sewer Rates - The water, sewer, $100.71
°" and storm sewer rates fund most of the costs $100.00 $91.56 -$894--
associated with providing these services as $80.00 $65.37 $68.29 $68.61-$72.03
well as necessary capital replacements in our
community. Other sources include hookup $60.00 -
fees, other development charges, grants, etc. $40.00
are also available but are restricted for capital
purposes only. Due to increased costs to $20.00 -
maintain the systems, regulatory $0.00
requirements, and higher general operating Renton Kent Auburn Tukwila Issaquah Seattle Bellevue
costs, the City is reviewing the policies guiding (WM) (A) (WM) (WM) (WM&A) (WM&A) (A)
these rates. ■Water ■Sewer ■Storm ■Solid Waste(32 G.can)
LRate studies conducted in 2006 recommended adjustments to 2007 rates as well as futureY ears to
maintain services and provide capital investments. As a result, the City adjusted the utility rates over the
6 past three years. The water rate adjustment in 2010 is to head-off steep rate increase in the future. In
order to minimize financial impact of rate increases to our customers, the adopted budget includes
operating cost reductions as well as delaying capital costs where possible. The preliminary rate
adjustment proposals will be presented to respective Council Committees for consideration.
Utility Revenue&Rate 2010
Increases 2004 2005 2006 2007 2008 2009 Proposed
Water Revenue 8,547,751 8,459,074 7,370,370 9,752,005 9,511,694 10,241,776 10,496,973
Rate Increase 3.0% 2.0% 3.0% 5.0% -19.0% 4.0% 10.0%
Sewer Revenue 3,928,053 4,104,314 3,816,989 4,866,672 5,100,339 5,201,928 5,476,898
Rate Increase 3.0% 3.0% 4.0% 5.0% 6.0% 4.0% 4.0%
Storm Revenue 3,265,684 3,179,159 2,834,130 3,345,672 4,353,614 4,908,489 5,186,896
Rate Increase 0.0% 0.0% 3.0% 3.0% 30.0% 0.0% 0.0%
Garbage Revenue 8,777,760 9,146,523 9,710,697 10,052,197 10,483,597 13,864,919 14,781,685
Rate Increase 0.0% 0.0% 0.0% 0.0% 0.0% 37.051o' 4.0%
Executive Summary-Major Revenues Page 47 of 548
OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET
The rate comparison illustrates the typical monthly utility bill for a single-family residence from services ,
provided for (or arranged for) by the City compares with similar service costs in neighboring
jurisdictions.
The adopted 2010 rate increases are: Water 10%, Wastewater 4%, and no increase for Surface Water. L
In addition to the City provisioned utilities, King County provides sewer treatment and sets the rates for '
the service. The Service is labeled as "Metro", which was the entity initially formed for the purpose in
1958 which was assumed by King County in 1994.
Golf Fees-The City's Maplewood Golf Course Fund
Past and Projected Green Fees Revenue
was created by Ordinance 3884 in 1985.
Maplewood Golf Course is owned and operated by $1.s° $1.60 '
the City. The golf course is also a water utility $160 $1.s3
$1.59 $1.62 1.67
resource as it is the location of city wells that ,
provide drinking water to our community. The use -91.40
of this space as a golf course helps preserve the
quality of the well water for future generations. $1.20
$1.00
The course is managed by the Community Services 2006 2006 2007 2008 2009
Department and it is operated as a separate
enterprise fund of the City. It is anticipated that user fees from customers will pay the operating and
capital costs of the golf course, including debt service for 1994 revenue bonds to improve the course and
the clubhouse. Currently the annual debt service is around $460,000 per year. The bond's covenant
requires a debt service coverage ratio of 1.25. The adopted budget currently would provide a coverage
ratio of 1.14, or$50,000 shy of meeting the coverage requirement. The adopted budget recommends a
fee increase of $2 per round which is expected to generate additional revenue of around $130,000 a
year based on 2008 rounds. The adopted fee increase was approved by Council and therefore the
revenue should be more than sufficient to make up the shortfall of the debt service coverage.
9 HOLE
WEEKDAY 18 HOLE 18 HOLE 18 HOLE 9 HOLE 18 POWER 9 HOLE
PROPSOED FEE INCREASE WEEKEND WEEKDAY WEEKEND SENIOR SENIOR CART POWER CART
MAPLEWOOD CURRENT FEES $20.00 $29.00 $35.00 $20.00 $15.00 $24.00 $14.00
MAPLEWOOD PROPOSED FEE INCREASE $22.00 $31.00 $37.00 $22.00 $16.00 $26.00 $16.00
NET $$ INCREASE $2.00 1 $2.00 $2.00 $2.00 $1.00 $2.00 $2.00
$$Increase based on 2008 rounds $30,698 1 $17,260 $35,582 $16,878 $6,333 $18,276 $4,000
Total $129,027
■r
The comparative rates chart to the right illustrates 2009 18-Hole Weekend Rates
that the Renton course rates are comparative with Comparison
the market. These rates are weekend rates for 18 Riverbend $39
holes of golf. The adopted increase would bring the Foster $32
City's rate to $37, in line with the other courses in the Bellevue $36
South King County area. Auburn 39
Renton $3
$0 $10 $20 $30 $40 $50
Executive Summary-Major Revenues Page 48 of 548
Financial Management Policies
Basic Policy Statement
The City of Renton is committed to 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:
1. Protect the assets of the City of Renton;
2. Ensure the maintenance of open and accurate records of the City's financial
activities;
3. Provide a framework of operating standards and behavioral expectations;
4. Ensure compliance with federal, state, and local legal and reporting requirements;
and
5. 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 and Information
Services Administrator.
Lines of Authority
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 assure that
adequate internal controls are in place.
3. The Mayor and Chief Administrative Officer (CAO) have the authority to oversee the
development of the annual 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.
i
Executive Summary-Financial Management Policies Page 49 of 548
Accounting Records and Reports ,
1. Basis of Accounting
a. The City's Comprehensive Annual Financial Report (CAFR) on its financial activity ,
shall be presented in compliance with Generally Accepted Accounting Principles
(GAAP) as defined by the Governmental Accounting Standards Board (GASB).
2. Basis of Budget
a. The City budget is presented on a GAAP basis of accounting.
3. Fund Accounting
a. 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. '
b. The funds are grouped into categories: General Fund, Special Revenue, Debt
Service, Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.
c. The City Council shall create and eliminate funds as appropriate by separate ,
ordinance, or through the budget ordinance.
d. Funds shall either be "external" or "internal" for financial reporting purposes.
i. 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). '
e. The City's financial accounting system shall assure that the status and
transactions of each account and their relationship to budget authority is clear.
4. Financial Reporting
a. The CAFR shall be timely and comprehensive and meet or exceed professional
industry standards.
b. The City's budget documents shall provide for comparison with prior years.
c. Revenue and expenditure reports shall be prepared monthly and be available on
the City's website.
d. 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.
e. All budget amendments shall be included in the monthly report.
f. Any outstanding interfund loans shall be disclosed in the quarterly report.
5. Audit
a. The City shall commission an annual audit of its financial reports and related
records to be conducted by the Washington State Auditor's Office.
b. At the conclusion of the audit, the auditor shall be available to brief the City
Council on the results.
c. The results of the audit shall be available to the public.
Executive Summary-Financial Management Policies Page 50 of 548
Policy on Stabilization Funds
Sufficient fund balances and reserve levels are important in the long-term financial stability of
the City.
1. The City shall maintain reserves required by law, ordinance and/or bond covenants.
a. General Government
i. The City shall maintain reserves in the General Government Funds of at
least 10% of total budgeted operating expenditures.
ii. In addition, the City shall maintain an additional reserve as a part of the
City's Risk Management Funds in a minimum amount of$5,000,000.
iii. In addition, the City shall maintain an "Anti-Recessionary Reserve" in an
amount of at least 2% of General Government budgeted operating
expenditures. Expenditures utilizing the "Anti Recessionary Reserve"
require a two-thirds majority vote of the City Council.
b. The City shall maintain one year payments in voted general obligation debt
service funds.
c. The City shall maintain reserves in the Enterprise Funds as follows:
i. Water Utility Fund: 12% - 25% of total budgeted operating expenses
ii. Golf Fund —25% - 50%of total budgeted operating expenses.
iii. All other Enterprise Funds: 10%- 20% of total budgeted operating
expenses
d. Reserve balances of other funds shall be set through the budget process in an
amount consistent with the purpose and nature of the fund.
2. 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 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.
Financial Planning
1. The City shall maintain a long-term (five year) financial planning model.
a. The financial planning model shall:
L be based on the currently adopted budget;
ii. utilize these policies;
iii. be based on assumptions and drivers realistically expected to occur;
iv. clearly document the assumptions and drivers used and the results of the
use of such assumptions and drivers;
v. be designed in such a way to permit analysis of alternative strategies;
vi. relate to the related plans of the City to include Service Delivery Plans,
Comprehensive Plans, Master Plans, etc.; and
vii. shall be prepared for the General Government and such other funds as
the deemed necessary.
2. Budget development
a. The City shall prepare an annual budget that is consistent with:
i. state law;
Executive Summary-Financial Management Policies Page 51 of 548
ii. the long-term financial planning model; ,
iii. these policies; and
iv. industry best practices.
b. The City of Renton's annual budget shall be prepared using the following
schedule and process as a general guide:
i. Review stakeholder input such as surveys, public forums, neighborhood
meeting notes and business community communication.
ii. 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.
iii. 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.
iv. The Finance & IS Administrator prepares the budget preparation 1
instructions and meets with Department Administrators to distribute
budget instructions and discuss budget preparation.
v. The instructions will include policy priorities, estimates of compensation
adjustments, internal service and indirect charges.
vi. Departments will provide to the Finance & IS Department budget
estimates and requests conforming to the budget instructions.
vii. The Mayor submits a proposed balanced Preliminary Budget to the City
Council in conformance with state law.
viii. The City Council conducts public hearings on the proposed budget in
conformance with state law.
ix. The City Council sets the City's property tax levies.
x. The City Council adopts the final budget ordinance.
xi. The Final Budget Document is published and posted to the City website.
c. Budget amendments should be presented for consideration when the need
arises.
L Budget authority shall be at the fund level.
ii. Changes resulting in a need to revise the appropriation authority shall be
presented as they occur.
3. Revenues
a. Revenue forecasts shall assess the full spectrum of resources available to finance
City programs and services.
b. The City shall consider the diversification of revenue as a strategy when
developing its financial plans.
c. Should an economic downturn develop that results in (potential) revenue
shortfalls or fewer available resources, the City will make appropriate
adjustments to its budget.
d. Revenue estimates shall be based on forecasting methods recommended by the
Government Finance Officers Association (GFOA) and will typically be more likely
to be conservative rather than aggressive.
Executive Summary-Financial Management Policies Page 52 of 548
4. Expenditures
a. Priority shall be given to expenditures that will improve productivity.
5. Capital Improvements
a. A comprehensive six-year plan for City capital investments shall be prepared
annually and adopted by the City Council as part of the City budget.
i. All projects included in the Capital Investment Program (CIP) shall be
consistent with the City's Comprehensive Plan.
ii. The Capital Investment Program shall be prepared in consultation with
Council Committees for ongoing capital investments.
b. All proposed capital improvement projects shall include a recommended or likely
source of funding.
c. 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.
d. 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.
e. Capital projects shall be budgeted for on a project life basis (rather than fiscal
year).
Policy on Fees and Charges
1. The City shall annually review all fees for licenses, permits, fines, rates and other
miscellaneous charges as part of the budget process.
2. User charges and fees shall be established based at a percentage of the full cost of
providing the service, unless otherwise provided by statute or regulation.
a. Full cost incorporates direct and indirect costs, including operations and
maintenance, overhead, and charges for the use of capital facilities.
b. 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.
3. Proposed rate adjustments, user charges and fees shall be presented to the City
Council for approval each year as part of the Mayor's proposed Preliminary Annual
Budget to the Council.
4. The City shall rigorously collect all amounts due.
Policy on Utility Funds
1. The City shall establish and maintain separate utility operating and capital
investment funds and budgets for each of its utility operations.
2. 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.
3. Utility rates and capital fees shall be reviewed annually and necessary adjustments
made to avoid major rate increases.
.r
Executive Summary-Financial Management Policies Page 53 of 548
.r
4. The City shall use system development charges, grants and low interest leans to
fund capital projects where possible. Overall, the utilities should maintain a Jebt to
equity ratio of 60/40.
5. Each Utility should fund an amount of the cost equal to the annual "deprEciation
expense" of capital assets less debt service principal payments.
6. 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.
7. 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.
8. 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.
Policy on Debt Issuance and Management
1. 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.
2. 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.
3. The City shall work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
4. 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.
5. The City may issue interfund loans when appropriate and consistent with a
separately adopted City Council policy on the subject.
6. When issuing debt, the City shall strive to use special assessment, revenue or other
self-supporting bonds in lieu of general obligation bonds.
7. 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.
8. General obligation debt should be used when the related projects are of a benefit to
the City as a whole.
a. General Obligation Bond (Voted):
b. 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.
Executive Summary-Financial Management Policies Page 54 of 548
c. Limited Tax General Obligation Bond (Non-Voted):
i. The City should avoid issuing general obligation (non-voted) debt
beyond eighty percent (80%) of its general obligation debt capacity.
9. 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.
10. The City's financial team for the issuance of debt shall consist of the Council, Mayor,
CAO, Finance & IS 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.
a. Through a competitive selection process conducted by the Finance & IS
Administrator with consultation with the Mayor, Chief Administrative Officer
and Legal Counsel, the City Council shall approve the most qualified financial
advisor/ underwriter and bond counsel.
b. These services shall be regularly monitored by the Finance & IS Administrator.
11. The City shall evaluate the best method of sale for each proposed bond issue.
a. When a negotiated sale is deemed advisable (in consultation with the Mayor and
City Council) the Finance & IS Administrator shall negotiate the most competitive
pricing on debt issues and broker commissions in order to ensure the best value
to the City.
b. 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.
12. The City shall comply with IRS regulations concerning use of, and reinvestment of
bond proceeds.
a. 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 regulation.
13. The City shall provide full secondary market disclosure related to outstanding debt.
Related Policies
• Investment Policy
• Contracting Policy (Purchasing Authority)
• Interfund Loans
Executive Summary-Financial Management Policies Page 55 of 548
r
City Funds and Fund Structure ,
Key Report
000 General A E
001 Community Services (formerly 101) A I (000)
003 Streets (formerly 103) A 1 (000)
004 Community Development Block Grant A I (000)
005 Museum (formerly part of 006 and 106) A I (000) t
006 Library(formerly 106) A I (000)
009 Farmers Market A I(000)
010 Fire and Emergency Services Memorial A I (000)
011 Fire and Emergency Services Health and Wellness A I (000)
031 Park Memorial (formerly 131) A I (000)
201 1997 LIM GO Bonds-City Hall A 1 (215)
215 Gen Govt Misc Debt Service A E
Total General Government
SPECIAL REVENUE FUNDS:
102 Arterial Streets E
108 Leased City Properties E
110 Special Hotel-Motel Tax E
118 Cum 2755 (Paths/Trails) E
125 One Percent for Art E
127 Cable Communications Development E
135 Springbrook Wetlands Bank E
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds-Senior Housing E
CAPITAL PROJECT FUNDS(CIP):
303 Community Services Impact Mitigation E
304 Fire Impact Mitigation E
305 Transportation Impact Mitigation E -
316 Municipal Facilities CIP E
317 Capital Investment E
318 South Lake Washington Infrastructure Project E
326 Housing Opportunity 1 (316)
Executive Summary-Financial Management Policies Page 56 of 548
City Funds and Fund Structure (continued)
ENTERPRISE FUNDS: Key Report
402 Airport Operations E
403 Solid Waste Utility E
404 Municipal Golf Course System E
405 Water Operations B E
406 Wastewater Operations B 1 (405)
407 Surface Water Operations B 1 (405)
416 King County Metro B 1 (405)
422 Airport Capital Investment 1 (402)
424 Municipal Golf Course System CIP 1 (404)
425 Water CIP B 1 (405)
426 Wastewater CIP B 1 (405)
427 Surface Water CIP B 1 (405)
461 Waterworks Bond Reserve B 1 (405)
471 Waterworks Rate Stabilization B 1 (405)
481 Future W/S Bond Proceeds B 1 (405)
INTERNAL SERVICE FUNDS:
501 Equipment Rental E
502 Insurance E
503 Information Services 1 (501)
504 Facilities 1 (501)
505 Communications E
512 Healthcare Insurance 1 (502)
522 Leoffl Retirees Healthcare 1 (502)
FIDUCIARY FUNDS:
611 Firemen's Pension E
650 Special Deposits E
ACCOUNTING FUNDS:
631 Claims Clearing la
632 Payroll Clearing la
901 Bank Surplus Balance la
910 General Fixed Assets la
+` 950 General Long Term Debt Account Group la
Executive Summary-Financial Management Policies Page 57 of 548
+rr
i
City Funds and Fund Structure (continued)
ACCOUNTING FUNDS:
999 SCORE la
A. General Government Funds share general revenues. Therefore, no interest shall be charged
for loans between funds.
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
Ia. Internal Fund for Accounting Purposes
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Executive Summary-Financial Management Policies Page 58 of 548
jBudget at a q&nze
The Budget Process
The City of Renton develops its budget every year from February through October. The Mayor
and the Council review the City's revenues and services in order to determine if they need to
make significant changes to the budget.
In reviewing the anticipated revenue, the Mayor's first priority is to ensure that the City is able
to continue providing the same levels of service. This may require obtaining additional funds
because the same service level now costs more. For example, as our population increases, we
need more police officers to maintain the same response times.
City departments estimate the costs of providing existing base services for the budget year. In
addition, they submit requests for new programs that they would like the Mayor to consider.
The Mayor evaluates the department requests and can recommend new programs for Council
approval within the context of the Council's adopted Business Plan Goals.
The Mayor and the Council hold a strategic planning retreat in the spring of each year in order
to adopt these Business Plan Goals. At that time, the Council sets policy direction and priorities
for the next budget cycle. They also determine whether the City's current levels of service are
meeting the needs of our community.
The Mayor must provide to the Council by October 31 a proposed budget for the following
year. The Mayor also provides them with an estimate of expected revenue in order to meet the
costs of providing City services. The Council reviews the budget and any revisions in November
and December. It must approve a balanced budget, (funding recommendations for the
operating and capital budgets that do not exceed the estimated resources) by the beginning of
the budget year, which is January for the City of Renton. In order to obtain citizen opinion
about proposed expenditures, the City holds two public budget hearings.
Once the Council adopts the budget, the Mayor must ensure that expenditures are made within
legal limits. If the economy changes or the City identifies unanticipated needs during the year
that require changing the budget, the Mayor will recommend those changes. A Council-
adopted ordinance must accompany all budget increases. If revenues fall short, the Mayor can
make decreases to the budget to ensure that the City does not overspend available resources.
The Mayor will work closely with the Council whenever changes to the budget must be made.
Executive Summary-Budget at a Glance Page 59 of 548
Budgetary Basis and Basis of Accounting
The budget, as adopted, constitutes the legal authority for expenditures. Budgets are adopted
on the GAAP basis of accounting. The annual budget is adopted with budgetary control at the
fund level so expenditures may not legally exceed appropriations at that level of detail.
Transfers or revisions within funds are allowed, but only the City Council has the legal authority
to increase or decrease a given fund's annual budget.
Basis of accounting refers to the point at which revenues or expenditures / expenses are
recognized in the accounts and reported in the financial statements. It relates to the timing of
the measurement made regardless of the measurement focus applied:
1. Accrual
Both governmental and business-type activities in the government-wide financial statements
and the proprietary and fiduciary fund financial statements are presented on the accrual basis
of accounting. Revenues are recognized when earned and expenses are recognized when
incurred.
2. Modified Accrual
The government funds financial statements are presented on the modified basis of accounting.
Under the modified accrual basis of accounting, revenues are recorded when susceptible to 4
accrual: i.e., both measurable and available. "Available" means collectible within the current
period or soon enough thereafter to be used to pay liabilities of the current period.
Executive Summary-Budget at a Glance Page 60 of 548
s
r Schedule of the Budget Process
Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan
! The budget process and time limits are established by State law. The City of Renton adheres to the following procedures:.
1 n
The Mayor,Council,and staff meet to set priorities(Council/staff retreat). ✓)
2 Council Committee of the Whole adopts the Business Plan Goals and
Strategies.
3 Budget instructions,salary and benefit computations,and forms are prepared and distributed
to departments on or before July 1.
ow
4 Six-year Transportation Capital Investment Program and associated budget adjustments
adopted by Council,by Resolution.
5
ti Departments prepare and submit new operating programs,positions and reclassifications,
and six-year capital improvements.
6 Departments prepare line item(base line)budget requests and submit to Finance by the second
week of August.
7 Base line budget requests,revenue assumptions,new programs and capital improvement requests are
compiled into a document for the Mayor's review in September.
8 The Mayor reviews budget requests with each department during first two weeks in September,with decisions
>� made by the end of September.
9
The property tax levy is established by ordinance the first Monday in October,or when available.
10 The Mayor's Preliminary Budget is prepared and filed with the City Clerk by the first working day in November;
available for public review.
11 The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and
place of the public hearing on the final budget.
� 12
Council Committee of the Whole conducts budget hearings with department heads during the month of November.
The hearings are open to the public.
13 The final hearing on the proposed budget must begin on or before the first Monday of December,and may continue until
40 the 25th day prior to the next fiscal year.
14
Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance.
40 15
The City Council approves amendments to the proposed budget,and following the public hearing adopts a final
balanced budget,by ordinance,prior to January 1.
16 The final Budget as adopted is published,distributed,and made available to the public during the
first three months of the ensuing year.
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1W Executive Summary-Budget at a Glance Page 61 of 548
City of Renton
Budget Fund Structure
General Government is used to group those accounts that are largely supported by general
taxes of the City.
General Fund accounts for all general government activity not accounted for in other funds. It
includes most tax revenues and such services as police, fire, engineering, long range planning,
city clerk, administration, and economic development.
Transportation Improvements Fund accounts for all roadway capital projects managed and
funded by the City. These are capital projects found in the Capital Investment Program section
of this budget.
Water/Sewer Utility is comprised of a number of sub-funds working towards a mission to
operate and maintain a quality water supply system, collect, convey and treat wastewater
effectively and economically within the Council's rate structure, and construct water and
sewer projects by contract or City participation in private projects,for infrastructure
improvements consistent with the Capital Facilities Plan.
Non-budgetary funds include:
Reserve Retirement Contribution Fund General Fixed Assets Fund
ICMA Deferred Compensation Fund Claims Clearing Fund
Salary Clearing Fund Special Deposits Fund
General Long Term Debt Account Group Surplus Bank Balance Fund
Executive Summary-Budget at a Glance Page 62 of 548
City of Renton
Budget Fund Structure
Governmental Funds Proprietary Funds
'General Government Special Revenue Funds Debt Service Capital Projects Enterprise Funds Internal Service Funds
General Fund Arterial Streets Unlimited GO Debt Mitigation Funds
000 102 219 303,304,305 'Utilities Equipment Rental
501
Community Services Utility Operations
Fund
000-001 Leased City Properties 'CIP City Facilities 405,406,407,
416 Insurance Services
316
108 502,512,522
Street Fund Utility Construction
000-003 425,426,427
'Transportation Information
Special Hotel Motel Improvements Technology
gy
110 317 503
CD Block Grant Fund
000-004 Utility Debt Service
Housing Opportunity
Paths and Trails Fund Facilities
118 326 504
Museum Fund
Solid Waste
000-005
403
Communication
CArt
000-006
Golf Course Airport
Parking Garage Cable Communication
Maintenance Fund 127
000-007
Golf Operations Airport Operations
aoa aoz
Farmers Market Fund 5pringbrook
000-009 Wetlands Bank Fund
135
Golf Construction Airport Construction
424 422
Fire and Emergency
Svcs Memorial Fund
000-010
Fire and Emergency
,,. Svcs Health and
Wellness Fund
000-011
Limited Tax GO Bond
a Funds
000-201
000-207
Miscellaneous Debt
Service Fund
000-215 Major Funds are those with budgets representing ten percent or more of
the City's overall budget. They are marked with an asterisk(*).
For descriptions of Major Funds, see next page.
Executive Summary-Budget at a Glance Page 63 of 548
Financial Structure
The City's budget comprises seven major fund types or groups. The following is a general
overview of each fund type.
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 • Fire protection / emergency medical
services
• Fines and forfeitures • Parks and recreation
• Intergovernmental (Federal, State) • Municipal Court / legal services
• Library services
• Street maintenance planning
• Economic development/ planning
• Administrative functions
Special Revenue Funds
These funds are used to account for revenues that are to be used for a specific purpose as
required by law or administrative action.
Major Revenues Primary Services
• State and Federal Grants • Economic development
• Taxes • Cable communications
• Street overlay
• Art fund
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.
Executive Summary-Budget at a Glance Page 64 of 548
Major Revenues Primary Services
• Property tax levies Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
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 2010-2014 City of
Renton Capital Investment Program.
Major Revenues Primary Services
• Federal and State grants Capital investment projects
• Special assessments
• Property tax
• Sales tax
• Real estate excise tax
• Impact mitigation
Enterprise Funds
These funds are used to account for operations that are financed and operated in a manner
similar to private business enterprises.
Major Revenues Primary Services
• Service (user) charges • City utilities
• Federal and State grants • Renton Municipal Airport
• Revenue bonds • Maplewood Golf Course
• State loans
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.
Executive Summary-Budget at a Glance Page 65 of 548
rir
Major Revenues Primary Services
• Charges to other city departments • Fleet management
• Insurance, health / property liability • Information Services
• Facilities (in transition)
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
Please refer to the following tables and figures for specific information on the budget, fund
groups, and employment history. In The Total Budget for 2010 table, we provide details on
revenue and expenditure categories.
In the Total Revenue Budget Over Time table we provide sources and amounts of revenue by
year from 2007 through 2010.
In the Fund Groups pie chart we show the budget percentages for each fund type and the
General Governmental Fund, by department.
In the Total Expenditure Budget Over Time table we provide specifics for fund expenditures.
In the Employment History—City of Renton graph we present the history of employment for the
City of Renton.
Executive Summary-Budget at a Glance Page 66 of 548
The Total Budget for 2010,All Funds
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 31,364,643 - - - - - - 31,364,643
Retail Sales and Use Taxes 22,600,000 180,000 - - - - - 22,780,000
Excise Taxes 15,528,000 40,000 - - - - - 15,568,000
Other Taxes 4,997,095 - - 560,000 - - - 5,557,095
Business License and Permits 620,317 45,000 - 1,600,000 - - - 2,265,317
Other License and Permits 1,766,059 - - - 96,775 - - 1,862,834
Federal/State Grants 1,146,934 - - 6,241,002 1,875,000 - - 9,262,936
Other Intergovernmental Revenues 8,303,017 615,000 - 6,291,000 110,000 - 100,000 15,419,017
Charges for Goods and Services 5,997,460 - - 470,000 49,960,131 10,851,035 - 67,278,626
IAW Fines and Forfeits 3,577,193 - - - - - - 3,577,193
Interest and Other Earnings 434,300 5,000 - 10,000 685,900 150,000 200,000 1,485,200
Rents,Leases,and Concessions 720,780 941,533 - - 2,521,276 - - 4,183,589
Other Miscellaneous Revenues 222,900 65,000 - - 202,648 20,222,488 - 20,713,036
Proprietary Gains and Other Income - - - - 39,080 - - 39,080
Non Revenues - - - - 3,588,328 - - 3,588,328
Other Financing Sources 560,000 15,000 - 1,610,000 4,402,000 - - 6,587,000
Total New Revenue 97,838,698 1,906,533 - 16,782,002 63,481,138 31,223,523 300,000 211,531,894
Expenditures
Legislative 267,957 - - - - - - 267,957
ow Administrative and Judicial 4,777,894 85,674 - - - 877,560 - 5,741,128
City Attorney 1,621,295 - - - - - - 1,621,295
Community&Economic Devel 6,313,470 295,000 - 100,000 - - - 6,708,470
Human Resources&Risk Mgmt 913,669 - - - - 18,831,824 - 19,745,493
Finance and Information Svcs 1,964,890 - - - 452,915 3,715,819 - 6,133,624
Police 27,610,835 - - - - - - 27,610,835
Fire and Emergency Services 21,827,109 - - - - - - 21,827,109
i
Public Works 8,995,378 - - 16,111,973 55,429,143 2,791,684 - 83,328,178
Community Services 14,258,275 581,940 - 1,653,454 2,566,837 4,176,210 - 23,236,716
Interfund Transfers - 620,000 - 1,275,000 4,402,000 50,000 - 6,347,000
r Other City Services 4,792,981 - - - - - 550,475 5,343,456
Debt Service 4,494,945 - 1,388 - - - - 4,496,333
Total Committed Expenditures 97,838,698 1,582,614 1,388 19,140,427 62,850,895 30,443,096 550,475 212,407,593
In(De)crease to F/8&Reserves (0) 323,919 (1,388) (2,358,425) 630,243 780,427 (250,475) (875,699)
Beginning Fund Balance 11,955,285 1,982,107 79,338 15,738,470 16,392,009 20,096,758 4,332,815 70,576,783
Ending Fund Balance 11,955,284 2,306,027 77,950 13,380,045 17,022,252 20,877,185 4,082,340 69,701,083
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4W Executive Summary-Budget at a Glance Page 67 of 548
2010 Budget Summary by Fund,All Funds
Budgeted
2010 Increase
Revenue 2010 Expenditure (Decrease)in Ending Fund
Fund/ Department Adopted Adopted Fund Balance Beg Fund Bal Balance
000 GENERAL 75,735,434 71,418,283 4,317,150 8,535,014 12,852,164
001 COMMUNITY SERVICES 8,011,778 10,354,293 (2,342,515) 958,009 (1,384,506)
003 STREETS 6,688,942 8,476,980 (1,788,038) 1,391,649 (396,389)
004 COMMUNITY DEVELOPMENT BLOCK GRANT 294,148 296,503 (2,355) (6,529) (8,884)
005 MUSEUM 192,621 194,120 (1,499) 64,705 63,206
006 LIBRARY 1,395,801 2,544,263 (1,148,462) 706,009 (442,453)
009 FARMERS MARKET 44,280 34,311 9,969 60,572 70,541
011 FIRE AND EMERGENCY SVC HEALTH&WELLNESS 25,000 25,000 - 4,303 4,303
031 PARK MEMORIAL - - 175,067 175,067
201 1997 LIM GO BONDS-CITY HALL 2,982,658 1,984,625 998,033 1,447 999,480
215 GENERAL GOVERNMENT MISC DEBT SVC 2,468,036 2,510,320 (42,284) 64,104 21,820
General Governmental 97,838,698 97,838,698 (1) 11,955,285 11,955,284
102 ARTERIALSTREETS 620,000 620,000 - 200,687 200,687
108 LEASED CITY PROPERTIES 941,533 581,940 359,593 837,612 1,197,206
110 SPECIAL HOTEL-MOTEL TAX 245,000 245,000 - 247,828 247,828
118 CUM 2755(PATHS/TRAILS) 3,264 3,264
125 ONE PERCENT FOR ART 15,000 50,000 (35,000) 143,796 108,796
127 CABLE COMMUNICATIONS DEVELOPMENT 85,000 85,674 (674) 89,392 88,718
135 SPRINGBROOK WETLANDS BANK - - 459,528 459,528
219 1989 UNUM GO BONDS-SR HOUSING - 1,388 (1,388) 79,338 77,950
303 COMMUNITY SERVICES IMPACT MITIGATION 60,000 - 60,000 1,066,594 1,126,594
304 FIRE IMPACT MITIGATION 100,000 560,000 (460,000) 2,363,522 1,903,522
305 TRANSPORTATION IMPACT MITIGATION 200,000 700,000 (500,000) 2,167,134 1,667,134
316 MUNICIPAL FACILITIES CIP 730,000 1,653,454 (923,454) 6,933,188 6,009,734
317 CAPITAL IMPROVEMENT 15,692,002 16,126,973 (434,971) 2,892,340 2,457,369
318 SOUTH LAKE WA INFRASTRUCTURE PROJECT - - - 114,038 114,038
326 HOUSING OPPORTUNITY 100,000 (100,000) 201,653 101,653
402 AIRPORT OPERATIONS 1,917,163 1,001,800 915,363 415,927 1,331,290
403 SOLID WASTE UTILITY 15,000,000 15,000,000 0 326,034 326,034
404 MUNICIPAL GOLF COURSE SYSTEM 2,483,545 2,566,837 (83,292) 798,280 714,988
405 WATER OPERATIONS 11,316,610 11,319,531 (2,921) 4,294,833 4,291,913
406 WASTEWATER OPERATIONS 6,070,737 6,389,869 (319,132) 1,887,815 1,568,682
407 SURFACE WATER OPERATIONS 5,768,148 5,647,923 120,225 2,448,844 2,569,069
416 KING COUNTY METRO 11,211,935 11,211,935 - 46,505 46,505
422 AIRPORT CAPITAL IMPROVEMENT 1,578,000 1,578,000 - 633,154 633,154
424 MUNICIPAL GOLF COURSE SYSTEM CIP 150,000 150,000 - 287,523 287,523
425 WATER CIP 2,960,000 2,960,000 2,862,275 2,862,275
426 WASTEWATER CIP 2,775,000 2,775,000 841,217 841,217
427 SURFACE WATER CIP 2,250,000 2,250,000 1,533,998 1,533,998
471 WATERWORKS RATE STABILIZATION - - - 15,604 15,604
501 EQUIPMENT RENTAL 3,631,241 2,791,684 839,557 4,593,399 5,432,956
502 INSURANCE 3,287,584 4,170,106 (882,522) 6,039,509 5,156,987
503 INFORMATION SERVICES 4,105,387 3,715,819 389,568 1,647,932 2,037,500
504 FACILITIES 4,SS5,485 4,176,210 379,275 91,174 470,449
505 COMMUNICATIONS 1,049,671 877,560 172,111 111,818 283,929
512 HEALTHCARE INSURANCE 12,358,471 12,462,810 (104,339) 4,792,451 4,688,112
522 LEOFF1 RETIREES HEALTHCARE 2,235,684 2,248,907 (13,223) 2,820,474 2,807,251
611 FIREMENS PENSION 300,000 550,475 (250,475) 4,332,815 4,082,340
All Other Funds 113,693,196 114,568,895 (875,699) 58,621,498 57,745,799
TOTAL ALL FUNDS 211,531,894 212,407,593 (875,699) 70,576,783 69,701,083
Executive Summary-Budget at a Glance Page 68 of 548
l�
Total Revenue Budget Over Time,All Funds
2007 2008 2009 2009 2009 2010 Change
Revenue Actual Actual Budget Adj Budget Actual Adopted 09/10
Tax Revenues
Property Tax-General Levy 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 1.5%
Property Tax-Special Levy 514,925 409,743 - - 102,957 - N/A
Total Property Taxes 23,991,309 29,460,534 30,903,043 30,903,043 30,763,479 31,364,643 1.5%
Retail Sales and Use Tax 22,302,198 24,008,458 25,456,019 23,057,019 22,221,568 22,780,000 -10.5%
Utility Taxes 11,190,903 13,056,957 14,485,018 14,485,018 14,339,079 14,268,000 -1.5%
Other Taxes
Admissions Tax 219,768 197,740 606,420 241,420 260,269 260,000 -57.1%
Franchise Fees 838,932 998,288 1,140,276 1,140,276 1,049,082 1,085,000 -4.8%
Excise Taxes 5,173,936 2,990,747 3,136,322 2,136,322 2,564,459 2,500,000 -20.3%
Emergency Medical Service 428,721 890,998 973,990 1,133,990 1,454,843 1,057,095 8.5%
Gambling Excise Tax 2,207,524 2,165,153 2,472,644 2,472,644 2,143,073 2,000,000 -19.1%
Total Other Taxes 8,868,881 7,242,927 8,329,652 7,124,652 7,471,726 6,902,095 -17.1%
Total Tax Revenue 66,353,291 73,768,875 79,173,732 75,569,732 74,795,852 75,314,738 -4.9%
Licenses and Permits
Business Licenses and Permits 2,453,235 2,698,531 2,642,355 2,342,355 2,336,185 2,220,317 -16.0%
Building Permits 3,379,384 2,144,138 2,518,050 1,318,050 1,563,617 1,701,834 -32.4%
Non-Business Licenses/Permits 135,843 233,868 153,256 153,256 189,489 161,000 5.1%
Total Licenses and Permits 5,968,462 5,076,537 5,313,661 3,813,661 4,089,292 4,083,151 -23.2%
Intergovernmental Revenue
Federal Grants 3,332,710 1,819,614 4,208,596 14,185,735 5,938,046 6,872,200 63.3%
State Grants 2,719,008 7,449,875 5,610,247 8,791,478 6,986,619 2,402,736 -57.2%
Motor Vehicle Excise Tax(MVET) 56,958 74,310 52,820 52,820 85,826 66,098 25.1%
State DUI 13,574 13,376 15,000 15,000 26,990 14,668 -2.2%
State/Street Fuel Taxes 1,425,861 1,700,928 1,954,675 1,954,675 1,797,029 1,755,165 -10.2%
State/Fire Insurance Premium Tax 85,062 85,949 90,000 90,000 106,623 100,000 11.1%
State/Liquor Board Profits/Excise Tax 698,478 857,595 1,015,980 1,015,980 971,835 1,013,000 -0.3%
Intrgovl Service and Interlocal Grants 2,390,281 11,865,224 18,537,245 13,781,600 11,295,354 12,458,086 -32.8%
Total Intergovernmental Revenue 10,721,932 23,866,871 31,484,563 39,887,288 27,208,322 24,681,953 -21.6%
Charges for Services
General Government 315,498 380,798 449,598 449,598 360,943 420,000 -6.6%
Public Safety 595,068 524,565 656,620 606,620 521,484 430,000 -34.5%
Utility and Environment 38,328,975 39,600,908 46,630,593 46,630,593 45,557,173 47,181,295 1.2%
Transportation Mitigation 1,349,610 609,482 869,000 369,000 232,646 190,000 -78.1%
Other Transportation 9,471 9,242 10,244 10,244 19,231 79,000 671.1%
Plan Checking Fees 1,430,512 746,046 850,000 350,000 557,956 600,000 -29.4%
Fire and Park Mitigation 1,918,283 613,575 540,000 540,000 185,154 160,000 -70.4%
Planning/Zoning/EIS Fees 139,495 293,337 142,700 2,039,618 851,965 69,800 -51.1%
Recreation 3,234,913 3,349,453 3,442,452 3,442,452 3,226,559 3,459,340 0.5%
IS/MV Equip Repair/Replacement Chgs 4,663,008 5,195,194 5,975,462 10,694,876 10,232,168 10,851,035 81.6%
Total Charges for Services 51,984,832 51,322,597 59,566,669 65,133,001 61,745,278 63,440,470 6.5%
Total Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 139.4%
Miscellaneous Revenue
Interest and Other Earnings 4,595,857 2,549,743 3,011,914 2,011,914 4,440,181 1,485,200 -50.7%
LID/Special Assessment Principal 570,750 4,159 - - 4,563 - N/A
Rents/Leases/Concessions 3,019,894 3,901,501 3,849,221 3,849,221 3,642,710 4,183,589 8.7%
Insurance Premiums and Recoveries 651,960 750,363 - - 260,062 - NIA
Equipment Capital Recovery Charges 2,605,078 3,320,602 3,399,557 3,373,690 3,122,295 2,435,749 -28.4%
Intrfund Proprty Liability Ins Premiums 1,468,746 1,474,696 1,504,119 1,499,286 1,499,286 1,376,408 -8.5%
Employee Insurance Premiums 9,992,105 12,036,293 13,682,060 13,679,655 13,727,455 15,791,637 15.4%
Contributions from Private Sources 234,979 331,870 353,976 1,004,344 457,254 215,980 -39.0%
Other Miscellaneous 768,363 1,866,639 515,488 619,146 662,549 932,342 80.9%
Total Miscellaneous Revenue 23,907,731 26,235,867 26,316,335 26,037,256 27,816,355 26,420,905 0.4%
Interfund Dept Service Charges 3,671,256 3,831,574 4,048,316 4,048,316 4,502,324 3,838,156 -5.2%
Total Non-Revenues 4,599,943 13,311,614 5,356,244 5,948,749 1,266,570 3,588,328 -33.0%
Total Other Financing Sources 47,124,645 21,762,341 29,550,417 27,390,005 21,841,614 6,587,000 -77.7%
TOTAL NEW REVENUE 215,283,362 221,287,249 242,303,937 249,802,008 227,082,615 211,531,894 -12.7%
1w
1w
Executive Summary-Budget at a Glance Page 69 of 548
Total Expenditure Budget Over Time,All Funds
2007 2008 2009 2009 2009 2010 Change
Expenditures Actual Actual Budget Adj Budget Actual Adopted 09/10
Salaries And Wages
Regular Salaries 42,137,653 49,249,769 55,786,757 53,657,045 53,852,589 54,393,783 -2.5%
Part Time Salaries 2,581,423 2,672,306 2,541,845 2,576,042 0 1,976,335 -22.2%
Uniform Allowance 101,750 113,813 150,550 148,726 141,737 141,408 -6.1%
Overtime 3,010,167 4,152,380 2,339,477 2,421,479 5,115,864 2,332,330 -0.3%
Total Salaries And Wages 47,830,994 56,188,269 60,818,629 58,803,292 59,110,191 58,843,855 -3.2%
Personnel Benefits
Retirement/PERS 1,644,947 2,196,470 2,869,643 2,901,455 2,293,556 1,800,719 -37.2%
Retire m ent/LEO FF 863,609 1,199,065 1,172,282 1,172,282 1,258,684 1,161,829 -0.9%
FICA 2,897,119 3,313,041 3,669,223 3,694,886 3,615,063 3,453,085 -5.9%
Medical Insurance 5,872,974 7,415,647 9,418,628 9,498,161 9,360,384 10,323,801 9.6%
Leoffl Retired Healthcare Insurance 1,663,995 1,733,384 2,000,686 2,000,686 1,947,004 2,205,684 10.2%
Industrial Insurance 830,540 966,248 1,024,137 1,024,019 1,041,933 1,224,684 19.6%
Life Insurance 80,748 89,757 105,907 106,560 98,323 100,233 -5.4%
Dental Insurance 1,601,949 1,704,674 2,216,649 2,232,519 1,108,660 1,067,096 -51.9%
Unemployment Compensation 153,300 153,300 143,915 144,908 173,413 684,772 375.8%
Fire Pensions 439,332 527,818 515,600 515,600 447,558 525,000 1.8%
PERS Prior Service Liability - - - - - - N/A
Long Term Disability 102,251 81,517 99,647 100,777 92,085 89,066 -10.6%
Self-Insurance Medical/Dental 7,945,219 9,809,718 12,422,922 12,422,922 10,755,032 14,134,922 13.8%
Self-Insurance Workmen's Comp 608,122 438,627 553,862 553,862 916,654 812,541 46.7%
Self-Insurance Unemployment Comp 35,568 35,347 71,400 71,400 95,059 677,220 848.5%
Total Personnel Benefits 24,739,674 29,664,613 36,284,501 36,440,037 33,203,408 38,260,652 5.4%
Supplies
Office/Operating Supplies 3,873,439 4,541,044 4,065,942 4,150,029 3,716,326 3,986,582 -2.0%
Purchased Merchandise/Inventory 395,914 357,963 693,947 693,947 561,926 324,207 -53.3%
Small Equipment 955,524 1,192,608 781,284 934,458 843,878 777,638 -0.5%
Total Supplies 5,224,876 6,091,615 5,541,173 5,778,434 5,122,131 5,088,427 -8.1%
Other Services&Charges
Professional Services 14,084,435 15,743,341 5,764,586 6,694,706 5,123,334 5,594,272 -3.0%
Communications 519,849 555,339 621,463 701,525 576,694 599,828 -3.5%
Travel and Training 339,401 265,511 141,211 176,808 103,918 175,498 24.3%
Volunteer Travel/Meals 19,569 125,754 363,252 304,440 220,703 269,081 -25.9%
Operating Rentals&Leases 3,620,493 318,164 462,462 902,540 817,719 882,014 90.7%
Property/Liability Ins Premiums&Claims 2,876,180 3,001,290 1,855,258 1,855,258 1,663,621 1,910,916 3.0%
Public Utility Services 13,362,323 13,281,914 26,845,600 26,845,600 26,279,486 27,210,649 1.4%
Repairs and Maintenance 1,627,745 1,636,543 1,480,793 1,478,493 1,652,122 1,624,610 9.7%
Other Miscellaneous Services 1,390,733 1,566,144 1,265,574 1,626,125 1,321,762 1,201,261 -5.1%
Total Other Services And Charges 37,840,727 36,494,000 38,800,199 40,585,495 37,759,358 39,468,129 1.7%
Intergovernmental Services
Intergovernmental Professional Services 3,157,270 3,313,097 3,856,318 3,960,421 3,553,754 4,176,291 8.3%
Intergovernmental Payments 0 - - - 498,356 - N/A
External Taxes&Operating Assessments 1,369,599 1,445,460 1,723,864 1,723,864 1,592,743 1,788,526 3.8%
Interfund Taxes 1,976,700 2,606,786 2,343,657 2,343,657 2,871,599 2,169,702 -7.4%
Total Intergovernmental Services 6,503,569 7,365,343 7,923,839 8,027,942 8,516,452 8,134,519 2.7%
Capital Outlay
Land 67,361 773,031 573,000 864,398 9,711 410,000 -28.4%
Buildings,Structures&Oth Imprvmnts 28,737,525 22,399,763 25,177,000 47,242,273 25,144,033 10,888,000 -56.8%
Machinery and Equipment 2,420,305 6,677,494 5,838,013 4,696,294 1,500,655 2,146,007 -63.2%
Street Improvement Projects/TIP 5,910,103 21,126,907 22,675,579 30,994,671 15,384,760 16,074,634 -29.1% !�
Total Capital Outlay 37,135,294 50,977,195 54,263,592 83,797,636 42,039,158 29,518,641 -45.6%
Debt Service
Principal 4,551,773 4,004,160 5,316,139 5,791,139 5,806,285 5,601,655 5.4%
Interest and Related Debt Costs 4,059,360 5,951,819 4,870,633 4,547,633 4,473,657 3,975,596 -18.4%
Total Debt Service 8,611,133 9,955,979 10,186,772 10,338,772 10,279,942 9,577,251 -6.0%
Total Interfund Payments 6,129,812 10,932,708 13,539,701 17,684,041 17,307,449 17,169,119 16.8%
Total Non-Expenditures 0 0 0 0 0 0 N/A
Total Other Financing Uses 77,275,512 21,694,764 24,300,417 27,390,005 21,779,015 6,347,000 -73.9%
TOTAL COMMITTED EXPENDITURES $251,291,591 $229,364,486 $251,658,823 $288,845,654 $235,117,104 $212,407,593 -15.6%
Executive Summary-Budget at a Glance Page 70 of 548
IW
Revenue Detail,General Governmental Funds
Ir 2007 2008 2009 2009 2009 2010 Change
Revenue Actual Actual Budget Adj Budget Actual Adopted 09/10
Tax Revenues
Property Tax-General Levy 23,476,384 29,050,790 30,903,043 30,903,043 30,660 522 31,364,643 1.5%
Total Property Taxes 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 1.5%
Retail Sales and Use Tax 21,569,677 22,833,902 25,190,819 22,791,819 22,021,188 22,600,000 -10.3%
Utility Taxes 11,190,903 12,986,957 14,444,344 14,444,344 14,339,079 14,228,000 -1.5%
Other Taxes
Admissions Tax 219,768 197,740 606,420 241,420 260,269 260,000 -57.1%
Franchise Fees 838,932 998,288 1,095,276 1,095,276 1,039,031 1,040,000 -5.0%
r Excise Taxes 2,529,715 2,540,644 2,136,322 1,136,322 1,564,459 2,100,000 -1.7%
Emergency Medical Service 428,721 890,998 850,990 850,990 1,170,657 897,095 5.4%
Gambling Excise Tax 2,207,524 2,165,153 2,472,644 2,472,644 2 143 073 2,000,000 -19.1%
Total Other Taxes 6,224,661 6,792,824 7,161,652 5,796,652 6,177,489 6,297,095 -11.1%
Total Tax Revenue 62,461,624 71,664,473 77,699,858 73,935,858 73,198,278 74,489,738 -4.1%
Licenses and Permits
Business Licenses and Permits 676,851 743,013 742,355 742,355 601,264 620,317 -16.4%
Building Permits 3,247,668 1,800,357 2,421,950 1,221,950 1,493,593 1,605,059 -33.7%
Non-Business Licenses/Permits 135,843 233,868 153,256 153,256 189,489 161,000 5.1%
Total Licenses and Permits 4,060,362 2,777,238 3,317,561 2,117,561 2,284,347 2,386,376 -28.1%
r Intergovernmental Revenue
Federal Grants 688,245 1,072,541 329,596 1,015,741 537,978 1,042,610 216.3%
State Grants 17,708 114,523 82,000 189,682 217,336 116,324 41.9%
Motor Vehicle Excise Tax(MVET) 56,958 74,310 52,820 52,820 85,826 66,098 15.1%
1 10 State DUI 13,574 13,376 15,000 15,000 26,990 14,668 -2.2%
State/Street Fuel Taxes 886,713 1,074,030 1,321,200 1,321,200 1,221,980 1,140,165 -13.7%
State/Liquor Board Profits/Excise Tax 698,478 857,595 1,015,980 1,015,980 971,835 1,013,000 -0.3%
Intrgovl Service and Interlocal Grants 1,637,230 5,542,062 6,154,490 6,497,490 6,628,186 6057086 -1.6%
Total Intergovernmental Revenue 31998,906 8,748,436 8,971,086 10,107,913 9,690,130 9,449,951 5.3%
Charges for Services
General Government 96,892 176,950 247,183 247,183 187,721 217,585 -12.0%
Public Safety 595,068 524,565 656,620 606,620 521,484 430,000 -34.5%
Utility and Environment 172,313 41,795 100,000 100,000 40,470 26,908 -73.1%
Transportation Mitigation 1,500 - - - 2,564 - N/A
t Plan Checking Fees 1,430,512 746,046 850,000 350,000 557,956 600,000 -29.4%
Planning/Zoning/EIS Fees 139,495 115,927 142,700 142,700 76,965 69,800 -51.1%
Recreation 1,617,915 1,678,818 1,674,498 1,674,498 1,631,486 1,572,240 -6.1%
Total Charges for Services 41053,696 3,284,100 3,671,001 3,121,001 3,018,646 2,916,533 -20.6%
Total Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 139.4%
Miscellaneous Revenue
Interest and Other Earnings 1,110,626 735,910 921,616 421,616 535,314 434,300 -51.9%
Rents/Leases/Concessions 684,786 676,919 716,580 716,580 677,960 720,780 0.6%
Contributions from Private Sources 121,489 175,513 137,400 150,150 150,406 111,900 -18.6%
Other Miscellaneous 75,461 90,336 110,000 195,000 166,012 111,000 0.9%
1� Total Miscellaneous Revenue 1,992,363 1,678,677 1,885,596 1,483,346 1,529,692 1,377,980 -26.9%
Interfund Dept Service Charges 2,944,768 3,072,950 3,310,752 3,310,752 3,225,745 3,080,927 -6.9%
Total Non-Revenues 72,848 (31,840) - 117,505 1,202 - N/A
Total Other Financing Sources 2,403,261 382,099 517,174 611,157 577,004 560,000 8.3%
w TOTAL NEW REVENUE 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 97,838,698 -3.0%
i
Executive Summary-Budget at a Glance Page 71 of 548
Expenditure Detail,General Governmental Funds
2007 2008 2009 2009 2009 2010 Change
Expenditures Actual Actual Budget Adj Budget Actual Adopted 09/10
Salaries And Wages
Regular Salaries 35,764,453 42,057,776 45,972,909 43,780,520 44,252,284 44,496,346 -3.2%
Part Time Salaries 2,130,546 2,218,414 1,893,924 1,901,381 - 1,537,092 -18.8%
Uniform Allowance 101,750 113,813 150,550 148,726 141,737 141,408 -6.1%
Overtime 2,805,256 3,966,675 2,122,683 2,207,535 4,386,221 2,127,536 0.2%
Total Salaries And Wages 40,802,005 48,356,678 50,140,066 48,038,162 48,780,241 48,302,382 -3.7%
Personnel Benefits
Retirement/PERS 1,259,145 1,657,274 2,050,416 2,049,682 1,608,905 1,274,304 -37.9%
Retirement/LEOFF 863,609 1,199,065 1,172,282 1,172,282 1,258,684 1,161,829 -0.9%
FICA 2,366,980 2,719,887 2,867,516 2,866,047 2,831,671 2,656,921 -7.3%
Medical Insurance 4,953,133 6,304,790 7,669,874 7,669,874 7,597,170 8,519,609 11.1%
Leoffl Retired Healthcare Insurance 1,663,995 1,733,384 2,000,686 2,000,686 1,947,004 2,205,684 10.1%
Industrial Insurance 691,513 810,646 809,588 809,588 824,824 995,217 11.9%
Life Insurance 66,265 76,923 87,696 87,696 81,080 82,016 -6.5%
Dental Insurance 1,144,037 1,452,158 1,815,034 1,815,034 903,753 867,525 -52.1%
Unemployment Compensation 117,900 117,900 115,336 115,336 140,132 649,788 463.4%
Fire Pensions 12,320 15,555 15,600 15,600 3,940 - -100.0%
PERS Prior Service Liability - - - - - - N/A
Long Term Disability 77,826 61,709 71,206 71,206 64,943 61,000 -14.3%
Total Personnel Benefits 13,216,721 16,149,291 18,675,234 18,673,031 17,262,107 18,473,893 -1.1%
Supplies
Office/Operating Supplies 2,012,747 2,373,785 1,867,516 1,930,409 1,574,802 1,739,914 -6.8%
Purchased Merchandise/Inventory - - 334,550 334,550 323,684 206,550 -38.3%
Small Equipment 183,740 888,312 384,204 512,628 403,317 372,808 -3.0%
Total Supplies 2,196,488 3,262,097 2,586,270 2,777,587 2,301,803 2,319,271 -10.3%
Other Services&Charges
Professional Services 3,867,803 4,699,263 2,783,825 3,586,254 2,750,248 2,911,359 4.6%
Communications 148,167 153,332 206,834 285,280 172,272 79,619 -61.5%
Travel and Training 265,189 190,353 50,288 84,735 49,351 88,807 76.6%
Volunteer Travel/Meals 19,569 123,237 350,692 291,880 216,214 256,521 -26.9%
Operating Rentals&Leases 2,915,541 286,029 408,204 618,304 580,339 616,711 51.1%
Property/Liability Ins Premiums&Claims 1,074,846 1,075,746 - - 7,291 N/A
Public Utility Services 2,299,005 2,381,360 1,793,895 1,779,895 1,732,490 1,706,879 -4.9%
Repairs and Maintenance 899,834 898,115 853,956 876,456 620,602 549,198 -35.7%
Other Miscellaneous Services 1,190,542 1,365,736 1,040,211 1,399,318 1,120,168 857,952 -17.5%
Total Other Services And Charges 12,680,496 11,173,171 7,487,905 8,922,122 7,248,974 7,067,046 -5.6%
Intergovernmental Services
Intergovernmental Professional Services 3,157,270 3,313,097 3,856,318 3,960,421 3,553,754 4,176,291 8.3%
Intergovernmental Payments - - - - - - N/A
External Taxes&Operating Assessments 65 65 - - 12,893 - N/A
Total Intergovernmental Services 3,157,334 3,313,162 3,856,318 3,960,421 3,566,646 4,176,291 8.3%
Capital Outlay N/A
Land - -
Buildings,Structures&Oth Imprvmnts - 200,000 - - - - N/A
Machinery and Equipment 459,348 578,081 255,692 112,372 25,777 227,572 -11.0%
Total Capital Outlay 459,348 778,081 255,692 112,372 25,777 227,572 -11.0%
Debt Service
Principal 1,110,904 2,193,976 1,700,000 1,700,000 1,700,000 2,394,238 40.8%
Interest and Related Debt Costs 2,556,531 2,069,762 2,890,381 2,567,381 2,476,822 2,100,707 -27.3%
Total Debt Service 3,667,435 4,263,739 4,590,381 4,267,381 4,176,822 4,494,945 -2.1%
Total Interfund Payments 3,277,415 7,274,313 8,580,404 12,699,268 12,555,511 12,777,297 48.9%
Total Non-Expenditures - - - '
N/A
Total Other Financing Uses 2,794,463 600,867 5,396,584 987,512 1,285,446 -100.0%
TOTAL COMMITTED EXPENDITURES 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 97,838,698 -3.7%
Executive Summary-Budget at a Glance Page 72 of 548
ar
2010 Revenue,Expenditures,Fund Sources,All Funds
General Government General
000 001 003 004 005 006 09/10/11/31 201/215 Govt
General ComSvcs Street CDBG Museum Library MisFunds LTGO Total 2010
Revenue
Property Tax 24,395,469 530,884 2,386,766 - 192,621 968,209 - 2,890,694 31,364,643
Retail Sales and Use Taxes 22,600,000 - - - - - - - 22,600,000
Utility Taxes 8,520,000 5,150,000 1,858,000 - - - - - 15,528,000
Other Taxes 2,997,095 - - - 2,000,000 4,997,095
Sub-Total Taxes 58,512,564 5,680,884 4,244,766 0 192,621 968,209 0 4,890,694 74,489,738
Business License and Permits 620,317 - - - - - - - 620,317
Other License and Permits 1,641,059 - 125,000 - - - - - 1,766,059
Federal/State Grants 852,786 - - 294,148 - - - - 1,146,934
Other Intergovernmental Revenues 6,802,989 - 1,140,165 - - 359,863 - - 8,303,017
Charges for Goods and Services 3,171,226 1,640,694 1,179,011 - - 6,529 - - 5,997,460
Fines and Forfeits 3,532,193 - - - - 45,000 - - 3,577,193
Interest and Other Earnings 430,000 - - - - 4,300 - - 434,300
Rents,Leases,and Concessions 51,300 635,200 - - - - 34,280 - 720,780
Other Miscellaneous Revenues 121,000 55,000 - - - 11,900 35,000 - 222,900
•�. Non Revenues - _
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets
Transfer In - - - - - - 560,000 560,000
Total New Revenue 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 23,348,960
Use of Prior Yr Revenue - - _
Total Resources 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 97,838,698
Expenditures
Legislative 267,957 267,957
City Attorney 1,621,295 1,621,295
Executive: Mayor's Office 1,635,047 1,635,047
City Clerk 931,014 931,014
Hearing Examiner 200,440 200,440
Court Services 2,011,393 2,011,393
Community&Economic Development _
Administrative 550,312 550,312
Economic Dev&Neighborhoods 1,243,330 1,243,330
Planning 1,499,834 1,499,834
Development Services 2,985,683 2,985,683
Municipal Arts
Farmers Market 34,311 34,311
6W Housing Opportunity
Human Resources&Risk Mgmt: 913,669 913,669
Insurance
Finance&Information Systems 1,964,890 1,964,890
Other City Services/Misc 4,792,981 4,792,981
Debt Service 4,494,945 4,494,945
Police 27,610,835 27,610,835
Fire and Emergency Services 21,802,109 25,000 21,827,109
Public Works
Administration 518,399 518,399
Transportation 5,110,456 5,110,456
Utility Systems&Technical Svc -
Maintenance Services 3,366,524 3,366,524
Community Services:
Community Services 10,354,293
10,354,293
Housing&Human Services 869,096 869,096
Comm Dev Block Grants 296,503 296,503
Museum 194,120
194,120
Library
2,544,263 2,544,263
Golf Course
Transfers-Out
Total Expenditures 71,418,283 10,354,293 8,476,980 296,503 194,120 2,544,263 59,311 4,494,945 97,838,698
Fund Balance,January 1 8,535,014 958,009 1,391,649 (6,529) 64,705 706,009 240,877 65,551 11,955,285
Total New Revenue 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 97,838,698
Total Committed Expenditures (71,418,283) (10,354,293) (8,476,980) (296,503) (194,120) (2,544,263) (59,311) (4,494,945) (97,838,698)
Fund Balance Plus Reserves 12,852,164 (1,384,505) (396,389) (8,884) 63,206 (442,454) 250,846 1,021,300 11,955,284
Operating Reserves - _ - - -
Other Reserves/IBNR
Fund Balance(Undesig/Designated) 12,852,164 (1,384,505) (396,389) (8,884) 63,206 (442,454) 250,846 1,021,300 11,955,284
L
h
Executive Summary-Budget at a Glance Page 73 of 548
2010 Revenue,Expenditures,Fund Sources,All Funds
Special Revenue Special
102 108 110 118 125 127 135 Revenue
Arter Str Leased Fac. Lodging Paths 1%Art Cable Com Wetlands Total
Revenue
Property Tax - - "
Retail Sales and Use Taxes - - 180,000 - - - - 180,000
UtilityTaxes - - - - - 40,000 - 40,000
Other Taxes - - -
Sub-Total Taxes 0 0 180,000 0 0 40,000 0 220,000
Business License and Permits - - - - - 45,000 - 45,000
Other License and Permits - - -
Federal/State Grants - - - - - -
OtherintergovernmentalRevenues 615,000 - - - - - - 615,000
Charges for Goods and Services -
Fines and Forfeits - - - -
Interest and Other Earnings 5,000 - - - - - - 5,000
Rents,Leases,and Concessions - 941,533 - - - - - 941,533
Other Miscellaneous Revenues - - 65,000 - - - - 65,000
Non Revenues - -
Other Financing Sources - - - -
Bond Proceeds - - - -
Sale of General Fixed Assets - - - -Transfer In - 15,000 - - 15,000
Total New Revenue 620,000 941,533 245,000 0 15,000 85,000 0 1,906,533
Use of Prior Yr Revenue - - - -
Total Resources 620,000 941,533 245,000 0 15,000 85,000 0 1,906,533
Expenditures
Legislative
City Attorney
Executive:Mayor's Office -
85,674 85,674
City Clerk
Hearing Examiner
Court Services
Community&Economic Development -
Administrative 245,000 245,000
Economic Dev&Neighborhoods
Planning
Development Services -
Municipal Arts 50,000 50,000
Farmers Market
Housing Opportunity
Human Resources&Risk Mgmt: -
Insurance
Finance&Information Systems -
Other City Services/Misc -
Debt Service
Police
Fire and Emergency Services -
Pu Works -
Administration
Transportation
Utility Systems&Technical Svc -
Maintenance Services
Community Services: -
Community Services 581,940 581,940
Housing&Human Services
Comm Dev Block Grants -
Museum
Library
Golf Course
Transfers-Out 620,000 - - - - 620,000
Total Expenditures 620,000 581,940 245,000 - 50,000 85,674 - 1,582,614
Fund Balance,January 1 200,687 837,612 247,828 3,264 143,796 89,392 459,528 1,982,107
Total New Revenue 620,000 941,533 245,000 - 15,000 85,000 - 1,906,533
Total Committed Expenditures (620,000) 581,940) (245,000) - (50,000) (85,674) (1,582,614)
Fund Balance Plus Reserves 200,687 1,197,206 247,828 3,264 108,796 88,718 459,528 2,306,027
Operating Reserves - -
Other Reserves/IBNR -
Fund Balance(Undesig/Designated) 200,687 1,197,206 247,828 3,264 108,796 88,718 459,528 2,306,027
Executive Summary-Budget at a Glance Page 74 of 548
2010 Revenue,Expenditures,Fund Sources,All Funds
Debt Service Capital Project Total
219 303 304 305 316 317 318 326 Capital
Unlim G.O. C 0 Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Utility Taxes -
OtherTaxes - - 560,000 - 560,000
Sub-Total Taxes - 0 0 0 560,000 0 0 0 560,000
Business License and Permits - - - - - 1,600,000 - - 1,600,000
Other License and Permits
Federal/State Grants - - - - 50,000 6,191,002 - - 6,241,002
Other Intergovernmental Revenues - - - - - 6,291,000 - - 6,291,000
Charges for Goods and Services - 60,000 100,000 190,000 120,000 - - - 470,000
Fines and Forfeits _ _ _
Interest and Other Earnings - - - 10,000 - - - - 10,000
Rents,Leases,and Concessions - _ _ _
Other Miscellaneous Revenues
Non Revenues
Other Financing Sources
ow Bond Proceeds -
Sale of General Fixed Assets
Transfer In - - - - 1,610,000
- 1,610,000
Total New Revenue 0 60,000 100,000 200,000 730,000 15,692,002 0 0 16,782,002
Use of Prior Yr Revenue _ _
Total Resources 0 60,000 100,000 200,000 730,000 15,692,002 0 0 16,782,002
Expenditures
Legislative
City Attorney
r Executive: Mayor's Office
City Clerk
Hearing Examiner _
Court Services
Community&Economic Development
Administrative
Economic Dev&Neighborhoods
Planning
Development Services _
Municipal Arts
Farmers Market -
Housing Opportunity 100,000 100,000
Human Resources&Risk Mgmt: _
Insurance
Finance&Information Systems
Other City Services/Mist
Debt Service 1,388 _
Police
Fire and Emergency Services _
Public Works
Administration _
Transportation 16,111,973 16,111,973
Utility Systems&Technical Svc _
Maintenance Services _
Community Services:
Community Services 1,653,454 1,653,454
Housing&Human Services _
Comm Dev Block Grants _
Museum
Library
Golf Course
Transfers-Out 560,000 700,000 15,000 1,275,000
Total Expenditures 1,388 - 560,000 700,000 1,653,454 16,126,973 - 100,000 19,140,427
Fund Balance,January 1 79,338 1,066,594 2,363,522 2,167,134 6,933,188 2,892,340 114,038 201,653 15,738,470
Total New Revenue - 60,000 100,000 200,000 730,000 15,692,002 - - 16,782,002
Total Committed Expenditures (1,388 (560,000) (700,000) (1,653,454) (16,126,973) (100,000) (19,140,427)
Fund Balance Plus Reserves 77,950 1,126,594 1,903,522 1,667,134 6,009,734 2,457,369 114,038 101,653 13,380,045
Operating Reserves - _ _ -
Other Reserves/IBNR - 600,000 600,000
Fund Balance(Undesig/Designated) 77,950 1,126,594 1,903,522 1,667,134 5,409,734 2,457,369 114,038 101,653 12,780,045
' Executive Summary-Budget at a Glance Page 75 of 548
2010 Revenue,Expenditures,Fund Sources,All Funds
Enterprise Total
Combined Combined 402 422 403 404 424 Enterprise
Utility Cis utility CIP Airport Airport CIP Sol Waste Golf Ors Golf CIP Funds
Revenue _ - -
PropertyTax
Retail Sales and Use Taxes
Utility Taxes
Other Taxes -
Sub-Total Taxes - - 0 0 -0 0 0 -
Business License and Permits - - -
Other License and Permits 96,775 - - - - - - 96,775
Federal/State Grants - 772,000 - 1,103,000 - - 1,875,000
Other Intergovernmental Revenues - 110,000 - - - - - 110,000
Charges for Goods and Services 33,129,931 - 79,000 = 14,781,685 1,969,515 = 49,960,131
Fines and Forfeits - -
Interest and Other Earnings 487,900 138,000 25,000 - 5,000 30,000 - 685,900
Rents,Leases,and Concessions 156,123 - 1,813,163 - 70,000 481,990 - 2,521,276
Other Miscellaneous Revenues 200,608 - - - - 2,040 - 202,648
Non Revenues 39,080 - - - - = 39,080
Other Financing Sources 257,013 2,713,000 - 475,000 143,315 - - 3,588,328
Bond Proceeds - -
Sale of General Fixed Assets - - "
Transferin 4,252,000 - 150,000 4,402,000
Total New Revenue 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138
Use of Prior Yr Revenue - -
Total Resources 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138
Expenditures
Legislative
City Attorney -
Executive: Mayor's Office
City Clerk
Hearing Examiner
Court Services
Community&Economic Development -
Administrative
Economic Dev&Neighborhoods
Planning
Development Services
Municipal Arts -
Farmers Market
Housing Opportunity
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems 316,873 136,042 452,915
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation 1,001,800 1,578,000 2,579,800
Utility Systems&Technical Svc 11,645,012 7,985,000 14,594,312 34,224,324
Maintenance Services 18,355,373 269,646 18,625,019
Community Services: -
Community Services -
Housing&Human Services sit
Comm Dev Block Grants
Museum
Library
Golf Course 2,416,837 150,000 2,566,837
Transfers-Out 4,252,000 150,000 - 4,402,000
Total Expenditures 34,569,259 7,985,000 1,001,800 1,578,000 15,000,000 2,566,837 150,000 62,850,895
Fund Balance,January 1 8,693,602 5,237,491 415,927 633,154 326,034 798,280 287,523 16,392,009
Total New Revenue 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138
Total Committed Expenditures 34,569,259) 7,985,000 (1,001,800) (1,578,000) 15,000,000 (2,566,837) (150,000) (62,850,895)
Fund Balance Plus Reserves 8,491,773 5,237,491 1,331,290 633,154 326,034 714,988 287,523 17,022,252
Operating Reserves21794,610 - 100,180 - 326,034 526,062 - 3,746,886
Other Reserves/IBNR 3,291,358 - 1,231,110 - - 441,358 4,963,826
Fund Balance(Undesig/Designated) 2,405,805 5,237,491 - 633,154 0 (252,432) 287,523 8,311,540
Executive Summary-Budget at a Glance Page 76 of 548
2010 Revenue,Expenditures,Fund Sources,All Funds
Internal Service Total Fiduciary All Funds
501 502/512/522 503 504 505 Internal 611 Total
Equip R&R Insurance Inform Svc Facilities Communications Services Fire Pension 2010
Revenue
Property Tax _ _ _ _ _
Retail Sales and Use Taxes _ _ - - 31,364,643
Utility Taxes _ _ _ - _ - 22,780,000
Other Taxes - - - 15,568,000
- - - 5,557,095
Sub-Total Taxes 0 0 0 0 0 75,269,738
Business License and Permits - - - - - - - 2,265,317
Other License and Permits - - - - - - - 1,862,834
Federal/State Grants - - - - - - - 9,262,936
Other Intergovernmental Revenues - - - - - - 100,000 15,419,017
Charges for Goods and Services 2,142,292 - 3,103,587 4,555,485 1,049,671 10,851,035 - 67,278,626
Fines and Forfeits - - - - - 3,577,193
Interest and Other Earnings 50,000 95,000 5,000 - - 150,000 200,000 1,485,200
Rents,Leases,and Concessions - - - _ - _ - 4,183,589
Other Miscellaneous Revenues 1,438,949 17,786,739 996,800 - - 20,222,488 - 20,713,036
Non Revenues _
- - - - 39,080
Other Financing Sources _ _ _ _ _ _ - 3,588,328
Bond Proceeds
Sale of General Fixed Assets
Transferin _
" - - 6,587,000
Total New Revenue 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894
Use of Prior Yr Revenue _ _
Total Resources 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894
Expenditures _
Legislative
City Attorney - 267,957
- 1,621,295
Executive: Mayor's Office 877,560 877,560 2,512,607
City Clerk - 1,016,688
Hearing Examiner - 200,440
Court Services - 2,011,393
Community&Economic Development _
Administrative - 795,312
Economic Dev&Neighborhoods - 1,243,330
Planning - 1,499,834
Development Services - 2,985,683
Municipal Arts
Farmers Market 50,000
- 34,311
Housing Opportunity - 100,000
Human Resources&Risk Mgmt: 18,831,824 18,831,824 19,745,493
Insurance
Finance&Information Systems 3,715,819 3,715,819 6,133,624
Other City Services/M isc - 550,475 5,343,456
OIL Debt Service
Police 4,496,333
27,610,835
Fire and Emergency Services - 21,827,109
Public Works
Administration - 518,399
Transportation - 23,802,229
Utility Systems&Technical Svc - 34,224,324
Maintenance Services 2,791,684 2,791,684 24783 227
Community Services:
Community Services 4,176,210 4,176,210 16,765,896
Housing&Human Services - 869,096
Comm Dev Block Grants - 296,503
Museum - 194,120
Library - 2,544,263
Golf Course 2,566,837
Transfers-Out - 50,000 - - 50,000 6,347,000
Total Expenditures 2,791,684 18,881,824 3,715,819 4,176,210 877,560 30,443,096 550,475 212,407,593
Fund Balance,January 1 4,593,399 13,652,434 1,647,932 91,174 111,818 20,096,758 4,332,815 70,576,783
Total New Revenue 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894
Total Committed Ex enditures (2,791,684 (18,881,824) (3,715,819) (4,176,210) (877,560) (30,443,096) (550,475) (212,407,593)
Fund Balance Plus Reserves 5,432,956 12,652,350 2,037,500 470,449 283,929 20,877,185 4,082,340 69,701,083
Operating Reserves 155,975 5,000,000 289,811 - - 5,445,785 - 9,192,672
Other Reserves/IBNR 5,276,982 4,450,774 1,747,690 470,449 283,929 1 12,229,824 17,793,650
Fund Balance(Undesig/Designated) - 3,201,576 - - - 3,201,576 4,082,340 42,804,154
' Executive Summary-Budget at a Glance Page 77 of 548
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Executive Summary-Budget at a Glance Page 78 of 548 '
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Renton Results
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A GOVERNMENT AccoUNTABILITY PROGRAM
tan Results
Mobility—J
SupportHealth
Representative RENTON
nternal
Government
F Livable
Introduction
Renton Results is 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. Services are categorized into six service areas:
1. Safety& Health: services that make Renton a safe and healthy community.
2. Representative Government: services that engage community in policy development and
provide access to fair individual representation in community and personal matters.
3. Livable Community: programs and amenities that address community needs making Renton a
place where people want to live, work, play, and visit.
4. Mobility:services to plan, construct, and maintain systems such as roadways, sidewalks, trails,
paths, and related components, to enable residents,visitors, employees, as well as freight and
commercial activities to move in, around, and through the City efficiently and safely.
5. Utilities& Environment: services that protect the environment and empower its citizens to be
engaged in sustainability programs.
6. Internal Support: services that enhance the ability of the organization to function efficiently and
effectively.
f
Renton Results Page 79 of 548
2010 Budget Development Framework
We took the Renton Results initiative to its next step and combined elements of Priorities of
Government(POG) process in developing the 2010 City budget.
Organized 65 mid-management staff into 6 teams (Service Area Teams), with each team focused on a
service area that is charged with tasks of describing the desired
outcomes, identifying key result indicators, and prescribing the
characters of services to achieve these results, all from a
taxpayer and community stakeholder's perspective.
ton Results
This process requires staff changing their thinkingAM
from how to deliver services to first focus on what '
services the community wants the City to provide.
This subtle yet important difference opened up dialogues
and opportunities to challenge status-quos and
assumptions. The tangible products of this step are six '
Request for Results (RFR), one for each of the six service W
areas. The RFRs were issued to departments, who then
developed service offers to achieve the requested results.
In addition, departments are asked to provide three service-level options to allow more policy choices in
the provision of these services. The three funding levels are:
Baseline level to continue current City services; ,
Alternative level that would require less resources and/or different service delivery
models; and
Minimum/Mandate level identifies the minimum resources that are needed if the
service is to be continued.
In certain cases, a 4t" funding level "Executive" level is developed where the Executive team
believes would best match the community's needs and priorities.
Prioritization Process
One of the key elements of Priorities of Government is prioritization of services based on the
community's needs. The 2010 proposed budget went through 3 prioritization steps.
First, each Service Area Team (SAT) reviewed proposals within the particular Service Area as to
whether the proposal is responsive to the "Request for Results" and how important (on a
ranking of high, medium, or low)the service would be in achieving the desired results.
Second, the Department Heads took the SAT comments into consideration, prioritized services
across all six service areas,and identified funding levels that they felt would be appropriate.
Lastly, the Mayor and the Chief Administrative Officer made their final funding level
adjustments to balance within the projected resources. The proposed budget reflects this final
prioritization and fund levels.
Renton Results Page 80 of 548
Resources Allocation by Service Area
Renton Results program expenses are presented as consolidated costs across departments and funds.
As a result, the dollar amounts for Renton Results and the traditional budget are not the same. Within
Renton Results we have eliminated transfers and the double counting that occurs in traditional "Fund"
based budgeting. For example, the costs of the City's internal service funds are shown under "Internal
.. Support" category and are not shown again in the direct service areas while the Budget by Department
and by Fund would include internal support costs. This is also true for transfers between funds. An
example would be from Utility Operation funds to Utility Capital funds for capital improvement projects.
rr Consequently, the total operating resources for the 2010 Renton Results program budget total $172.8
million as compared to the total appropriations of$211.5 million.
Also important to note is that we have included city-wide obligations in the internal support service.
These include $4.5 million in general obligation debt service payments, $2.25 million in post retirement
medical benefit for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1), as well as
city-wide payroll tax and benefit cost increases that have not yet allocated into budgeted positions at
$2.2 million. Without these costs, the overall Internal Support costs are 12.1% of the $145.2 million
operating budget and 10.5%of the$172.8 million total budget.
r.
The following charts describe the percent of total City resources dedicated to each of these service
areas, the percent of operating (excluded CIP) City resources dedicated to each of these service areas,
and the proposed staffing levels of each of the service areas.
Total Resources by City Service Area: Operating Resources by City Service Area:
$172.8(dollar in millions) $145.2(dollar in millions)
Internal
Representative I Supped,$271
Government,
$5.1,3%
Representative
G-emmem,
$5.1,4%
5% Utilities and 5%
rr1 Staffing(FTE's)by City Service Area
Safety and Health Proposed,348.90
Mobility Iii Proposed,58.65
Livable Community Proposed,82.42
Utilities and Environment Proposed,95.25
Representative Government Proposed,41.10
Internal Support Proposed,84.63
0.00 100.00 200.00 300.00 400.00 500.00
1111
Renton Results Page 81 of 548
Per Capita Service Cost
The Chart below shows a comparison of the per capita operating cost at the Baseline Service level and
the Proposed Service Level. The operating cost at the Baseline level totals $1,839 per person per year
vs. $1,736 at the Proposed Level, a difference of $103 per person per year. Again, without the debt
service, retiree medical obligation, and benefit cost increases to be allocated later, the per capita
internal support cost would be at around $211 per year.
$- $100 $200 $300 $400 $500 $600 $700 ,
Proposed,$
Safety and Health '
Baseline,$5858
4 ,
Wlities and Environment oposed,$542
Baseline,$568
Proposed,$318
Internal Support
Baseline,$359
Prop
Livable Community
Proposed,$1
,
Baseline,$166 3
Mobility Proposed,$93
Baseline,$103
Representative Proposed,$61
Government Baseline,$61
The table below summarizes the resource allocations by service area.
City Service Area Summary '
Operating CIP 2010 Original Budget
Tot Exp$ Tot Rev$ Tot Em7$ Tot Rev$ Tot Exp$ Tot Rev$ ,
Safety and Health 47,787,283 12,291,758 47,787,283 12,291,758
Representative Government 5,082,561 2,280,478 - 5,082,561 2,280,478
Livable Community 12,566,282 4,085,349 1,388,454 430,000 13,954,736 4,515,349
Mobility 7,811,664 1,954,502 17,704,973 17,270,002 25,516,637 19,224,504
Utility and Environment 45,379,538 28,645,788 8,045,000 7,985,000 53,424,538 36,630,788
InteII Support 26,602,656 - 455,000 50,000 27,057,656 50,000
Transfers and Interfund Transactions - - - 39,584,183 34,568,657
Citywide Revenue Estimate - - - - - 101,970,360
TOTAL FTE&$$ $145,229,983 $ 49,257,875 1 $ 27,593,427 $ 25,735,002 1 $212,407,593 $211,531,894
The following tables provide a list of service offers and their associated resources for each of the six
service areas.
i
1
Renton Results Page 82 of 548
No
Safety and Health Baseline and Proposed Service Offers
ow Baseline 2010 Original Bdgt
Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Safety and Health
Ir 100002.0008 Probation 128 2.00 168,781 120,000 1.00 90,528 100,000
100004.0003 Business Licensing 113 1.10 82,950 496,844 1.10 82,950 525,000
100006.0001 City Attorney Prosecution 25 5.90 572,375 - 5.90 572,375 -
100007.0001 Code Enforcement program-1,3,4 43 4.00 399,044 - 4.00 399,044 -
100007.0002 Building Permits&Inspection Program-1,2, 95 14.50 1,561,851 2,071,319 12.50 1,323,378 2,220,242
100008.0001 Police Administration-1,2 57 6.00 943,087 - 6.00 943,087 -
100008.0002 HarborPatrol/Mercer Island PDContract-2 96 - 39,060 - 39,060
100008.0003 ValleyCommunications-2 1 - 1,619,466 - 1,619,466
a• 100008.0005 Investigations-2,4 1 17.00 2,141,200 17.00 2,141,200
100008.0006 Evidence Function-4 57 4.00 435,665 3.00 347,692
100008.0007 Domestic Violence Victim Advocate-1,2,3 105 1.00 107,616 1.00 107,616
100008.0008 Directed Enforcement Team(DET)-2,4 57 6.00 807,557 6.00 807,557
100008.0009 Crime Analysis-1 711 1.00 98,157 1.00 98,157
100008.0010 Wipe Out Graffiti-1 128 - 20,000 - 20,000
100008.0011 Special Enforcement Team(SET)-2,4 25 9.00 1,404,159 130,693 9.00 1,404,159 130,693
100008.0012 Valley Narcotics Enforcement Team-2,4 43 1.00 118,974 - 1.00 118,974 -
10 100008.0013 P.A.T.R.O.L.-2,4 43 1.00 109,142 1.00 109,142
100008.0016 Community Programs-1,3 105 2.00 233,625 2.00 233,625
100008.0018 Administrative Services-2 57 4.00 583,383 4.00 583,383
100008.0019 Patrol Services-2,4 1 9.00 1,760,022 1,420,022 9.00 1,760,958 1,420,022
r1 100008.0021 AubliaryServices-Jail-2,4 1 16.00 3,705,433 10,623 16.00 3,705,433 10,623
100008.0022 Electronic Home Detention Program-4 25 2.00 321,570 116,000 2.00 321,570 116,000
100008.0024 Parking Enforcement-4 87 1.00 73,658 - 1.00 72,722 -
100008.0025 StaffServices-2,4 17 13.40 1,184,098 13.40 1,184,098
100008.0026 Animal Control-2,4 123 2.00 205,257 2.00 205,257
100008.0027 Patrol Operations-2,4 1 67.00 8,007,143 66.00 7,962,016
100008.0028 Training Officer-2 57 1.00 452,532 1.00 452,532 -
100008.0032 COPS Hiring Recovery Program 68 6.00 497,513 548,324 6.00 497,513 548,000
100008.0033 SCORE Startup Costs 0 - 210,000 210,000 -
100009.0002 Administrative Services for F&ES-1,2,3 71 17.50 2,412,488 - 16.50 2,210,809
100009.0003 EMSandFire/Rescue Svcs for COR-2,3 1 78.00 9,558,056 897,095 78.00 9,437,698 909,595
100009.0004 EmergencyManagementfor the COR-1,2,3 105 2.00 296,115 35,000 2.00 296,115 150,462
r 100009.0005 Fire Code Inspect/Enforce and Invest-2,4 96 10.00 1,142,235 157,225 8.00 936,700 257,250
100009.0006 EMS and Fire/Rescue Svs for KCFD#25-2,3 25 18.50 2,404,474 1,274,723 18.50 2,432,870 1,274,723
100009.0007 EMS and Fire/Rescue Svs for KCFD#40-2,3 17 29.00 3,947,872 4,925,653 29.00 3,919,541 4,280,000
100009.0008 F&ES Health&Wellness Fund 113 - 25,000 25,000 - 25,000 25,000
100009.0011 Ba s ic Life Su pport Tra ns port 0 - - - - 228,000 -
100020.0002 Serving vulnerable/low income-1,2,3 123 4.44 949,688 30,000 3.44 803,319 30,000
100020.0009 CDBG-0 1231 1.56 293,740 294,148 1.56 293,740 294,148
r Total Safety and Health$ 357.90 48,892,986 12,762,669 348.90 47,787,283 12,291,758
Iw
1110 Renton Results Page 83 of 548
Representative Government Baseline and Proposed Service Offers
Baseline 2010 Original Bdgt
Package# Description (Rank I FTE Tot Exp$ Tot Rev$ FIE Tot Exp$ Tot Rev$
Representative Government
200001.0004 Legislative Operations 25 8.00 232,190 8.00 223,715
200002.0001 Court Administration 87 2.00 313,785 2.00 313,785
200002.0004 Infraction Processing 96 5.00 475,766 1,519,978 5.00 475,766 1,769,978
200002.0006 Criminal Case Processing 71 8.00 783,086 392,500 8.00 783,086 372,500
200003.0001 Communications-External Relations-3,5 105 3.00 378,900 - 3.00 362,954 -
200003.0002 Executive Operations 1 5.00 690,720 - 4.50 651,366 -
200003.0005 Cable Communication Fund 1,2,4,5 113 - 85,674 85,674 - 85,674 85,000
200003.0007 Court Public Defenders 71 409,224 - 409,224 -
200003.0010 Grant Writing and Reporting 0 50,000 50,000 50,000 50,000
200006.0001 City Attorney Civil 431 3.85 525,523 - 3.85 508,916 -
200007.0001 Intergovernmental Relations-1,2,3,5 71 0.25 149,505 0.25 149,505
200011.0001 Hearing Exa miner 71 1.50 189,221 1.50 189,221
200012.0001 Legislative Support 96 1.67 209,284 1.65 177,912
200012.0002 Elections and Voter Registration 68 0.14 173,313 0.14 337,313
200012.0003 Official Functions and Office Administration 85 0.46 91,290 0.43 60,993
200012.0004 Information Center 1371 0.93 116,935 0.88 84,494 -
200020.0001 Community Engagement-1,2,5,7 1 1051 2.15 244,153 3,000 1.90 218,635 3,000
Total Representative Government$ 1 1 41.95 5,118,569 2,051,152 41.10 5,082,561 2,280,478 ,
1 �
Renton Results Page 84 of 548 j
up
Livable Community Baseline and Proposed Service Offers
%w Baseline 2010 Original Bdgt
Package# Description (Rank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Livable Community
300007.0003 Long Ra nge Pla nni ng-1,2,3,4,5 96 7.33 754,179 10,000 5.33 567,346 10,000
300007.0005 Current Planning-1,2,4,5 71 8.33 871,233 69,650 6.33 712,451 69,650
300007.0006 Hotel Motel Fund-1 113 - 245,000 245,000 - 245,000 245,000
r
300007.0007 Arts&Culture-3,4 139 0.50 59,121 - 0.50 51,777 -
300007.0008 FarmersMarket-1,3,4 135 - 34,311 36,780 - 34,311 44,280
300007.0009 Neighborhood Program-3,4,5 71 2.00 300,961 5,000 1.50 248,320 5,000
300007.0010 Economic Development-1,3 17 4.25 558,603 - 3.25 453,905 -
1`r 300007.0011 1%for the Arts-3,4 138 - 50,000 15,000 - 50,000 15,000
300007.0013 CED Administration-1,2,3 43 2.00 272,046 - 2.00 272,046 -
300020.0003 Museum-3 139 1.00 113,410 - 1.00 102,953
300020.0004 Library-1,3,4,5 871 15.00 2,178,734 413,192 15.00 1,955,475 427,592
mt 300020.0005 Pa rks a nd Tra i Is Progra m-1,2,3,4,5 57 24.30 3,139,824 78,454 24.30 3,099,276 78,454
300020.0007 Com Relations and Events-1,2,3,4,5 123 0.65 181,395 100,000 0.65 165,986 90,000
300020.0009 Aquatics-3,4,5 96 1.50 880,406 726,840 1.50 772,406 666,640
300020.0010 Ca rco Theate r-3,4,5 136 1.25 234,104 44,000 1.25 219,856 44,000
300020.0011 Recreation Services-3,4,5 87 7.00 1,010,563 130,000 6.75 908,745 130,000
300020.0012 Renton Community Center-3,4.5 711 6.30 1,325,716 1,186,500 6.30 1,296,516 1,186,500
300020.0013 Senior Center-4,5,6 57 3.25 606,305 131,700 3.25 559,264 131,700
300020.0015 Leased Facilities-0 87 1.50 579,285 941,533 1.50 579,285 941,533
300020.0027 Administration/Com Svcs-1,2,3,4,5 25 2.00 275,182 - 2.00 271,365 -
Total Operating$ 88.17 13,670,378 4,133,649 82.42 12,566,282 4,085,349
Livable Community CIP
300007.0012 Afforda ble Housing Opportunity Fund 0 - 100,000 - - 100,000 -
300020.0016 Henry Moses Aquatic Center 0 120,000 120,000 120,000 120,000
Crr 300020.0017 Grant Matching Program-C32011 0 250,000 - 250,000 -
300020.0018 Parks,Recreation and Open Space Plan C32C 0 25,000 25,000
300020.0019 Urban Forestry Tree Replacement 0 110,000 - 110,000
300020.0020 KC Proposition 2 Cap Exp Levy Fund 01 160,000 160,000 160,000 160,000
300020.0021 Parks General Major Maintenance C32005 01 85,000 - 85,000 -
300020.0023 Tree Maintenance C32012 0 70,000 70,000
300020.0024 Capital Project Coordinator 0 68,454 68,454
300020.0025 Pathway,Side,Patio&Boardwalk C32009 0 50,000 - 50,000 -
300020.0026 Golf Course MM C42001 0 150,000 150,000 150,000 150,000
300020.0028 Disaster Repairs 0 200,000 - 200,000 -
Total CIP$ 1,388,454 430,000 1,388,454 430,000
Total Livable Community$ 88.17 15,058,832 4,563,649 82.42 13,954,736 4,515,349
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Renton Results Page 85 of 548
1
Mobility Baseline and Proposed Service Offers
Baseline 2010 Original Bdgt
Package# Description I Rank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Mobility
400015.0001 Public Works Administration 17 3.50 397,811 3.00 375,043
400016.0002 Transit Coordination/Commute Trip Reducti( 128 0.85 141,375 0.70 117,579 37,339
400016.0003 Sidewalk Program 105 0.88 97,196 0.05 6,630 -
400016.0004 Trail Planning,Development and Maintenan 123 0.48 54,271 - -
400016.0006 Building the Mobility Network 431 9.96 1,271,956 9.51 1,209,073
400016.0007 Bridges and Guardrails 57 0.33 35,528 0.33 35,528
400016.0008 Street Maintenance(Engineering Support) 113 0.06 7,028 - -
400016.0009 Trans Operations Maintenance Section 71 12.40 2,320,160 11.40 2,182,402
400016.0010 Trans Operations Engi nee ring Section 43 4.95 550,197 3.95 436,606 -
400016.0011 Airport Operations 54 5.19 912,920 1,898,520 5.16 788,361 1,917,163
400019.0001 Street Maintena nce 17 19.10 2,115,079 - 18.10 1,987,250 -
400019.0002 Public Works Maintenance Administration 96 6.45 687,089 - 6.45 673,193 -
Total Operating$ 1 64.15 8,590,609 1,898,520 58.65 7,811,664 1,954,502
Mobility CIP
400016.0014 CIP Street Overlay t12108 0 - 742,300 742,300 - 742,300 742,300
400016.0015 Arterial Rehabilitation Program t12186 0 350,500 350,500 350,500 350,500
400016.0016 RainierAve lmprv-Grady Way toS2Stt127 0 7,965,833 7,540,862 7,965,833 7,540,862
400016.0017 SW 27th St/Strander Blvd Connect t12239,4 0 4,952,000 4,952,000 4,952,000 4,952,000
400016.0018 NE 3rd/NE 4th Corridor Improvements t1217, 0 223,000 223,000 0 0
400016.0019 GardenAve N Wideningt12603 01 150,000 150,000 0 0
400016.0020 Lk Washington Trail(S Lake Connector)t127 0 465,840 465,840 465,840 465,840
400016.0021 Hi la nds to La ndings Pedestria n Connection F 0 300,000 300,000 240,000 240,000
400016.0023 WalkwayProgramt00009 0 280,000 280,000 200,000 200,000
400016.0024 Sidewalk Reha b&Replacement Prgm t1280: 0 140,000 130,000 140,000 130,000
400016.0025 Bridge Inspection&Repa i r Prgm t106 0 100,000 100,000 100,000 100,000
400016.0026 Intersection Safety&Mobility Prgm t12601 01 200,000 200,000 200,000 200,000
400016.0027 Traffic Safety Prgm t12115 01 20,000 20,000 20,000 20,000
400016.0028 Preservation of Traffic Operation Devices PrE 01 57,500 57,500 57,500 57,500
400016.0029 Intelligent Transportation Systems Prgm t12 01 50,000 50,000 25,000 25,000
400016.0030 Transit Prgm t12706 01 80,000 80,000 80,000 80,000
400016.0031 Transportation Demand Management Prgm, 0 65,000 65,000 65,000 65,000
400016.0032 Bicycle route Development Prgm t12173 0 20,000 20,000 20,000 20,000
400016.0033 Barrier Free Transition Plan Implement t127 0 50,000 50,000 38,000 38,000
400016.0034 Proj Develop&Redesign Prgm t12150 0 125,000 125,000 125,000 125,000
400016.0035 Arterial Circulation Prgm t29 0 160,000 160,000 160,000 160,000
400016.0036 Transportation Concurrency/LOS Prgm t121C 01 10,000 10,000 10,000 10,000
400016.0037 Environmental Monitoring Prgm t12187 01 30,000 30,000 30,000 30,000
400016.0038 WSDOT Coordination Prgm t12146 01 60,000 60,000 60,000 60,000
400016.0039 GIS-Needs Assess&Data Develop t12206 0 15,000 15,000 15,000 15,000
400016.0040 1%for the Arts Prgm t12112 0 15,000 15,000 15,000 15,000
400016.0045 Cedar River Hangar Roof Replacement 0 100,000 100,000 100,000 100,000
400016.0047 Surface Water System Rehabilitation 0 5,000 5,000 5,000 5,000
400016.0048 Major Facility Maintenance A25088 0 130,000 130,000 130,000 130,000
400016.0049 Maint Dredging/Shoreline Mitg.a25080 01 700,000 700,000 700,000 700,000
400016.0050 Air/Land Side Separation 01 18,000 18,000 18,000 18,000
400016.0051 Lower Blast Fence(Rwy34) 0 100,000 100,000 100,000 100,000
400016.0052 Taxiway Renumbering/Sign Replace 0 50,000 50,000 50,000 50,000
400016.0053 Renton Gateway Utilities 0 475,000 - 475,000 475,000
400016.0055 S.Renton Burnett Park Neighborhood Street 0 50,000 50,000 50,000 50,000 !
Total CIP$ - 18,254,973 17,345,002 - 17,704,973 17,270,002
Total Mobility$ 64.15 26,845,582 19,243,522 58.65 25,516,637 19,224,504
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Renton Results Page 86 of 548
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Utility and Environment Baseline and Proposed Service Offers
ow Baseline 2010 Original Bdgt
Package# Description IRank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Utility and Environment
500004.0001 Utility Billing and Cashiering 1 4.90 515,456 4.90 515,456
500007.0001 Public Works Permits and Inspections-1,3, 71 17.00 1,728,240 25,308 10.00 1,084,711 25,308
500018.0001 Wastewater Enginee ringandPIanning 39 4.50 1,460,374 - 4.50 1,460,280 -
500018.0003 Water Education 133 0.20 19,501 0.20 17,501
500018.0004 Water Engineeringand Planning 83 6.80 2,121,346 5.80 1,992,353
500018.0005 Surface Water NPDES Education 92 0.20 19,572 0.20 17,072
500018.0006 Surface Water Engineering and Planning 54 10.50 1,591,924 9.80 1,537,274
500018.0007 Solid Waste Collection 1 1.25 15,000,000 15,000,000 1.25 14,192,551 14,887,216
500018.0008 Solid Waste Education 133 0.75 175,680 45,284 0.75 151,339 37,784
500018.0009 Utility Systems Administration 39 3.50 379,227 - 3.00 325,051 -
500018.0010 Waterworks Revenue Bond Debt 39 - 3,648,770 3,648,770
500018.0011 Public Works Trust Fund Loan Debt 0 969,559 969,559
500018.0012 King County Metro Fund 1 11,211,935 11,211,935 - 11,211,935 11,211,935
500019.0001 Wastewater Maintena nce 39 7.95 917,700 - 6.95 813,993 -
500019.0002 Solid Waste Litter Control 83 2.00 149,372 1.00 76,648
500019.0003 Surface Water Maintenance 231 11.20 1,058,846 11.20 1,038,625
500019.0004 Water Maintenance 1 26.30 3,751,215 25.30 3,643,451
500020.0001 Golf Course-5 92 8.50 1,826,877 2,468,845 8.50 1,826,877 2,483,545
r 500020.0002 Urban Forestry and Nat'l Resources-1,2,3,4 113 1.90 510,413 - 1.90 393,504 -
500020.0003 Golf Course Debt Service-0 92 - 462,589 - - 462,589
TotalOperating$ 107.45 47,518,597 28,751,372 95.25 45,379,538 28,645,788
Utility and Environment CIP
500018.0017 New Reservoirs&Pump Stations U55570,59 0 - - 8,000 - - -
500018.0018 SplyDvlp&WtrgltylmprU55565,445,100,5 0 100,000 100,000 100,000 100,000
500018.0019 Water Main Replc U55170,580,572,576,59 0 1,800,000 1,800,000 1,800,000 1,800,000
500018.0020 Automatic Meter Reading Conversion U5559 0 - 350,000 - -
500018.0021 Wtr Utly MM U55260,265,584,121,595,582 0 660,000 660,000 660,000 660,000
rr 500018.0022 Regulatory Compliance 0 440,000 400,000 400,000 400,000
500018.0023 Summerwind/Stonegate LS Replacement U4 01 1,000,000 1,000,000 1,000,000 1,000,000
500018.0024 Miscellaneous/Emergency Projects U45065 01 100,000 100,000 100,000 100,000
500018.0025 Earlington Sewer Replacement U45405 0 750,000 750,000 750,000 750,000
500018.0026 Mntnc&Upgrade of Hydraulic model U4546 0 25,000 25,000 25,000 25,000
500018.0027 East Renton Lift Station Elimination U45484 0 100,000 100,000 400,000 400,000
500018.0028 Lake Washington Beach LS Elim/Rehab U454 0 300,000 300,000 500,000 500,000
r 500018.0029 SpringbrookCrk Wetland&Habitat Mit U651 0 350,000 350,000 300,000 300,000
500018.0031 Green River Ecosystem Restoration U65295 0 10,000 10,000 10,000 10,000
500018.0032 Small Drainage Projects Program U65015 0 253,000 253,000 253,000 253,000
500018.0033 Miscellaneous/Emergency Storm Projects LI0 50,000 50,000 50,000 50,000
500018.0034 Lower Cedar River Sediment Mgmt Proj U6510 250,000 250,000 250,000 250,000
500018.0036 Talbot Hill Ar Mosquito Abatement Prgm U65 0 50,000 50,000 50,000 50,000
500018.0037 Stream Flow&WtrQlty Monitoring Prgm U6! 0 10,000 10,000 10,000 10,000
500018.0038 Surface Water Utility GISU65410 01 100,000 100,000 100,000 100,000
500018.0039 Storm Sys Field Mapping Proj(NPDES)U65451 01 227,000 227,000 227,000 227,000
500018.0040 Surface Water Utility System Plan U65005 01 25,000 25,000 25,000 25,000
500018.0041 Renton Storm Water Design Manual U65241 01 25,000 25,000 25,000 25,000
• 500018.0042 Lk Wash Blvd-Hwks Land U65470 01 800,000 800,000 800,000 800,000
500018.0044 Madsen Crk Sedimentation Mntc U65050 01 50,000 50,000 50,000 50,000
500018.0045 Hardie Ave.SW Underpass Storm System Im 0 300,000 300,000 100,000 100,000
500020.0004 Irrigation Automation and ConservC32010 0 60,000 - 60,000 -
r•
Total CIP$ - 7,835,000 8,093,000 - 8,045,000 7,985,000
Total Utility and Environment$ 107.45 55,353,597 36,844,372 95.25 53,424,538 36,630,788
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V Renton Results Page 87 of 548
Internal Support Baseline and Proposed Service Offers
Baseline 2010 Original Bdgt
Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Internal Support ,
600003.0001 Communication-Multi Media-5 113 5.00 667,196 3.00 514,605
600004.0003 Applications and Database Services 105 5.35 1,170,540 4.50 995,579
600004.0004 ITCapital 96 5.15 2,165,006 4.00 1,105,032
600004.0005 Service Desk Support 25 2.50 610,706 2.50 610,706
600004.0006 Asset,Debt,and Treasury Management 43 1.80 265,344 0.90 194,586
600004.0007 Payroll 251 2.00 162,101 - 2.00 162,101
600004.0008 Budgetingand Financial Planning 431 4.10 408,254 3.30 318,996
600004.0009 Accountingand Auditing 251 1.70 248,623 1.30 209,905
600004.0010 Finance Operations 25 6.00 511,449 5.00 434,375
600004.0011 Finance Administration 37 1.40 193,156 1.50 201,229
600004.0013 Network5ervices 1 2.47 318,194 2.47 318,194
600004.0014 Telecommunications 1 1.56 472,521 - 1.56 449,542
600004.0015 Security Services 17 1.47 247,602 1.47 237,208
600004.0017 General Government Debt 1 - 4,496,333 - 4,496,333
600005.0003 Other CitySvc-EmployeeSeparationPay 1 436,152 436,152
600005.0004 LEOFF 1 Medical Obligation 37 2,205,684 2,205,684
600005.0013 Association Dues and Contracted Services 113 319,720 290,220
600006.0002 City Attorney Administration 1 2.00 274,958 2.00 274,601
600007.0002 Technical and Property Services-4 105 4.33 500,078 2.33 310,054
600012.0001 Records Management 521 2.30 224,867 1.40 150,765
600014.0001 Employment Law 851 1.05 129,289 0.85 109,928
600014.0002 Recruitment&Selection 96 1.50 194,784 0.90 127,505
600014.0003 Classification and Compensation 71 0.45 45,989 0.45 45,989
600014.0004 Labor Relations 25 1.40 225,780 1.20 206,419
600014.0005 Risk Management 68 1.60 2,128,876 1.10 2,090,088
600014.0006 Workers'Compensation and Safety 54 1.25 274,686 1.10 273,889
600014.0007 Benefits 231 0.95 1,770,389 0.95 1,706,389
600014.0008 Wellness 113 0.55 80,704 0.55 80,704
600014.0009 Training 113 0.20 58,823 0.05 31,990
600014.0010 HR/RMAdministration 25 1.90 231,596 1.70 214,684
600014.0011 Employee Recognition and Orientation 128 0.15 20,008 0.15 16,008
600016.0001 Trans Operations Internal Support Services 132 1.90 225,164 1.90 223,169
600019.0001 Fleet Services 571 10.00 2,033,283 9.00 1,936,682
600019.0002 Fleet Services Capital Recovery 53 - 2,095,258 - 1,438,949
600020.0003 Custodial Services-2 57 19.00 1,582,231 16.00 1,293,942
600020.0004 Facilities Technical Maintenance-2 57 10.50 2,551,553 9.50 2,392,454
600020.0006 Operational Facilities MM C20004-C20009 0 - 137,000 - 137,000
600020.0009 Public Facilities MMC20011-C20021 0 - 361,000 - 361,000
TotalOperating$ 101.53 30,044,900 84.63 26,602,656
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Internal Support CIP
600020.0007 Leased Facilities C20010,020026 100,000 100,000 100,000
600020.0008 City Wide Security System Upgrades 90,000 50,000 90,000 50,000
!
600020.0010 Public Restrooms Renovations 265,000 - 265,000 -
Total CIP$ 455,000 150,000 455,000 50,000
Total Internal Support$ 101.53 30,499,900 150,000 84.63 27,057,656 50,000
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Renton Results Page 88 of 548 !
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Other Service Offers—Transfers, Interfund Transactions, and Reconciliation
Baseline 2010 Original Bdgt
Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
700003.0001 Communications lSFCost Allocation 1,049,671 1,049,671 1,049,671 1,049,671
rs 700004.0001 ITISF Cost Allocation 4,100,386 4,100,387 4,100,386 4,100,387
700005.0001 Fire Pension 550,475 300,000 550,475 300,000
700005.0002 Indirect Cost Transfer Multi Depts 2,375,134 2,375,134 2,375,134 2,375,134
700009.0002 Fire Impact Mitigation Fund 300,000 - 560,000 -
11�t 700014.0001 Insurance lSFCost Allocation 3,237,584 3,237,584 3,237,584 3,237,584
700014.0002 Healthcare Insurance lSFCost Allocation 12,318,471 12,318,471 12,318,471 12,318,471
700014.0003 Retiree Healthcare lSFCost Allocation 2,230,684 2,230,684 2,230,684 2,230,684
700014.0004 Transferfrom 502 to 317 50,000 - 50,000
yIIM -
700016.0001 Arterial Street Fund 755,000 755,000 620,000 620,000
700016.0002 Transportation Impact Mitigation Fund 1,100,000 400,000 700,000 200,000
700018.0001 Waterworks Transfers to Capital 4,252,000 - 4,252,000 -
700019.0001 Equipment Rental lSFCost Allocation 4,827,293 4,237,550 2,984,293 3,581,241
700020.0001 Facilities lSFCost Allocation 4,555,485 4,555,485 4,555,485 4,555,485
Total I nte rfu nd Transactions$ 41,702,183 35,559,966 39,584,183 34,568,657
Citywide Revenue Estimate
900005.0001 General Governmental Fund Revenues - - - 78,129,865
900005.0002 Non-GG Fund Revenues 23,840,495
Total CW Revenue Estimate$ 101,970,360
go
Reconcilation to Budget By Dept and Fund
Total Operation&CIP$(1-6) 761.15 181,769,465 75,615,364 710.95 172,823,410 74,992,877
to Total Interfund$(belowthe line) - 41,702,183 35,559,966 - 39,584,183 136,539,017
TOTAL FTE&$$ 761.15 223,471,648 111,175,330 710.95 212,407,593 211,531,894
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Ip Renton Results Page 89 of 548
t
Renton Results Service Areas Desired Outcomes and Draft Indicators
Service Area RESULT INDICATORS DATA TO BE COLLECTED(EXAMPLES)
1. Livability of homes&structures • Code enforcement • Preparedness
• Housing repair • Inspections
Safety and Health: 2 Increasing feeling of community&individual • Preparedness plan
1 want Renton to be a safety • Community Survey
safe and healthy • Code enforcement
3. Timely responsiveness"projection of effort" • Police
community. • Fire
4. Well maintained public spaces • Recreation&recreation participation • Perception of crime free
• Park access community
1. Customers experience timely response in an • Survey data,number of complaints,number of concerns,number of
accessible,fair,and respectful manner language presentations
2. Achieve the City's desired outcomes at the • Agenda items delivered
state,regional,and federal levels
Representative 3. Build community pride and capacity through • Report pride and positive associated image,number of volunteers and
Government: volunteer and community partnerships volunteer time,amount of money or in-kind services leveraged/donated,
I want Renton to be a number of partnerships
responsible and
responsive 4. Effective and responsive communications that • Items sent out,press releases,attendance at Council and other meetings,
government. supports and values dialogue surveys-do they feel they influence decisions,complaints vs.population,
correspondence,web analytics,response to notifications,use of
referendums and initiatives
5. High degree of confidence in stewardship of • Balance budget,bond rating,meaningful and transparent,survey
City resources. questions,code of ethics,meet legal mandates,number of lawsuits and
claims against the City
1. Vibrant and Diverse Economy • No single employment sector exceeds 40%of the total number of jobs in
the City
2. Managed Growth • GMA/King County growth targets met
• Short,mid-,and long-term actions established and completed in
community and comprehensive plan. t
Livable Community: • Meet established benchmarks for timely processing of land use and §
Provide access to building permits.
high quality facilities, • #of projects that demonstrate quality development.
services,and public 3. Strong Sense of Community • Support for/attendance at community programs,activities,and events 1
resources that enrich • Community satisfaction with arts/culture/recreation/events(survey)
the lives of everyone • Public-private partnerships
in the community 4. Diverse Learning and Enrichment Opportunities • Support for/attendance at learning and enrichment opportunities
• Community satisfaction survey
• Collection/resource care and maintenance
5. Nothing but Clean,Safe,Healthy,Well- • Community satisfaction survey • Complies with codes and
maintained places • Program request&completed standards
orders • Information in languages other
than English
Mobility: 1. Good Condition of the Infrastructure • OCI pavement condition numbers
Safe and efficient 2. Progress on planning and building the mobility • Participation in regional forums in transportation planning and funding;
access to all desired infrastructure monitoring of project progress and fiscal status;
destinations,now 3. Safe Operation of the existing infrastructure • Accident Data;speed reports;violations at photo enforcement sites;
and in the future. operational data on traffic volumes and signals.
Utilities and 1. Quality cleanliness&appearance of • Customer survey
Environment: Environment
2. Number/amount of aid claims against Utility • Number of claims submitted,dollar amount of claims
1 want to live,learn, p y �
work and play in a Systems infrastructure
clean and green 3. Sustainable utility rates • Renton water/sewer/garbage rate for average Residential user compared
environment with to other local jurisdictions
reliable,affordable 4. Reduction in peak water use • Peak day and week water usage;Irrigation volume
utility service. 5. Code compliance cases completed • Number of open cases compared to completed/closed cases
6. Satisfaction score on open space distribution • Customer survey
1. Price of Government • Total city taxes&fees/aggregate personal income
Internal Support: 2. Sustainable Resources • Annual debt to capital investment ratio
Provide City 3. Citywide productivity loss due to sick-leave • Disability and sick-leave usage x hourly rate
departments with the 4. Facility cost per sq ft • Offices M&O&Major maintenance cost/sf
means to operate ,
5. Fleet cost per vehicle • Total M&O&RR(in-lieu of depreciation)cost/vehicle
efficiently and
effectively in a safe 6. IT cost per employee • Total M&O&PC replacement cost per employee
and stainable 7. Online services availability • On-line mapping,Permits and Billing
manner.
8. Customer satisfaction on having means to • Customer Survey
operate effectively and efficiently
Renton Results Page 90 of 548
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City of Renton
2010 Request for Results
Safe and Healthy Community
Desired Results
I want Renton to be a safe and healthy community.
Indicators of Progress
(Task for Results Team: the left column represents all the "safety and health"indicators. What are the 10
key indicators that show we are succeeding at having a safe and healthy community?)
INDICATORS DATA TO BE COLLECTED
1. Livability of homes and structures • Code enforcement
• Housing repair
• Preparedness
• Inspections
2. Increasing feeling of community and • Preparedness plan
individual safety • Survey
3. Timely responsiveness and • Police
"Projection of effort" . Fire
• Code enforcement
• General government
4. Well maintained public spaces • Recreation and recreation participation
• Park access
• Perception of crime free community
Renton Results Page 92 of 548
Cause and Effect Map
The Cause and Effect Map is a visual representation of the cause and effect to reach an outcome.This
pathway shows the relationship between the desired results,factors would influence our abilities
reaching the desired results, and the key the indicators can help us measure if we are reaching the desired
result.
Well prepared for Timely, Effective
response . request
•
for service
Perception of
supportcrime free physical,
community and I mental,
sens- ant '- • • environmental •
• protection
healthy
community
Influences
Influences are the factors that are important contributors to the desired result. The primary influences
that are critical to making Renton a safe and healthy place to live, work, learn, play, and visit include:
• Perception of a crime free community and sense of security and protection.
• Well prepared for emergency/disaster.
• Timely, effective responses to requests for services.
• Services that support physical, mental, environmental, and financial health.
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which address the following strategies as they relate to specific outcomes. Interdepartmental programs
that foster partnership and collaboration will receive additional rating points in the evaluation process.
Purchasing Strategy 1. We are seeking offers that encourage the community to self help as well as
programs that promote prevention and education.
Renton Results Page 93 of 548
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• Organize and support of community based prevention, self-help, and recovery assistance
programs such as Community Emergency Response Team (CERT), Community
Organizations Active in Disaster(COAD), and other community partnerships.
• Neighborhood based programs that promote communication/connection, safety, and ,
clean and attractive neighborhoods.
• Education and outreach programs that help the community better prepare for physical,
environmental,financial threats, and events.
Purchasing Strategy 2. We are seeking offers that provide timely, responsive help when the community at
large, cannot help themselves.
• Response to calls.
• Response to major incidents/disasters.
• Plan and train for orderly and safe evacuations.
• Provide for emergency human service needs and or provide for the basic needs.
Purchasing Strategy 3. We are seeking offers that aids in recovery and restoration for individuals and
businesses after disaster strikes.
• Provide temporary shelters.
• Programs that would help individual and businesses be more self reliant during and after
disasters.
• Programs that would expedite the reconstruction, restoration, and recovery processes.
• Programs that would help businesses and individuals return to productive, contributing
members of the community.
• Provide information and referral services of resources available.
• Programs that link residents to services/information and referral.
Purchasing Strategy 4. We are seeking offers that encourage residents and businesses to comply with
local, state, and federal laws such as:
• Code enforcement.
• Prosecution.
• Probation.
Purchasing Criteria/Consideration:
The City will purchase offers based on proposals that:
1. Respond directly to the purchasing strategies.
2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Improve customer and public services.
4. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the
mandatory nature of the program, or based on resources available.
5. Encourage community, regional, and interdepartmental collaboration and partnerships.
6. Leverage resources.
Renton Results Page 94 of 548
7. Innovative and creative results with an emphasis on cost effectiveness are encouraged.
2010 Program Offer Feedback Form
Safe and Healthy Community
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
100002.0008 Probation M Almost cost neutral and it is less than being an inmate.
Some discussion needed regarding staffing.
100004.0003 Business Licensing M Provides income and licensing and the business needs
to meet standards to obtain a license.
Focus on why licenses are required—to ensure
businesses located in appropriate land zones.
The outcomes should relate to how successful the
licenses are in doing this. Perhaps a better fit in
Livable Community service area.
100006.0001 City Attorney Prosecution H More description of legal assistants'roles.
100007.0001 Code Enforcement programl,3,4 M
100007.0002 Building Permits and Inspection M Revenue for fees about match the expenditure.
Programl,2,3 Jurisdiction must permit according to the code,plus
pay for itself. It helped to clarify that the permits are
in response to people asking for something.
Discussion around that the City does not charge for
the full cost of permits/inspection and our cost is less
than other cities. Can be scheduled and delayed.
100008.0001 Police Administration H This program may be a better fit in Internal Services
service area for consistency with other departments.
Some confusion with multiple programs covering
different elements of police administration functions.
100008.0002 Harbor Patrol/Mercer Island PD M
Contract
100008.0003 Valley Communications H
100008.0005 Investigations H
100008.0006 Evidence Function H If there is investigation and prosecution then there
needs to be a process for evidence collection and
retention.
100008.0007 Domestic Violence Victim Advocate M Nothing in proposal about the rate of DV in City-how
half cases in court are DV related-and cost of DV to
City-and how this position is both prevention oriented
and helps prosecution to prosecute cases.
How many cases are filed?
100008.0008 Directed Enforcement Team(DET) H
100008.0009 Crime Analysis M Not sure why this is a separate proposal as position
supports different division-might be too hard for
budgeting purposes. Suggest including with other
programs such as administration or DET.
100008.001 Wipe Out Graffiti L
100008.0011 Special Enforcement Team(SET) H Are these officers also part of uniform patrol?
Program description makes this sound the same as
DET.
100008.0012 Valley Narcotics Enforcement Team M Told that if we did not participate in the task force the
City would lose millions of dollars that they get for the
big drug busts. Nothing in proposal says how much
the task force recovered/Renton's share/number of
drug busts per year.
100008.0013 P.A.T.R.O.L. M Told it was critical because of the high rate of car
thefts. Nothing in proposal that gave number or told
of what impact this had for the average Renton
resident.
Renton Results Page 95 of 548
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
100008.0016 Community Programs M
100008.0018 Administrative Services H Not sure why training staff included in program
description. Why is this a separate program from
Police Administration? The offer description is vague,
should be more relevant to what it does.
100008.0019 Patrol Services H Value of performance measures may be unclear to the
public. Confusion between this and patrol operations.
This is traffic and making sure roadways are coned
properly. Asked about overtime and was told that a
lot of it is related to traffic fatalities and the time it
takes to clean up/report accident sites. No data on
how many traffic related fatalities there are in a year.
Where is the revenue from tickets?
100008.0021 Auxiliary Services-Jail H
100008.0022 Electronic Home Detention Program H
100008.0024 Parking Enforcement M One person that generates a lot of tickets and revenue
for the City-that was the rationalization for why we
need it. Wonder if the residents would agree?
100008.0025 Staff Services H Why is this a separate program from Police
Administration?
100008.0026 Animal Control M
100008.0027 Patrol Operations H Criminal Patrol. Work on crimes in process. Overtime
related to having to do paperwork for crimes,after
shift has ended. How often does this happen...what
measures can be done to help officers complete
reports during shift?
100008.0028 Training Officer M Different program name suggested,such as Training,
or Police Training. Perhaps not a separate program,
include as part of other Administration related
programs. Told that this is critical because of potential
liability. Lawsuits claim poor training is why City
should be liable. How many lawsuits are filed against
pd in one year? Is it more or less than other
departments? I don't understand why a separate
position is needed,and why management can't do this
part of their jobs. Or if it is that critical,why isn't this a
City wide position tied to where the City is most liable?
100009.0002 Administrative Services for F&ES H Perhaps better included in the Internal Services service
area for consistency with other departments. �.
100009.0003 EMS and Fire/Rescue Services for City H This is several programs combined,and should be
of Renton separated. Fire response services is a different
program than medical response service,and should be
listed and evaluated separately. Told that the over-
time is if someone calls in sick and for cleaning up
after fires. How many fires does Renton have in a year
where it is needed? That many people out at one
time,that can't move firefighters around,is one sick or
administration can't fill in?
100009.0004 Emergency Management for the City M Not mandated. Outcomes are outputs. Wonder how
of Renton having this division is"value added"to the public.
100009.0005 Fire Code Inspection/Enforcement M City needs to comply with uniform fire codes but does
and Invest. not specify how quickly we need to do it. Brings in
revenue. Roll into or with building inspection.
Use on duty firefighters.
100009.0006 EMS and Fire/Rescue Services for H It is not clear to me where Fire District 25 is. When I
KCFD#25 asked,there was confusion as to if this was a newly
annexed area or not. The cost is the City's portion.
Cost neutral.
Renton Results Page 96 of 549
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
100009.0007 EMS and Fire/Rescue Services for H Is not clear to me where Fire District 40 is. Confusion
KCFD#40 as to if this part of the newly annexed area or not.
Where are these stations located?
100009.0008 F&ES Health&Wellness Fund L This is not a program. Belongs as a benefit line item in
administration budget,or another fire service related
program. Put in administration program. Why does
City pay for this,it is their job.
100020.0002 Serving vulnerable/low income-1,2,3 M Not mandated,why does City pay for it?
100020.0009 CDBG-0 M It is not clear why CDBG has a proposal but other
grants that the City receives aren't in separate offers.
a..
Renton Results Page 97 of 548
.r+
City of Renton
2010 Request for Results
Representative Government
t
Desired Results
I want Renton to be a responsible and responsive government.
Indicators of Progress
(Task for Results Team: the left column represents all the "representative government"indicators. What
are the 10 key indicators that show we are succeeding at having a representative government?)
INDICATORS DATA TO BE COLLECTED
1. Customers experience timely response in • Survey data
an accessible,fair, and respectful manner . Number of complaints
• Number of concerns
• Number of language presentations
2. Achieve the City's desired outcomes at the . Legislative agenda items accomplished
state, regional, and federal levels
3. Build community pride and capacity • Report pride and positive image, number of
through volunteer and community volunteers and volunteer time, amount of money
partnerships or in-kind services leveraged/donated, and
number of partnerships
4. Effective and responsive communications . Items sent out, press releases, attendance at
that supports and values dialogue Council and other meetings, surveys-do they
feel they influence decisions, complaints vs.
population, correspondence, web analytics,
response to notifications, use of referendums and
initiatives
5. High degree of confidence in stewardship of e Balance budget, bond rating, meaningful and
City resources transparent, survey questions, code of ethics,
meet legal mandates, number of lawsuits and
claims against the City
Renton Results Page 98 of 548
Cause and Effect Map
Advocacy rency
..
Community
Engagement N • •
Renton:L 40:L
ant • be
responsivej* a responsible and
Reflective L
Accountability
government
Influences
• Policy and program decisions reflecting community values.
• Opportunities for the public to be engaged in operations, understand, and influence City
government.
• Community interests in regional, state, and federal forums.
• Open, accessible, and consistent decision process.
• Clear and effective two-way communication using a variety of methods.
• Policy and fiscal accountability to stakeholders.
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which address the following strategies as they relate to specific outcomes. Interdepartmental programs
that foster partnership and collaboration will receive additional rating points in the evaluation process.
Purchasing Strategy 1. We are seeking proposals that provide for policy and program decisions
reflecting community values.
• Informed decisions reflecting community values.
• Realistic capacity, resources, and staffing.
Renton Results Page 99 of 548
• Timely responses to requests.
• Educating customers and staff on what the policies/processes are and what to expect?
• Fair and open government.
• A way to accept ideas and thoughts from our community (intake/out take process defined).
Purchasing Strategy 2. We are seeking proposals that provide opportunities for the public to be
engaged in operations, understand,and influence City government.
• Timely responses to requests.
• Create new volunteer opportunities to effectively engage more people in the community.
• Proactive, accessible communications using a variety of channels to inform and engage the
City's diverse population .
• Provide for support and training of program leaders,volunteers, and commissioners.
• Process that is timely and fair and communicated to staff and customers.
• Provide open and transparent decision processes.
• Provides for the public to participate and influence City government.
• Provide for the development of partnerships that will assist with or offset the cost of
providing services.
Purchasing Strategy 3. We are seeking proposals that advocate community interest in regional,state,
and federal forums.
• Increase amount of funding from outside sources.
• Set strategic internal agendas and policy development.
• Track successes, not just participation. Should be measured in results and quality, not in
quantity of how many forums we participate in.
• Selective participation.
• Listen to the community.
Purchasing Strategy 4. We are seeking proposals that provide open, accessible,and consistent decision
processes.
• Transparent and consistent decision processes.
• Answers to inquiries are timely and accurate.
• Flexible and respectful.
• Processes that are fair,timely, and communicated to staff and citizens.
Purchasing Strategy S. We are seeking proposals that provide clear and effective communications that
uses a variety of channels and supports and values dialogue with our community.
• Proactive, accessible communications using a variety of channels to inform and engage
residents, businesses, key stakeholders, including the City's diverse population.
• Two-way flow of information, both internally and externally,with opportunities for customers
to communicate with City officials, departments, and staff.
• Answers to inquiries are timely and accurate.
Renton Results Page 100 of 548
• Relevant and timely communication to residents, businesses, and key stakeholders.
• Allows for the public to provide information and feedback to City officials and staff.
Purchasing Strategy 6. We are seeking proposals that provide policy and fiscal accountability to
stakeholders.
• Fiscal accountability, provide financial numbers in a way that is understandable and includes
what we do, why we do it, and how we are doing it.
• Transparency of numbers.
• Communicating to customers in a way that they can understand and includes what we do,
why we do it, and how we are doing it.
• Not hiding our decisions.
• Get feedback from the public earlier than the budget public hearing stage.
• Ask the customers what do they want.
• Making informed policy decisions, not just quick ones.
Purchasing Strategy 7. We are seeking proposals that leverage partnerships with members of the
public, business community, non profits, and faith based organizations,to increase capacity and assist
with or offset the cost of providing services.
• Develop public-private entrepreneurial partnerships.
• Create goodwill in the community.
• Are cost-effective.
• Provide for acceptance of gifts,grants, and endowments.
Purchasing Criteria/Consideration:
The City will purchase offers based on proposals that:
1. Respond directly to the purchasing strategies.
2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Improve customer and public services.
4. Demonstrate options to "scale"the offer based on level of service, focusing on how to meet the
mandatory nature of the program, or based on resources available.
5. Encourage community, regional, and interdepartmental collaboration and partnerships.
6. Leverage external resource.
7. Show innovation and creativity in approach to delivery of results.
r
w Renton Results Page 101 of 548
re
2010 Program Offer Feedback Form
Representative Government
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
200001.0004 Legislative N—weak M/H More details to answer purchasing strategies and
address questions(who,what,why,and how).
200002.0001 Court Administration N M/H Need performance measures that are quantitative and
customer service orientated.
200002.0004 Infraction Processing+0.5 JUDGE Y H Performance measures should include goals and
quantitative results.
200002.0006 Criminal Case Processing+0.25 Judge Y H Performance measures should include quantitative
measures and customer service responses to include
jurors.
200003.0001 Communications-External Relations Y M/L
200003.0002 Executive Y H Could the customer service aspect be merged with the
Communications Department,at some point?
200003.0005 CABLE COMMUNICATION FUND Y M/L Needs more details to answer purchasing strategies
(revenue and to answer questions(who,what,why,how).
neutral) Needs performance measures. Is this required? (The
proposal is revenue neutral,but it would be nice to
have more information.)
200003.0007 Court Public Defenders Y H Mandated by law. Need performance measures.
200006.0001 City Attorney Civil Y H/M
200007.0001 Intergovernmental Relationsl,2,3,5 Y M/H
200011.0001 Hearing Examiner Y M/L
200012.0001 Legislative Support N L/M What are the legal requirements for this proposal?
Needs more information to answer purchasing
strategies. Needs performance measures.
200012.0002 Elections and Voter Registration N M Please clarify nature of mandate. Could this be done
via other means more effectively? Need performance
measures and answers to the purchasing strategies as
they relate to Representative Government.
200012.0003 Official Functions and Office N M Please add City Clerk to title. Performance measures
Administration should be addressed with quantitative measures and
goals.
200012.0004 Information Center N L/M Please add more information to performance
measures.
200020.0001 Community Engagement-1,2,5,7 Y M/H
Renton Results Page 102 of 548
City of Renton
2010 Request for Results
LIVABLE COMMUNITY
Desired Results
i want high quality facilities services and public resources to make Renton
a place where people choose to live, learn, work play, and visit
Indicators of Progress
INDICATORS DATA TO BE COLLECTED
Vibrant and diverse economy • No single employment sector exceeds 40%of
the total number of jobs in the City.
Managed growth • GMA/King County growth targets met.
• Short, mid-, and long-term actions.
• Established and completed in community and
comprehensive plan.
• Meet established benchmarks for timely
processing of land use and building permits.
• Number of projects that demonstrate quality
development.
Strong sense of community • Support for attendance at community
programs, activities, and events.
• Community satisfaction with arts, culture,
recreation, and events (survey).
• Public-private partnerships.
bk Diverse learning and enrichment opportunities • Support for attendance at learning and
f
enrichment opportunities.
Ihs
• Community satisfaction survey.
• Collection/resource care and maintenance.
Nothing but clean, safe, healthy, and • Community satisfaction survey.
r. well-maintained places . Program request and completed orders.
r
• Complies with codes and standards.
• Information in languages other than English.
+r
L
Renton Results Page 103 of 548
Cause and Effect Map
Sense of i
Community
Learning and
Managed Growth
1
FPO—
I want hi
facilities, services and 1�
public resources• and Renton.; • place
maintained and
Diverse Economy
where people choose
to live, learn, work,
play, and visit.
Influences '
• Vibrant and diverse economy.
• Managed growth.
• Avenues for residents to meet social, educational, personal, and professional needs including
community engagement and dialogue.
• Arts, culture, and intellectual enrichment opportunities.
• Clean, safe, healthy, well-maintained, and accessible public places that connect communities.
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which address the following strategies as they relate to specific outcomes. Interdepartmental programs
that foster partnership and collaboration will receive additional rating points in the evaluation process.
Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy.
Specifically proposals for/that:
• Foster thriving businesses and help create new family wage job opportunities.
• Support entrepreneurial activity and innovation.
• Enhance tourism through community marketing.
• Provide strategically targeted infrastructure in order to spark new private and
intergovernmental investment.
• Encourage and help create safe,well-maintained, and affordable housing.
Renton Results Page 104 of 548
• Provide opportunities for individual professional development and support partnerships to
strengthen workforce development.
Purchasing Strategy 2. We are seeking proposals that support managed growth.
Specifically proposals for/that:
• Foster development of vibrant, sustainable, attractive, mixed-use communities throughout
the City.
• Provide a balance between housing and high-quality jobs.
- • Maintain services to current residents while welcoming annexation areas that desire to
become part of Renton.
• Ensure compliance with all federal, state, and local laws that relate to planning and
permitting.
• Ensure the natural features and environment of the City are enhanced and maintained.
Purchasing Strategy 3. We are seeking proposals that provide avenues for residents to meet their
social, educational, personal, and professional needs and that foster community engagement and
dialogue.
Specifically proposals for/that:
• Are inclusive of all ages, abilities, and cultures.
• Welcome new participants and forge new relationships among residents.
• Provide diverse recreational, intellectual, cultural, and artistic activities and programs.
• Strengthen and encourage a sense of belonging through volunteerism and neighborhood
involvement.
• Provide opportunities for social interaction, shared experiences, and cultural exchange.
Purchasing Strategy 4. We are seeking proposals that provide opportunities for learning and
enrichment.
Specifically proposals for/that:
• Provide diverse intellectual, cultural, artistic, and recreational activities and programs that meet
the needs and interests of the public.
• Promote opportunities for shared experiences, cultural exchange, social interaction, and
volunteerism within the community.
• Develop and maintain collections of materials and resources that support the intellectual and
informational needs of the public.
• Incorporate public art into the design and creation of community spaces.
• Support formal education, life-long learning, and personal growth
MW Renton Results Page 105 of 548
Purchasing Strategy S. We are seeking proposals that create clean,safe, healthy,well-maintained, and
accessible places.
Specifically proposals for/that:
• Clean, safe,well-maintained, and accessible parks, open spaces,trails, facilities, right-of-ways, and
other city properties.
• Public and private development that are accessible to all, are well-landscaped, and easily
maintained.
• Provide safe, accessible, well-maintained, and healthy recreational programming and facilities to
engage, challenge, and bring together members of the community to promote personal well-
being.
• Incorporate sustainability in design of facilities to adapt to change and meet community needs.
• Uphold a high standard of design and property maintenance throughout the City.
Purchasing Criteria/Consideration:
The City will purchase offers based on proposals that:
1. Respond directly to the purchasing strategies.
2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Improve customer and public services.
4. Demonstrate options to "scale" the offer based on level of service,focusing on how to meet the
mandatory nature of the program, or based on resources available.
5. Encourage community, regional, and interdepartmental collaboration and partnerships.
6. Leverage external resources.
7. Show innovation and creativity in approach to delivery of results.
8. Ensure communication with internal and external stakeholders.
Renton Results Page 106 of 548
2010 Program Offer Feedback Form
Livable Community
Priority
Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
300007.0003 Long Range Planning1,2,3,4,5 Yes H/M Includes mandated processes,can position City for next
round of economic activity
300007.0005 Current Planningl,2,4,5 Yes H Includes mandated processes, customers want clear,
predictable process
300007.0006 Hotel/Motel Fundi Yes H Budget neutral program
Program benefits City as a whole
300007.0007 Arts&Culture3,4 Yes M/L Program focuses mostly on CED's efforts
300007.0008 Farmers Marketl,3,4 Yes M Community loved service
Program generates revenue that covers most of costs
300007.0009 Neighborhood Programa,4,5 Yes M Community loved program
Program supports efforts of most departments
throughout the City
300007.001 Economic Developmentl,2 Yes H Efforts are important to be able to pay for other programs
Updated purchasing strategies from 3 to 2
300007.0011 1%for the Arts3,4 Yes M Amount invested is small compared to result of
improvement of projects
300020.0003 Museum-1,3,4 Yes M/L Weighted towards M,only program in City that performs
recording and preservation of materials
Updated purchasing strategies to include 1,4
300020.0004 Library-1,3,4 Yes H Community loved service but also important resources
for job seekers in this economy
Updated purchasing strategies to remove 5
300020.0005 Parks and Trails Program-1,2,3,4,5 Yes H Community loved service,need still exists for services in
newly annexed areas and for other services
300020.0007 Com Relations and Events-1,2,3,4 Yes M Updated purchasing strategies to remove 5
Generates visitors that is important to City image&
income
300020.0009 Aquatics-1,3,4,5 Yes M Updated purchasing strategies to include 1
Community loved service,generates revenue
300020.001 CARCO THEATER-3,4,5 Yes M/L Community loved service,questioned ability for other
groups in town to provide similar services
300020.0011 RECREATION SERVICES-3,4,5 Yes H/M Community loved services,can others in community
provide similar services(probably not)
300020.0012 RENTON COMMUNITY CENTER- Yes H Communityloved serves as"heart"of the
3,4,5 community,wished there was more centers to serve
residents
300020.0013 SENIOR CENTER-4,5 Yes H Community loved center,helps with well being of
.; residents
Updated purchasing strategies to remove 6
300020.0015 LEASED FACILITIES-0 No N/A No program description,should this be in internal
1r. services?
300020.0027 Community Services-Admin Yes H Lacks details of what this includes. Leadership&
support services necessary to run dept
Renton Results Page 107 of 548
Other comments:
• It was unclear how to rank the proposals against the others in the Livable Community or against
all programs in the City. Also how to account for programs that generate revenue, revenue
neutral, or from other fund sources.
• The group struggled with not having enough information to understand the cost-benefit of each
program. Many thought this was a better way to prioritize use of limited funds. --
• In the future, it would be helpful to have additional information about which positions are the
FTE.
• It was difficult truly ranking proposals without knowing the proposal options. Some programs
may be low priority, but if an adjustment meant that they were able to achieve similar results with
less resources (or different resources),then the prioritization of the program may have been
higher.
• More lead time is needed in this process. There wasn't enough time for programs to truly work
across departments to have the discussions on ways to collaborate or to get feedback on program
changes.
• Some gains in efficiency require upfront costs. How can programs address this barrier?
• Administrator proposals should be consistent across the City; currently some are in internal
services, some costs spread across all programs, and some in service areas.
Renton Results Page 108 of 548 w
City of Renton
2010 Request for Results
Mobility
Desired Results
Safe and efficient access to all desired destinations, now and in the future
Indicators of Progress
(Task for Results Team:the left column represents all the indicators. What are the 10 key indicators that
show we are succeeding at having a safe and efficient system?)
INDICATORS DATA TO BE COLLECTED(EXAMPLES)
1. Linked mobility network that connects to . Participation in regional forums in planning and
public and major facilities funding.
• Monitoring of project progress and fiscal status.
Customer surveys.
2. Well-maintained condition of the mobility Pavement condition.
infrastructure Square feet of pavement maintained and
repaired. Square feet of ROW landscape
maintained.
3. Optimal and safe operation of mobility • Incident reports, accident data, speed reports,
infrastructure violations.
• Operational data square feet sidewalks/trails
constructed/re-constructed.
• Customer surveys.
Renton Results Page 109 of 548
Cause and Effect Map
maintainedWell
comprehensiveSAF AND
EFFICIENT ACCESS _ Optimal
network TLL DESIRED
• . : safe utilization
DESTINATIONS,
NOW, AND IN THE
FUTURE
Influences
• A linked, comprehensive network.
• Well maintained.
• Optimal and safe utilization.
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which address the following strategies as they relate to specific outcomes. Interdepartmental programs u
that foster partnership and collaboration will receive additional rating points in the evaluation process.
Purchasing Strategy 1. : We are seeking proposals that provide for the development of a linked network
of regional, community, and neighborhood streets,sidewalks,trails,and airport that connect to public
and major facilities in a coordinated , safe,and accessible manner.
Specifically, proposals should:
• Meet basic core needs for business, personal travel, movement of goods, and recreation.
• Meet the growth needs of the community.
• Integrate the City's mobility network with that of the region.
• Fill gaps in the existing infrastructure.
• Maintain high level of quality assurance in providing new facilities.
• Support the City's Business Plan.
Renton Results Page 110 of 548
Purchasing Strategy 2. We are seeking proposals that provide well-maintained mobility infrastructure
(streets, sidewalks,trails,transit,and airport).
Specifically, proposals should:
• Consider life-cycle costs.
• Minimize disruptions to existing system use.
• Maintain the infrastructure.
• Reduce unsafe conditions.
Purchasing Strategy 3. Optimal and safe utilization of a mobility network(streets,sidewalks,trails,
transit, and airport).
Specifically, proposals should:
• Optimize the utilization of the existing network.
• Account for aesthetic s and the environment .
• Maximize safety without the use of enforcement.
• Utilize enforcement to proactively achieve compliance for safety.
• Where applicable, manage demand for the mobility infrastructure through heavier utilization
of transit, promotion of non-motorized travel, or other means.
Purchasing Criteria/Consideration:
The City will purchase offers based on proposals that:
1. Respond directly to the purchasing strategies.
2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Improve customer and public services.
4. Demonstrate options to "scale"the offer based on level of service, focusing on how to meet the
mandatory nature of the program, or based on resources available.
5. Encourage community, regional, and interdepartmental collaboration and partnerships.
6. Identify and leverage external resources (grants, local improvement or benefit districts,
volunteers, labor, equipment, e.g.).
7. Consider innovative and non-conventional ("out of the box") approaches to delivery of results.
8. Ensure that any disruptions to the existing network—repairs, special events, new construction—
are well coordinated with citizens, businesses, and public safety agencies.
Renton Results Page 111 of 548
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2010 Program Offer Feedback Form
Mobility
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
400016.0002 Transit Coordination/Commute Trip H L/M May be mandated but can perhaps address compliance
Reduction through very minor perfunctory effort. The citizen would not
see a major city role in transit coordination believing this to
be Metro's role.
400016.0003 Sidewalk Planning and Design Program H H Comments were addressed.
400016.0004 Trail Planning,Development and H H Comments were addressed
Maintenance
400016.0006 Building the Mobility Network. H H Comments were addressed
400016.0007 Bridges and Guardrails H H Comments were addressed
400016.0008 Street Maintenance(Engineering Support) L L Consider combining with Street Maintenance and not have it
as a separate offer.
400016.0009 Trans Operations Maintenance Section H H Better title. Relate to maintenance of traffic control devices
and signals.
400016.001 Trans Operations Engineering Section H H Add Community Services to departments coordinated.
400016.0011 Airport Operations H H Without Boeing,team thought the priority would be Low.
Point out that this uses funding from leases and grants,not
general fund.
400019.0001 Street Maintenance M H Vegetation Control is now in Parks based on a recent
ordinance. Add metrics for miles of roads and sidewalks
maintained. Language should be less"whiney." Quantify
how many incidents responded to.
400019.0002 Public Works Maintenance Administration L M Difficult to see relevance to Mobility request for proposal.
Explain better. Break out the part of this which is Mobility
alone,without the other Utility and Fleet functions.
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r.
Renton Results Page 112 of 548 ..
City of Renton
2010 Request for Results
Utilities and Environment
Desired Results
I want to live, learn, work and play in a clean, green, and protected
environment with reliable, affordable utility service
Indicators of Progress
INDICATORS DATA TO BE COLLECTED
1. Quality cleanliness and appearance of • Customer survey.
environment
2. Number/amount of paid claims against • Number of claims submitted and dollar amount
Utility Systems infrastructure of claims.
3. Sustainable utility rates • Renton water/sewer/garbage rate for average
residential user compared to other local
jurisdictions.
4. Reduction in peak water use • Peak day and week water usage.
• Irrigation volume.
5. Code compliance cases completed • Number of open cases compared to
completed/closed cases.
6. Satisfaction score on open space • Customer survey.
distribution
I
Renton Results Page 113 of 548
Cause and Effect Map
A visual representation of the cause and effect to reach an outcome.This pathway shows the relationship
between the influences, indicators, and reaching the desired result.
properties and
Environmentalenvironment
Operate
education/outreach maintain utility
infrastructure
A clean, green,
F and protected
• • environment r
environmental P1,
with reliable, Operate solid
standards and affordable waste program
laws
utility service. pe
Influences
Influences are the factors that are important contributors to the desired result. The primary influences
that are critical to making Renton a safe place to live,work, play and visit include:
• Compliance with environmental standards and laws.
• Environmental, conservation education, and outreach.
• Well-maintained neighborhoods, properties, and environments.
• Protection of open space/acquisition.
• Operate and maintain piped utility infrastructure.
• Manage solid waste.
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which address the following strategies as they relate to specific outcomes. Interdepartmental programs
that foster partnership and collaboration will receive additional rating points in the evaluation process.
�I
Renton Results Page 114 of 548
Purchasing Strategy 1. Develop a program to ensure compliance with environmental Standards and
laws.
Specifically, proposals should provide:
• Proper implementation of SEPA process.
• Timely response to code enforcement issues.
• Implementing appropriate protection measures for erosion control and wetlands and stream
buffers.
Purchasing Strategy 2. Develop environmental and conservation education programs.
Specifically, proposals should:
• Promote conservation including incentive programs.
• Promote reduce, reuse, and recycle concepts.
• Promote environmental stewardship and sustainability.
• Meet regulatory and permit requirements.
Purchasing Strategy 3. Develop a program that
• Provides for safe and well-maintained neighborhoods, properties, and environments.
• Promotes low impact landscape practices.
• Works with business and property owners to ensure compliance with code and maintenance
to create safe, healthy, and attractive properties throughout the city.
Purchasing Strategy 4. Provide for enhanced open space within the City by
• Developing a plan to identify and acquire open space and natural systems.
• Preserving and protecting open space and natural systems.
• Acquiring new open space and natural systems.
Purchasing Strategy S. Develop a program for the City's piped utility infrastructure that
• Operates and maintains the infrastructure so that it works effectively and reduces
maintenance costs.
• Provides for planning, design, and construction of infrastructure improvements and upgrades
to meet standards, regulations, and growth and system sustainability.
• Complies with federal, state, and local regulations.
w.. Purchasing Strategy 6. Develop a program to efficiently manage the City's solid waste that
• Administers and enforces the City's solid waste collection contract.
• Increases recycling, waste reduction, and reuse as alternatives to disposal.
• Provides assistance to the public to resolve issues regarding solid waste service.
Renton Results Page 115 of 548
rt
Purchasing Criteria/Consideration:
The City will purchase offers based on proposals that:
M
1. Respond directly to the purchasing strategies.
2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Improve customer and public services.
4. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the
mandatory nature of the program,or based on resources available.
5. Encourage community, regional, and interdepartmental collaboration and partnerships.
6. Leverage external resources.
7. Show efficiency, innovation, and creativity in approach. at
SII
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Renton Results Page 116 of 548
2010 Program Offer Feedback Form
Utilities and Environment
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
500004.0001 Utility Billing and Cashiering H
500007.0001 Public Works Permits and Inspections-1,
3&5 M
500018.0001 Wastewater Engineering and Planning-5 H
500018.0003 Water Education-2 M
500018.0004 Water Engineering and Planning-5 H
500018.0005 Surface Water NPDES Education-2 M
500018.0006 Surface Water Engineering and Planning-
5 H
500018.0007 Solid Waste Collection-6 H Contract/Need to do
500018.0008 Solid Waste Education-2 L
500018.0009 Utility Systems Administration—5&6 M
500018.0012 King County Metro Fund H Contract/Need to do
500019.0001 Wastewater Maintenance—2&3 H
500019.0002 Solid Waste Litter Control—2&3 M
500019.0003 Surface Water Maintenance-2&3 H
500019.0004 Water Maintenance—2&3 H
500020.0001 Golf Course-5 H Revenue generating program
500020.0002 Urban Forestry and Nat'l Resources-1,21
3&4 M
Renton Results Page 117 of 548
City of Renton
2010 Request for Results
Internal Support
Desired Results
o icientl
Provide City departments with the means t0 operate a ff y and
effectively in a safe and stainable manner.
Indicators of Progress
(Task for Results Team: the left column represents all the indicators. What are the 10 key indicators that
show we are succeeding at having an effective and efficient government?)
INDICATORS DATA TO BE COLLECTED
1. Price of government • Total City taxes and fees.
• Aggregate personal income.
2. Debt financing as%of capital investments •
3. Citywide productivity loss due to disability • Disability and sick leave usage at hourly rate.
and sick leave
4. Facility cost per square feet • Offices maintenance and operations and major
maintenance cost per square feet.
5. Fleet cost per vehicle • Total maintenance and operations and
replacement(in-lieu of depreciation)
costs/vehicle.
6. Information technology cost/employee • Total maintenance and operations and PC
replacement costs.
7. Online services availability • On-line mapping, permits, and billing.
8. Customer satisfaction on having means to • Survey.
operate effectively and efficiently
Renton Results Page 118 of 548
_
Cause and Effect Map
A visual representation of the cause and effect to reach an outcome.This pathway shows the relationship
between the influences, indicators,and reaching the desired result.
r
Fiscal
Highly
�r
qualified, Provide
healthy, well eq
• •-
-• • •
trained and data that is
productive reliable and
workforce
accessible
AN
b;
Provide
departments with
Functional work the means •
••- Protect Public•
environment and effectively in a assets
safe • stainable
L manner.
Influences
Influences are the factors that are important contributors to the desired result. The primary influences
that are critical to making Renton an efficient and effective government:
• Highly qualified, healthy,well trained, and productive workforce.
• Functional work environment.
• Fiscal accountability.
• Safeguard public interests and assets.
• Equipment and data that is reliable and accessible.
All of the above should be delivered in a manner that fosters:
• Cooperative and collaborative relationship.
• Quality and cost effective solutions(consider centralized vs. decentralized and contracting service
models).
Renton Results Page 119 of 548
Purchasing Strategies
We are seeking program specific offers that will contribute to Renton achieving the desired results and
which addresses the following strategies as they relate to specific outcomes. Interdepartmental programs
that foster partnership and collaboration will receive additional rating points in the evaluation process.
Purchasing Strategy 1: Programs provide a highly qualified, healthy,well trained,and productive
workforce including:
• Attract and retain highly qualified applicants and employees.
• Encourage and support both professional and personal development.
• Ensure a quality work environment both physically and mentally.
• Enhance collaborative relationships between the City and the labor organizations.
Purchasing Strategy 2: Programs that strive to provide a functional work environment
• New buildings and retrofits built to LEED/Energy Star certification standard.
• Reasonable environment (temperature, air/water quality, cleanses) based on government-
recommended (GSA) standards.
• Efficient, effective, and accessible work environment for employees.
• Capital Investment Program and major maintenance decisions made on basis of life cycle cost
analysis.
Purchasing Strategy 3: Programs ensure fiscal accountability
• Cost effective government services.
• Transparent,timely, and accurate fiscal processes and financial information.
• Clean audit.
• Strong bond rating.
Purchasing Strategy 4: Programs safeguard public interests and assets
• Legal counsel and advice to support City legislative and executive operations.
• Fair and accurate legal advice to City staff. .,
• Fair and efficient prosecution services.
• Manage City's exposure to nature and manmade disasters through appropriate balance
between risk retention/transfer.
• Collect City revenues and manage City funds.
• Maintain and preserve City facilities and other public assets.
• All land survey public documents are reviewed to ensure City required elements are met.
• Protect City's interests in City held properties, easements, and associated rights.
• Legislative support.
Purchasing Strategy 5: Programs provide equipment,data, and support that is reliable, accessible, and
secure.
• Appropriate equipment for service delivery.
Renton Results Page 120 of 548
• Technology for efficient communication and operation.
r • Efficient storage, archival, indexing, and retrieval of data and records.
• Own,operate, and maintain various data sets, software applications, and user applications for
Citywide use.
• Mapping product services across all City departments from multiple agencies and resources.
• Standardization of equipment and software applications.
r., Clear, concise, and centralized communication strategy to provide cohesive communication
for department-wide programs and priorities.
• Expand/Enhance online services to internal and external customers.
Purchasing Criteria/Consideration:
..� The City will purchase offers based on proposals that:
1. Respond directly to the purchasing strategies.
rr 2. Demonstrate a clear and direct contribution to achieving the core or City service area.
3. Demonstrate innovative ("out of the box")approaches in service delivery that will generate cost
savings or require less resources without sacrificing quality of service.
4. Improve internal customer and public services.
5. Improve external customer services.
6. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the
mandatory nature of the program, or based on resources available.
7. Encourage community, regional, and interdepartmental collaboration and partnerships.
8. Leverage external resources.
Renton Results Page 121 of 548
2010 Program Offer Feedback Form
Internal Support
Priority Tier
Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks
600003.0001 Communication-Multi Media Yes M Consider separating Print Shop into separate offer.
Recommend highlighting potential cost savings and consider
including language for a needs analysis as part of work.
600004.0003 Applications and Database Services Yes H Add as a measure—Implementing new software.
600004.0004 Enterprise GIS Yes M
600004.0005 Service Desk Support Yes H Group would like to see additional staffing,including
permanent staff,added to this program to increase efficiency
and effectiveness.
600004.0006 Asset,Debt,and Treasury Management Yes H
600004.0007 Payroll Yes H
600004.0008 Budgeting and Financial Planning Yes M Group was split between high and medium on this offer.
600004.0009 Accounting and Auditing Yes H
600004.001 Finance Operations Yes H
600004.0011 Finance Administration Not rated—Group recommends that admin be split amongst
other offers for that department.
600004.0013 Network Services Yes H Group struggled with what the offer truly entailed.
Recommend a rewrite of offer to emphasize the critical and
basic services offer provides.
600004.0014 Telecommunications Yes H
600004.0015 Security Services Yes H Group recommends that offer be re-written to an audience
of non-technical folks.
600004.0017 General Government Debt Not reviewed,group felt this offer was not even an option
and as such just needs to be implemented.
600005.0003 Other City Svc Employee Termination Pay Not reviewed,group felt this offer was not even an option
and as such just needs to be implemented.
600005.0004 LEOFF 1 Medical Obligation Not reviewed,group felt this offer was not even an option
and as such just needs to be implemented.
600005.0013 Association Dues and Contracted Services N/A L Group rated this offer low in order to get next level review to
take a hard look at each of these items to determine
necessity.
600006.0002 City Attorney Administration Not rated—Group recommends that admin be split amongst
other offers for that department.
600007.0001 CED Administrativel,2,3 Not rated—Group recommends that admin be split amongst
other offers for that department.
600007.0002 Technical and Property Services4 Yes H
600012.0001 Records Management Yes H
600014.0001 Employment Law Yes H
600014.0002 Recruitment&Selection Yes L Given current economic conditions,this offer appears to be a
lower priority at this time.
600014.0003 Classification and Compensation Yes M
600014.0004 Labor Relations Yes H
Renton Results Page 122 of 548
Offer Number Offer Description Responsive Priority Tier
(H/M/L) Comments/Feedbacks
600014.0005 Risk Management Yes H
600014.0006 Workers'Compensation and Safety Yes H
600014.0007 Benefits Yes H Group feels this program should be continually reviewed and
scrutinized to minimize costs while providing appropriate
benefits.
600014.0008 Wellness Yes L Group felt this item to be a low priority during current
economic times.
600014.0009 Training Yes L Group felt this item to be a low priority during current
economic times.
600014.001 HR/RM Administration Not rated—Group recommends that admin be split amongst
other offers for that department.
600014.0011 Employee Recognition and Orientation Yes L Group felt this item to be a low priority during current
economic times.
600015.0001 Public Works Administration Not rated—Group recommends that admin be split amongst
other offers for that department.
600016.0001 Trans Operations Internal Support Yes H
Services
600019.0001 Fleet Services Yes H
600020.0003 Custodial Services-2 Yes H
600020.0004 Facilities Technical Maintenance-2 Yes H
Renton Results Page 123 of 548
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Renton Results Page 124 of 548 '
Budget by Department
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
to
r
Legislative
rr
Don Persson
Council President
8.0 FTEs
Julia Medzegian
Council Liaison
I
Terriro
re
Pro-Tern I
President Pro- Randy Corman Marcie Palmer King Parker Greg Taylor Rich Zwicker
a
s
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Budget by Fund-Legislative Page 125 of 548
01i
Legislative
Mission Statement
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 Committees
Councilmember Term Term Expires 2009 Committee Chair Committee Meeting Days Time
n
Don Persson 4 years 12/31/2011 Committee of the Whole 1st,2nd,3rd,4th Mondays 6:OOpm
rr
Randy Corman 4 years 12/31/2013 Transportation/Aviation 2nd and 4th Thursdays 4:OOpm
King Parker 4 years 12/31/2011 Finance 1st,2nd,3rd,4th Mondays S:OOpm
Marcie Palmer 4 years 12/31/2011 Community Services 2nd and 4th Mondays 4:OOpm
Terri Briere 4 years 12/31/2013 Planning and 1St and 3rd Thursdays 3:OOpm
Development
Greg Taylor 4 years 12/31/2011 Public Safety 1St and 3`d Mondays 4:OOpm
Rich Zwicker 4 years 12/31/2013 Utilities 1St and 3rd Thursdays 2:OOpm
1111
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 244,773 245,441 269,779 266,495 247,225 267,957 -0.7%
Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 0.0%
•
List of Legislative Renton Results Decision Packages:
11r
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200001.0004 Legislative Operations 8.00 232,190 8.00 223,715
Total 8.00 $ 232,190 8.00 $ 223,715
Legislative Performance Measures:
Program Area Performance Measure 2008 2009 2010
Residents experience timely response to N/A N/A TBD
information requests
Residents experience timely decisionmakingthat
Legislative Operations reflects theirconcems N/A N/A TBD
Publictrust surveyratings Excellent TBD TBD
Government welcomes citizen involvement 42% TBD 50%
Government listens to citizen concerns 29% TBD 40% t
Budget by Fund-Legislative Page 126 of 548 f
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r
Highlight of Budget Changes:
• Reallocated$2,756 from Other Services&Charges to Supplies be more in lined with historical costs
■r
• Reduced Other Services&Charges by$8k as part of City-wide budget reductions
• Increased Interfund Payments by$10k to include insurance costs from the Insurance internal service fund
Expenditure Budget by Division-Legislative
� 2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 144,629 145,479 151,264 147,980 148,286 151,032 -0.2%
• Personnel Benefits 60,588 53,885 60,306 60,306 59,974 57,683 -4.3%
Supplies 1,105 4,475 2,244 2,244 1,444 5,000 122.8%
Other Services &Cha rges 5,896 10,508 21,231 21,231 3,369 10,000 -52.9%
Interfund Payments 32,555 31,095 34,734 34,734 34,152 44,242 27.4%
Total 244,773 245,441 269,779 266,495 247,225 267,957 -0.7%
Staffing Levels by Division-Legislative
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 0.0%
2009 Accomplishments
Adopted the recommendations of the Highlands Phase II Task Force.
Designated a portion of the NARCO property as an off-leash pet area.
Approved the following:
• Earlington Annexation and related zoning.
1rr
• Duvall South Annexation.
• Honey Creek Estates Annexation and related zoning.
• Sunset East Annexation and related zoning.
• Bob Singh preliminary plat; nine single-family lots on 2.14 acres.
• White Fence Ranch Sanitary Sewer Extension Special Assessment District.
• Central Plateau Interceptor Phase II Special Assessment District.
• A$100,000 Housing Opportunity Fund grant award to the Renton Housing Authority for the proposed
Edmonds/Glenwood affordable housing project.
• With conditions,the Altmyer Preliminary Plat,a proposed 21 lot subdivision.
• Interlocal agreement with King County Fire District#40 regarding the transfer of district assets to the City.
• Springbrook Terrace Annexation and related zoning.
• An agreement to accept$2,831,500 in grant funds from the Transportation Improvement Board for the
Rainier Ave.S. improvement project.
+� • Petitions, by election,of the West Hill and Greater Fairwood Communities annexations.
• With conditions,the Welman Preliminary Plat,a 25 lot subdivision.
Budget by Fund-Legislative Page 127 of 548
• The 2010-2015 Six-Year Transportation Improvement Program.
• Shamrock Annexation and related zoning.
• Interlocal agreement with the King County Flood Control Zone District for Opportunity Fund projects.
• Highlands Water Main Improvements Special Assessment District.
• Baxter Lift Station Replacement Special Assessment District.
• Contract for the development of a Community Investment Strategy for the Sunset Area of the Renton
Highlands.
• Contract to implement Phase I of the Surface Water Utility Storm System Inventory Mapping project.
• A Memorandum of Understanding with Renton Technical College to continue the work of the Renton
Small Business Development Center.
• City of Renton Trails and Bicycle Master Plan.
• Puget Sound Energy Conservation Grant to accept$257,988 for heating,ventilation,and air conditioning rl
upgrades at the 200 Mill Building.
• The first round of 2009 Neighborhood Program grants in the total amount of$50,660.
• Contract to develop a Museum Master Plan.
• Washington State Department of Transportation grant to accept up to$2 million for the Rainier Avenue
South Improvement Project-Phase I Shattuck Ave.S.Stormwater Bypass System. to
• Establishment of the Earlington Sanitary Sewer Interceptor Special Assessment District.
• Contract with King County to accept$1,170,657 for basic life support services for 2009.
• Agreement with the Washington State Military Department to receive up to 75 percent of eligible non-
insurance covered damages for the January 2009 storm event.
• Amendment extending the City Center Park and Ride Garage Agreement with King County.
• Mackay Annexation;approximately 7.4 acres.
• Contract for the 2009 Wastewater Lift Station Pre-Design project.
• Langley Meadows Final Plat;a 70-lot subdivision.
Authorized the following:
• The utilization of$187,932 in grant funds to upgrade approximately 51 City traffic signals/pedestrian
crossings to light emitting diode(LED),saving approximately$26,265 annually in energy costs.
• The creation of the South Correctional Entity Facility Public Development Authority(SCORE)relating to
the regional misdemeanant jail facility.
Awarded the following Contracts: ,
• Gene Coulon Memorial Beach Park-Asphalt Pathway Repaving project.
• The 2009 Street Overlay with Curb Ramps project.
• Gene Coulon Memorial Beach Park- Fishing Pier Repair&Boathouse Walkway Mitigation project.
• Maplewood Creek and Madsen Creek Sediment Basin Cleaning Project 2009.
• Seismic Retrofit of Renton Fire Station#11 contract.
• Runway 15/33 Resurfacing contract.
• Downtown Wayfinding Signage project.
Accepted the following:
• $1,644,972 in grant funds from the Federal COPS Hiring Recovery Program to reinstate four previously
unfunded police officer positions,and authorize funding for two other police officer positions.
• $109,696 in grant funds from the Washington State Department of Homeland Security for support of the
emergency management program.
Budget by Fund-Legislative Page 128 of 548 '
..
• Amendments to the Park Rules and Regulations.
Position Listing- Legislative
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Legislative Services/City Council
E09 City Council Members (Elected) 7.00 7.00 7.00 7.00 7.00 7.00
M17 City Council Liaison 1.00 1.00 1.001.00 1.00 1.00
Total Legislative Services 8.00 8.00 8.00 8.00 8.00 8.00
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Budget by Fund-Legislative Page 129 of 548
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Budget by fund-Legislative Page 130 of 548
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1. Executive
1W
MAYOR
Denis Law
16.5 FTEs
1W
CHIEF ADMINISTRATIVE
OFFICER
Jay Covington
r�
ASSISTANTCAO Communications
Marty Wine Preeti Shridhar
6.0 FTEs
Mayor's Office City Clerk Hearing Examiner
r 4.5 FTE s 4.5 FTEs
1.5 FTEs Media Relations
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IVIa or Su p port Records Management and
y II MicrofilmingAppeals Graphic Design/Multi-Nledia'
Strategic Leadership and Legislative and Land Use Regulatory Codes
Direction Administration Support Application Website
J
Comprehensive Plan and PubliclnformationServices
Annual Budget Oversight Print and Mail
Voter Registrations and
Elections Cable Channel 21
Budget by Fund-Executive Page 131 of 548
Executive
Mission Statement
Provide executive leadership and management for the City of Renton government to act strategically, implement
decisions efficiently and accurately,apply City policies uniformly,and achieve City goals expeditiously.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8%
Position Summary 13.00 16.00 14.00 20.00 20.00 16.50 17.9%
so
List of Executive Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200003.0001 Communications - Extern 3.00 378,900 - 3.00 362,954
200003.0002 Executive Operations 5.00 690,720 - 4.50 651,366
200003.0005 Ca b I e Communication Fu - 85,674 85,674 - 85,674 85,000
200003.0007 Court Public Defenders - 409,224 - - 409,224 -
200003.0010 Grant Writing and Repor - 50,000 - - 50,000 -
200011.0001 Hearing Examiner 1.50 189,221 - 1.50 189,221 -
200012.0001 Legislative Support 1.67 209,284 - 1.65 177,912 -
200012.0002 Elections and Voter Regi 0.14 173,313 - 0.14 337,313 -
200012.0003 Official Functions and 01 0.46 91,290 - 0.43 60,993
200012.0004 Information Center 0.93 116,935 - 0.88 84,494 -
600003.0001 Communication - Multi N 5.00 667,196 - 3.00 514,605
600012.0001 Records Management 2.30 224,867 - 1.40 150,765 -
600019.0002 Fleet Services Capital Re - 12,396 - - 10,596 -
Total 20.00 $ 3,299,020 $ 85,674 16.50 $ 3,085,118 $ 85,000
Budget by Fund-Executive Page 132 of 548
Executive Performance Measures:
Program Area Performance Measures 2008 2009 2010
Value of services for the taxes paid to
� Executive Operations N/A 45% 45%
Renton
The overall direction that Renton is N/A 60%
taking 60%
WA Percentage of appointed cases reporting
they are fairly represented by the
Court Public Defenders contract defense attorney regardless of N/A TBD TBD
is the outcome of the case
Percentage of City's key programs and
initiatives that are communicated to
to various target audiences via media
Baseline to be
relations,community relations,website, N/A established Increase by 5%
Communication electronic communications,Channel 21
and city publications
Number of unique visitors and page
views to the website as determined by N/A 500,000/month 500,000/month
aw web analytics
City Clerk Percentage of agendas&minutes on
93.75% 93% TBD
time
r
Number of new records indexed 794 719 TBD
Ordinances Processed&Published
103 81 TBD
Contracts&Addenda Processed 294 288 TBD
W Hearing Examiner Percentage of participants in theappeal Begin measuring
process surveyed report that their Baseline to be in 2010 to set
matter was handled fairly regardless of N/A established baseline
W the outcome.
s Highlight of Budget Changes:
• Moved 4 positions/FTEs from Fire, Finance and Information Technology,and Community Services to the
newly created Communications division which increased Regular Salaries, Personnel Benefits,Supplies,
nr and Other Services and Charges
• Removed Court Services from the Executive Department. Court Services is now reported as a separate
department
• Intergovernmental Services increased because of higher city general/special elections due to increased
population and King County Library System elections which will be held in February of 2010. These
increases amount to$225k
• Interfund Payments increased due to new Internal Service Fund charges from Insurance($20k),
Communications($337k)which is primarily in non-department expenditures,and Facilities($189k)
• Reduced staffing by 1.5 FTEs due to budget reductions
1
Budget by Fund-Executive Page 133 of 548
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Expenditure Budget by Division-Executive
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Mayor's Office 885,147 966,373 1,489,887 1,449,382 1,499,747 1,635,047 9.7%
City Clerk 735,080 627,957 817,996 801,026 681,805 1,016,688 24.3%
Hearing Examiner 157,199 166,820 199,328 172,493 171,911 200,440 0.6%
Communications 0 0 0 984,803 669,126 877,560 100.0%
Total 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8%
Expenditure Budget by Category-Executive
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Re gu I a r S a la ries 1,014,169 1,067,696 1,165,789 1,523,082 1,300,590 1,372,883 17.8%
Part-Time Salaries 29,390 22,718 0 29,547 51,049 0 N/A
Overtime 1,266 3,159 0 0 11,731 0 N/A
Personnel Benefits 268,762 322,857 408,744 620,770 423,670 427,288 4.5%
Supplies 11,403 11,893 20,717 91,149 79,879 90,454 336.6%
Other Services and Charges 232,038 160,363 592,087 752,806 752,674 826,897 39.7%
Intergovernmental Services 61,114 55,040 92,250 92,250 91,556 317,000 243.6%
Capital Outlay 12,289 0 40,000 85,000 0 40,000 0.0%
Interfund Payments 146,995 117,424 187,624 213,100 311,440 655,213 249.2%
Total 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8%
Staffing Levels by Division-Executive
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Mayor's Office 6.00 7.00 7.00 5.00 5.00 4.50 -35.7%
City CI e rk 5.50 7.00 5.50 5.50 5.50 4.50 -18.2%
Hearing Examiner 1.50 2.00 1.50 1.50 1.50 1.50 0.0%
Communications 0.00 0.00 0.00 8.00 8.00 6.00 100.0%
Total FTE 13.00 16.00 14.00 20.00 20.00 16.50 17.9%
Temp/Intermit Salaries &Benefits $32,134 $24,799 $ - $ 29,547 $58,806 $ N/A
1
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Budget by Fund-Executive Page 134 of 548 ,
�r Mayor's Office
Mission Statement
Provide executive leadership and management for the City of Renton government to act strategically, implement
decisions efficiently and accurately,apply City policies uniformly,and achieve City goals expeditiously.
2009 Accomplishments
Administration
W • 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
rrr accountability,and monitoring performance.
• Provide strategic leadership and oversight for the City's annual budget, comprehensive plan, and business
and operational plans scheduled for implementation during 2009.
• Inform State and Federal legislators about Renton's needs and interests to gain maximum legislative and
funding assistance for the City.
• Provide strategic leadership and direction on regional,state, and national issues, including transportation,
'W land use,annexation,and sales tax streamlining.
• Coordinate effective interdepartmental planning and intergovernmental agreements related to potential
annexations.
• Implement Renton Results internally, a community accountability effort designed to creating a results-
oriented performance measurement program.
• Provide direction and coordination for all Departments/Divisions to articulate desired outcomes for core
services, based on citizen understanding and input and on best management practices; manage City
operations toward achievement of those outcomes.
• Provide excellent service to internal and external customers; ensure that citizen concerns are addressed
accurately,sensitively,and in a timely manner.
• Continue the redesign of the City's website with a user-centered navigation, unified image, and increased
ability to interact with the City using up-to-date technology.
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• Coordinate the City's messages and standardize formats and styles; find ways to reduce cost while
maintaining high quality.
2010 Goals
• Support the Mayor and Council, and coordinate input of Department Administrators, in continuous
refinement of the City's Business Plan.
40 • Ensure achievement of the City's goals and objectives by appropriately placing authority, assigning
g
accountability,and monitoring performance.
• Provide strategic leadership and oversight for the City's annual budget,comprehensive plan,and business
and operational plans scheduled for implementation during 2009.
• Assess the character of City services and programs and prepare recommendations to City Council to guide
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decisions on level of effort and resource allocation.
• Disseminate public information through press releases, community news sources, employee news
sources,the City's website,and other media.
49 • Deliver a balanced long-term funding plan for the City's major annexation areas.
• Seek input from City and potential annexation area residents to understand the desired level and quality
of City services.
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Budget by Fund-Executive Page 135 of 548
• Develop a service and funding partnership with King County to provide information inside and outside the
City about the future service impacts of growth and annexations.
• Develop a community involvement approach for Renton Results, a community accountability effort
designed to creating a results-oriented performance measurement of city services.
• Begin the concept and design for an enterprise-wide customer service initiative focused on responsive,
excellent customer service. Ensure that citizen concerns are addressed accurately, sensitively, and in a
timely manner.
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Expenditure Budget by Category-Mayor's Office
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 595,689 651,038 714,146 698,641 636,172 524,940 -26.5% r
Part-Time Salaries 29,390 20,643 0 0 0 0 N/A
Ove rti me 685 0 0 0 0 0 N/A
Personnel Benefits 139,366 178,531 212,578 212,578 177,134 117,281 -44.8%
Supplies 2,705 2,577 2,430 2,430 2,423 1,736 -28.6%
Other Services and Charges 51,159 57,980 453,414 428,414 443,930 466,634 2.9%
Interfund Payments 66,153 55,604 107,319 107,319 240,087 524,457 388.7%
Total 885,147 966,373 1,489,887 1,449,382 1,499,747 1,635,047 9.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Mayor's Office
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Budget 09/10
Regular 6.00 7.00 7.00 5.00 5.00 4.50 -35.7%
Total FTE 6.00 7.00 7.00 5.00 5.00 4.50 -35.7%
Temp/Intermit Salaries &Benefits $32,021 $22,419 $ - $ - $ - $ - N/A
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Budget by Fund-Executive Page 136 of 548
.. City Clerk
Mission Statement
W 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
official duties with integrity, as required by law and policy, and to meet the needs of the citizens, Mayor, City
us Council,and City administrative staff.
2009 Accomplishments
• Implemented electronic system citywide to support the agenda bill process
o • Utilized a part-time temporary employee to help address backlogged microfilm work due to having
unfilled positions;
• Drafted citywide contract and bidding policy revisions
+� • Trained new Records Management Coordinator
• Developed online,searchable, public access to Ordinances, Resolution, minutes,and agenda packets
2010 Goals
• Continue to enable accessibility of City government to the citizens
• Update Councilmember Desk Manuals
• Respond to increasing Records Requests and maintain official City records as required by law
• Update records retention schedules to reflect department reorganizations and state changes
• Train city staff on agenda,contracts,and records processes
• Maintain services and legal mandates with reduced staffing
W • Work toward Electronic Imaging Systems certification to allow creation of microfilm from scanned images
Expenditure Budget by Category-City Clerk
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula r Sa la ries 295,738 289,561 321,044 314,074 265,004 276,518 -13.9%
Part-Time Salaries 0 2,075 0 0 23,903 0 N/A
Overtime 206 2,229 0 0 11,237 0 N/A
Personnel Benefits 104,801 116,530 165,181 165,181 121,486 135,264 -18.1%
Supplies 8,614 9,131 17,297 17,297 4,453 17,296 0.0%
Other Services and Charges 180,229 100,451 111,640 101,640 102,234 111,073 -0.5%
Intergovernmental Services 61,114 55,040 92,250 92,250 91,556 317,000 243.6%
Capital Outlay 12,289 0 40,000 40,000 0 40,000 0.0%
M Interfund Payments 72,088 52,940 70,584 70,584 61,932 119,537 69.4%
Total 735,080 627,957 817,996 801,026 681,805 1,016,688 24.3%
rill Staffing Levels(Full-Time Equivalent Employees-FTE)-City Clerk
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 5.50 7.00 5.50 5.50 5.50 4.50 -18.2%
Total FTE 5.50 7.00 5.50 5.50 5.50 4.50 -18.2%
Temp/Intermit Salaries &Benefits $ 113 $ 2,380 $ - $ - $26,492 $ - N/A
r
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r Budget by Fund-Executive Page 137 of 548
Hearing Examiner r„r
Mission Statement
t
Provide decisions and recommendations for the public and City Council through a fair, impartial, and open legal
process. Provide compliance with laws, policies, and mandates. Provide a public process that results in informed
decision-making.
2009 Accomplishments
• Reported out decisions in a timely fashion on land use permits.
• Reported out decisions in a timely fashion on other administrative subjects,including forfeiture and
impoundment proceedings.
2010 Goals at
• Consider and apply land use regulatory codes.
• Hear appeals regarding SEPA or Administrative decisions.
Expenditure Budget by Category-Hearing Examiner
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10 �r
Regu I a r Sa la ries 122,742 127,097 130,599 127,764 131,769 134,088 2.7%
Ove rti me 375 930 0 0 75 0 N/A
Personnel Benefits 24,595 27,796 30,985 30,985 29,459 27,110 -12.5%
Supplies 84 186 990 990 105 990 0.0%
Other Services and Charges 650 1,932 27,033 3,033 1,081 27,033 0.0%
Interfund Payments 8,754 8,880 9,721 9,721 9,421 11,219 15.4%
Total 157,199 166,820 199,328 172,493 171,911 200,440 0.6%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Hearing Examiner
2007 2008 2009 2009 2009 2010 Change at
Actual Actual Budget Adj Budget Actual Budget 09/10
Regular 1.50 2.00 1.50 1.50 1.50 1.50 0.0%
Total FTE 1.50 2.00 1.50 1.50 1.50 1.50 0.0% 40
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Budget by Fund-Executive Page 138 of 548
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u. Communications
Mission Statement—The mission of the Communications Division is to
• Provide Renton residents with critical and relevant information on a timely basis
10 • Make residents aware of opportunities to be involved with their community
• Position Renton as a unique urban center and destination—a great place to shop, work, live,learn and
Play
1W • Facilitate a two-way dialogue between city government and residents
• Enhance communications at and among all levels of city government and ensure coordinated and
consistent communications
s
2009 Accomplishments
• Created the new Communications Division to ensure strategic and coordinated communications for the
City.
• Developed and implemented strategic communications for key issues including the Mayor's State of the
City address, budget,the new garbage and recycling service,various emergencies, Renton Heart Month,
1W the Wipe-Out Graffiti campaign,Seahawks Training Camp, Renton Film Frenzy,Shop Renton Campaign,
key events such as Fourth of July, Renton River Days, Museum Key Ingredients and more.
• Developed and implemented the video-technology plan for Channel 21;contracted with Puget Sound
No Access for channel operations;currently enhancing content development and production.
• Received grant for Americorps volunteer and developed communications and outreach program to reach
diverse communities.
Ift • Created and implemented the public information and communications strategy for Green River Potential
Flooding.
• Completed the Communications Continuity of Operations Plan.
am • Established and implemented an effective media relations strategy; Issued 86 news releases in 2009 with
a 100%being published in the Renton Reporter; received regional press including television stories for
major stories; reached out to minority communities with contacts in 14 foreign language media and
publications; published monthly Op-Eds in Renton Reporter
• Enhanced the City's website with multi-media features including photo&video albums, online forms,and
quick links for easy navigation;added online features including animal and business licenses,
crimereports.com,court payments and more.
• City averaged nearly 700,000 unique page views per month in 2009.
• Developed City of Renton's online privacy policy.
�' • Launched electronic employee newsletter Grady Grapevine; provided daily employee updates through e-
grapevine
• Created a standard graphic design to brand city's communications,ensure consistency and better
r alignment,streamline process and establish standards and protocols for the use of logo, website address,
ADA information,etc.;trained staff to use standard software and follow consistent design guidelines;
created new letter-head and stationary standards.
• Mailed Renton CityNews to nearly 45,000 residents on a regular basis;established annual strategy and
content planning for citywide newsletter.
• Distributed targeted direct mail on a range of issues.
• In coordination with CED,established the City of Renton presence and a large fan base on Facebook,
Twitter and You-Tube.
• Created a city-wide informational display that was used at several community events.
Budget by Fund-Executive Page 139 of 548
i
• Assured that print/mail requests were delivered within four business days of submission.
2010 Goals
• Develop and implement comprehensive communications strategies on key issues.
• Implement citywide prioritization of print jobs;streamline print operations and use of technology to make 40
print operations more efficient and sustainable given current resources.
• Provide opportunities for staff development—encourage training and professional development
opportunities for staff. Ali
• Develop 2010-2011 web plan.
• Launch electronic communications/listsery strategy
• Continue to explore ways to adapt communications to the new'digital democracy'and the new
technology of communications.
• Implement City-wide communications policies and guidelines.
• Enhance Channel 21 operations and productions for more robust cable-programming and video-
streaming.
• Develop an ongoing relationship with community liaisons representing Renton's diverse communities and
organizations.
• Continue to work on Emergency Communications Operations Plan.
Expenditure Budget by Category-Communications
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 0 0 0 382,603 267,645 437,337 100.0%
Part-Time Salaries 0 0 0 29,547 27,146 0 N/A
Personnel Benefits 0 0 0 212,026 95,590 147,634 100.0%
Supplies 0 0 0 70,432 72,897 70,432 100.0%
Other Services and Charges 0 0 0 219,719 205,429 222,157 100.0%
Capital Outlay 0 0 0 45,000 0 0 N/A
Interfund Payments 0 0 0 25,476 0 0 N/A
Total 0 0 0 984,803 669,126 877,560 100.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Communications
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Budget 09/10
Regular 0.00 0.00 0.00 8.00 8.00 6.00 100.0%
Total FTE 0.00 0.00 0.00 8.00 8.00 6.00 100.0%
Temp/Intermit Salaries &Benefits $ - $ - $ - $ 29,547 $32,314 $ N/A
Budget by Fund-Executive Page 140 of 548
OW
10 Executive Department Position Listing
2007 2008 2009 2009 2009 2010
Ift Grade Title Actual Actual Budget Adj Budget Actual Adopted
Mayor's Office
E10 Mayor(Elected) 1.00 1.00 1.00 1.00 1.00 1.00
M53 Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00
in M45 Assistant Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00
M38 Communications Director 1.00 1.00 1.00 0.00 0.00 0.00
M21 Communications Specialist II 0.00 1.00 1.00 0.00 0.00 0.00
an M17 Executive Secretary 1.00 1.00 1.00 1.00 1.00 1.00
N07 Secretary 11 1.00 1.00 1.00 1.00 1.00 0.50
Total Mayor's Office 6.00 7.00 7.00 5.00 5.00 4.50
City Clerk Division
Ida M30 City Clerk/Cable Manager 1.00 1.00 1.00 1.00 1.00 1.00
M17 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Multimedia/Records Specialist 1.00 1.50 1.00 1.00 1.00 0.00
low All Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A09 Records Management Specialist 1.50 2.50 1.50 1.50 1.50 1.50
Total City Clerk Division 5.50 7.00 5.50 5.50 5.50 4.50
low Hearing Examiner Services Division
M35 Hearin Examiner
Hearing 1.00 1.00 1.00 1.00 1.00 1.00
A07 Hearing Examiner's Secretary 0.50 1.00 0.50 0.50 0.50 0.50
Total Hearing Examiner Division 1.50 2.00 1.50 1.50 1.50 1.50
am Communications
M38 Communications Director(from Executive) 0.00 0.00 0.00 1.00 1.00 1.00
M21 Communications Specialist II (from Executive) 0.00 0.00 0.00 1.00 1.00 1.00
A21 Communications Specialist II (from Fire&ES) 0.00 0.00 0.00 1.00 1.00 1.00
A13 Print&Mail Coordinator(from FIT) 0.00 0.00 0.00 1.00 1.00 1.00
Al2 Communications Specialist I (from Community Svcs) 0.00 0.00 0.00 2.00 2.00 1.00
Al0 Form/Graphic Technician (Tnsffrom FIT) 0.00 0.00 0.00 1.00 1.00 1.00
A07 Print&Mail Operator(Tnsf from FIT) 0.00 0.00 0.00 1.00 1.00 0.00
Total Communications Division 0.00 0.00 0.00 8.00 8.00 6.00
Total Executive Department 13.00 16.00 14.00 20.00 20.00 16.50
Note:The Communication Division is a new division with FTEs transferred from different departments into Executive.History can
be found in the other department sections.
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Budget by Fund-Executive Page 141 of 548
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Budget by Fund-Executive Page 142 of 548
Court Services
MUNICIPAL COURT JUDGE
Terry L.Jurado
16.0 FTEs
Iff
r
r COURT SERVICES
Joseph McGuire
15.0 FTEs
i
Infraction Processing Criminal Case Processing Probation
5.0 FTEs 8.0 FTEs 1.0 FTE
Budget by Fund-Court Services Page 143 of 548
W
1W
Court Services
40
Mission Statement
Perform all court functions in accordance with national standards for the benefit of court users and the general
public.
Description
The Renton Municipal Court is a court of limited jurisdiction that handles traffic infractions,traffic citations,and
criminal citations issued in the City.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1%
Position Summary 14.00 17.50 17.00 17.00 17.00 16.00 -5.9%
W
List of Court Services Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100002.0008 Probation 2.00 168,781 120,000 1.00 90,528 100,000
100004.0003 Business Licensing - - - - - 75,000
100008.0019 Patrol Services -2,4 - - 1,420,022 - - 1,420,022
200002.0001 Court Administration 2.00 313,785 - 2.00 313,785 -
200002.0004 Infraction Processing 5.00 475,766 1,519,978 5.00 475,766 1,769,978
200002.0006 Criminal Case Processinf 8.00 783,086 392,500 8.00 783,086 372,500
Total 17.00 $ 1,741,417 $ 3,452,500 16.00 $ 1,663,165 $ 3,737,500
Note:
The Business License office is partly funded by fees collected for processing passports-$75,000.
The Patrol services program is wholly funded by the revenue collected for Red light photo vendor pay-$1,420,022.
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Budget by Fund-Court Services Page 144 of 548
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Court Services Performance Measures:
Program Area Performance Measures 2008 2009 2010
Judge muststand forelection everyfouryears N/A TBD TBD
Monitor Court compliance with annual expenditure budgets N/A TBD TBD
Court Administration and applicable city policies
Track age of active caseload and time to disposition for
N/A TBD TBD
comparison to national standards
Request input regarding efficient use of time and
satisfaction of the treatment by court employees from those N/A TBD TBD
involved in the court process
Infraction Processing and Measure resident's satisfaction with timeliness and N/A TBD TBD
Criminal Case Processing completeness of information requested from the court
Obtain information regarding participant's abilityto access
and understand the court process as a participant or N/A TBD TBD
observer,etc
Obtain baseline information from probationers regarding
11�t their opinions of the probation process forthem. Is it
good use oftheirtime,does it help them stay in compliance, N/A TBD TBD
were they referred to proper treatment, etc. Follow up
periodically especially after anychanges.
Probation Through utility billing,survey public regarding knowledge of
and expectations for probation and other criminal justice N/A TBD TBD
functions.
Survey various treatment agencies regarding differences in
patient/client behavior in those on probation in Renton vs. N/A TBD TBD
other cities and those not on probation.
rr
Highlight of Budget Changes:
• Regular Salaries and Personnel Benefits decreased due to reduction of 1 Probation Clerk
w.
• Overtime increased by$20k due to increase in court filings
• Other Services and Charges increased by$50k to account for additional costs related to Photo
Enforcement processing
• New Internal Service Fund charges from Insurance($29k),Communications($31k),and Facilities($191k)
attributed to Interfund Payments increasing
+s 2009 Accomplishments
• Continue staff training in response to changes in the City Code and the Revised Code of Washington and
available technology.
Upgrade court sound system in order to increase recording clarity to enable defense of appeals by City
Attorney.
• Explore models for scanning court records in order to gain the efficiencies of dealing with fewer paper
files and documents.
w • Partner with law enforcement and the prosecutor to begin processing"eTickets." These electronically
produced tickets will eliminate double data entry, reduce filing time,and reduce errors of all parties.
2010 Goals
• Develop and implement methods to set baselines for budgetary performance measures.
• Continue staff training efforts. Due to budgetary constraints move toward online training when available
it Utilize grant funding to develop initial and implement initial portion of City-wide Imaging and Document
Management System.
• Grant funding will be used to fund new Probation Case Management system.
Budget by Fund-Court Services Page 145 of 548
M
Expenditure Budget by Division-Court Services r
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Court Services 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1%
Total 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1% r
Expenditure Budget by Category-Court Services r
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Sala ries 842,461 979,737 1,037,875 1,015,341 1,033,164 1,021,922 -1.5%
Part-Time Salaries 11,768 19,498 16 16 16,835 0 -100.0%
Ove rti me 10,081 20,085 9,948 9,948 32,676 29,964 201.2%
Personnel Benefits 283,983 365,169 426,772 426,772 406,569 385,221 -9.7% j
Supplies 8,452 11,264 7,700 12,668 8,244 7,700 0.0%
Other Services and Charges 571,082 197,633 168,357 223,357 204,275 218,358 29.7%
Interfund Payments 109,007 150,735 128,444 128,444 117,968 348,228 171.1%
Total 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1%
Staffing Levels by Division-Court Services
2007 2008 2009 2009 2009 2010 Change r
Actual Actual Budget Adj Budget Actual Adopted 09/10
Court Services 14.00 17.50 17.00 17.00 17.00 16.00 -5.9%
Total FTE 14.00 17.50 17.00 17.00 17.00 16.00 -5.9% Ir
Temp/Intermit Salaries &Benefits $ 12,908 $21,631 $ 36 $ 36 $ 18,567 $ - -100.0%
Court Services Department Position Listing
2007 2008 2009 2009 2009 2010 4
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Court Services
E11 Municipal CourtJudge (Elected) 1.00 1.00 1.00 1.00 1.00 1.00
M38 Court Services Director 1.00 1.00 1.00 1.00 1.00 1.00
A18 Probation Officer 1.00 1.50 1.00 1.00 1.00 1.00
A15 Judicial Specialist(Lead) 2.00 2.00 2.00 2.00 2.00 2.00 f
A10 Judicial Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00
A08 Judicial Specialist 7.00 10.00 10.00 10.00 10.00 10.00
A10 Probation Clerk 1.00 1.00 1.00 1.00 1.00 0.00
Total Court Services Division 14.00 17.50 17.00 17.00 17.00 16.00
Budget by Fund-Court Services Page 146 of 548
City Attorney
f CITY ATTORNEY
Larry Warren
11.75 FTEs
Administrative Support
1.0 FTE
Civil Criminal
3.85 FTEs 5.9 FTEs !
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Budget by Fund-City Attorney Page 147 of 548
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2010 Goals
• Successfully defend the photo enforcement cases.
• Review City code for changes in penalties to infractions.
• Draft necessary changes to the enforcement provision in the code.
• Train staff for redundancy in skills,particularly legislation.
• Provide routine ordinance drafting and contract review within one week of receipt and complex matters
within two weeks.
• Support the City Council and its committees with prompt research, legal opinions, draft ordinances, and
attendance at committee meetings.
• Provide training to a City department on a substantive area of the law at least twice.
• Keep up with changes in statutory and case law and provide information concerning the changes to the
department administrator for dissemination. And,if needed, make recommendations for the department
administrator's consideration.
• Aggressively defend and prevail on administrative appeals.
• Provide continued legal advice,assistance and litigation for code compliance inspectors.
• Reduce reliance on paper by using technology,where possible.
• Switch, partially,to electronic files for municipal court case management.
Expenditure Budget by Division-CityAttorney
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
CityAttorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4%
Total 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4%
Expenditure Budget by Category-City Attorney
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula r Sa la ries 0 0 890,900 871,557 882,004 984,815 10.5%
Overtime 0 0 1,000 1,000 0 1,000 0.0%
Personnel Benefits 0 0 486,075 486,075 268,970 273,042 -43.8%
Supplies 8,876 9,228 42,000 42,000 14,356 36,500 -13.1%
Other Services and Charges 1,360,800 1,648,945 239,200 75,000 39,209 60,536 -74.7%
Capital Outlay 0 0 25,000 25,000 0 0 -100.0%
Interfund Payments 1,699 3,052 11,921 166,121 7,301 265,403 2126.3%
Total 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-City Attorney
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 0.00 0.00 11.75 11.75 11.75 11.75 0.0%
Total FTE 0.00 0.00 11.75 11.75 11.75 11.75 0.0% t
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Budget by Fund-City Attorney Page 150 of 548
. City Attorney Department Position Listing
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
City Attorney
M49 Ci ty Atto rn e y 0.00 0.00 1.00 1.00 1.00 1.00
M42 Senior Assista nt City Attorney 0.00 0.00 2.00 2.00 2.00 2.00
+Irr M35 Ass ista nt City Attorney 0.00 0.00 1.00 1.00 1.00 1.00
M35 Chief Prosecuting Attorney 0.00 0.00 1.00 1.00 1.00 1.00
M29 Prosecuting Attorney 0.00 0.00 2.00 2.00 2.00 2.00
A17 Paralegal 0.00 0.00 0.75 0.75 0.75 0.75
N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00
A07 Legal Assistant 0.00 0.00 3.00 3.00 3.00 3.00
Total City Attorney Department 0.00 0.00 11.75 11.75 11.75 11.75
Budget by Fund-City Attorney Page 151 of 548
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Budget by Fund-City Attorney Page 152 of 548
Community and Economic Development
ADMINISTRATOR
II! Alex Pietsch
i
� 48 FTEs �
1
Administrative i 'Hotel/Motel Advisory
1 FTE Committee
Development ServicesPlanning Economic Development
Neil Watts and Neighborhoods
Chip Vincent
26.50 FTEsSuzanne Dale Estey
14 FTEs 5.50 FTEs
rr
Development i j
Neighborhood Economic Intergovernmental
Engineering Current Planning
Program Development Relations
Building Inspections Renton Farmers
r
and d Permits� Long Range Planning Market
Code Compliance LIMunicipal Arts
Technical Services Commission
Budget by Fund-Community and Economic Development Page 153 of 548
Community and Economic Development
Mission Statement
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.
Description
In 2008, the Economic Development, Neighborhoods, and Strategic Planning Department merged with the
Development Services Division of the Planning, Building,and Public Works Department to become the Department
of Community and Economic Development (CED). In early 2010, the Property/Technical Services Division moved
to CED's Planning Division from the Public Works Department.
The Department of Community and 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
neighborhoods and the business community to enhance the economic prosperity, vitality, and livability of the
community for Renton citizens.
In addition, CED coordinates the City's intergovernmental relations, advocating Renton's interest 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 Renton Farmers Market and the City's Planning
and Municipal Arts Commissions.
Coordination amongst the three CED divisions and its 15 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. All five Business Plan Goals are directly Ali
related to the work of CED's programs.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1%
CIP Budget Summary 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6%
Position Summary 59.70 67.10 60.50 60.50 60.50 48.00 -20.7%
List of Community and Economic Development Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100007.0001 Code Enforcement program- 4.00 399,044 - 4.00 399,044
100007.0002 Building Permits&Inspectior 14.50 1,561,851 2,069,319 12.50 1,323,378 2,220,242 10
200007.0001 Intergovernmental Relations 0.250 149,505 - 0.25 149,505 -
300007.0003 Long Range Planning-1,2,3 7.33 754,179 10,000 5.33 567,346 10,000
300007.0005 Current Planning-1,2,4,5 8.33 871,233 69,650 6.33 712,451 69,650
300007.0006 HotelMotel Fund-1 - 245,000 245,000 - 245,000 245,000
300007.0007 Arts&Culture-3,4 0.50 59,121 - 0.50 51,777 -
300007.0008 Farmers Market-1,3,4 - 34,311 36,780 - 34,311 44,280
300007.0009 Neighborhood Program-3,4 2.00 300,961 5,000 1.50 248,320 5,000
300007.0010 Economic Development-1,_ 4.25 558,603 - 3.25 453,905 -
300007.0011 1%for the Arts-3,4 - 50,000 15,000 - 50,000 15,000
300007.0013 CED Administration-1,2,3 2.00 272,046 - 2.00 272,046 -
500007.0001 Public Works Permits and Ins 17.00 1,728,240 25,308 10.00 1,084,711 25,308
600007.0002 Technical and Property Servi( 4.33 500,078 - 2.33 310,054 -
600019.0002 Fleet Services Capital Recove - - - - - -
Total Operating 64.50 7,484,172 2,476,057 48.00 5,901,847 2,634,480
300007.0012 Affordable Housing Opportur - 100,000 - - 100,000 -
Total CIP - 100,000 - 100,000
Total 64.50 $ 7,584,172 $ 2,476,057 48.00 $ 6,001,847 $ 2,634,480
t
Budget by Fund-Community and Economic Development Page 154 of 548
UL
Community and Economic Development Performance Measures:
Program Area Performance Measures 2008 2009 2010
Code Enforcement Compliance achieved through voluntary action 70%
program at a set percentage N/A N/A
Building Permits& Permit review times<3 weeks for single-family
applications N/A N/A 90%
Inspection Program Response time for inspection request(within 24 hrs) N/A N/A 75%
Intergovernmental Accomplishment or significant progress made on the top
Relations priorities in the state and federal legislative N/A N/A N/A
Ensure all planning laws(GMA,SMA,SEPA,and
Long Range Planning N/A N/A N/A
Subdivision)are current and meet the City's objectives
Land use decisions processed requiring environmental
r� (SEPA)review and a decision by the Hearing Examiner or
Current Planning Director within 12 weeks of receipt of complete N/A N/A 67%
application
Im Percentage of previous calendar year's Lodging Tax
Hotel/Motel Fund collections are deployed toward tourism-related N/A N/A 100%
(business and leisure) marketing activities
verr Arts and Culture Community funding leveraged to support arts and culture
activities N/A N/A >$8,000
Farmers Market Increase total revenue to the market through vendor fees
ere and sponsorships N/A N/A $18,000
Economic Annual sales tax growth at rate higher than King County N/A N/A >2%
Development Increase annual property tax revenue associated with o
law new construction N/A N/A >3/
1%for Arts Successfully implement 1%for Art project(s) 1
N/A N/A
project
am Neighborhood Increase number of households served by recognized
Program neighborhood associations N/A N/A 3%
Housing Opportunity Number of new or rehabilitated affordable housing units
rrr
Fund created, improved or preserved N/A N/A 10
Public Works Construction permits reviewed within 3 weeks
Permits and
N/A N/A 90%
Inspections
Technical and Development reviews are processed within two weeks
Property Services N/A N/A 80%
Budget by Fund-Community and Economic Development Page 155 of 548
Expenditure Budget by Division-Community&Economic Development
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 284,495 383,033 566,786 593,329 534,983 795,312 40.3%
Economic Development&Neighborhoods 1,379,519 1,885,977 1,519,572 1,704,045 1,497,853 1,454,873 -4.3%
Planning 0 0 1,499,370 1,276,726 1,274,032 1,372,602 -8.5%
Development Services 3,858,751 4,178,031 3,844,101 3,894,892 3,615,129 2,985,683 -22.3%
Operating Total 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1%
CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6%
Total 5,751,332 6,604,387 7,514,829 8,809,343 7,053,384 6,708,470 -10.7%
Expenditure Budget by Category-Community&Economic Development
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 3,530,291 3,820,271 4,292,787 3,849,585 4,037,416 3,679,999 -14.3%
Part-Time Salaries 42,632 57,462 66,333 66,333 35,731 30,857 -53.5%
Overtime 61,730 57,490 36,755 36,755 46,412 36,658 -0.3%
Personnel Benefits 1,075,239 1,301,371 1,641,755 1,641,755 1,406,131 1,156,729 -29.5%
Supplies 26,629 33,545 52,615 52,615 23,512 56,590 7.6%
Other Services and Charges 665,310 903,050 883,221 1,320,586 930,544 891,015 0.9%
Intergovernmental Services 65 65 0 0 0 0 N/A
Capital Outlay 30,122 11,400 0 45,000 2,250 50,000 100.0%
Interfund Payments 90,748 213,608 456,363 456,363 440,001 706,623 54.8%
Transfer Out 0 48,780 0 0 0 0 N/A
Operating Total 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1%
CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6%
Total 5,751,332 6,604,387 7,514,829 8,809,343 7,053,384 6,708,470 -10.7%
Staffing Levels by Division-Community&Economic Development
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 0.00 0.00 2.00 2.00 2.00 2.00 0.0%
Economic Development&Neighborhoods 13.00 17.50 7.00 7.00 7.00 5.50 -21.4%
Planning 0.00 0.00 16.00 16.00 16.00 14.00 -12.5%
Development Services 46.70 49.60 35.50 35.50 35.50 26.50 -25.4%
Total FTE 59.70 67.10 60.50 60.50 60.50 48.00 -20.7%
Temp/Intermit Salaries&Benefits $ 48,104 $ 63,590 $ 81,155 $ 81,155 $ 39,707 $ 36,111 -55.5%
Highlight of Budget Changes:
• Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position
reductions:
o Senior Planner(1), Engineering Specialist III (1), Property Services Specialist(1), Plan Reviewer
(3),Construction Inspector II (2), Building Inspectors/Combination (2),Associate Planner
(1),Economic Development Specialist(1),Neighborhood Program Specialist(Reduced from 1
to.5),Assistant Planner(1), Planning Technician 1(1), Lead Office Assistant(1),Secretary II(1)
• Regular Salaries and Personnel Benefits increased due to a move of FTEs from the Technical Services
section under Utility Systems to the Community and Economic Development department.(Mapping
Coordinator(1), Property Services Specialist(1),and Engineering Specialist III (2)).
• Interfund Payments increased because of new charges for Facilities($167k),Communications($26k),
Insurance($109k), Information Technology(-$6k)and a decrease in Fleet Services by( $46k).
Budget by Fund-Community and Economic Development Page 156 of 549 i
r Administration Division
Mission Statement
j 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.
2009 Accomplishments
• Closely monitored expenditures and revenues to keep within budget even though revenues were
significantly lower than 2008.
• Worked with C7 New Energy Partnership,a consortium of seven Eastside cities to develop energy
efficiency programs in the region. Renton obtained$617,500 in federal stimulus funding through this
effort.
2010 Goals
!`c • Continue to work within CED and all city departments to maximize employee satisfaction and
performance and find additional organizational and system improvements and efficiencies.
to
Expenditure Budget by Category-Administration
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 0 0 205,299 200,842 201,196 210,792 2.7%
Overtime 0 0 0 0 0 1,729 100.0%
Personnel Benefits 0 0 66,487 66,487 64,074 61,254 -7.9%
Other Services and Charges 284,430 382,969 295,000 326,000 269,714 245,000 -16.9%
Intergovernmental Services 65 65 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 276,537 100.0%
Operating Total 284,495 383,033 566,786 593,329 534,983 795,312 40.3%
am CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6%
Total 513,062 540,380 651,786 1,933,680 666,370 895,312 37.4%
Staffing Levels by Division-Administration
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 0.00 0.00 2.00 2.00 2.00 2.00 0.0%
Total FfE 0.00 0.00 2.00 2.00 2.00 2.00 0.0%
Budget by Fund-Community and Economic Development Page 157 of 548
Economic Development and Neighborhoods Division
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality
neighborhoods.
2009 Accomplishments
Economic Development
• Continued to strengthen ongoing business recruitment and retention/expansion program, including
assisting several new companies as well as long-term employers facing business challenges or considering
relocation. Spearheaded efforts to retain employers in the Valley and minimize recruitment fallout from
significant real estate market impacts of potential flooding due to vulnerabilities at the Howard Hanson
Dam. Office vacancy rate remained relatively low (7.5%), compared with other cities in the Puget Sound
region. Assisted several existing employers with expansion projects, including Valley Medical Center,
Walmart, First Savings Bank, Microscan, Kaye-Smith, Safeway, Puget Sound Blood Center and Cascade
Lanes. Successfully recruited new employers and assisted with openings of the largest Harley Davidson in
the Northwest and destination retailer Uwajimaya to Renton Village, which is stimulating additional new
tenanting at this shopping center.
• In partnership with the Renton Community Marketing Campaign, Renton Chamber of Commerce and
Renton Reporter, led and executed the "Shop Renton, Buy Ahead of the Curve' program and effectively
used the related CurveCard tool to support local businesses. More than 65,000 CurveCards were
distributed and over 200 businesses are participating in the program. Executed business outreach
programs,including promotion of Shop Renton,for neighborhood businesses throughout the city.
• Worked with the Renton Small Business Development Center (SBDC) to provide no-cost one-on-one
business advisor services to area's small businesses and entrepreneurs, including promotion of Small
Business Fair and "Survive and Thrive" workshops. Successfully lobbied for $50,000 in state funding for
the Renton SBDC.
• Worked with developers of The Landing as more high quality restaurant and retail tenants held their
grand openings in the 46-acre,$300 million,mixed-use development. Assisted with successful first annual
community events,including Taste of The Landing 5K Race/Block Party and holiday events.
• Assisted with hotel development efforts at Hawk's Landing, with construction anticipated to begin in
Spring 2010. Successfully lobbied for $1.7 million in state funding for related infrastructure to catalyze
mixed-use development to complement hotel. {
• Worked with developer on land use submission for significant redevelopment of Quendall Terminals and d
successfully secured approximately $10 million in state Local Revitalization Financing for infrastructure
improvements in this area.
• Spearheaded media campaign and community mobilization surrounding Seattle Seahawks' first Training
Camp in Renton,which brought over 12,000 visitors to Renton.
• Strengthened communication and coordination with Renton aerospace companies and the statewide
Aerospace Futures Alliance; was a founding member of the Washington Aerospace Partnership.
Continued to facilitate strengthened relationship with The Boeing Company, including ongoing
interdepartmental coordination to ensure seamless interfaces with City. Boeing continues to have over
2,100 outstanding 737 orders (worth more than $157 billion) and launched its P-8A submarine hunter
program,which will eventually be a$44 billion program.
• In partnership with community stakeholders, continued to promote Renton as the "Center of
Opportunity" through the use of a promotional video, print advertising, event sponsorship and speaking
engagements. Established www.therentonformula.com to tout Renton's relative affordability.
• Worked with local marketing firm and owners of several automotive dealers to establish partnerships and
joint marketing efforts.
• Partnered with Renton Community Marketing Campaign and the Renton History Museum on successful
promotion of Smithsonian Institution exhibit, "Key Ingredients, America By Food," including broadcast
from Museum of KIRO radio show and successful"Bite of Downtown"to promote Renton restaurants.
• Successfully recruited and assisted with Miss Washington pageant activities in Renton, and recruited all
2010 pageant activities to be held in Renton.
Budget by Fund-Community and Economic Development Page 158 of 548
Renton Farmers Market
• Facilitated record setting vendor participation, increased diversity of goods for sale and record attendance
of 4,000 each week at the Renton Farmers Market.
• Established ongoing and significant new private sector sponsorships for the Market.
Neighborhood Program
• Neighborhood Program won national recognition at the Neighborhoods USA conference, receiving 2nd
place for the Picnic Program and 3`d place for the Liberty Ridge Neighborhood grant project; Renton was
the only city in the nation to be awarded in two categories.
• Strengthened and expanded the Neighborhood Program,which now serves 57 recognized neighborhoods,
with volunteer city staff liaisons assigned to each neighborhood, and held 19 neighborhood picnics (from
36 neighborhoods)serving nearly 5,000 people.
• Successfully promoted the Neighborhood Grant Program and funded $83,000 toward 20 project grants
and 12 communication projects.
• Launched new quarterly leadership workshops regularly provide tools and information to neighborhood
leaders to ensure their success and help foster vibrant, positively engaged and connected communities.
Arts&Culture
• Launched Arts & Culture Master Plan process and strengthened Municipal Arts Commission's
participation,work program and focus.
• Strengthened collaboration with arts community and built on existing partnerships with Neighborhood
Program, 4Culture (King County) and State Arts Commission to identify and implement art projects and
strengthen cultural activities throughout the City.
• Executed successful second annual Renton FilmFrenzy, doubling participation over first year and
strengthening Curvee Awards Gala and Downtown FilmWalk.
Intergovernmental Relations
• In addition to $1.7 million in funding for Hawk's Landing, $50,000 for the Renton Small Business
Development Center, $10 million in Local Revitalization Financing and $2 million in federal stimulus
funding for Rainier Avenue project, successfully lobbied for$10-20 million in state assistance with large-
scale annexations and helped stimulate legislative action on managed lane/tolling the 1-405 corridor to
address this heavily congested corridor.
2010 Goals
Economic Development
• Attract new businesses and new development to Renton to increase employment opportunities and sales
and property tax revenue, and continue to promote Renton as the "Center of Opportunity" for
businesses. Continue to strengthen business retention/expansion efforts, addressing existing employers'
needs as they arise.
• 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. Continue to help foster the
successful tenanting of The Landing and Fairfield Residential developments. Work with potential
developers on Phase II of Boeing surplus land to stimulate additional development adjacent to The
Landing.
• Continue to support progress at Southport, moving forward on redevelopment of portions of Puget Sound
Energy property, assisting with hotel and tenant recruitment as possible, and continuing efforts to
proceed with the extension of Park Avenue from The Landing to Southport.
• Assist with successful construction of Hawk's Landing hotel and related infrastructure projects. Continue
to support and help spark clean-up efforts and redevelopment of Quendall Terminals.
• Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton
and strengthen neighborhood and commercial business districts throughout the City.
• In coordination with the Renton Community Marketing Campaign, capitalize on completion of Valley
Medical Center's$200 million expansion project to nurture strong health services sector.
• Assist with successful initial implementation of Sunset Area Investment Strategy and Highlands Task Force
recommendations, including pursuit of intergovernmental funding for infrastructure and other needs and
support pursuit of funding for Renton Housing Authority's efforts, supporting progress on redevelopment
' Budget by Fund-Community and Economic Development Page 159 of 548
of Sunset Terrace and mixed-use redevelopment of these properties in the future. Encourage maximizing
leveraging and coordination of City-wide and Renton School District resources and investments in this
area.
• Capitalize on opportunities involved in Public Works projects such as the Rainier Avenue Improvements
Project,and help execute effective business and neighborhood outreach and problem solving.
• Further establish Renton-based aerospace working group and effectively leverage participation in
statewide Aerospace Futures Alliance and Washington Aerospace Partnership to retain, expand, and
recruit new aerospace business.
• Expand, modify, utilize and better market existing incentives to continue to foster a diverse array of
increased housing opportunities in Renton.
Intergovernmental Relations
Advocate for the City's adopted State and Federal Legislative Agendas,with specific focus on:
o Establishing long-term and sustainable funding for Small Business Development Center through
intergovernmental and private funds.
o Securing funding to support implementation of the Sunset Area Community Investment Strategy
(see above).
o Pursue West Hill/Skyway assistance package to help close the annexation funding gap with
intergovernmental and private/non-profit funding and begin to revitalize this community.
o Promote Renton's interests and pursue funding opportunities for infrastructure and economic
development in partnership with the City's county,state,and federal representatives.
Renton Farmers Market
• Significantly increase private sponsorship funding for Renton Farmers Market.
• Continue to strengthen the economic performance of the Market, as well as systems and documentation
of procedures and volunteer recruitment in order to prepare for an eventual self-sustaining model that
includes City staffing but no dedicated City funding.
• Continue to increase beneficial connections between the Market and Renton businesses.
Neighborhood Program
• Serve as valuable resource to other City departments for communicating with neighborhoods on
emerging issues.
• Continue to regularly provide tools and information to neighborhood leaders to ensure their success and
help foster vibrant, positively engaged and connected communities -- Neighbor-to-Neighbor Leadership
Workshop, quarterly leadership workshops, and access to elected officials and Administrators on
individual issues and as guest speakers. Offer more leadership development opportunities to
neighborhood groups.
• Increase the number of households served by recognized neighborhood associations.
• Increase the number of attendees at neighborhood picnics.
• Maintain a balanced ratio of expended grant dollars per capita and continue to stimulate creative and
innovative projects throughout the City.
• Support the Community Planning Initiative and help ensure strong resident and business participation in ,
this process.
Arts&Culture
• Continue to help foster a "creative class" and new economy environment through enhancement of arts
and culture in Renton.
• Increase grant and intergovernmental revenues for the Municipal Arts Commission to implement
programs.
• Successfully implement a 1%for Art project.
• Effectively execute the Arts & Culture Master Plan process to help the City and community increase and
direct resources to ensure arts and culture are an integral part of the Renton community in the future.
Budget by Fund-Community and Economic Development Page 160 of 548 '
�r
Expenditure Budget by Category-Economic Development&Neighborhoods
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 867,944 965,941 509,162 408,107 467,724 450,339 -11.6%
Part-Time Salaries 536 35,422 50,788 50,788 35,179 15,300 -69.9%
Overtime 1,157 2,891 500 500 167 500 0.0%
Personnel Benefits 258,833 337,417 228,993 228,993 165,721 143,051 -37.5%
Supplies 5,205 14,276 12,618 12,618 8,632 12,618 0.0%
Other Services and Charges 124,975 369,743 399,148 639,676516,179 443,241 11.0%
Capital Outlay 30,122 11,400 0 45,000 2,250 50,000 100.0%
Interfund Payments 90,748 100,108 318,363 318,363 302,001 339,824 6.7%
Transfer Out 0 48,780 0 0 0 0 N/A
Total 1,379,519 1,885,977 1,519,572 1,704,045 1,497,853 1,454,873 -4.3%
Staffing Levels by Division-Economic Development&Neighborhoods
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 13.00 17.50 7.00 7.00 7.00 5.50 -21.4%
Total FTE 13.00 17.50 7.00 7.00 7.00 5.50 -21.4%
Temp/Intermit Salaries&Benefits $ 636 $ 39,047 $ 60,142 $ 60,142 $ 39,070 $ 15,300 -74.6%
Budget by Fund-Community and Economic Development Page 161 of 548
Planning Division
Mission Statement
Direct Renton's growth based on community values, promoting a high quality of life for residents and prosperity
for businesses,through sound planning and zoning,while ensuring predictability for customers.
2009 Accomplishments
Long Range Planning -
• Developed a proposal to amend the City Comprehensive Plan to reflect private party and City-initiated
amendments.
• Developed proposals to amend Title IV, to improve the City's Development Regulations for: Alleys in the
RC, R-1, and R-4 Zones; Helipads; Comprehensive Plan and Title IV Amendment Requests Process;
Complete Streets; Land Use Permit Procedures; Housing & Lot Definitions; County Vesting; Cottage
Housing/Small Lot Design; Residential Design Standards; Indoor Recreational Uses;Setback Modifications;
Stream Reclassification; Allow Live/Work Units; Household Pets and Medium and Large Lot Animals;
Created Tier System for Temporary Uses; Downlighting;Accessory Dwelling Units;and Bulk Standards and
Density Calculations.
• Continued to make significant progress to the state mandated update of the City Shoreline Master
Program in accordance with State laws and guidelines and are on track for adoption in 2010.
• Developed a draft City Center Community Plan Framework based on public outreach and
interdepartmental collaboration.
• Continued to work to implement the Highlands Task Force recommendations including the Sunset Area
Community Investment Strategy which was adopted.
Current Planning
• Completed 68 of 70(97%)pre-application requests within three weeks.
• Reviewed 190 of 227 (84%) new single-family permit applications within two weeks and 90 percent of
new commercial permit applications within five weeks.
• Issued 36 of 48(75%)administrative decisions within six weeks of receipt of complete application. -_
• Processed six of eight (75%) land use decisions requiring a decision by the Hearing Examiner within 12
weeks of receipt of complete application.
• Processed environmental and land use permits for notable projects including Hawks Landing, Chelan
Creek PUD,Springbrook Ridge PUD, New Life Church,and Highlands Community Church. Completed work
on the Real Estate Kiosk Sign pilot program and managed design and installation of the Seattle Seahawks
Welcome sign at Lake Washington Boulevard and Seahawks Way. Continued work on the Triton Towers
master plan,Cavalla preliminary plat,and Eagle Ridge PUD.
Property/Technical Services
• Developed and maintained numerous Geographic Information System (GIS) datasets, maintenance
applications,and map books.
• Joined King County's Transportation Network(TNet)consortium and updated much of the data within the
corporate limits of Renton.
• Created a new web based Land Information application. ,
• Continued maintenance of the Survey Control Network and monument network.
Budget by Fund-Community and Economic Development Page 162 of 548
2010 Goals
Long Range Planning
• Complete the City Center Community Framework Plan and develop an Implementation Strategy.
• Complete the state-mandated update to the City's Shoreline Master Program.
• Work with Fire, Parks, Public Works& Utilities Departments,and School Districts to develop an impact fee
program.
• Continue to update the City Comprehensive Plan to meet the state-mandated seven-year review.
• Continue to amend City Development Regulations to better implement the Comprehensive Plan by
refining and streamlining the regulations,and making them easier to understand and administer.
1W • Process annexations as residents and property owners express a desire to become a part of Renton.
• Support implementation of the Sunset Area Community Investment Strategy. Work with the Renton
Housing Authority in its efforts to redevelop Sunset Terrace housing development and initiate a
it programmatic, neighborhood-level Planned Action Environmental Impact Statement in partnership with
Community Services(Parks)and Public Works(Transportation and Utilities)staff.
ow Current Current Planning
• Complete 80 percent or more of pre-application requests within three weeks.
• Review 80 percent of new single-family permit applications within two weeks and 80 percent of new
commercial permit applications within five weeks.
• Issue 80 percent or more of administrative decisions within six weeks of receipt of complete application.
• Process 80 percent or more of land use decisions requiring a decision by the Hearing Examiner within 12
weeks of receipt of complete application.
Property/Technical Services
• Provide timely reviews of legal descriptions and subdivision and other development applications.
• Develop and complete City's monument database.
• Continue participation in the County's TNET consortium.
' • Develop and maintain GIS databases, CAD, GIS software and applications, including Land Information and
LAND.
Expenditure Budget by Category-Planning
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 0 0 1,042,964 820,320 912,923 957,594 -8.2%
Part-Time Salaries 0 0 0 0 0 12 100.0%
Overtime 0 0 6,140 6,140 5,171 6,395 4.2%
Personnel Benefits 0 0 397,220 397,220 335,155 306,930 -22.7%
' Supplies 0 0 11,999 11,999 3,136 18,950 57.9%
Other Services and Charges 0 0 41,047 41,047 17,647 82,722 101.5%
Total 0 0 1,499,370 1,276,726 1,274,032 1,372,602 -8.5%
Staffing Levels by Division-Planning
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 0.00 0.00 16.00 16.00 16.00 14.00 -12.5%
Total FTE 0.00 0.00 16.00 16.00 16.00 14.00 -12.5%
Temp/Intermit Salaries&Benefits $ - $ - $ - $ $ $ 12 100.0%
Budget by Fund-Community and Economic Development Page 163 of 548
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Development Services Division •
Mission Statement
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.
2009 Accomplishments
Building Permit Review and Inspection
• Responded to nearly 100 percent of building inspection requests (16,423 out of 16,457 inspection
requests)within 24 hours. 3
• Building permit applications for new single-family houses(236 applications)were completed in two weeks
or less for all applications. Reviews for other building permits (426 applications) were completed in five
weeks or less for all submittals. '
Public Works Plan Review and Inspection
Public works plan review times for construction permits were completed on average in 10 days or less.
Review comments for a total of 94 land use submittals and 70 pre-application submittals were completed
on time for all submittals.
Code Compliance
• Contact was made with the customer requesting assistance from code enforcement within one working
day of receiving the request an estimated 90 percent of the time for the 2,952 code compliance service '
requests in 2009.
Average code compliance resolution remained less than 15 days, and over 80 percent of the code
compliance cases were resolved through voluntary compliance. Code compliance staff continued to work ,
with the Police Department and City Attorney's office for further action on the few cases that do not
comply voluntarily.
2010 Goals t
Building Permit Review and Inspection
• Respond to 90 percent of building inspection requests within 24 hours. '
• Complete building permit applications for new single-family houses in two weeks or less over 95%of the
time.
• Complete reviews for commercial and multi-family building permits completed in three weeks or less in '
for all submittals.
Public Works Plan Review and Inspection
• Complete public works plan review times for construction permits in 10 days or less. Complete review ,
comments for land use submittals and pre-application submittals on time for all submittals.
Code Compliance
• Make contact with the customer requesting assistance from code enforcement within one working day of ,
receiving the request 90 percent of the time.
• Achieve average code compliance resolution of less than 15 days, and over 80 percent of the code
compliance requests resolved through voluntary compliance.
• Continue to become more pro-active, with more than 50 percent of code compliance cases generated ,
without a private citizen request,and all sites with verified code compliance violations in the last year will
be checked at least every three months to verify continued compliance.
Budget by Fund-Community and Economic Development Page 164 of 548
Expenditure Budget by Category-Development Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regu la r Sa[a ries 2,662,348 2,854,329 2,535,362 2,420,316 2,455,574 2,061,274 -18.7%
• Part-Time Salaries 42,096 22,040 15,545 15,545 552 15,545 0.0%
Overtime 60,573 54,600 30,115 30,115 41,074 28,034 -6.9%
Personnel Benefits 816,406 963,954 949,055 949,055 841,181 645,494 -32.0%
to Supplies 21,424 19,269 27,998 27,998 11,744 25,022 -10.6%
Other Services and Charges 255,905 150,339 148,026 313,863 127,005 120,052 -18.7.
Interfund Payments 0 113,500 138,000 138,000 138,000 90,262 -34.6%
Total 3,858,751 4,178,031 3,844,101 3,894,892 3,615,129 2,985,683 -22.3%
Staffing Levels by Division-Development Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 46.70 49.60 35.50 35.50 35.50 26.50 -25.4%
Total FTE 46.70 49.60 35.50 35.50 35.50 26.50 -25.4%
Temp/Intermit Salaries&Benefits $ 47,468 $ 24,544 $ 21,013 $ 21,013 $ 636 $ 20,799 -1.0%
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Budget by Fund-Community and Economic Development Page 165 of 548
Community&Economic Development Position Listing(1 of 2)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Administration Division
M49 Economic Development Administrator 0.00 0.00 1.00 1.00 1.00 1.00
N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00
Total Administration Division 0.00 0.00 2.00 2.00 2.00 2.00
Economic Development&Neighborhoods Division
M49 Economic Development Administrator 1.00 1.00 0.00 0.00 0.00 0.00
M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00
M38 Planning Director 0.00 1.00 0.00 0.00 0.00 0.00
M33 Long Range Planning Manager
1.00 1.00 0.00 0.00 0.00 0.00 16
M32 Community Dev Project Manager 1.00 1.00 1.00 1.00 1.00 1.00
A25 Neighborhood Program Coordinator 1.00 1.00 0.00 0.00 1.00 0.00
A
A25 Neighborhood Coordinator 0.00 0.00 1.00 1.00 0.00 1.00
A24 Sr.Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A24 Senior Planner 2.00 2.00 0.00 0.00 0.00 0.00
A20 Associate Planner 1.00 2.00 0.00 0.00 0.00 0.00
A20 Economic Development Specialist 0.00 1.00 1.00 1.00 1.00 0.00
A18 Neighborhood Program Specialist 0.00 1.00 0.00 0.00 0.00 0.00
A16 Neighborhood Program Assistant 0.00 0.00 1.00 1.00 1.00 0.50
A16 Assistant planner 1.00 1.00 0.00 0.00 0.00 0.00
N14 Administrative Assistant 1.00 1.00 0.00 0.00 0.00 0.00
A09 Admin Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00
A09 Planning Technician 1 1.00 1.00 0.00 0.00 0.00 0.00
A05 Secretary 1 0.00 0.50 0.00 0.00 0.00 0.00
Total Economic Development Division 13.00 17.50 7.00 7.00 7.00 5.50
Planning Division
M38 Planning Director 0.00 0.00 1.00 1.00 1.00 1.00
M33 Current Planning Manager 0.00 0.00 1.00 1.00 1.00 1.00 46
A29 Mapping Coordinator 0.00 0.00 0.00 0.00 0.00 1.00
A24 Senior Planner 0.00 0.00 4.00 4.00 3.00 3.00
A23 Engineering Specialist III 0.00 0.00 0.00 0.00 0.00 0.00
A23 Property Services Specialist 0.00 0.00 0.00 0.00 0.00 1.00
A20 Associate Planner 0.00 0.00 4.00 4.00 5.00 3.00
A16 Assistant planner 0.00 0.00 2.00 2.00 2.00 1.00
A15 Planning Technician II 0.00 0.00 1.00 1.00 0.00 1.00
A09 Admin Secretary 1 0.00 0.00 1.00 1.00 1.00 1.00
A09 Planning Technician 1 0.00 0.00 1.00 1.00 2.00 0.00
A05 Secretary 1 0.00 0.00 1.00 1.00 1.00 1.00
Total Planning Division 0.00 0.00 16.00 16.00 16.00 14.00
Development Services Division
Administration
M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration 2.00 2.00 2.00 2.00 2.00 2.00
Code Enforcement
M33 Current Planning Manager 1.00 1.00 0.00 0.00 0.00 0.00
A24 Senior Planner 2.00 3.00 0.00 0.00 0.00 0.00 111111111
A22 Lead Code Compliance Inspector 1.00 0.00 1.00 1.00 1.00 1.00
A20 Associate Planner 2.00 3.00 0.00 0.00 0.00 0.00
A19 Code Compliance Inspector 3.00 3.00 3.00 3.00 3.00 3.00
A16 Assistant Planner 1.00 1.00 0.00 0.00 0.00 0.00
Budget by Fund-Community and Economic Development Page 166 of 548
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Community&Economic Development Position Listing(2 of 2)
2007 2008 2009 2009 2009 2010
Grade Title Actual Budget Budget Adj Budget Actual Adopted
A09 Planning Technician 1 1.00 1.00 0.00 0.00 0.00 0.00
A05 Secretary I 1.00 1.00 0.00 0.00 0.00 0.00
Total Code Enforcement 12.00 13.00 4.00 4.00 4.00 4.00
Development Engineering
M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A27 Civil Engineer 111 1.00 1.00 0.00 0.00 0.00 0.00
A25 Civil Engineer II 1.00 1.00 0.00 0.00 1.00 0.00
4w A24 Lead Building Inspector 0.00 1.00 0.00 0.00 0.00 0.00
A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00
A23 Engineering Specialist III 3.00 2.00 0.00 0.00 4.00 0.00
A23 Plan Reviewer 0.00 0.00 5.00 5.00 0.00 2.00
A21 Construction Inspector II 8.00 9.00 6.00 6.00 6.00 4.00
A19 Engineering Specialist II 0.70 1.00 1.00 1.00 1.00 1.00
A18 Dev Services Representative 1.00 1.00 1.00 1.00 1.00 1.00
A08 Lead Office Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Total Engineering Development En
P 9� 9 17.70 19.00 16.00 16.00 16.00 10.00
Building Inspections and Permits
M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00
A23 Building Plan Reviewer 1.00 2.00 1.00 1.00 1.00 1.00
A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00
A21 Building Inspectors/Combination 7.00 5.00 5.00 5.00 5.00 3.00
A19 Enrgy Pins Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00
A10 Permit Technician 2.00 2.60 2.50 2.50 2.50 2.50
A07 Secretary II 1.00 2.00 1.00 1.00 1.00 0.00
Total Building Inspections and Permits 15.00 15.60 13.50 13.50 13.50 10.50
Total Development Services Division 46.70 49.60 35.50 35.50 35.50 26.50
Total Community&Economic Development 59.70 67.10 60.50 60.50 60.50 48.00
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Budget by Fund-Community and Economic Development Page 168 of 548
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Finance and Information Technology
ADMINISTRATOR
Iwen Wang
32.5 FTEs
r t
Administrative Support
rt 1 FTE
FINANCE INFORMATION
r Vacant TECHNOLOGY
15 FTEs George McBride
16.5 FTEs
Operations Budget&Accounting Network Services Application Services User Services
LCommunication and i Application
L. heipting Budget Data Center Development Support End-user Support
Operations and Maintenance
Implementation
Utility Billing* Financial Reporting Network Services
Payroll L General Accounting
Accounts Payable
I
Accounts Receivable
*PW Department's Utility Systems Division funds pay for the 4 FTEs in Utility Billing.
Budget by Fund-Finance and Information Technology Page 169 of 548
Finance and Information Technology .�
Mission Statement
The Finance and Information Technology Department serves the Renton community by providing the business
processes and systems that enable the City to function as a unit in an efficient and accountable manner in
proactive compliance with all laws and regulations.
Description
The department provides a centralized system of financial and technology services as described more thoroughly
within our core service descriptions. Services are provided primarily to internal customers (i.e., other City
departments). External services include the customer counter and utility billing services. The department
operates primarily on the fifth floor of City Hall.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10 ,
Operating Budget Summary 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3%
Position Summary 38.00 37.50 38.50 35.50 35.50 32.50 -15.6%
List of FIT Renton Results Decision Packages: t
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100004.0003 Business Licensing 1.10 82,950 - 1.10 82,950 -
500004.0001 Utility Billing andCashie 0.90 62,541 - 0.90 62,541 -
600004.0003 Applications and Databa 5.35 1,170,540 - 4.50 995,579 -
600004.0004 I T Ca p i to I 5.15 2,165,006 - 4.00 1,105,032 -
600004.0005 Service Desk Support 2.50 610,706 - 2.50 610,706 -
600004.0006 Asset, Debt,and Tre a s u r 1.80 265,344 - 0.90 194,586 -
600004.0007 Pa yro I I 2.00 162,101 - 2.00 162,101
600004.0008 Budgeting and Financial 4.10 408,254 - 3.30 318,996 -
600004.0009 Accounting and Auditing 1.70 248,623 - 1.30 209,905 - '
600004.0010 Finance Operations 6.00 511,449 - 5.00 434,375 -
600004.0011 Finance Administration 1.40 193,156 - 1.50 201,229 -
600004.0013 Network Services 2.47 318,194 - 2.47 318,194 - ,
600004.0014 Telecommunications 1.56 472,521 - 1.56 449,542 -
600004.0015 Se cu ri ty Se rvi ce s 1.47 247,602 - 1.47 237,208 -
Total 37.50 $ 6,918,989 $ - 32.50 $ 5,382,943 $
Budget by Fund-Finance and Information Technology Page 170 of 548
FIT Performance Measures:
Program Area Performance Measures 2008 2009 2010
Applications and Customer satisfaction N/A 90% 90%
Database Services Satisfaction percentage of application up time N/A 95% 95%
Percentage of database up time N/A 95% 95%
Customer satisfaction N/A 90% 90%
Service Desk Support Completion/resolution of service tickets based on the
SLA N/A 90% 90%
Network Services Customer Satisfaction N/A 90% 90%
System uptime N/A 90% 90%/
"High" or "excellent" rating forcustomer satisfaction as
measured through a Department survey. N/A High TBD
Finance Operations Customers are billed accuratelyand efficiently. N/A 95% 95%
Inquiries are promptly addressed. N/A 95% 95%
Vendors are paid accuratelyand timely. N/A 95% 95%
Highlight of Budget Changes:
• Regular/Part-Time Salaries,Overtime, Personnel Benefits, and Supplies decreased due to staff reductions
and the shifting of Print/Mail section from Information Technology division to the Communications
division of the Executive Department. Finance and Information Technology also absorbed 1 Engineering
Specialist III that was previously located in the Utility Systems Division of Public Works. This position will
be part of the Enterprise GIS program
• Interfund expenditures increased because of new Facilities($85k)and Insurance($32k)charges that were
previously not included in the Finance and Information Technology Department
• Other Services and Charges increased by$371k because the Information Technology division is now
responsible for all City service contracts related to information technology
`r • Capital Outlay decreased by$477k due to delaying of various Information Technology Capital Investment
Programs.
Budget by Fund-Finance and Information Technology Page 171 of 548
all
Expenditure Budget by Division-Finance and Information Techology
2007 2008 2009 2009 2009 2010 Change to
Fund/Dept Actual Actual Budget Adj Budget Actual Adopted 09/10
Finance Division 5,371,344 2,441,808 2,579,993 2,553,280 2,449,850 2,515,365 -2.5%
Information Services 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3%
Total 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3%
Expenditure Budget by Category-Finance and Information Techology
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regu I a r Sa la ries 1,998,286 2,287,566 2,421,760 2,262,329 2,296,928 2,151,797 -11.1%
Part-Time Salaries 93,458 100,649 89,151 64,598 86,014 43,166 -51.6%
Overtime 39,868 40,927 61,194 58,344 39,611 19,113 -68.8%
Personnel Benefits 1,015,062 1,285,866 1,353,047 1,298,760 1,207,129 1,179,269 -12.8%
Supplies 818,991 392,760 426,611 383,123 437,008 381,130 -10.7%
Other Services and Charges 1,018,661 895,520 944,950 852,181 945,195 1,316,231 39.3%
Capital Outlay 660,088 1,328,894 1,295,058 2,209,087 579,621 817,712 -36.9%
Interfund Payments 146,596 297,781 275,538 275,538 255,467 322,765 17.1%
Transfer Out 3,191,007 0 0 0 0 0 N/A
Total 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3% '
Staffing Levels by Division-Finance and Information Techology
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Finance Division 19.50 20.00 19.00 19.00 19.00 16.00 -15.8%
Information Services 18.50 17.50 19.50 16.50 16.50 16.50 -15.4%
Total FTE 38.00 37.50 38.50 35.50 35.50 32.50 -15.6%
Temp/Intermit Salaries &Benefits $215,698 $222,740 $182,951 $153,404 $155,669 $147,035 -19.6%
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Budget by Fund-Finance and Information Technology Page 172 of 548
Finance Division
�r
Mission Statement
Provide a high level of support to the City's customers and operations through a centralized comprehensive and
integrated financial management system by providing customer service; training, monitoring, and oversight; and
accountability and transparency in order to enhance the efficient use of community resources and maintain high
credibility in City financial management.
to 2009 Accomplishments
• Received credit upgrade from Stand and Poor's for the city's Limited Tax General Obligation Bonds (from
M
AA-to AA)and Revenue Bonds(from AA to AA+).
• Implemented priority based budgeting and modified new budgeting software to facilitate the zero-base
budget development process.
aw • Worked with city departments to modify chart of accounts to accommodate their needs while
maintaining consistency for efficient system-wide administration.
• Assisted SCORE (South Correction Entity) formation and worked in conjunction with member cities
arranging nearly$90 million in project financing.
• Converted City investment from fund based to pooled management.
• Implemented process change for on-line animal and business license renewals.
• Received clean audit report with no exceptions.
2010 Goals
4 • Expand on-line information and transaction services to internal and external customers.
• Implement e-billing for utility customers and licensing programs.
• Implement a biennial budgeting system.
• Provide outstanding services with reduced staffing.
Expenditure Budget by Category-Finance Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSalaries 1,055,262 1,159,667 1,230,363 1,203,650 1,227,540 1,096,191 -10.9%
Pa rt-Ti me Sa I a ri es 22,157 20,531 21,432 21,432 27,469 0 -100.0%
Overtime 2,901 6,078 31,004 31,004 7,006 10,000 -67.7%
Personnel Benefits 742,241 909,072 940,158 940,158 865,329 876,204 -6.8%
Supplies 12,363 14,764 17,153 17,153 8,033 13,145 -23.4%
Other Services and Charges 198,816 98,348 158,616 158,616 153,277 197,060 24.2%
Capital Outlay 0 18,530 0 0 0 0 N/A
Interfund Payments 146,596 214,818 181,267 181,267 161,196 322,765 78.1%
Transfer Out 3,191,007 0 0 0 0 0 N/A
Total 5,371,344 2,441,808 2,579,993 2,553,280 2,449,850 2,515,365 -2.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Finance Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Budget Budget 09/10
Regular 19.50 20.00 19.00 19.00 19.00 16.00 -15.8%
Total FTE 19.50 20.00 19.00 19.00 19.00 16.00 -15.8%
Temp/Intermit Salaries &Benefits $133,279 $129,849 $105,141 $ 105,141 $ 87,805 $ 98,772 -6.1%
Budget by Fund-Finance and Information Technology Page 173 of 548
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Information Technology
Mission Statement
Provide communication and data support to meet or exceed departmental requirements and supply technical
support services to all data and voice system users. Provide technological leadership and vision in support of the
City's business plan.
2009 Accomplishments
• Work with City departments to develop a strategy for managing the City's records/documents for a more
efficient archival, retrieval, and public access of the same, and inventory in compliance with federal court
procedures,the state archivist,and the City Clerk's requirements.
• Work with Valley Communications to insure a seamless transition for public safety to a new computerized
dispatch system.
• Implement a work force/timekeeping management program within the Fire Department.
• Continue to work with Public Works and Community Services on the successful implementation of
Enterprise Asset Management(EAM).
• Improve availability and/or response time of Service Desk staff to customers in response to departmental
survey of City staff.
• Begin implementation of the City's 3-Year Enterprise GIS Plan.
2010 Goals
• Implement Phase I of Enterprise GIS program.
• Assist the implementation of ePlan (electronic permit plan submittal)and expansion of ePermit(on-line
permit application) process.
• Implement document management system with 2-pilot applications.
Expenditure Budget by Category-Information Techology
p 9
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regu I a r Sa la ries 943,024 1,127,899 1,191,397 1,058,679 1,069,389 1,055,606 -11.4%
Pa rt-Ti me Sa I a d es 71,301 80,118 67,719 43,166 58,545 43,166 -36.3%
Overtime 36,967 34,849 30,190 27,340 32,605 9,113 -69.8%
Personnel Benefits 272,821 376,794 412,889 358,602 341,800 303,065 -26.6%
Supplies 806,628 377,995 409,458 365,970 428,976 367,985 -10.1%
Other Services and Charges 819,845 797,172 786,334 693,565 791,918 1,119,171 42.3%
Capital Outlay 660,088 1,310,364 1,295,058 2,209,087 579,621 817,712 -36.9%
Interfund Payments 0 82,963 94,271 94,271 94,271 0 -100.0%
Total 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Information Technology
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 18.50 17.50 19.50 16.50 16.50 16.50 -15.4%
Total FTE 18.50 17.50 19.50 16.50 16.50 16.50 -15.4%
Temp/Intermit Salaries &Benefits $ 82,420 $ 92,891 $ 77,810 $ 48,263 $ 67,864 $ 48,263 -38.0%
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Budget by Fund-Finance and Information Technology Page 174 of 548
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Finance and Information Technology Position Listing(1 of 1)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Finance Division
M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00
M26 Financial Services Manager 2.00 2.00 2.00 2.00 2.00 1.00
M25 Senior Finance Analyst 1.00 2.00 2.00 2.00 2.00 2.00
Ir! A25 Financial Systems Coordinator 1.00 0.00 0.00 0.00 0.00 0.00
A19 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 0.00
A17 Grant/Purchasing Coordinator 0.00 0.00 0.00 0.00 0.00 1.00
N16 Finance Analyst III 4.00 2.50 1.50 2.50 2.50 2.50
N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
N13 Finance Analyst II 0.00 2.00 2.00 1.00 1.00 0.00
Aw N13 Lead Pa yro I I Analyst 1.00 1.00 1.00 1.00 1.00 1.00
A11 Pa yro I I Analyst 1.00 1.00 1.00 1.00 1.00 1.00
A09 Accounting Assistant IV 4.00 3.00 3.00 3.00 3.00 3.00
A07 Accounting Assistant 111 0.00 0.00 0.00 3.00 3.00 2.00
Iw A05 Accounting Assistant 11 2.00 3.00 3.00 0.00 0.00 0.00
Total Finance Division 19.50 20.00 19.00 19.00 19.00 16.00
Information Technology Division
M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M34 Information Services Manager 1.00 0.00 0.00 0.00 0.00 0.00
A32 Network Systems Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
A32 Network Systems Manager 0.00 1.00 1.00 1.00 1.00 1.00
A30 Application Support Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
A30 Application Support Manager 0.00 1.00 1.00 1.00 1.00 0.00
M30 Senior Network Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
TBD GIS Database Manager LT* 0.00 0.00 1.00 1.00 1.00 1.00
TBD GIS Coordinator LT* 0.00 0.00 1.00 1.00 1.00 1.00
A24 Help Desk Technical Support Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A24 Sr.Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 3.00
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A24 Database Technician 1.00 1.00 0.00 0.00 0.00 0.00
A23 Business Systems Analyst** 1.00 2.50 2.50 3.00 3.00 3.00
A23 Business Systems Analyst LT** 1.00 0.50 0.50 0.00 0.00 0.00
A23 Engineering Specialist III 0.00 0.00 0.00 0.00 0.00 1.00
TBD GIS Analyst LT* 0.00 0.00 1.00 1.00 1.00 1.00
A21 Systems Analyst 1.00 1.00 1.00 1.00 1.00 1.00
A20 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A17 Help Desk Support Technician 1.00 1.00 1.00 1.00 1.00 1.00
A13 Print&Mail Coordinator 1.00 1.00 1.00 0.00 0.00 0.00
A10 Form/Graphic Technician 1.00 1.00 1.00 0.00 0.00 0.00
A09 AccountingAssistant IV
1.00 0.00 0.00 0.00 0.00 0.00
A07 Accounting Assistant 111 0.00 0.00 1.00 1.00 1.00 1.00
A07 Print&Mail Operator 1.00 1.00 1.00 0.00 0.00 0.00
A05 Accounting Assistant II 0.00 1.00 0.00 0.00 0.00 0.00
Total Information Technology Division 18.50 17.50 19.50 16.50 16.50 16.50
Total Finance and Information Technology 38.00 37.50 38.50 35.50 35.50 32.50
*Position Proposed in 2009 GIS Capital Project Budget.
**LT position expired and converted to regular position mid-July2009.
ri!
Budget by Fund-Finance and Information Technology Page 175 of 548
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Budget by Fund-Finance and Information Technology Page 176 of 548
.. Human Resources and Risk Management
ADMINISTRATOR
Nancy Carlson
(i 9 FTEs
Administrative Support Employee Training and
1 FTE I Development
HUMAN RESOURCES BENEFITS RISK MANAGEMENT
E Eileen Flott Terri Shuhart Robin Robertson
f 3 FTEs 2 FTE 2 FTEs
L_
+ _ -----
i
I I
Recruitment and Selection Personnel Benefits Property and Liability
Insurance
' Classification and
Compensation Retiree Benefits Worker's Compensation
Wellness Program Workplace Health and Safety
i
Unemployment
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Budget by Fund-Human Resources and Risk Management Page 177 of 548
Is
Human Resources and Risk Management 40
as
Mission Statement
The Human Resources and Risk Management 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 work environment that is positive and productive and allows 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 Relations, Employee Training and Development, Property/Liability, Workplace
Health and Safety, and Employee Benefits. Services are provided primarily to internal customers (i.e., other City
departments). For a more detailed description see our program descriptions.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7%
Position Summary 9.00 12.00 11.00 11.00 11.00 9.00 -18.2%
List of HR&RM Renton Results Decision Packages:
Baseline original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
600014.0001 Employment Law 1.05 129,289 - 0.85 109,928 -
600014.0002 Recruitment&Selection 1.50 194,784 - 0.90 127,505 -
600014.0003 Classification and Comp, 0.45 45,989 - 0.45 45,989 -
600014.0004 Labor Relations 1.40 225,780 - 1.20 206,419
600014.0005 Risk Management 1.60 2,128,876 - 1.10 2,090,088 - r
600014.0006 Workers' Compensation 1.25 126,577 - 1.10 125,780 -
600014.0007 Benefits 0.95 96,198 - 0.95 96,198
600014.0008 Wellness 0.55 80,704 - 0.55 80,704 -
600014.0009 Training 0.20 58,823 - 0.05 31,990 -
600014.0010 HR/RM Administration 1.90 231,596 - 1.70 214,684 -
600014.0011 Employee Recognition ai 0.15 20,008 - 0.15 16,008 -
Total 11.00 $ 3,338,623 9.00 $ 3,145,294
Budget by Fund-Human Resources and Risk Management Page 178 of 548
HR&RM Performance Measures:
Program Name Performance measure 2008 2009 2010
Numberof managers and supervisors trained during
Employment Law the year N/A 0% 80%
Overall satisfaction surveyto management N/A N/A 75%
Recruitment&
Selection Average time to complete employment recruitment N/A <45 days <90 days
Classification & City's salary ranking compared to similar Washington N/A Above Above
Compensation cities Average Average
Labor Relations Contracts negotiated N/A 100% 100%
Risk Management Insurance reviews completed in a timelymanner N/A 100% 50%
Tracking,trending and analysis on an annual basis N/A 100% 100%
Worker's
MW Compensation and Workers'Compensation claims processed in a timely N/A 100% 85%
Safety manner
Benefits Increased employee understanding of health and
N/A N/A 60%
0 welfare and other compensation programs
Wellness N/A 25% 30%
Increase participation byemployees Participation Participation
Highlight of Budget Changes:
• Regular/Part-Time Salaries and Overtime decreased due to staff reduction of 1 Secretary II and 1 Risk
Management Analyst
• Personnel Benefits includes all city departments'expenses. Increase of$2.5 million is based on
percentage increase for 2010
• Supplies increased by$4,500 due to moving budget from Other Services and Charges to be more aligned
with historical expenses
• Interfund Payments decreased because of a one-time$5 million transfer to the Capital Investment
Program (fund 318)made in 2009. Without considering this and the$50k transfer to the Transportation
Capital Investment Fund, Interfund Payments did not materially increase
Budget by Fund-Human Resources and Risk Management Page 179 of 548
Expenditure Budget by Division-Human Resources and Risk Management
2007 2008 2009 2009 2009 2010 Change
Fund/Dept Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 742,505 981,306 1,035,009 1,003,641 853,063 913,669 -11.7%
Benefits 8,474,068 10,309,745 13,039,433 13,037,028 11,253,290 14,711,718 12.8%
Risk Management 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5%
Total 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7% ,
Expenditure Budget by Category-Human Resources and Risk Management
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regu I a r Sa I a ries 613,304 766,536 856,976 838,370 850,028 739,038 -13.8%
Part-Time Salaries 22,860 18,737 9,771 9,771 7,532 8,102 -17.1%
Overtime 0 0 2,754 2,754 0 0 -100.0%
Personnel Benefits 8,763,047 10,520,186 13,340,570 13,340,570 12,024,995 15,867,138 18.9%
Supplies 9,565 16,176 19,928 23,928 7,971 24,428 22.6%
Other Services and Charges 2,205,346 2,330,895 2,749,598 2,725,598 2,399,788 2,913,419 6.0%
Intergovernmental Services 986 0 3,500 3,500 1,277 3,500 0.0%
Interfund Payments 151,080 270,820 5,181,618 5,181,618 5,170,290 239,868 -95.4%
Total 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7%
Staffing Levels by Division-Human Resources and Risk Management
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 5.50 7.50 7.50 7.50 7.50 6.00 -20.0%
Benefits 1.25 1.25 1.25 1.25 1.25 1.25 0.0%
Risk Management 2.25 3.25 2.25 2.25 2.25 1.75 -22.2%
Total FTE 9.00 12.00 11.00 11.00 11.00 9.00 -18.2%
Temp/Intermit Salaries &Benefits $ 24,833 $ 20,346 $ 10,505 $ 10,505 $ 8,295 $ 8,102 -22.9%
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Budget by Fund-Human Resources and Risk Management Page 180 of 548
Ir Administration Division
Mission Statement
10 Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to
employees,residents,and the general public.
2009 Accomplishments
• Reviewed and revised Human Resources policies.
• Developed and enhanced supervisory/managerial training program.
• Enhanced Human Resources technology.
2010 Goals
aw • Implement online application process.
Conduct leadership training.
• Train all employees in a new"Respect in the Workplace" policy.
11W Expenditure Budget by Category-Administration
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSalaries 348,579 448,460 523,592 512,224 517,537 424,422 -18.9%
Part-Time Salaries 22,860 18,737 9,771 9,771 7,532 8,102 -17.1%
Overtime 0 0 2,754 2,754 0 0 -100.0%
Personnel Benefits 106,239 151,407 203,368 203,368 169,201 126,186 -38.0%
Supplies 9,507 15,702 19,928 19,928 5,592 20,428 2.5%
Other Services and Charges 186,437 239,365 174,663 154,663 62,055 144,663 -17.2%
Interfund Payments 68,883 107,634 100,933 100,933 91,147 189,868 88.1%
Total 742,505 981,306 1,035,009 1,003,641 853,063 913,669 -11.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration and Civil Services Division
r 2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 5.50 7.50 7.50 7.50 7.50 6.00 -20.0%
Total FTE 5.50 7.50 7.50 7.50 7.50 6.00 -20.0%
Temp/Intermit Salaries &Benefits $ 24,833 $ 20,346 $ 10,505 $ 10,505 $ 8,295 $ 8,102 -22.9%
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Budget by Fund-Human Resources and Risk Management Page 181 of 548
Benefits Division
Mission Statement
Provide comprehensive,effective employee benefit services by administering and maintaining the City's self-
funded medical,dental,and vision plan,and comprehensive benefit package,which is vital for attracting and
maintaining qualified staff and promoting a healthy,productive workforce. Ensure consistent,accountable
compliance with federal,state,and City policies and regulations,and institute programs designed to promote the
well-being of our employees.
2009 Accomplishments
• Provided comprehensive benefit information to new,current,and terminating employees.
• Developed information,links,and benefit forms on the City website for the convenience of employees.
• Expanded City Wellness program to promote and improve quality of life,reduce occurrences of illness and
injury, reduce absences,and have a positive impact to the medical plan. Dramatically increased 06
participation by City employees in wellness activities. Increased communication by creating a wellness
intranet page.
• Replaced the Pharmacy Benefit Management agreement for an anticipated savings of$140,000 per year
in prescription benefits.
2010 Goals
• Facilitate FMLA and ADA training for supervisors and employees to include the updated Policies and
Procedures.
• Research healthcare cost containment savings strategies.
• Increase participation in Wellness Programs, including the number of employee educational Brown Bag
sessions per year.
Expenditure Budget by Category-Benefits
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
-Regula rSal aries 109,185 108,507 110,772 108,367 111,191 113,688 2.6%
Personnel Benefits 7,972,244 9,833,310 12,448,091 12,448,091 10,778,865 14,159,797 13.8%
Supplies 58 474 0 0 603 0 N/A
Other Services and Charges 352,546 312,997 434,733 434,733 320,560 434,733 0.0%
Intergovernmental Services 986 0 3,500 3,500 1,277 3,500 0.0%
Interfund Payments 39,048 54,457 42,337 42,337 40,795 0 -100.0%
Total 8,474,068 10,309,745 13,039,433 13,037,028 11,253,290 14,711,718 12.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Benefits
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 1.25 1.25 1.25 1.25 1.25 1.25 0.0%
Total FTE 1.25 1.25 1.25 1.25 1.25 1.25 0.0%
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Budget by Fund-Human Resources and Risk Management Page 182 of 548
yrt
r Risk Management Division
Mission Statement
Provide comprehensive loss control services by organizing, coordinating, and directing all activities related to the
Risk Management Division.
2009 Accomplishments
• Provided trained in-house ergonomic consults available upon request by City employees.
• Implemented and trained staff on revised Risk Management policies.
• Implemented annual Facility Self Inspection Program.
• Completed development of standardized contracts.
2010 Goals
• Create online claims reporting.
• All departments OSHA/WISHA compliant,with implemental policies,training,and follow-up.
• Create early return-to-work opportunities while increasing safety education to Shops, Parks,
Maintenance,and Police.
Expenditure Budget by Category-Risk Management Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 155,540 209,569 222,612 217,779 221,300 200,928 -9.7%
Personnel Benefits 684,564 535,469 689,111 689,111 1,076,928 1,581,155 129.4%
Supplies 0 0 0 4,000 1,777 4,000 100.0%
Other Services and Charges 1,666,363 1,778,533 2,140,202 2,136,202 2,017,174 2,334,023 9.1%
an Interfund Payments 43,149 108,729 5,038,348 5,038,348 5,038,348 50,000 -99.0%
Total 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular 2.25 3.25 2.25 2.25 2.25 1.75 -22.2%
Total FTE 2.25 3.25 2.25 2.25 2.25 1.75 -22.2%-
Budget by Fund-Human Resources and Risk Management Page 183 of 548
Human Resources and Risk Management Position Listing
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M30 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00
M20 Human Resources Analyst 2.00 3.00 3.00 3.00 3.00 3.00
N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
N11 Human Resources Systems Technician 1.00 1.00 1.00 1.00 1.00 0.50
N07 Secretaryll 1.00 1.00 1.00 1.00 1.00 0.00
Total Administration/Civil Service Commission 5.50 7.50 7.50 7.50 7.50 6.00
Benefits
M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25
M22 Senior Employee Benefits Analyst 0.00 1.00 1.00 1.00 1.00 1.00
M20 Employee Benefits Analyst 1.00 0.00 0.00 0.00 0.00 0.00
Total Benefits 1.25 1.25 1.25 1.25 1.25 1.25
Risk Management
M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25
M30 Risk Manager 0.00 1.00 1.00 1.00 1.00 1.00
M20 Safety Officer* 1.00 1.00 0.00 0.00 0.00 0.00
M17 Risk Management Analyst 0.00 1.00 1.00 1.00 1.00 0.00
N11 Admin Secretary/Risk MgmtAssistant 1.00 0.00 0.00 0.00 0.00 0.00
N11 Human Resources Systems Technician 0.00 0.00 0.00 0.00 0.00 0.50
Total Risk Management 2.25 3.25 2.25 2.25 2.25 1.75
Total Human Resources and Risk Management 9.00 12.00 11.00 11.00 11.00 9.00
*Retirement in 2009
Budget by fund-Human Resources and Risk Management Page 184 of 548 ,
•r.
�. Police
Police Chief
Kevin Milosevich
167.4 FTEs
Administrative
+�+ Support Score Manager
1 FTE 1 FTE
Chaplains/
Staff/Auxiliary
Volunteers
Aw
Jail
Records
Electronic Home
Detention
Field Operations Bureau Support Operations Bureau
Deputy Chief Deputy Chief
Tim Troxel Charles Marsalisi
84 FTEs 47 FTEs
Patrol Services Patrol Operations I Patrol Operations
North Sector South Sector Special Operations Investigations Administrative
Services
Animal Control Patrol Officers Police Officers Crime Analyst Detectives I Training
Parking
Enforcement Directed I School Resource
Enforcement Team I Evidence Officers Program
Traffic Unit Speciale Community i
Enforcement Team Advocate Programs
Narcotics
Detectives
Budget by Fund-Police Page 185 of 548
Police fA
Mission Statement I
The Renton Police Department, in partnership with our community, is dedicated to preventing crime, enforcing
laws,arresting offenders, resolving community problems,and improving the quality of life.
Description
The department assumes a leadership role in the community in addressing crime and safety-related concerns. This
role involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in
our community.
2007 2008 2009 2009 2009 2010 Change
Actual Actual First Half Adj Budget Budget Proposed 09/10
Operating Budget Summary 20,126,590 23,894,898 12,639,878 26,093,726 25,945,815 27,258,835 5.1%
CIPBudget Summa ry 0 0 856,865 820,000 3,000,000 0 -100.0%
Position Summary 171.20 175.20 167.40 167.40 167.40 167.40 0.0%
List of Police Renton Results Decision Packages:
Baseline Original Budget j
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100008.0001 Police Administration - 1 5.00 943,087 - 6.00 943,087
100008.0002 Harbor Patrol /Mercer Is - 39,060 - - 39,060 -
100008.0003 Valley Communications • - 1,619,466 - - 1,619,466 -
100008.0005 Investigations - 2,4 17.00 2,141,200 - 17.00 2,141,200
100008.0006 Evidence Function -4 4.00 435,665 - 3.00 347,692
100008.0007 Domestic Violence Victir 1.00 107,616 - 1.00 107,616 -
100008.0008 Directed Enforcement Te 6.00 807,557 - 6.00 807,557 =
100008.0009 Crime Analysis - 1 1.00 98,157 - 1.00 98,157
100008.0010 Wipe Out Graffiti - 1 - 20,000 - - 20,000
100008.0011 Special Enforcement Tea 9.00 1,404,159 130,693 9.00 1,404,159 130,693
100008.0012 Valley Narcotics Enforcer 1.00 118,974 - 1.00 118,974 -
100008.0013 P.A.T.R.O.L.-2,4 1.00 109,142 - 1.00 109,142 -
100008.0016 Community Programs - 1,: 2.00 233,625 - 2.00 233,625 -
100008.0018 Administrative Services - 4.00 583,383 - 4.00 583,383 -
100008.0019 Patrol Services -2,4 9.00 1,760,022 - 9.00 1,760,958 -
100008.0021 Auxiliary Services -Jail - 16.00 3,705,433 10,623 16.00 3,705,433 10,623
100008.0022 Electronic Home Detenti 2.00 321,570 116,000 2.00 321,570 116,000
100008.0024 Parking Enforcement-4 1.00 73,658 - 1.00 72,722 -
100008.0025 Staff Services -2,4 13.40 1,184,098 - 13.40 1,184,098 -
100008.0026 Animal Control -2,4 2.00 205,257 - 2.00 205,257 - -r
100008.0027 Patrol Operations - 2,4 67.00 8,007,143 - 66.00 7,962,016 -
100008.0028 Training Officer-2 2.00 452,532 - 1.00 452,532 - S
100008.0032 COPS Hiring Recovery Pro; 6.00 497,513 548,324 6.00 497,513 548,000
100008.0033 SCORE Startup Costs - 210,000 210,000 - -
600019.0002 Fleet Services Capital Re - 395,168 - - 325,493 -
Total 169.40 $25,473,485 $ 1,015,640 167.40 $25,060,710 $ 805,316
Police Performance Measures:
Budget by Fund-Police Page 186 of 548
Service Area Cases Filed Performance Measures 2008 2009 2010
�
Investigations 638 584 600
Cases Cleared Ratio 86% 96% 80%
Average Daily Booking N/A 7.2 10.8
Auxiliary Services -Jail Average Daily Population Renton Jail N/A 51 60
Average Daily Population King CountyJail N/A 2.7 3
Ca I I s fo r s e rvi ce 77,733 78,272 78,500
Response Time to Priority One Calls 2.9 min 2.7 min 3 min
Patrol Operations Arrests N/A 5,200 5,200
Annual crime rate perthousand population as compared
to other cities in South King County 56.4 55.4 tbd
Highlight of Budget Changes:
• Part Time Salaries increased $12k to cover part time help with the Wipe Out Graffiti program.
• Other Services and Charges increased by$321k to cover the rental of the red light cameras.
' • Interfund expenditures increased because of new Facilities($544k), Insurance($307k)and increase in IT
over 2008 by($172k)and a decrease in Fleet Services by($298k).
Budget by Fund-Police Page 187 of 548
Expenditure Budget by Division-Police
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 2,736,309 3,101,698 3,578,395 3,567,020 3,450,483 4,521,298 26.3%
Patrol Operations 7,059,603 8,630,136 9,501,468 9,468,565 8,575,228 8,960,916 -5.7%
Special Operations 0 1,249,228 1,718,608 2,116,803 2,327,533 2,448,847 42.5%
Patrol Services 1,555,665 1,730,415 1,621,971 2,195,130 2,410,862 2,196,271 35.4%
Investigations 2,777,566 2,689,906 2,882,790 2,904,431 2,992,214 2,752,930 -4.5%
Administrative Services 1,557,259 1,763,978 1,518,855 1,429,766 1,424,383 1,341,023 -11.7%
Staff Services 861,165 987,250 980,381 968,070 1,039,441 1,044,345 6.5%
Auxiliary Services 3,579,022 3,742,288 4,143,347 3,806,136 3,613,612 4,345,205 4.9%
Operating Total 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 6.4%
CI P 0 0 3,000,000 820,000 856,865 0 -100.0%
Total 20,126,590 23,894,898 28,945,815 27,275,921 26,690,621 27,610,835 -4.6% A
Expenditure Budget by Category-Police
2007 2008 2009 2009 2009 2010 Change =
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 10,149,879 12,111,057 13,030,256 12,750,983 13,017,045 13,740,447 5.5%
Pa rt-Time Salaries 0 26,111 1,000 13,000 33,750 13,000 1200.0%
Overtime 944,627 1,242,661 987,833 1,237,833 1,334,348 927,306 -6.1%
Personnel Benefits 3,402,438 4,340,590 4,884,020 4,884,020 4,865,194 4,762,674 -2.5%
Supplies 540,672 685,690 679,313 636,783 486,869 707,313 4.1%
Other Services and Charges 1,557,965 1,217,298 990,782 1,770,691 1,402,158 1,311,735 32.4%
Intergovernmental Services 2,808,520 2,773,057 3,260,706 3,050,706 2,625,824 3,247,242 -0.4%
Capital Outlay 0 0 25,500 25,500 7,099 25,500 0.0%
Interfund Payments 722,489 1,376,434 2,086,405 2,086,405 2,061,469 2,875,618 37.8%
Transfer Out 0 122,000 0 0 0 0 N/A
Operating Total 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 6.4%
CI P 0 0 3,000,000 820,000 856,865 0 -100.0%
Total 20,126,590 23,894,898 28,945,815 27,275,921 26,690,621 27,610,835 -4.6%
Staffing Levels by Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Ad m i n i s tra ti o n 5.00 5.00 5.00 5.00 5.00 6.00 20.0%
Patrol Operations 85.00 82.00 67.00 72.00 67.00 70.00 4.5%
Special Operations 2.00 14.00 18.00 18.00 18.00 18.00 0.0%
-Patrol Services 10.80 11.80 13.00 13.00 13.00 13.00 0.0%
Investigations 23.00 17.00 22.00 22.00 22.00 21.00 -4.5%
Admin Services 10.00 10.00 11.00 8.00 11.00 9.00 -18.2%
Staff Services 14.40 14.40 12.40 12.40 12.40 12.40 0.0%
Auxiliary Services 21.00 21.00 19.00 19.00 19.00 18.00 -5.3%
Total FTE 171.20 175.20 167.40 169.40 167.40 167.40 0.0%
Temp/Intermit Salaries and Bene $ - $ 29,300 $ 5,080 $ 17,080 $ 39,189 $ 13,000 155.9%
Budget by Fund-Police Page 188 of 549
r
Administration Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime, enforcing laws,arresting offenders, resolving community problems,
and improving the quality of life.
to 2009 Accomplishments
• A web-based crime map was developed so citizens can access the information via our web page. The
web-based map information is updated daily and allows citizens to review recent criminal activity in their
neighborhood.
• The city of Renton's crime rate as measured in incidents per thousand population was one of the lowest
rates in south King County.
• The department's annual report was revised and published on our web page.
• The 2009-2014 strategic plan was completed.
2010 Goals
• Expand video surveillance capabilities in the transit center to increase the sense of safety and to reduce
both the perception of crime and actual crime.
• Incorporate the newly developed Core Values across the organization.
�' • Plan and prepare for future growth and potential annexation.
• Enhancement of leadership capabilities department wide.
Expenditure Budget by Category-Administration Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 364,726 476,856 524,452 513,077 529,226 543,642 3.7%
Ove rti m e 365 759 5,814 5,814 346 5,814 0.0%
Personnel Benefits 97,855 138,884 160,877 160,877 160,479 156,139 -2.9%
Supplies 7,956 12,902 10,659 10,659 5,355 10,659 0.0%
Other Services and Charges 206,987 278,263 170,962 170,962 219,077 27,642 -83.8%
Intergovernmental Services 1,335,933 1,583,100 1,651,026 1,651,026 1,531,831 1,651,026 0.0%
Capital Outlay 0 0 25,500 25,500 0 25,500 0.0%
Interfund Payments 722,489 610,934 1,029,105 1,029,105 1,004,169 2,100,876 104.1%
Operating Total 2,736,309 3,101,698 3,578,395 3,567,020 3,450,483 4,521,298 26.3%
CI P 0 0 3,000,000 820,000 856,865 0 -100.0%
Total 2,736,309 3,101,698 6,578,395 4,387,020 4,307,348 4,521,298 -31.3%
' Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 5.00 5.00 5.00 5.00 5.00 6.00 20.0%
Budget by Fund-Police Page 189 of 548
Patrol Operations Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime, enforcing laws,arresting offenders, resolving community problems,
and improving the quality of life.
2009 Accomplishments
• Identified ways to increase productivity and efficiency. Two examples of this were the implementation of
the verified alarm process and the bank alarm response procedure.
• Continued to utilize computer statistics and crime analysis to more effectively deploy resources.
• Coordinated our efforts with other divisions to address chronic policing problems within the City. One
example was the joint effort of Patrol Operations, Special Operations and Crime Prevention to reduce
crime and the perception of crime at several south end apartment complexes.
• Decreased both the perception of crime and actual crime in the downtown and highlands area by
increasing extra patrols and special projects. The increased visibility also enhanced our relationships with
residents and businesses in those areas.
2010 Goals
• Utilize crime analysis data to focus patrol efforts in problem areas. ,
• Increase the number of positive police contacts in areas of heightened concern,by participating in
community meeting and events.
• Hire and train additional Field Training Officers in anticipation of future growth and potential annexations.
• Leverage technology to enhance efficiency: Utilize in-car video cameras and SECTOR collision/citation '
software to speed the processing of routine paperwork and reduce officer court time.
Expenditure Budget by Category-Patrol Operations Division ,
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
-Regula r Sa I a ries 4,724,769 5,671,430 6,269,102 6,236,199 5,379,987 6,020,837 -4.0%
Overtime 366,713 512,257 376,278 376,278 495,618 376,278 0.0%
Personnel Benefits 1,542,383 1,942,930 2,073,681 2,073,681 1,930,210 2,017,207 -2.7%
Supplies 23,736 13,739 35,327 35,327 18,037 35,327 0.0% '
Oth e r Se rvi ce s and Ch a rge s 402,002 15,080 17,380 17,380 21,675 17,380 0.0%
Interfund Payments 0 474,700 729,700 729,700 729,700 493,887 -32.3%
Total 7,059,603 8,630,136 9,501,468 9,468,565 8,575,228 8,960,916 -5.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Operations Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 85.00 82.00 67.00 72.00 67.00 70.00 4.5%
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Budget by Fund-Police Page 190 of 548
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Special Operations Division Goals
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime,enforcing laws,arresting offenders, resolving community problems,
and improving the quality of life.
2009 Accomplishments
• Worked cooperatively with the Community& Economic Development Department, City Attorney's Office,
Fire Department and Community Services to address various quality of life issues,which arose throughout
the year,by using the City's REACT program.
• Developed and disseminated crime analysis bulletins that were used to identify crime trends as well as
prolific offenders,who accounted for a vast majority of crime occurring in the City.
• Utilized the crime analysis information by conducting proactive operations that resulted in the
apprehension and conviction of numerous repeat and prolific offenders.
2010 Goals
• Work cooperatively with other City departments and various community resources to address quality of
life issues through the city.
• Develop and disseminate meaningful crime analysis information to enhance the department's efforts to
identify crime trends and repeat offenders.
• Deploy personnel to conduct proactive operations to observe criminal conduct and apprehend offenders
by utilizing crime analysis information.
• Reduce the impact of street gangs on the community by targeting known gang members, increasing our
rlllr involvement with regional gang task forces and facilitating the prompt removal of graffiti.
• Reduce the impact of drugs in our community by aggressively targeting middle and lower level drug
dealers who supply our community with illicit drugs.
Expenditure Budget by Category-Special Operations Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 0 776,260 1,090,143 1,066,534 1,448,932 1,537,524 41.0%
Part-Time Salaries 0 0 0 12,000 7,611 12,000 100.0%
Overtime 0 96,255 121,176 121,176 140,779 86,190 -28.9%
Personnel Benefits 0 275,064 387,945 387,945 547,242 549,896 41.7%
Supplies 0 7,252 9,184 17,684 21,526 37,184 304.9%
Other Services and Charges 0 94,397 110,160 511,464 161,442 226,053 105.2%
Total 0 1,249,228 1,718,608 2,116,803 2,327,533 2,448,847 42.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Special Operations Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 2.00 14.00 18.00 18.00 18.00 18.00 0.0%
Temp/IntermitSa la ries &Benefit $ - $ - $ $ 12,000 $ 8,680 $ 12,000 100.0%
Budget by Fund-Police Page 191 of 548
Patrol Services Division
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Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime,enforcing laws,arresting offenders, resolving community problems,
and improving the quality of life
2009 Accomplishments
• Continued to develop and monitor the Photo Enforcement Program. Completed a program review after
the first year of use,and made appropriate recommendations and changes in the program.
• Coordinated our efforts with other city departments to address chronic traffic problems and concerns
within the city.
• Identified ways to increase productivity and efficiency by leveraging new technology for parking
enforcement activities.
• Implemented technology used by State of Washington to transfer in-field data from driver's licenses and
vehicle registrations onto required citations and forms.
2010 Goals
• Utilize the media as an avenue to improve communications citywide by using the city's website to post ,
viable, current information for the citizens regarding high enforcement areas and photo enforcement
enhancements or changes.
• Improve the quality of life in neighborhoods by focusing resources on areas of reported traffic-related
safety and concerns and by providing an 360 degree complaint response model. ,
• Proactively take leadership roles in regional issues and collaborative efforts by placing resources on
regional group assignments and providing high quality regional traffic related training.
Expenditure Budget by Category-Patrol Services Division
2007 2008 2009 2009 2009 2010 Change '
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSal aries 861,788 818,290 777,909 761,068 1,010,258 994,423 27.8%
Overtime 174,028 173,008 146,379 396,379 262,451 146,379 0.0%
Personnel Benefits 301,670 321,565 346,941 346,941 414,205 372,093 7.2% '
Supplies 16,570 27,301 17,646 17,646 16,403 17,646 0.0%
Other Services and Charges 187,668 195,540 154,932 494,932 542,847 508,396 228.1%
Intergovernmental Services 13,940 16,211 13,464 13,464 0 0 -100.0%
Interfund Payments 0 178,500 164,700 164,700 164,700 157,334 -4.5%
Total 1,555,665 1,730,415 1,621,971 2,195,130 2,410,862 2,196,271 35.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 10.80 11.80 13.00 13.00 13.00 13.00 0.0%
Budget by Fund-Police Page 192 of 548
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Investigation Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime, enforcing laws,arresting offenders,resolving community problems,
and improving the quality of life.
2009 Accomplishments
• Reduced the inventory of evidence/property held in property room with the addition of a third Evidence
Technician. The department properly disposed of over 100 percent more items in 2009 as compared to
2008.
to • Expanded the duties of Police Cadets to include the response to crime scenes.
• Worked in conjunction with the Special Operations Division and Patrol Division to identify and apprehend
Top Ten Offenders(RENSTAT).
• Refined the case assignment criteria based on changes to King County filing standards, Renton Municipal
Court policies,and the City Prosecutor caseload levels.
2010 Goals
• Successful implementation of Evidence-On-Q data system.
• Increase use of Evidence Technicians to respond to incidents of crime to utilize patrol officers time more
efficiently.
• Facilitate and direct the new TOP 3 program to provide attention to prioritized and specified places,
problems,and/or people.
• Work together with other local agencies to create Regional Major Crime Response Team to respond to
major incidents.
• Reorganize the division into two distinct units, Major Crimes supervised by one sergeant, and Property
Crimes supervised by one sergeant.
Expenditure Budget by Category-Investigation Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Sa la ries 1,756,315 1,756,187 1,878,567 1,838,013 1,961,850 1,889,041 0.6%
Part-Time Salaries 0 13,761 1,000 1,000 26,139 1,000 0.0%
Overtime 178,552 180,183 142,643 142,643 151,430 142,322 -0.2%
Personnel Benefits 595,676 626,673 693,502 693,502 688,094 626,794 -9.6%
Supplies 17,160 17,403 24,014 47,604 28,140 24,014 0.0%
Other Services and Charges 229,863 26,898 27,564 66,169 10,869 22,480 -18.4%
Intergovernmental Services 0 0 0 0 3,094 0 N/A
Interfund Payments 0 68,800 115,500 115,500 115,500 47,279 -59.1%
Total 2,777,566 2,689,906 2,882,790 2,904,431 2,992,214 2,752,930 -4.5%
' Staffing Levels(Full-Time Equivalent Employees-FTE)-Investigation Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 23.00 17.00 22.00 22.00 22.00 21.00 -4.5%
Temp/Intermit Salaries and Bene $ $ 15,918 $ 5,080 $ 5,080 $ 30,509 $ 1,000 -80.3%
Budget by Fund-Police Page 193 of 548
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Administrative Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional
law enforcement services by preventing crime,enforcing laws,arresting offenders, resolving community problems,
and improving the quality of life.
2009 Accomplishments
• Received a grant as part of the Federal Stimulus Package for $1.6 million over three years for six police
officer positions.
Organized and completed a highly attended National Night Out event. Selected as a National Award
Winner for "outstanding participation in the 26th Annual National Night Out crime, Drug, and Violence
prevention program" by National Association of Town Watch.
• Selected and trained new members to the Training Unit, including Training Officer, Firearms Instructor,
and Defensive Tactics Instructor.
• Scheduled and completed an accreditation preliminary review of the 5th edition standards.
2010 Goals
• Staff and train a new Renton police department recruiting team. '
• Attract and recruit high quality personnel to meet future annexation needs.
• Conduct a Teen Citizen's academy.
• Staff and implement a Crime Resistant Multi-Housing program upon completion of a city ordinance.
• Successfully complete an onsite inspection of Renton police department's policies and practices by the '
Commission for Accreditation of Law Enforcement Agencies.
Expenditure Budget by Category-Administrative Services Division i
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSaIaries 807,707 841,225 669,189 654,720 777,102 610,059 -8.8%
Overtime 109,787 120,346 84,919 84,919 75,007 59,699 -29.7%
Personnel Benefits 275,637 291,592 315,659 315,659 266,988 185,493 -41.2%
Supplies 254,419 394,271 337,256 262,636 212,415 337,256 0.0% ,
Other Services and Charges 109,709 85,443 77,032 77,032 58,071 77,032 0.0%
Interfund Payments 0 31,100 34,800 34,800 34,800 71,484 105.4%
Total 1,557,259 1,763,978 1,518,855 1,429,766 1,424,383 1,341,023 -11.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administrative Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 10.00 10.00 11.00 8.00 11.00 9.00 -18.2%
Budget by Fund-Police Page 194 of 548
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Staff Services Division
rr
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive and
r
professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving
community problems,and improving the quality of life.
2009 Accomplishments
• • Increased efficiencies and reduced paper consumption through expanded scanning and electronic
transmission of reports.
• Reviewed public records policies to ensure compliance with the State Auditor's recommendations.
2010 Goals
I • Implement MDC mobile update revision 3.1 to work in conjunction with our records management system.
• Utilize Washington state archives to store records over 3 years until destruction date.
• Fill authorized vacancy in division to reduce overtime by 60 percent.
• Utilize police cadet resources to assist with non-essential record management tasks i.e., FIRs, written
warnings,and case destruction.
Expenditure Budget by Category-Staff Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSaIaries 593,227 587,785 567,025 554,714 599,153 687,690 21.3%
Part-Time Salaries 0 12,350 0 0 0 0 N/A
Overtime 28,841 101,349 40,040 40,040 140,395 40,040 0.0%
' Personnel Benefits 199,061 231,915 318,232 318,232 246,300 261,531 -17.8%
Supplies 9,507 28,608 19,950 19,950 7,952 19,950 0.0%
Other Services and Charges 30,529 25,243 35,134 35,134 45,642 35,134 0.0%
Total 861,165 987,250 980,381 968,070 1,039,441 1,044,345 6.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Staff Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 14.40 14.40 12.40 12.40 12.40 12.40 0.0%
Temp/Intermit Salaries &Benefit $ $ 13,382 $ - $ - $ - $ - N/A
I
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t
1
Budget by Fund-Police Page 195 of 548
Auxiliary Services Division
1d
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing comprehensive and
professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving
community problems,and improving the quality of life.
2009 Accomplishments
• Began design and construction of South Correctional Entity Regional Jail (SCORE).
• Reduced the number of subjects booked/housed at the King County jail by utilizing contracted inmate
space availability at other jail facilities.
• Increased the inmate capacity from 48 to 60 within the Renton jail.
2010 Goals ,
• Increase Electronic Home Detention (EHD)participants to a daily average of 42.
• Reduce the number of inmates out-placed to other jails by 30 percent.
• Research the possibilities of introducing a work release program when SCORE opens in June 2011. ,
Expenditure Budget by Category-Auxiliary Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10 10
Regu I a r Sa I a ries 1,041,348 1,183,023 1,253,869 1,126,658 1,310,538 1,457,231 16.2%
Ove rti me 86,341 58,504 70,584 70,584 68,322 70,584 0.0%
Personnel Benefits 390,154 511,968 587,183 587,183 611,677 593,521 1.1%
Supplies 211,325 184,214 225,277 225,277 177,041 225,277 0.0%
Other Services and Charges 391,207 496,434 397,618 397,618 342,536 397,618 0.0%
Intergovernmental Services 1,458,647 1,173,746 1,596,216 1,386,216 1,090,899 1,596,216 0.0%
Interfund Payments 0 12,400 12,600 12,600 12,600 4,758 -62.2%
Transfer Out 0 122,000 0 0 0 0 N/A
Total 3,579,022 3,742,288 4,143,347 3,806,136 3,613,612 4,345,205 4.9%
i
ill
Staffing Levels(Full-Time Equivalent Employees-FTE)-Auxiliary Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 21.00 21.00 19.00 19.00 19.00 18.00 -5.3%
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Budget by Fund-Police Page 196 of 548
Police Department Position Listing(1 of 2)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Administration
Commissioned Officers
M49 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00
M45 Police Deputy Chief 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
Non-Commissioned Personnel
M36 Police Manager 0.00 0.00 0.00 0.00 0.00 1.00
PN55 Police Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 2.00 2.00 2.00 2.00 2.00 3.00
Total Administration Division 5.00 5.00 5.00 5.00 5.00 6.00
Patrol Operations
Commissioned Officers
M36 Commander 2.00 2.00 2.00 2.00 2.00 2.00
PC61 Serge a nt 9.00 9.00 8.00 8.00 8.00 8.00
PC60 Police Officer-Pa tro 1 z 74.00 67.00 53.00 56.00 53.00 0.00
PC60 Po 1 i ce Officer-Pa tro 1 3 0.00 0.00 3.00 5.00 0.00 60.00
PC60 Police Officer-Patrol 1 0.00 3.00 0.00 0.00 3.00 0.00
Total Commissioned Officers 85.00 81.00 66.00 71.00 66.00 70.00
Non-Commissioned Personnel
PN51 Police Secretary 0.00 1.00 1.00 1.00 1.00 0.00
Total Non-Commissioned 0.00 1.00 1.00 1.00 1.00 0.00
Total Patrol Operations Division 85.00 82.00 67.00 72.00 67.00 70.00
Special Operations
Commissioned Officers
M36 Commander 0.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 0.00 2.00 2.00 2.00 2.00 2.00
PC60 Police Officer-Patrol 0.00 6.00 11.00 11.00 11.00 12.00
PC60 Police Officer-Bicycle Patrol 0.00 1.00 1.00 1.00 1.00 0.00
PC60 Police Officer-Gambling Tax Enforcement 1.00 1.00 0.00 0.00 0.00 0.00
PC60 Police Officer-V N ET 0.00 1.00 1.00 1.00 1.00 1.00
PC61 Police Officer-Auto Theft Task Force 0.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 1.00 13.00 17.00 17.00 17.00 17.00
Non-Commissioned Personnel
PN61 Crime Analyst 0.00 1.00 0.00 0.00 0.00 0.00
PN54 Crime Analyst 1.00 0.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00
Total Special Operations Division 2.00 14.00 18.00 18.00 18.00 18.00
1 Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments to other public
agencies
Z Includes 4.0 FTE's unfunded as of 7/1/09
3Includes 6.0 FTE's funded as of 7/1/09 bythe COPS ARRA Grant
Patrol Services
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer-Traffic 6.00 6.00 8.00 8.00 8.00 8.00
Total Commissioned Officers 8.00 8.00 10.00 10.00 10.00 10.00
Non-Commissioned Personnel
PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00
PB50 Parking Enforcement Officer 0.80 1.80 1.00 1.00 1.00 1.00
PN50 Traffic Controller 0.00 0.00 0.00 0.00 0.00 0.00
Total Non-Commissioned 2.80 3.80 3.00 3.00 3.00 3.00
Budget by Fund-Police Page 197 of 548
4
Total Patrol Services Division 10.80 11.80 13.00 13.00 13.00 13.00
Investigations
Police Department Position Listing(2 of 2)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Commissioned Officers
M36 Commander 2.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 3.00 2.00 3.00 3.00 3.00 3.00
PC60 Police Officer/Detectives 13.00 9.00 13.00 13.00 13.00 13.00
Total Commissioned Officers 18.00 12.00 17.00 17.00 17.00 17.00
Non-Commissioned Personnel
PN61 Domestic Violence Victim Advocate 1.00 1.00 1.00 1.00 1.00 1.00
PN53 Evidence Technician 3.00 3.00 3.00 3.00 3.00 2.00
PN51 Police Secretary 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 4.00
Total Investigations Division 23.00 17.00 22.00 22.00 22.00 21.00 ry
Administrative Services
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 2.00
PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer-Youth Programs 2.00 0.00 1.00 0.00 1.00 0.00
PC60 Police Officer-SRO 2 1.00 2.00 2.00 0.00 2.00 2.00 W
PC60 Police Officer-Training 1.00 2.00 2.00 2.00 2.00 1.00
PC60 Police Officer-C1TCInstructor 1.00 1.00 1.00 1.00 1.00 0.00
Total Commissioned Officers 7.00 7.00 8.00 5.00 8.00 6.00
Non-Commissioned Personnel
PN54 Police Community Program Coordinator 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
Total Non-Commissioned Personnel 3.00 3.00 3.00 3.00 3.00 3.00
Total Administrative Services Division 10.00 10.00 11.00 8.00 11.00 9.00
Staff Services
Non-Commissioned Personnel
PN58 Police Service Specialist Supervisor 2.00 2.00 1.00 1.00 1.00 1.00
PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00
PN62 Police Svc Specialist-GamblingTaxEnforce ment 1.00 1.00 1.00 1.00 1.00 0.00
PN62 Police Service Specialist 10.40 10.40 9.40 9.40 9.40 10.40
Total Non-Commissioned 14.40 14.40 12.40 12.40 12.40 12.40
Total Staff Services Division 14.40 14.40 12.40 12.40 12.40 12.40
Auxiliary Services(Jail)
Non-Commissioned Personnel
M36 Police Manager 1.00 1.00 1.00 1.00 1.00 0.00
PN59 Jail Sergeant 2.00 2.00 2.00 2.00 2.00 2.00
PN 52 Jailer 14.00 14.00 12.00 12.00 12.00 13.00
PN52 Transportlailer 0.00 0.00 0.00 0.00 0.00 0.00 '
PN 52 J a i l e r s 1.00 1.00 1.00 1.00 1.00 0.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned Personnel 19.00 19.00 17.00 17.00 17.00 16.00
Total Auxiliary Services(Jail) 19.00 19.00 17.00 17.00 17.00 16.00
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
PN56 Electronic Home Detention Jailer 2.00 2.00 2.00 2.00 2.00 2.00
Total Non-Commissioned Personnel 2.00 2.00 2.00 2.00 2.00 2.00
Total Auxiliary Services(Electronic Home Detention) 2.00 2.00 2.00 2.00 2.00 2.00
Total Auxiliary Services Division 21.00 21.00 19.00 19.00 19.00 18.00
Total Commissioned Officers 122.00 124.00 121.00 123.00 121.00 123.00
Budget by Fund-Police Page 198 of 548
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r Fire & Emergency Services
4� Interim Fire Chief
Mark Peterson
152 FTEs
dw
i Administrative
Support
1 FTE
r
FAinistrative I
Staff
6 FTEs
i
Emergency Safety
Response Operations Illi Management/Community Risk Safety&Support Services
Deputy Chief Reduction Interim Deputy Chief
Bill Flora Deborah Needham Provisional
124 FTEs
i
10 FTEs 9 FTEs
Incident Emergency I Chaplains/ T
Incident Response i [,management Hazard Mitigation Management StaffVolunteers Special Operations
i
� Fire Station Staffing -- `— Inspections/
and Management Fire Suppression Investigations I Health and Safety if
Pre-Incident Survey Emergency Medical Plan Review Training and
Development
Post-Incident Technical Rescue L Hazmat Mitigation Logistics^1
Analysis I (Equipment,
Facilities,
Apparatus)
Hazardous
Materials
IN
" Budget by Fund-Fire and Emergency Services Page 199 of 548
iw
Fire & Emergency Services
Mission Statement
To maintain a safe and livable city through:
• The reduction of risks to our community;
• The efficient and effective response to escalating emergencies;and
• A culture of safety and support for our members.
R
Description
The department fulfills its mission through three core services: Response Operations, Emergency
Management/Community Risk Reduction, and Safety and Support Services. External services include community
risk reduction activities that meet the needs of our community prior to an emergency and response operations
activities focused on reacting to calls for service and assisting customers as they return to a normal or better
condition. Internal services focus primarily on the safety and support of department members, while maintaining
effective linkage between the department and the remainder of the city.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4%
CIP Budget Summary 300,000 300,000 300,000 300,000 300,000 560,000 86.7% '
Position Summary 122.00 135.00 157.00 155.00 155.00 152.00 -3.2%
List of Fire&Emergency Services Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100009.0002 Administrative Services f 17.50 2,412,488 16.50 2,210,809
100009.0003 EMS and Fire/Rescue Svc 78.00 9,558,056 897,095 78.00 9,437,698 909,595
100009.0004 Emergency Management 2.00 296,115 35,000 2.00 296,115 150,462
100009.0005 Fire Code Inspect/Enford 10.00 1,142,235 157,225 8.00 936,700 257,250
100009.0006 EMS and Fire/Rescue Svs 18.50 2,404,474 1,274,723 18.50 2,432,870 1,274,723
100009.0007 EMS and Fire/Rescue Svs 29.00 3,947,872 4,925,653 29.00 3,919,541 4,280,000
100009.0008 F&ES Health &Wellness - 25,000 25,000 - 25,000 25,000
100009.0011 Basic Life SupportTransr - - - - 228,000 -
600019.0002 Fleet Services Capital Re - 503,491 - 247,571
Total 155.00 $20,289,731 $ 7,314,696 152.00 $19,734,303 $ 6,897,030
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Budget by Fund-Fire and Emergency Services Page 200 of 548 ,
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Fire&Emergency Services Performance Measures:
Service Area Performance Measures 2008 2009 2010
Percentage of the annual work plan goals completed within the
r! calendaryear.
N/A 90% 90%
Administrative Percentage of required training requires no non-reimbursable
Services for F&ES expenditure of overtime.
N/A 75% 75%
Percentage of responses to internal service requests that are filled
solelythrough Department resources are done within 1 business day. N/A 90% 90%
Maintain an aspirational response time goal forthe first arriving unit
of EMS and of 7 minutes 30 seconds or better 90%of the time. N/A 100% 100%
Fire/Rescue SUVs Maintain an aspirational response time goal fora firstalarm
for COR assignment with a minimum of 15 personnel to a working fire N/A 95% 100%
incident of 15 minutes and 0seconds or better 90%of the time.
Provide EMS response within 7 minutes 30 seconds or better 90%of
the time. N/A 100% 100%
EMS and Provide fire response with first unit on location within 7 minutes 30
Fire/Rescue Svs seconds or better 90%of the time. N/A 100% 100%
for KCFD#40 Provide full first alarm response with a minimum 15 personnel to a
working fire incident of 20 minutes 0seconds or better 90%of the N/A 100% 100%
t time.
Highlight of Budget Changes:
• Overtime expenditures increased $100k to help keep Station 14 Aid Car running and contractual
obligations.
• Interfund expenditures increased because of new Facilities($663k), Insurance($260k),Communications
Ir
($183k)and a decrease in Fleet Services by($365k).
• CIP expenditures increased$260k to cover debt service on the Fire Station 13 promissory note.
11!
Ilr
Budget by Fund-Fire and Emergency Services Page 201 of 548
Expenditure Budget by Division-Fire&Emergency Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Response Operations 12,251,667 16,087,582 15,779,059 15,100,109 15,727,583 16,425,247 4.1% B
Safety&Support Services 2,496,115 4,340,076 3,845,201 3,715,317 3,032,764 4,125,092 7.3% A
Community Risk Reduction 903,584 1,343,859 1,681,376 1,809,174 1,618,544 1,276,770 -24.1%
Operating Total 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4%
CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7%
Total 15,951,366 22,071,518 21,605,636 20,924,600 20,678,891 22,387,109 3.6%
Expenditure Budget by Category-Fire&Emergency Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 9,496,232 12,299,258 13,677,280 13,185,640 13,260,573 13,751,851 0.5%
Part-Time Salaries 2,856 16,212 0 0 0 0 N/A
Overtime 1,356,639 2,264,056 724,602 560,454 709,420 825,291 13.9%
Personnel Benefits 2,427,138 3,401,347 4,113,832 4,113,832 3,823,126 3,743,682 -9.0%
Supplies 217,836 793,086 267,936 391,198 355,706 249,937 -6.7%
Other Services and Charges 1,051,297 329,427 460,201 417,738 263,427 441,050 -4.2%
Intergovernmental Services 151,654 271,988 283,050 283,050 329,533 283,049 0.0%
Capital Outlay 420,989 547,111 191,872 51,672 18,631 191,872 0.0%
Interfund Payments 526,726 1,849,032 1,586,863 1,586,863 1,618,474 2,340,377 47.5%
Transfer Out 0 0 0 34,153 0 0 N/A
Operating Total 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4%
CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7%
Total 15,951,366 22,071,518 21,605,636 20,924,600 20,678,891 22,387,109 3.6%
Staffing Levels by Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Response Operations 100.00 112.00 125.00 125.00 125.00 125.00 0.0%
Safety&Support Services 10.00 10.00 14.00 14.00 14.00 14.00 0.0%
Community Risk Reduction 12.00 13.00 18.00 16.00 16.00 13.00 -27.8%
Total FTE 122.00 135.00 157.00 155.00 155.00 152.00 -3.2%
Temp/Intermit Salaries and Ben $ 3,163 $ 18,129 $ $ $ 53 $ N/A
i
t
1
1
Budget by Fund-Fire and Emergency Services Page 202 of 548
IN
Response Operations
Mission Statement
irr To provide efficient and effective response to escalating emergencies.
2009 Accomplishments
to • Develop department specific Incident Management Field Operations Guide.
• Review and update pre-incident plans at all identified high value/high hazard occupancies.
' Initiate coordination with Valley Communications for eventual implementation of an automated pre-
•
incident plan as part of the CAD system.
2010 Goals
' Evaluate options and implement methods to improve efficiencies in deployment models with current
resources.
• Initiate development of a 5-10 year master plan for Response Operations to include a predictive model for
future incident call volume patterns.
• Achieve NIMS compliance on working incidents 100 percent of the time.
' Complete specifications for a heavy rescue vehicle.
I1 ' Utilize King County pilot RAMPART project to springboard our department's public access defibrillator
program to become a system-wide program.
Expenditure Budget by Category-Response Operations Division
to 2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSal aries 7,837,500 9,615,630 10,783,730 10,383,928 11,067,324 11,720,857 8.7%
Overtime 1,209,211 2,109,806 621,034 508,886 659,831 739,063 19.0%
r Personnel Benefits 1,980,125 2,642,444 3,272,523 3,272,523 3,092,563 3,148,135 -3.8%
Supplies 57,646 109,402 75,000 26,000 16,519 77,000 2.7%
Other Services and Charges 764,544 23,206 28,700 40,700 33,450 29,100 1.4%
Capital Outlay 402,641 513,141 146,372 16,372 6,116 171,372 17.1%
Interfund Payments 0 1,073,953 851,700 851,700 851,781 539,720 -36.6%
Total 12,251,667 16,087,582 15,779,059 15,100,109 15,727,583 16,425,247 4.1%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Response Operations Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 100.00 112.00 125.00 125.00 125.00 125.00 0.0%
Budget by Fund-Fire and Emergency Services Page 203 of 548
Safety&Support Services
Mission Statement
To foster a culture of safety and support for our members.
2009 Accomplishments
• Review and revise,as necessary,probationary and performance evaluation processes.
• Transition to electronic staffing system.
2010 Goals
• Reorganize Safety/Training's recordkeeping process to include the purchase and implementation of
software for required training.
• Implement and manage a three-year driver training program for all members per state standards.
• Implement an asset management system to include inventory control,budget management and
protection.
• Further define the Logistics Division through new and updated policies,to include a completed Logistics
Division desk manual.
• Evaluate and achieve efficiencies in the administrative function of the organization.
Expenditure Budget by Category-Safety&Support Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regular Salaries 1,070,953 1,778,718 1,772,312 1,693,773 1,176,785 1,185,180 -33.1%
Part-Time Salaries 2,856 0 0 0 0 0 N/A
Overtime 112,246 102,077 60,728 26,728 19,988 45,228 -25.5%
Personnel Benefits 258,647 447,342 472,011 439,013 357,373 309,900 -34.3%
Supplies 129,522 647,472 152,436 272,636 259,833 152,437 0.0%
Other Services and Charges 243,512 280,179 366,001 237,501 150,543 349,450 -4.5%
Intergovernmental Services 151,654 271,988 283,050 283,050 329,533 283,049 0.0%
Capital Outlay 0 32,965 44,000 33,800 12,516 19,000 -56.8%
Interfund Payments 526,726 779,334 694,663 694,663 726,193 1,780,848 156.4%
Transfer Out 0 0 0 34,153 0 0 N/A
Operating Total 2,496,115 4,340,076 3,845,201 3,715,317 3,032,764 4,125,092 7.3%
CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7%
Total 2,796,115 4,640,076 4,145,201 4,015,317 3,332,764 4,685,092 13.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Safety&Support Services Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total HE 10.00 10.00 14.00 14.00 14.00 14.00 0.0%
Temp/Intermit Salaries and Beni $ 3,163 $ 40 $ - $ - $ 53 $ - N/A
t�
Budget by Fund-Fire and Emergency Services Page 204 of 548
OW Emergency Management/Community Risk Reduction
Mission Statement
To work with resident and other agencies to bring about the reduction of risks to our community.
Iw
2009 Accomplishments
• Pursue Emergency Management capital investments.
111
' Prepare for accreditation by the Emergency Management Accreditation Program(EMAP).
• Implement a communication notification system.
• Initiate City-wide continuity of operations planning.
• Expand alternate communications capabilities for reliable use during disasters.
• Revise the Citizen CPR Program.
• Review 2009 International Fire Code and initiate local ordinance drafts.
• Recommend appropriate revisions to the fire mitigation and permit fee structures.
2010 Goals
• Develop and implement an all-hazards public awareness campaign.
• Implement a revised damage assessment process to achieve better situational awareness in an
emergency.
• Recommend adoption of the 2009 Renton Fire Code.
• Conduct a major disaster exercise.
' Initiate development of a Local Emergency Planning Committee.
OW Expenditure Budget by Category-Community Risk Reduction Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula r Sa la ries 587,778 904,910 1,121,238 1,107,939 1,016,464 845,814 -24.6%
Part-Time Salaries 0 16,212 0 0 0 0 N/A
Overtime 35,182 52,173 42,840 24,840 29,600 41,000 -4.3%
Personnel Benefits 188,366 311,560 369,298 402,296 373,191 285,647 -22.7%
Supplies 30,669 36,212 40,500 92,562 79,354 20,500 -49.4%
Other Services and Charges 43,241 26,042 65,500 139,537 79,435 62,500 -4.6%
Capital Outlay 18,348 1,005 1,500 1,500 0 1,500 0.0%
Interfund Payments 0 -4,255 40,500 40,500 40,500 19,809 -51.1%
OB Total 903,584 1,343,859 1,681,376 1,809,174 1,618,544 1,276,770 -24.1%
ir! Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Risk Reduction
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 12.00 13.00 18.00 16.00 16.00 13.00 -27.8%
Temp/Intermit Salaries &Benefi $ - $ 18,089 $ $ - $ - $ N/A
r
f
u Budget by Fund-Fire and Emergency Services Page 205 of 548
40
Fire&Emergency Services Department Position Listing
2007 2008 2009 2009 2009 2010 'r
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Response Operations
M45 DeputyChief(Response Operations) 0.00 1.00 1.00 1.00 1.00 1.00
F73 Battalion Chief 3.00 3.00 6.00 6.00 6.00 6.00
F72 Captain 5.00 6.00 6.00 6.00 6.00 6.00 A
F71 Lieutenant 13.00 13.00 18.00 18.00 18.00 16.00 1
F70 Firefighter 78.00 88.00 93.00 93.00 93.00 95.00
Total Commissioned Members 99.00 111.00 124.00 124.00 124.00 124.00
A09 Administrative Secretary1 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
Total Response Operations Section 100.00 112.00 125.00 125.00 125.00 125.00
Safety&Support Services
M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00
M45 Deputy Chief(Response Operations) 1.00 0.00 0.00 0.00 0.00 0.00 40
M45 Deputy Chief(Community Risk Reduction) 1.00 0.00 0.00 0.00 0.00 0.00
M45 Deputy Chief(SafetyandSupportServices) 0.00 1.00 1.00 1.00 1.00 1.00
F73 Battalion Chief 1.00 1.00 0.00 0.00 0.00 0.00 40
F72 Ca pta i n 1.00 1.00 2.00 2.00 2.00 2.00
F71 Lieutenant 1.00 1.00 2.00 2.00 2.00 4.00
F70 Firefighter 78.00 0.00 4.00 4.00 4.00 2.00
Total Commissioned Members 6.00 5.00 10.00 10.00 10.00 10.00
N114 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary1 0.00 0.00 1.00 1.00 1.00 1.00 s
N11 Administrative Secretary 11 1.00 0.00 0.00 0.00 0.00 0.00 20
A11 Communications Specialist 0.00 1.00 0.00 0.00 0.00 0.00
A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00
A07 Data Base Systems Technician 0.00 0.00 0.00 0.00
A05 Secreta ry 1 1.00 1.00 0.00 0.00 0.00 0.00
A05 Office Assistant 111 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 4.00 5.00 4.00 4.00 4.00 4.00
Total Safety&Support Services Section 10.00 10.00 14.00 14.00 14.00 14.00
Community Risk Reduction
M45 Deputy Chief(Community Risk Reduction) 0.00 1.00 1.00 1.00 1.00 0.00 '
F73 Battalion Chief 1.00 0.00 0.00 0.00 0.00 0.00
F72 Ca pta i n 0.00 0.00 1.00 1.00 1.00 1.00
F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Members 2.00 2.00 3.00 3.00 3.00 2.00
M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00
M20 EmergencyManagementCoordinator 0.00 0.00 1.00 1.00 1.00 1.00
M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00
M23 Assistant Fire Marshal 0.00 0.00 0.00 0.00 0.00 0.00
A24 Lead Fire Inspector 1.00 1.00 2.00 2.00 2.00 1.00
A23 Fire Plans Examiner/Fire Inspector 111 1.00 1.00 1.00 1.00 1.00 1.00
A21 Fire Inspectorlll 2.00 2.00 2.00 2.00 2.00 2.00
A19 Fire Inspector 11 1.00 1.00 1.00 1.00 1.00 1.00
A17 Fire Inspector 1.00 2.00 2.00 2.00 2.00 1.00
A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00
A03 Office Assistant 11 1.00 1.00 1.00 1.00 1.00 1.00 40
A21 Communications Specialist 11 0.00 0.00 1.00 0.00 0.00 0.00
Al2 Communications Specialist 0.00 0.00 1.00 0.00 0.00 0.00
Total Non-Commissioned 10.00 11.00 15.00 13.00 13.00 11.00 1
111111111
Total Community and Risk Reduction Section 12.00 13.00 18.00 16.00 16.00 13.00
Total Commissioned Members 107.00 118.00 137.00 137.00 137.00 136.00
Total Non-Commissioned Members 15.00 17.00 20.00 18.00 18.00 16.00
Total Fire&Emergency Services Department 122.00 135.00 157.00 155.00 155.00 152.00
Budget by Fund-Fire and Emergency Services Page 206 of 548
am
Vw Community Services
++ ADMINISTRATOR
Terry Higashiyama
106.30 FTEs
AdminlstrativeSupport
Parks Commission
1 FTE
Recreation Parks and Golf Course Parks Planning and Facilities
Natural Resources
Kris Stimpson(Interim) Kelly Peter Re nn^_r
19.05 FTEs 33 FTEs Leslie Betlach
3 FTEs 20 FTEs
ar
I
Recreation Services Parks Maintenance Urban Forestry and Facilities Maintenance j
iNatural Re sources Services I
1a anning,Aquisition, i
RentonCommuniby Golf Course Leased Cit Pro erties�
Center and Development I P III
+ I Capital capitallnvetmznt
Rznton5,niorActivitr� p Pro��t� Capitallm:e tm?nt
Center
Projects i ' r 1 Projects
s
Senior Advisory Board
� f
AdvisoryCommis ion o
Div,rsity
r�
Human Services I Library Renton History Museum Community Resources
Karen Bergsvik Bett?Anderson Elizabeth Ste,,'art � and Events
5 FTEs ( 15 FTEs 1 FTE 2.25 FTEs
Housin R? air Renton Historical
g p Library Board !
Assistance Program Society/Board
i I
Community
DevelopmentBlock
Grant(CDBG)
Human Services
Advisory Committee
Budget by Fund-Community Services Page 207 of 548
i�
Community Services
Mission Statement
Promote and support a more livable Renton community by providing recreation, library, museum, human services
programs, modern parks and facilities,and undisturbed natural areas.
Description
The department is comprised of eight divisions - Parks and Golf Course, Recreation, Human Services, Museum,
Facilities, Library, and Community Resources and Events, and Planning and Natural Resources. We provide
opportunities for community involvement with quality of life experiences. We also provide internal support to all
departments where needed.The teams are located throughout the city.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summa 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8%
CIP Budget Summa ry 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7%
Position Summary 106.00 114.50 113.00 111.80 111.80 106.30 -5.9%
List of Community Services Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100009.0033 #N/A - - - -
100020.0002 Servingvulnerable/lowi 4.44 949,688 30,000 3.44 803,319 30,000
100020.0009 CDBG-0 1.56 293,740 294,148 1.56 293,740 294,148
200020.0001 Community Enga gement- 2.15 244,153 3,000 1.90 218,635 3,000
300020.0003 Museum-3 1.00 113,410 - 1.00 102,953 -
300020.0004 Li bra ry-1,3,4,5 15.00 2,178,734 413,192 15.00 1,955,475 427,592
300020.0005 Parks and Trails Program 24.30 3,139,824 78,454 24.30 3,099,276 78,454
300020.0007 Com Relations and Even 0.65 181,395 100,000 0.65 165,986 90,000 ,
300020.0009 Aquatics-3,4,5 1.50 880,406 726,840 1.50 772,406 666,640
300020.0010 Carco Theater-3,4,5 1.25 234,104 44,000 1.25 219,856 44,000
300020.0011 Recreation Services-3,4,5 7.00 1,010,563 130,000 6.75 908,745 130,000
300020.0012 Renton CommunityCente 6.30 1,325,716 1,186,500 6.30 1,296,516 1,186,500
300020.0013 Senior Center-4,5,6 3.25 606,305 131,700 3.25 559,264 131,700
300020.0015 Leased Facilities-0 1.50 579,285 941,533 1.50 579,285 941,533
300020.0027 Administration/Com Svcs 2.00 275,182 - 2.00 271,365 -
500020.0001 Golf Course-5 8.50 1,826,877 2,468,845 8.50 1,826,877 2,483,545
500020.0002 Urban Forestry and Nat'l 1.90 510,413 - 1.90 393,504 -
Budget by Fund-Community Services Page 208 of 548
11s
500020.0003 Golf Course Debt Service 462,589 462,589
600019.0002 Fleet Services Capital Re - 192,026 137,287
600020.0003 Cu s to d i a I Services -2 19.00 1,582,231 16.00 1,293,942
600020.0004 Facilities Technical Mair 10.50 2,551,553 9.50 2,392,454
600020.0006 Operational Facilities M - 137,000 - 137,000
600020.0009 Public Facilities MM C20( - 361,000 - 361,000
Total Operating 111.80 19,636,195 6,548,212 106.30 18,251,474 6,507,112
300020.0016 Henry Moses Aquatic Cer - 120,000 120,000 - 120,000 120,000
300020.0017 Grant Matching Program 250,000 - 250,000 -
300020.0018 Parks,Recreation and OF 25,000 25,000
300020.0019 Urban ForestryTree Repl 110,000 - 110,000 -
300020.0020 KC Proposition 2 Cap Exp 160,000 160,000 160,000 160,000
300020.0021 Parks General Major Mai 85,000 - 85,000 -
300020.0023 Tree Maintenance C3201: 70,000 70,000
300020.0024 Capital Project Coordinat 68,454 68,454
300020.0025 Pathway,Side,Patio&Bc 50,000 - 50,000
300020.0026 Golf Course MM C42001 150,000 150,000 150,000 150,000
300020.0028 Disaster Repairs 200,000 - 200,000 -
500020.0004 Irrigation Automation an 60,000 - 60,000
600020.0007 Leased Facilities C20010, 100,000 100,000 100,000 -
600020.0008 City Wide SecuritySysten 90,000 50,000 90,000 50,000
600020.0010 Public Restrooms Renov< 265,000 - 265,000 -
Total CIP 1,803,454 580,000 1,803,454 480,000
Community Services Performance Measures:
Service Area Performance Measures 2008 2009 2010
� Serving
vulnerable/low Number of unduplicated households-
vulnerable/low
Repair Assistance Program(HRAP) N/A 426 426
income
to Community
Engagement Output leveraged dollars/volunteers N/A 10%loss
1,273,628
Museum Number of visitors and people served by outreach N/A
4,500 4,800
Library Number of items checked out N/A
615,200 676,720
Parks and Trails Overall customer satisfaction rating is good to excellent
Program in cleanliness and appearance N/A 80% 80%
Community
Relations and Event participants rate experience as satisfactory or
better N/A N/A 80%
Events
Percent of patrons who express an overall"great"or"
Aquatics good"rating with the pool in our annual pass card N/A 98% 98%
survey
Carco Theater Rental and program revenues N/A
46,000 47,000
Recreation
Services Amount of program and rental revenues N/A
600,000 600,000
Renton
Community Amount of program and rental revenues N/A
Center 1,100,000 1,100,000
Senior Center Daily Attendance N/A
300 300
Budget by Fund-Community Services Page 209 of 548
Ogg
Overall customer satisfaction rating is good to excellent N/A 85% 85%
Golf Course in cleanliness and appearance
Urban Forestry Customer satisfaction survey rating is good to excellent
and Natural in safety,accessibility,and appearance of streets right- N/A 80% 80%
Resources of-way,the downtown core,and natural areas
Custodial Services IFMA 60th percentile employee sf coverage N/A 18,000 18,000
Facilities
Technical Number of HelpDesk Projects complete N/A 1,945 1,945
Maintenance
Highlight of Budget Changes:
• Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position
reductions:
o Secretary II position(1 reduced to.50), Facilities Technician(2), Maintenance Custodian (2),and
Custodial Services Supervisor(1).
o Part-time staff reductions are outlined in the table below:
Reduction Hours FTE PT/Seasonal
Part-time Reduction Amount Reduction/$20 Hours/2080 Staff
Recreation Services (67,200) (3,360) (1.62) (15)
Carco (10,000) (500) (0.24) (10)
Aquatics (47,000) (2,350) (1.13) (18)
Senior Center (21,000) (1,050) (0.50) (1)
Renton Community Center (16,200) (810) (0.39) (1)
Total Recreation (161,400) (8,070) (3.88) (45)
Parks (45,321) (2,266) (1.09) (27)
Library (68,815) (3,441) (1.65) (6)
Museum (8,822) (441) (0.21) (1)
Total Community Services (284,358) (14,218) (6.84) (79)
Notes:
An hourly rate of$20 used as an average hourly amount for salary and benefits.
2080 is the total number of work hours in a year.
The transfer of$15,000 from Aquatics to Parks(Boat Launch Staff)not included.
• Supplies decreased by$172k as part of the overall budget reductions.
• Intergovernmental services reflects an increase due to King County Library System (KCLS)cross-use study
payment($278k)and decreased by(-$179k)due to expiration of agreement with Renton School District
#403 to provide financial support for the Renton Pool at Lindbergh High School.
• Interfund Payments increased because of new charges for Facilities($1.9m),Communications($164k),
Insurance($139k),an increase in Internal payment for General Services($25k)decrease in Information
Technology(-$223k)and a decrease in Fleet Services by(-$193k).
• Transfer out decreased due to allocation of Facilities internal services fund charges across departments(-
$4m),transfer for equipment purchases reduced to zero(-$106k),and transfer to leased facilities reduced
to zero(-$571k).
Budget by Fund-Community Services Page 210 of 548
Expenditure Budget by Division-Community Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 1,721,070 1,043,884 4,536,773 4,424,133 4,459,381 958,648 -78.9%
� Facilities
3,879,980 4,427,222 5,295,406 6,828,123 5,577,533 4,758,150 -10.1%
Community Resources an( 127,392 367,627 419,915 415,925 348,185 355,694 -15.3%
Parks 3,862,583 3,912,788 4,369,147 4,369,156 3,894,745 3,790,171 -13.3%
Recreation Services 3,757,009 4,310,684 4,623,247 4,655,806 4,374,668 4,718,836 2.1%
Human Services/CDBG 1,001,783 1,162,553 1,307,231 1,469,841 1,194,142 1,165,599 -10.8%
Li bra ry 1,913,034 1,890,886 2,138,268 2,420,961 2,321,878 2,544,263 19.0%
Museum 125,670 136,327 151,124 149,625 140,801 194,120 28.5%
Golf Course 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.6%
Parks Planning and Natur, 0 0 0 0 0 530,943 100.0%
Operating Total 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8%
CIP 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7%
Total 22,879,201 26,454,713 31,084,654 42,576,835 35,067,793 23,386,716 -24.8%
Expenditure Budget by Category-Community Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 5,998,899 6,379,070 7,111,288 6,984,298 6,876,667 6,901,652 -2.9%
Part-Time Salaries 2,177,389 2,235,323 2,114,057 2,131,260 2,008,001 1,772,556 -16.2%
Overtime 79,128 72,305 67,467 66,467 53,934 40,948 -39.3%
Personnel Benefits 2,367,818 2,677,414 3,018,195 3,015,992 2,858,601 2,686,934 -11.0%
Supplies 1,237,800 1,342,224 1,383,852 1,427,861 1,165,399 1,212,034 -12.4%
Other Services and Charge 4,153,130 3,969,080 4,389,232 4,716,325 4,176,587 4,509,474 2.7%
Intergovernmental Service 0 138,897 178,500 492,603 454,571 278,000 55.7%
Capital Outlay 187,131 90,561 103,120 828,053 80,682 100,000 -3.0%
Debt Service 519,112 462,389 462,779 462,779 466,435 462,589 0.0%
Interfund Payments 1,071,311 1,703,138 1,613,616 5,578,280 5,591,844 3,469,075 115.0%
Transfer Out 998,269 571,000 4,877,374 1,509,055 870,540 150,000 -96.9%
Operating Total 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8%
CIP 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7%
1W Total 22,879,201 26,454,713 31,084,654 42,576,835 35,067,793 23,386,716 -24.8%
Staffing Levels by Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 11.00 2.00 2.00 2.00 2.00 2.00 0.0%
Facilities 24.00 30.00 30.00 30.00 30.00 26.00 -13.3%
Community Resources anc 0.00 2.50 2.50 2.50 2.50 2.25 -10.0%
Parks 24.00 27.00 26.50 23.50 23.50 23.50 -11.3%
Recreation Services 17.00 21.50 20.50 19.30 19.30 19.05 -7.1%
Human Services/CDBG 5.00 6.50 6.00 6.00 6.00 5.00 -16.7%
Li bra ry 14.00 14.00 15.00 15.00 15.00 15.00 0.0%
Museum 1.00 1.00 1.00 1.00 1.00 1.00 0.0%
Golf Course 10.00 10.00 9.50 9.50 9.50 9.50 0.0%
Parks Planningand Natur, 0.00 0.00 0.00 3.00 3.00 3.00 100.0%
Total FTE 106.00 114.50 113.00 111.80 111.80 106.30 -5.9%
Te mp/I me rmi t Sa I a ri es a i $2,520,179 $2,591,708 $2,439,238 $2,454,238 $2,337,979 $2,081,299 -14.7%
Budget by Fund-Community Services Page 211 of 548
Administration Division
Mission Statement
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.
2009 Accomplishments
• Continued documentation for five-year reaccreditation process.
• Implemented re-organization to promote better customer service and accountability.
• Participated in 14-5 interdepartmental team.
• Updated Strategic Plan
• Opening of Off-Leash Dog Park
• Recipient of Tree City USA
• Increased participation in City-wide Emergency Management efforts
2010 Goals
• Initiate new memorial/donation policy.
• Complete Park, Recreation and Open space plan to represent future needs of the community.
• Redefine level of service to coincide with 2010 budget
• Establish city-wide Special Event Ordinance
• Marketing and promoting awareness of Veteran's Park
Expenditure Budget by Category-Administration Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
-Regula r Sa la ries 848,839 199,950 206,081 201,607 206,877 211,800 2.8%
Part-Time Salaries 3,195 9,414 0 0 0 0 N/A
Personnel Benefits 215,383 48,094 52,579 52,579 49,641 46,821 -11.0%
Supplies 8,094 8,862 7,880 7,880 6,090 7,000 -11.2%
Other Services and ChargE 89,946 36,802 27,347 27,347 26,659 5,744 -79.0%
Intergovernmental ServicE 0 0 0 0 1,349 0 N/A
Interfund Payments 555,613 740,763 201,802 4,134,720 4,168,764 687,283 240.6%
Transfer Out 0 0 4,041,084 0 0 0 -100.0%
Operating Total 1,721,070 1,043,884 4,536,773 4,424,133 4,459,381 958,648 -78.9%
C1 4,038,011 6,655,380 5,615,174 15,032,464 10,342,785 1,653,454 -70.6%
Total 5,759,081 7,699,264 10,151,947 19,456,597 14,802,165 2,612,102 -74.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 11.00 2.00 2.00 2.00 2.00 2.00 0.0%
Temp/Intermit Salaries & $ 3,809 $ 10,217 $ - $ - $ 7 $ - N/A !
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Budget by Fund-Community Services Page 212 of 548
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Facilities Division
Mission Statement
Develop and maintain City buildings and manage the delivery of building-related services to the public and the City
workforce in a safe,customer-focused manner.
2009 Accomplishments
~ • Improved City Building Maintenance standards.
• Reduced the energy load at Fire Stations 11 and 12, Renton City Hall,and the Public Works Shops.
• Completed CIP program as budgeted
2010 Goals
• Implement streamlined custodial work teams
• Improve energy performance at 200 Mill Building, Public Works Garage,and Renton City Hall
• Obtain FEMA and PSE Grants for CIP projects
Expenditure Budget by Category-Facilities Division
2007 2008 2009 2009 2009 2010 Change
to Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSaIaries 1,254,243 1,539,748 1,693,802 1,657,027 1,674,205 1,526,111 -9.9%
Part-Time Salaries 100,325 97,564 69,559 91,305 79,179 34,779 -50.0%
Overtime 20,208 17,641 10,000 10,000 12,810 10,000 0.0%
to Personnel Benefits 492,365 625,989 717,355 717,355 697,212 569,444 -20.6%
Supplies 174,119 205,432 142,063 142,063 139,318 154,504 8.8%
Other Services and Charge 1,165,163 1,452,248 1,828,961 1,990,139 2,095,144 2,392,543 30.8%
Capital Outlay 116,842 0 0 728,053 26,150 0 N/A
Debt Service 63,600 0 0 0 0 0 N/A
Interfund Payments 0 102,600 262,876 262,876 262,726 70,769 -73.1%
Transfer Out 493,113 386,000 570,790 1,229,305 590,790 0 -100.0%
Total 3,879,980 4,427,222 5,295,406 6,828,123 5,577,533 4,758,150 -10.1%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Facilities
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 24.00 30.00 30.00 30.00 30.00 26.00 -13.3%
Temp/Intermit Salaries & $ 119,152 $ 114,838 $ 84,528 $ 106,274 $ 94,677 $ 42,264 -50.0%
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Budget by Fund-Community Services Page 213 of 548
Parks and Golf Course Division-Parks Maintenance Operations
Mission Statement
Provide a safe,clean,attractive,accessible,and well-maintained environment for the public's enjoyment of active
and passive recreational opportunities.
2009 Accomplishments
• Renovated deteriorated landscape at Cedar River and Coulon Parks.
• Continued Customer Satisfaction Surveys.
• Provided interdepartmental support for ongoing activities,i.e. prep.baseball and soccer fields
• Provided training for staff certification and licensing.
• Supported City-wide events,4th of July, Farmers Market, RiverDays,Grand opening of new Off-leash Dog
Park
• Continued installation of Sentinel units for automated irrigation
• Purchased/utilize new trail "Sweeper"
• Replace and update parks rules and other signage
2010 Goals
• Continue installation of Sentinel units for automated irrigation in parks
• Continue to assist with tree pruning,removal,and replacement program to promote healthy trees.
• Continue to support park volunteer projects.
• Continue to provide interdepartmental support for ongoing activities
• Provide training for staff certification and licensing. i
• Support City-wide events
• Complete the update and replacement of various park signage
• Provide Customer Satisfaction Surveys.
Expenditure Budget by Category-Parks
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 1,245,742 1,416,111 1,759,014 1,720,823 1,546,042 1,378,482 -21.6%
Pa rt-Time Sala ries 322,143 335,963 314,918 314,918 355,184 290,683 -7.7%
Overtime 29,523 31,174 13,076 13,076 23,514 13,076 0.0%
Personnel Benefits 486,840 593,594 710,603 710,603 637,783 568,967 -19.9%
Supplies 264,914 301,190 233,639 242,339 167,649 194,839 -16.6%
Othe r Se rvi ces and Cha rge 1,214,338 796,056 860,897 875,897 672,852 514,571 -40.2%
Intergovernmental Service 0 0 0 0 223 0 N/A
Interfund Payments 0 403,700 361,500 371,500 371,500 829,554 129.5%
TransferOut 299,082 35,000 115,500 120,000 120,000 0 -100.0%
Total 3,862,583 3,912,788 4,369,147 4,369,156 3,894,745 3,790,171 -13.3%
- Equivalent Employees-FTE
Staffing Levels(Full Time Equivale )-Parks
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 24.00 27.00 26.50 23.50 23.50 23.50 -11.3%
Temp/Intermit Salaries & $ 377,158 $ 396,546 $ 368,170 $ 368,170 $ 421,948 $ 337,848 -8.2%
Budget by Fund-Community Services Page 214 of 548
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+. Parks and Golf Course Division—Maplewood Golf Course
Mission Statement
1r 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.
2009 Accomplishments
• Continued to promote and run Junior Golf Camps throughout the year.
• Continued to competitively price the golf course in the market.
• Continued joint promotions and activities with the restaurant.
• Moved/installed vacated FS #13 (double-wide mobile home) to golf course and utilize as temporary
Maintenance office. Removed old maintenance office from site.
• Removed Locust trees according to Arborist's Tree Inspection Report. Plant new trees in vacated area.
Completed Audubon Cooperative Sanctuary Certification.
• Continued to follow Best Management Practices to maintain a quality golf course.
• Implemented major maintenance projects as needed to provide quality product and standards for
customers including but not limited to; exterior building lighting,and parking lot striping.
r • Continued timely updates to website and lobby signage to include activities, projects, events, and
promotions.
• Continued Customer Satisfaction Surveys.
2010 Goals
° Continue to promote and run Junior Golf Camps throughout the year.
• Repair and provide major maintenance to the irrigation pumps in pump house.
• Sustain Audubon Cooperative Sanctuary Certification.
• Continue to follow Best Management Practices to maintain a quality golf course.
• Complete the installation of new drainage and synthetic turf repair in the driving range.
• Install aerator in#18 pond.
• Complete the removal of all Locust trees as noted on Arborist's Tree Inspection Report. Plant new trees in
vacated area.
• Implement major maintenance projects as needed to provide quality product and standards for
customers including but not limited to; updating HVAC system,exterior building lighting, banquet room
air-door repair,and parking lot striping.
• Continue timely updates to website and lobby signage to include activities, projects,events,and
promotions.
• Continue Customer Satisfaction Surveys.
illy
Budget by Fund-Community Services Page 215 of 548
Expenditure Budget by Category-Golf Course
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSala ries 601,643 570,856 578,787 566,221 586,609 624,037 7.8%
Part-Time Salaries 234,313 255,731 294,941 294,941 208,521 294,941 0.0%
Ove rti me 1,470 11349 1,020 1,020 638 1,020 0.0%
Personnel Benefits 276,127 281,343 293,412 293,412 280,756 288,204 1.8%
Supplies 289,022 319,448 285,533 285,533 224,741 285,533 0.0%
Other Services and Charge 206,753 146,065 175,988 189,588 184,176 189,588 7.7%
Capital Outlay 69,681 87,542 100,000 100,000 54,485 100,000 0.0%
Debt Se rvi ce 455,512 462,389 462,779 462,779 466,435 462,589 0.0%
Interfund Payments 116,949 114,709 135,909 135,909 135,567 170,925 25.8%
Transfer Out 150,000 150,000 150,000 150,000 150,000 150,000 0.
Operating Total 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.66%%
CI P 51,202 157,930 150,000 331,398 121,748 150,000 0.0%
Total 2,452,671 2,547,362 2,628,369 2,810,801 2,413,676 2,716,837 3.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Golf Course
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 10.00 10.00 9.50 9.50 9.50 9.50 0.0%
Temp/Intermit Salaries & $ 275,379 $ 301,747 $ 341,747 $ 341,747 $ 246,204 $ 341,747 0.0%
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Budget by Fund-Community Services Page 216 of 548
rr Parks Planning and Natural Resources Division
Mission Statement
Provide a comprehensive and interrelated system of parks, recreation, open spaces and trails that responds to
locally-based needs, values and conditions, provides an appealing and harmonious environment, and protects the
integrity and quality of the surrounding natural systems;create a sustainable and exemplary urban forest.
1rs
2009 Accomplishments
• Completed the city's first Urban and Community Forestry Strategic Plan.
• Completed Benson Hill Tree Inventory and Assessment.
• Recognized as a Tree City USA.
• Completed the first inter-departmental Trails and Bicycle Master Plan and Trails Map in conjunction with
the Transportation Systems Division.
• Initiated review and update to the Parks Impact Mitigation fee.
• Received $303,000 King County Conservation Futures Grant for May and Panther Creek acquisitions;
$242,000 agreement for Heritage Park acquisition; and applied for $350,000 King County Conservation
Futures Grant for 3.3 acre Panther Creek acquisition.
• Served on joint inter-jurisdictional committee to develop concept alignment for the Lake to Sound Trail.
• Pursued May Creek Trail acquisition opportunities in partnership with CED's Hawk's Landing Grant.
• Completed CIP major maintenance projects including repairing trails/walks in Gene Coulon Park, installing
new ADA accessible walk to Creekside shelter and ADA accessible walk to Carco Theater.
Coordinated with FEMA for park damage/repair projects associated with the January 2009 flood event.
° Completed Interlocal Agreement with King County for the Soos Creek Trail.
• Negotiated interim Agreement with Seattle Public Utilities for Broodstock Collection Facility.
• Served as appointed representatives on federal and state committees.
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2010 Goals
• Update the Parks, Recreation,and Open Space Plan Implementation Plan.
° Develop Forestry Ordinance in partnership with inter-departmental team.
° Participate on design team for Lake to Sound Trail section located within the City of Renton
• Negotiate final Interlocal Agreement with Seattle Public Utilities for Broodstock Collection Facility.
• Secure funding authorization from FEMA and coordinate with other agencies to complete damage and
repair projects in parks associated with the January 2009 flood event.
• Complete property acquisitions consistent with the Parks, Recreation and Open Space Implementation
Plan and identified funding sources.
• Complete Tree City USA Recertification.
Budget by Fund-Community Services Page 217 of 548
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Expenditure Budget by Category-Parks Planning and Natural Resources
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSalaries 0 0 0 0 0 289,224 100.0%
Personnel Benefits 0 0
0 0 0 84,348 100.0%
Supplies 0 0 0 0 0 22,000 100.0%
Other Services and Charge 0 0 0 0 0 135,371 100.0%
Total 0 0 0 0 0 530,943 100.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Parks Planning and Natural Resources
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 0.00 0.00 0.00 3.00 3.00 3.00 100.0%
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Budget by Fund-Community Services Page 218 of 548
II[
rr Recreation Division
Mission Statement
10 The Recreation Division of the Community Services Department 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.
Ow
2009 Accomplishments
• Partnered with Renton Rowing to establish a rowing program.
• Continued to expand the use of CLASS for both external and internal customer service.
' Partnered with REI to promote outdoor activities and events.
• Expanded healthy options and wellness opportunities for Specialized Recreation participants.
• Expanded program marketing/promotional opportunities.
• Implemented successful traffic revision at RCC and HMAC.
r
• Worked with Renton School District to maintain current agreements,future partnerships/collaborations,
and opportunities.
' In collaboration with Facilities Division and a donation from First Financial Northwest Foundation Fund a
new fitness room was established at the Renton Senior Activity Center.
2010 Goals
• Assure compliance with the Virginia Graeme Baker Pool and Spa Act.
ba ° Partner with IS and Finance Divisions to complete PCI compliance.
• Continue to work with Renton School District to improve current agreements,future
partnerships/collaborations and opportunities.
• Work with Communication and IS Divisions to implement an e—marketing system.
` Assure compliance with Gender Equity and Head Injury legislation.
Ilia • Expand use of volunteers within programs.
• Partner with Renton Housing Authority to expand voucher program.
• Implement strategy for use of funds within the Renton Community Foundation, Renton Senior Activity
Center Fund
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Budget by Fund-Community Services Page 219 of 548
Expenditure Budget by Category-Recreation Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 920,667 1,248,311 1,314,677 1,286,133 1,323,278 1,326,777 0.9%
Part-Time Salaries 1,303,978 1,316,237 1,202,435 1,197,892 1,149,456 996,959 -17.1%
Overtime 9,232 12,242 12,852 12,852 12,447 11,852 -7.8%
Personnel Benefits 523,497 657,378 689,994 687,791 657,263 629,720 -8.7%
Supplies 210,611 150,444 358,846 374,098 294,636 272,209 -24.1%
Other Services and Charge 789,025 759,875 572,430 567,178 443,514 519,270 -9.3%
Intergovernmental Se rvi ce 0 138,897 178,500 214,603 175,000 0 -100.0%
Interfund Payments 0 27,300 293,513 315,259 319,073 962,049 227.8%
Total 3,757,009 4,310,684 4,623,247 4,655,806 4,374,668 4,718,836 2.1%
Staffing Levels(Full Time Equivalent Employees-FTE)-Recreation Services
q
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 17.00 21.50 20.50 19.30 19.30 19.05 -7.1%
Temp/Intermit Salaries a $1,506,755 $1,521,207 $1,389,599 $1,382,853 $1,332,553 $1,181,883 -14.9%
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Budget by Fund-Community Services Page 220 of 548 t
r� Human Services Division
Mission Statement
The City of Renton Human Services Division, in partnership with the community, helps provide services, resources,
and opportunities so that residents have food, clothing, and shelter, are healthy and safe, and develop to their
fullest capacity.
it
2009 Accomplishments
• In collaboration with Renton School District, increased the number of community sites for the Summer
Lunch Program.
• Began an online donation demonstration project with the Finance Department.
• Provided Housing Repair Assistance Program services in culturally sensitive and appropriate ways.
Advertised night hours to clients that work during the day.
• Continued and improved the One Night Count for the homeless.
• Continued to improve the funding process-looked at needs and gaps in the community, and the Census
data that is available.
• Looked for opportunities to further the goals of the Ten Year Plan to End Homelessness in Renton.
Assisted Habitat for Humanity with the development of their housing project. Helped Renton Housing
Authority develop relationships and partnerships.
• Advisory Committee and staff reviewed agency performance at regular intervals.
2010 Goals
' Working with community organizations that serve the homeless and interested residents, help coordinate
the One Night Count of the homeless.
• Provide support, as needed, to the churches that are planning to start a five day a week hot meal
program,for the hungry and homeless in Renton.
• Work with Egovalliance on an electronic funding application for agencies for the 2011/2012 funding cycle.
• Continue to work with Habitat and Renton Housing Authority.
• To provide current resource information on Human Services web-pages,and promote 211.
Expenditure Budget by Category-Human Services/CDBG
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 302,941 338,824 382,266 401,372 375,818 333,384 -12.8%
Part-Time Salaries 495 0 0 0 0 0 N/A
Overtime 108 155 1,000 0 0 0 -100.0%
Personnel Benefits 97,692 115,915 135,112 135,112 141,168 121,757 -9.9%
Supplies 11,272 28,477 32,250 49,187 28,824 38,430 19.2%
Other Services and Charge 541,903 595,846 685,125 812,692 592,831 603,488 -11.9%
Interfund Payments 47,372 83,335 71,478 71,478 55,500 68,540 -4.1%
Total 1,001,783 1,162,553 1,307,231 1,469,841 1,194,142 1,165,599 -10.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Human Services/CDBG
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 5.00 6.50 6.00 6.00 6.00 5.00 -16.7%
Temp/Intermit Salaries & $ 585 $ 15 $ - $ - $ 13 $ - N/A
Budget by Fund-Community Services Page 221 of 548
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Library Division
Mission Statement
Renton Public Library supports lifelong learning for the public by anticipating and responding to community needs
for information and by inspiring and encouraging the community's desire to read.
2009 Accomplishments t
• Developed and implemented an outreach program that provides library services to homebound residents,
assisted living facilities and nursing homes,and to children in schools and daycare facilities.
• Added 6 public access Internet computers at the Highlands branch through an Opportunities On-line grant
from the Gates Foundation.
• Added programs for teens at the Highlands branch.
• Added story times for babies at the main library.
• Negotiated an agreement with King County Library System and placed a measure on the February 2010
ballot for Renton voters to decide whether to annex to the library district.
2010 Goals
• Re-negotiate Reciprocal Borrowing Agreement with the library district to reduce costs.
• Begin planning for future funding stability
• Begin planning for possible new buildings
Expenditure Budget by Category-Library
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSa[aries 766,062 825,014 923,806 903,749 913,611 961,955 4.1%
Part-Time Salaries 179,568 192,459 194,615 194,615 188,806 125,800 -35.4%
Overtime 18,586 9,744 29,519 29,519 4,525 5,000 -83.1%
Personnel Benefits 258,394 287,513 342,617 342,617 323,647 312,211 -8.9%
Supplies 264,526 314,352 305,243 308,363 295,362 218,519 -28.4%
Othe r Se rvi ces and Cha rge 52,022 65,910 94,531 109,531 66,696 53,990 -42.9%
Intergovernmental Se rvi ce 0 0 0 278,000 278,000 278,000 100.0%
Capital Outlay 608 3,019 3,120 0 47 0 -100.0%
Interfund Payments 317,194 192,876 244,817 244,817 241,433 588,788 140.5%
Transfer Out 56,074 0 0 9,750 9,750 0 N/A
Total 1,913,034 1,890,886 2,138,268 2,420,961 2,321,878 2,544,263 19.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Library
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10 M
Total FTE 14.00 14.00 15.00 15.00 15.00 15.00 0.0%
Temp/Intermit Salaries & $ 199,556 $ 215,430 $ 212,485 $ 212,485 $ 212,051 $ 143,670 -32.4%
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Budget by Fund-Community Services Page 222 of 548 t
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Ir Community Resources and Events
Mission Statement
Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate funding and
services that support or improve the quality of our operations,and provide leadership and direction for large scale
city-wide events, volunteers, and multi-cultural programs in which citizen involvement celebrates community and
enhances the quality of life for Renton citizens.
2009 Accomplishments
• Provided leadership and direction for the 24th Annual Renton River Days Community Festival and Renton's
Seventh Annual 4th of July Celebration and Fireworks at Gene Coulon Memorial Beach Park
• 4th of July Event Incident Action Plan completed and was National Incident Management System
compliant
• Developed and secured new three-year (2009-2011) Title Sponsorship for "Renton's Fabulous 4th of July
presented by The Landing"
• Renewed Title Sponsor relationship for another three years (2010-2012) for "IKEA Renton River Days";
2009 marked the 11th year of IKEA'S Title Sponsorship
• Conducted Annual Recognition Banquet for City Volunteers
• Management of Renton's Sister City programs:
• Working with existing volunteer programs
Continued development of Boards,Commissions,Committee members, and staff working with volunteers
through training:
• Engaged the community in volunteer efforts:
• Use of the volunteer website was enhanced to provide more information and links to community
volunteer opportunities, including how to help in a disaster.Volunteer spotlights were made available for
City activities resulting in greater group participation in large volunteer projects, such as Green and Clean
Saturdays and Arbor/Earth Day
2010 Goals
• Evaluate,identify and sustain balance of large-scale event logistics and safety,while maintaining event
appeal to both attendees and sponsors;scope of events contingent upon levels of service from supporting
City departments
• Develop Guidelines and Objectives as may be effective to formalize and more efficiently structure Sister
City program goals and activities
• Increase systemic knowledge of ICS principals and tools,and the City's Comprehensive Emergency
Management Plan, in support of Community Services Department involvement in City-wide emergency
preparedness incidents
• Increase visibility of volunteer opportunities by implementing social networking strategy and customized
networking for Renton-based use of United Way's matching capacity
• Develop checklist or guide for use by departments when planning public recognition activities such as
ribbon cuttings or facility openings to ensure consistency in quality and eliminate duplication of resources
• Continue to work with City Departments to develop volunteer solutions to meet service needs
• Introduce Special Event permitting process
Budget by Fund-Community Services Page 223 of 548
Expenditure Budget by Category-Community Resources and Events
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Re gu I a r Sa la ries 0 176,435 183,792 179,802 180,942 175,474 -4.5%
Part-Time Salaries 17,214 12,025 18,573 18,573 11,474 18,573 0.0%
Personnel Benefits 2,276 50,102 56,834 56,834 52,276 47,738 -16.0%
Supplies 15,242 14,021 18,398 18,398 8,779 19,000 3.3%
Other Services and Charge 92,660 115,044 142,318 142,318 94,715 94,909 -33.3%
Total 127,392 367,627 419,915 415,925 348,185 355,694 -15.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Resources and Events
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 0.00 2.50 2.50 2.50 2.50 2.25 -10.0%
Temp/Intermit Salaries & $ 19,490 $ 13,487 $ 21,478 $ 21,478 $ 12,842 $ 21,478 0.0%
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Budget by Fund-Community Services Page 224 of 548
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Renton History Museum
Mission Statement
The mission of the Renton History Museum is to preserve, document, interpret, and educate about the history of
greater Renton in ways that are accessible to diverse people of all ages
2009 Accomplishments
• Launched Museum Master Plan that will provide a blueprint for long-term sustainable operations and
reacquaint the community with the city's only heritage organization.
imp • Hosted two new food exhibits-SITES's Key Ingredients and the Museum's own Sustaining A City-
accompanied by educational programming that explored exhibit themes of community-building, sharing
of traditions,and sustainability.
• Continued to build on relationships with educators and the school district to develop new curricular
materials,strengthening the Museum as a center for heritage education.
• Completed renovation of offsite storage building and moved our off-site collection, thus improving the
standard of collections care.
° Enhanced Museum's visibility by implementing social networking strategy and improving web sites.
2010 Goals
° Begin implementation of the Museum Master Plan.
• Enhance Museum's visibility by creating new brand and identity consistent with Museum Master Plan.
• Strengthen educational content on the Museum's web site by making curricular materials on Renton coal
mining and the Duwamish people available for teachers and parents.
• Re-examine the Museum's membership program,consistent with the earned income goals of the Master
Plan.
• Begin planning to host Smithsonian institution traveling exhibit Journey Stories in 2011.
Expenditure Budget by Category-Museum
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adi Budget Actual Adopted 09/10
Regula rSa]aries 58,762 63,822 69,063 67,564 69,284 74,408 7.7%
Part-Time Salaries 16,160 15,930 19,016 19,016 15,380 10,821 -43.1%
Personnel Benefits 15,244 17,487 19,689 19,689 18,856 17,724 -10.0%
Othe r Se rvi ces and Charge 1,320 1,233 1,635 1,635 0 0 -100.0%
Interfund Payments 34,183 37,855 41,721 41,721 37,281 91,167 118.5%
Total 125,670 136,327 151,124 149,625 140,801 194,120 28.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Museum
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 0.0%
Temp/Intermit Salaries & $ 18,295 $ 18,221 $ 21,231 $ 21,231 $ 17,684 $ 12,409 -41.6%
Budget by Fund-Community Services Page 225 of 548
r
Community Services Position Listing(1 of 3)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Administration Division
M49 Community Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 IIM
M38 Recreation Director 1.00 0.00 0.00 0.00 0.00 0.00
M38 Parks Director 1.00 0.00 0.00 0.00 0.00 0.00
M38 Facilities Director 1.00 0.00 0.00 0.00 0.00 0.00
M28 Recreation Manager 1.00 0.00 0.00 0.00 0.00 0.00
M25 CS Resource&Funding Manager 1.00 0.00 0.00 0.00 0.00 0.00 '
N15 Community Relations Specialist 1.00 0.00 0.00 0.00 0.00 0.00
N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
N11 Administrative Secretary EX 1.00 0.00 0.00 0.00 0.00 0.00
A07 Secretary II 3.00 0.00 0.00 0.00 0.00 0.00 '
Total Administration Division 11.00 2.00 2.00 2.00 2.00 2.00
Facilities Division
Facilities ,
M38 Facilities Director 0.00 1.00 1.00 1.00 1.00 1.00
M28 Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00
A25 Facilities Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A21 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A19 HVAC Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00
A17 Custodial Services Supervisor 2.00 2.00 2.00 2.00 2.00 1.00
A13 Facilities Technician 1 3.50 4.50 4.50 4.50 4.50 3.50 '
A11 Lead Maintenance Custodian 0.00 1.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 7.00 7.00 8.00 8.00 8.00 6.00
A07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00
A04 Lead Custodian 1.00 1.00 1.00 1.00 1.00 1.00
A01 Custodian 5.00 6.00 6.00 6.00 6.00 6.00
Total Facilities Division 22.50 27.50 28.50 28.50 28.50 24.50
Leased City Properties
A13 Facilities Technician 1 0.50 0.50 0.50 0.50 0.50 0.50
A01 Custodian 1.00 2.00 1.00 1.00 1.00 1.00
Total Leased City Properties 1.50 2.50 1.50 1.50 1.50 1.50
Total Facilities Division 24.00 30.00 30.00 30.00 30.00 26.00
Parks and Golf Course Division
Parks
M38 Parks Director 0.00 1.00 1.00 0.00 0.00 0.00
M38 Parks and Golf Course Director 0.00 0.00 0.00 0.50 0.50 0.50
M32 Parks Maint Mgr/City Forester 0.00 1.00 1.00 0.00 0.00 0.00
M32 Golf Course Manager 0.00 0.00 0.50 0.00 0.00 0.00
M28 Park Maintenance Manager 1.00 0.00 0.00 0.00 0.00 0.00
A25 Capital Project Coordinator 1.00 1.00 1.00 0.00 0.00 0.00
A25 Capital Project Coordinator(LT) 1.00 1.00 0.00 0.00 0.00 0.00
A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
A16 Lead Park Maintenance Worker 3.00 3.00 3.00 3.00 3.00 3.00
Al2 Park Maintenance Worker 111 14.00 15.00 12.00 12.00 12.00 12.00
A08 Park Maintenance Worker II 2.00 2.00 5.00 5.00 5.00 5.00
A07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00
Total Parks 24.00 27.00 26.50 23.50 23.50 23.50
Golf Course
Golf Course Administration
M32 Golf Course Manager 1.00 1.00 0.50 0.50 0.50 0.50
A08 Golf Course Operations Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00
Total Golf Administration 3.00 3.00 2.50 2.50 2.50 2.50
Budget by Fund-Community Services Page 226 of 548
Community Services Position Listing(2 of 3)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Golf Course Maintenance
M21 Golf Course Supervisor 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
A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Golf Course Maintenance Worker 111 1.00 1.00 1.00 1.00 1.00 1.00
A11 Grounds Equipment Mechanic 0.00 0.00 0.00 0.00 0.00 0.00
Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00
Pro-Shop/Driving Range
M20 Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00
N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00
A04 Pro Shop Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Total Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00
Total Golf Course 10.00 10.00 9.50 9.50 9.50 9.50
Total Parks and Golf Course Division 34.00 37.00 36.00 33.00 33.00 33.00
Parks Planning and Natural Resources Division
r M38 Parks and Natural Resources Director 0.00 0.00 0.00 1.00 1.00 1.00-
M32 Urban Forestry and Natural Resources Mgr 0.00 0.00 0.00 1.00 1.00 1.00
A25 Capital Project Coordinator 0.00 0.00 0.00 1.00 1.00 1.00
Total Parks Planning and Natural Resources Division 0.00 0.00 0.00 3.00 3.00 3.00
Recreation Division
Recreation Services
M38 Recreation Director 0.00 0.30 1.00 1.00 1.00 1.00
M28 Recreation Manager g 0.00 0.30 1.00 1.00 1.00 1.00
M23 Recreation Supervisor 0.00 0.00 2.00 2.00 0.00 2.00
A18 Recreation Program Coordinator 2.00 2.00 4.00 4.00 2.00 4.00
r A14 Recreation Specialist II 4.00 4.00 0.00 0.00 4.00 0.00
A07 Secretary II 0.00 1.50 0.50 0.50 0.50 0.25
Total Recreation Services 6.00 8.10 8.50 8.50 8.50 8.25
Community Center,Carco Theatre&Aquatics
M38 Recreation Director 0.00 0.50 0.00 0.00 0.00 0.00
M28 Recreation Manager 0.00 0.70 0.00 0.00 0.00 0.00
M25 Recreation Supervisor 1.00 1.00 0.00 0.00 0.00 0.00
M23 Recreation Supervisor 0.00 1.00 1.00 0.80 0.80 0.80
M20 Community Center Coordinator 1.00 0.00 0.00 0.00 0.00 0.00
A18 Recreation Program Coordinator 2.00 2.00 3.00 3.00 3.00 3.00
A14 Recreational Specialist II 1.00 1.00 0.00 0.00 0.00 0.00
Al2 Desktop Publishing Operator 1.00 1.00 1.00 0.00 0.00 0.00
A09 Recreation Systems Technician 0.00 0.00 2.00 2.00 2.00 2.00
A08 Lead Office Assistant 1.00 1.00 0.00 0.00 0.00 0.00
A05 Office Assistant III 1.00 1.00 0.00 0.00 0.00 0.00
A07 Secretary II 0.00 1.00 2.00 2.00 2.00 2.00
Total Community Center 8.00 10.20 9.00 7.80 7.80 7.80
Renton Senior Activity Center
M38 Recreation Director 0.00 0.20 0.00 0.00 0.00 0.00
M23 Recreation Supervisor 0.00 0.00 1.00 1.00 0.00 1.00
M20 Senior Services Coordinator 1.00 1.00 0.00 0.00 1.00 0.00
rr A18 Recreation Program Coordinator 0.00 0.00 1.00 1.00 0.00 1.00
A14 Recreation Specialist II 1.00 1.00 0.00 0.00 1.00 0.00
A07 SecretaryII 1.00 1.00 1.00 1.00 1.00 1.00
Total Senior Activity Center 3.00 3.20 3.00 3.00 3.00 3.00
Total Recreation Division 17.00 21.50 20.50 19.30 19.30 19.05
Community Resources&Events Division
M25 CS Resource&Funding Manager 0.00 1.00 1.00 1.00 1.00 1.00
rr M22 Community Relation&Events Coordinator 0.00 1.00 1.00 1.00 1.00 1.00
IBudget by Fund-Community Services Page 227 of 548
rel
Community Services Position Listing(3 of 3)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
A07 Secretary II 0.00 0.50 0.50 0.50 0.50 0.25
Total Community Resources&Events Division 0.00 2.50 2.50 2.50 2.50 2.25
Human Services Division
Human Services
M29 Human Services Manager 0.00 1.00 1.00 1.00 1.00 1.00
M28 Human Services Manager 1.00 0.00 0.00 0.00 0.00 0.00
A20 Housing Repair Coordinator 0.00 0.00 1.00 1.00 1.00 1.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
A13 Facilities Technician 1 0.00 0.00 1.00 1.00 1.00 0.00
A18 CDBG Specialist 0.00 0.00 0.44 0.44 0.44 0.44
Total Human Services 2.00 2.00 4.44 4.44 4.44 3.44 ,
Community Development Block Grants(CDBG)
A20 Housing Repair Coordinator 1.00 1.50 0.00 0.00 0.00 0.00
A18 CDBG Specialist 1.00 1.00 0.56 0.56 0.56 0.56 '
A08 Housing Repair Technician 1.00 2.00 1.00 1.00 1.00 1.00
Total CDBG 3.00 4.50 1.56 1.56 1.56 1.56
Total Human Services Division 5.00 6.50 6.00 6.00 6.00 5.00
Library Division '
Library Administration
M38 Library Director 1.00 1.00 1.00 1.00 1.00 1.00
M27 Assistant Library Director 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
Total Library Administration 3.00 3.00 3.00 3.00 3.00 3.00 r
Library Services
A22 Librarian 3.00 3.00 3.00 3.00 3.00 3.00
A17 Library Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
A22 Librarian(LT) 0.00 0.00 1.00 1.00 1.00 1.00
A07 Library Technical Assistant 1.00 1.00 1.00 1.00 1.00 1.00
A03 Library Assistant 1 4.00 4.00 4.00 4.00 4.00 4.00
A09 Library Assistant II 1.00 1.00 1.00 1.00 1.00 1.00
Total Library Services 11.00 11.00 12.00 12.00 12.00 12.00
Total Library Division 14.00 14.00 15.00 15.00 15.00 15.00
Museum Division
M22 Museum Manager 1.00 1.00 1.00 1.00 1.00 1.00
N12 Museum Supervisor 0.00 0.00 0.00 0.00 0.00 0.00
Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00
Total Department Regular Staffing 106.00 114.50 113.00 111.80 111.80 106.30
Total Community Services Department 106.00 114.50 113.00 111.80 111.80 106.30
Budget by Fund-Community Services Page 228 of 548 i
Public Works
ADMINISTRATOR71
Gregg Zimmerman
143.5 FTEs
Adminstrative Support
2 FTEs
Aw
MAINTENANCE SERVICES TRANSPORTATION ---UTILITY SYSTEMS
Michael Stenhouse SYSTEMS
'Vacant Lys Hornsby
78 FTEs 33 FTEs 29.5 FTEs
Street Systems Maintenance Solid
and Operations Waste Waste
d
Planning an
Solid Waste Water
Programming
Water Design Wastewater
Wastewater Airport LSurface Water
Surface Water
Fleet
*Utility Systems Division funds pay for four(4)FTE's that work in the
Finance Division of the Finance and Information Technology Department
Budget by Fund-Public Works Page 229 of 548
Public Works
Mission Statement
The Public Works Department manages and maintains Renton's utility and transportation systems in a skillful,
professional,and caring manner so as to improve the lives of our residents and business customers. ,
Description
The department develops, builds,and maintains streets and sidewalks;develops and maintains water,wastewater,
and surface water utility infrastructures;coordinates collection of garbage;and operates the airport.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7%
CIP Budget Summary 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4% ,
Position Summary 145.05 169.70 161.20 161.20 161.20 143.50 -11.0%
List of Public Works Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100007.0002 Building Permits &Inspe - - 2,000 - -
400015.0001 Public Works Administra 3.50 397,811 - 3.00 375,043 -
400016.0002 Transit Coordination/Cor 0.85 141,375 0.70 117,579 37,339
400016.0003 Sidewalk Program 0.88 97,196 - 0.05 6,630 -
400016.0004 Trail Planning, Developn 0.48 54,271 - - - -
400016.0006 Building the Mobility Ne 9.96 1,271,956 - 9.51 1,209,073
400016.0007 Bridges and Guardrails 0.33 35,528 - 0.33 35,528 ,
400016.0008 Street Maintenance (Eng 0.06 7,028 - - - -
400016.0009 Trans Operations Mainte 12.40 2,320,160 11.40 2,182,402
400016.0010 Trans Operations Engine 4.95 550,197 - 3.95 436,606 -
400016.0011 Airport Operations 5.19 912,920 1,898,520 5.16 788,361 1,917,163
400019.0001 Street Maintenance 19.10 2,115,079 - 18.10 1,987,250 -
400019.0002 Public Works Maintenan 6.45 687,089 - 6.45 673,193 -
500004.0001 Utility Billing and Cashie 4.00 452,915 - 4.00 452,915 -
500018.0001 Wastewater Engineering 4.50 1,460,374 - 4.50 1,460,280 -
500018.0003 Water Education 0.20 19,501 - 0.20 17,501 - '
500018.0004 Water Engineering and P 6.80 2,121,346 - 5.80 1,992,353 -
500018.0005 Surface Water NPDES Edgy 0.20 19,572 - 0.20 17,072 -
500018.0006 Surface WaterEngineerii 10.50 1,591,924 - 9.80 1,537,274 -
500018.0007 Solid Waste Collection 1.25 15,000,000 15,000,000 1.25 14,192,551 14,887,216
500018.0008 Solid Waste Education 0.75 175,680 45,284 0.75 151,339 37,784
500018.0009 Utility Systems Administi 3.50 379,227 - 3.00 325,051 -
500018.0010 Waterworks Revenue Boi - 3,648,770 - - 3,648,770
500018.0011 Public Works Trust Fund - 969,559 969,559
500018.0012 King County Metro Fund - 11,211,935 11,211,935 - 11,211,935 11,211,935 '
500019.0001 Wastewater Maintenanc 7.95 917,700 - 6.95 813,993 -
500019.0002 Solid Waste Litter Contro 2.00 149,372 - 1.00 76,648
1
Budget by Fund-Public Works Page 230 of 548
■Ili Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
500019.0003 Su rfa ce W a to r Ma i me n a 1 11.20 1,058,846 11.20 1,038,625
D>• 500019.0004 Water Maintenance 26.30 3,751,215 25.30 3,643,451
600016.0001 Trans Operations InternE 1.90 225,164 - 1.90 223,169 -
600019.0001 Fleet Services 10.00 2,033,283 9.00 1,936,682
600019.0002 Fleet Services Capital Re - 992,177 718,002
IID - -Total Operating 155.20 54,769,171 28,157,739 143.50 52,238,833 28,091,437
400016.0014 CIPStreet Overlayt12108 - 742,300 742,300 - 742,300 742,300
400016.0015 Arterial Rehabilitation P 350,500 350,500 350,500 350,500
400016.0016 Rainier Ave I m pry-G ra d� 7,965,833 7,540,862 7,965,833 7,540,862
400016.0017 SW 27th St/Strander Blvd 4,952,000 4,952,000 4,952,000 4,952,000
400016.0018 NE 3rd/NE 4th Corridor Irr 223,000 223,000 - 0 0
400016.0019 Garden Ave N Widening+ 150,000 150,000 - 0 0
400016.0020 Lk Washington Trail (S La - 465,840 465,840 - 465,840 465,840
400016.0021 Hilands to Landings Pedi 300,000 300,000 - 240,000 240,000
400016.0023 Wa I kway Program t00009 - 280,000 280,000 - 200,000 200,000
400016.0024 Sidewalk Rehab &Repla - 140,000 130,000 - 140,000 130,000
400016.0025 Bridge Inspection &Repi = 100,000 100,000 - 100,000 100,000
400016.0026 Intersection Safety&Mo 200,000 200,000 200,000 200,000
400016.0027 Traffic Safety Prgm t12111 20,000 20,000 - 20,000 20,000
400016.0028 Preservation of Traffic OF = 57,500 57,500 - 57,500 57,500
400016.0029 Intel IigentTransportatic 50,000 50,000 25,000 25,000
400016.0030 Transit Prgm t12706 80,000 80,000 - 80,000 80,000
400016.0031 Transportation Demand = 65,000 65,000 - 65,000 65,000
400016.0032 Bicycle route Developme 20,000 20,000 20,000 20,000
400016.0033 Barrier Free Transition PI - 50,000 50,000 38,000 38,000
400016.0034 Proj Develop &Redesign - 125,000 125,000 - 125,000 125,000
400016.0035 Arterial Circulation Prgm - 160,000 160,000 160,000 160,000
400016.0036 Transportation Concurrei - 10,000 10,000 10,000 10,000
400016.0037 Environmental Monitorir - 30,000 30,000 - 30,000 30,000
400016.0038 WSDOT Coordination Prgi - 60,000 60,000 60,000 60,000
400016.0039 GIS- Needs Assess &Da 15,000 15,000 15,000 15,000
400016.0040 1%for the Arts Prgm t121 15,000 15,000 - 15,000 15,000
400016.0045 Cedar River Hangar Roof = 100,000 100,000 = 100,000 100,000
400016.0047 Surface Water System Re 5,000 5,000 5,000 5,000
400016.0048 Major FaciIityMaintenar 130,000 130,000 - 130,000 130,000
400016.0049 Ma i nt Dredging/Shorel i n = 700,000 700,000 - 700,000 700,000
400016.0050 Air/Land Side Separatior 18,000 18,000 18,000 18,000
400016.0051 Lower Blast Fence (Rwy 2 100,000 100,000 - 100,000 100,000
400016.0052 Taxiway Renumbering/Si = 50,000 50,000 - 50,000 50,000
400016.0053 Renton GatewayUtilitie! 475,000 475,000 475,000
400016.0054 Sunset B I vd 300,000 300,000 - -
400016.0055 S. Renton Burnett Park NE - 50,000 50,000 50,000 50,000
I500018.0017 New Reservoirs &Pump ! - 8,000 - - -
500018.0018SplyDvlp &Wtrgltylmpr - 100,000 100,000 100,000 100,000
500018.0019 Water Main RepIc U55171 - 1,800,000 1,800,000 - 1,800,000 1,800,000
500018.0020 Automatic Meter Reading - - 350,000 - -
500018.0021 Wtr Utly MM U55260,265,! 660,000 660,000 660,000 660,000
Budget by Fund-Public Works Page 231 of 548
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
500018.0022 Regulatory Co m p I i a n ce 440,000 400,000 400,000 400,000
500018.0023 Summerwind/Stonegate - 1,000,000 1,000,000 1,000,000 1,000,000
500018.0024 Miscellaneous/Emergen - 100,000 100,000 - 100,000 100,000
500018.0025 Earlington Sewer Replac, 750,000 750,000 - 750,000 750,000 ,
500018.0026 Mntnc&Upgrade of Hydr 25,000 25,000 - 25,000 25,000
500018.0027 East Renton Lift Station E 100,000 100,000 - 400,000 400,000
500018.0028 Lake Washington Beach 300,000 300,000 - 500,000 500,000
500018.0029 Springbrook Crk Wetland 350,000 350,000 - 300,000 300,000
500018.0031 Green River Ecosystem R, 10,000 10,000 - 10,000 10,000
500018.0032 Small Drainage Projects 253,000 253,000 - 253,000 253,000
500018.0033 Miscellaneous/Emergen - 50,000 50,000 - 50,000 50,000
500018.0034 Lower Cedar River Se d i m 250,000 250,000 - 250,000 250,000
500018.0036 Talbot Hill Ar Mosquito E - 50,000 50,000 - 50,000 50,000
500018.0037 Stream Flow&Wtr QI ty N 10,000 10,000 - 10,000 10,000
500018.0038 Surface Water Utility GIS - 100,000 100,000 - 100,000 100,000
500018.0039 Storm Sys Field Mapping 227,000 227,000 - 227,000 227,000
500018.0040 Surface Water Utility Sys 25,000 25,000 - 25,000 25,000
500018.0041 Renton Storm Water Des - 25,000 25,000 - 25,000 25,000
500018.0042 Lk Wash Blvd-Hwks Land - 800,000 800,000 800,000 800,000
500018.0044 Madsen Crk Sedimentati - 50,000 50,000 - 50,000 50,000
500018.0045 Hardie Ave.SW U n d e rp a: - 300,000 300,000 100,000 100,000
Total CIP - 26,329,973 25,738,002 - 25,689,973 25,255,002
Total 155.20 $81,099,144 $53,895,741 143.50 $77,928,806 $53,346,439
Public Works Performance Measures:
Description Performance Measures 2008 2009 2010
Response time to replacementof damaged
N/A 1 Hour 1 Hour
Trans Operations
devices
Number of signal lamps converted to LED type
Maintenance N/A 10 intersections 10 intersections
Section units
Work orders completion N/A 6,000 6,000
Numberof devices repaired/installed N/A 15,000 15,000
Increase residential recycling collection by5% N/A 6,120 6,426
Solid Waste
Increase residential organics collection by
Collection 10% N/A 8,252 9,077
Decrease solid waste tons disposed by3% N/A 17,225 16,708
Waterqualityto meet orexceed federal and N/A 98% 98%
state regulatory requirements
Restore waterservice within 4 hours during N/A 98% 98%
emergencyshut downs
Water Drop-in meters are installed within 5 N/A 98% 98%
Maintenance workingdays from the customer's request
New water service meter were installed N/A 98% 98%
within3 weeks from the customer's request ,
Respond to customer requests for service on N/A 98% 98%
waterleaks within 3working days
Budget by Fund-Public Works Page 232 of 548 ,
llr
Highlight of Budget Changes:
• Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position
reductions:
o Office Assistant III (0.5),Civil Engineer II(2), Engineering Specialist III (1),Civil Engineer III (1),
Traffic Maintenance Worker II (1),Office Assistant II(0.5), Engineering Specialist II(0.7),
Maintenance Service Worker III(2),Solid Waste Maintenance Worker(1), Maintenance Service
Worker II(1), Mechanic's Assistant(1)
• Regular Salaries and Personnel Benefits also decreased due to the Technical Services section under Utility
Systems relocating to Finance and Information Technology(1 Engineering Specialist III addition, 1
Property Service Specialist reduction)and Community and Economic Development(1 Mapping
Coordinator addition, 1 Property Services Specialist addition,and 2 Engineering Specialist III reductions)
• Supplies and Capital Outlay decreased by$320k and$237k,respectively,due overall budget reductions
Expenditure Budget by Division-Public Works
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 627,667 886,867 489,010 482,440 463,533 518,399 6.0%
Maintenance Services 22,593,447 27,152,698 27,049,999 27,878,503 25,777,970 24,783,227 -8.4%
Transportation Services 6,890,616 6,686,738 7,541,253 7,533,014 7,310,087 6,732,256 -10.7%
Utility Systems 87,719,800 40,143,017 30,342,830 35,915,415 32,539,246 30,944,239 2.0%
Operating Total 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7%
CfP 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4%
Total 150,002,842 114,582,153 116,531,671 142,978,567 103,156,001 89,368,093 -23.3%
IExpenditure Budget by Category-Public Works
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula r Sa I a ries 8,375,801 9,261,469 10,670,246 10,406,576 10,166,240 9,907,747 -7.1%
Part-Time Salaries 231,391 204,379 289,877 289,877 164,866 135,572 -53.2%
Overtime 271,680 278,193 269,950 269,950 348,433 276,639 2.5%
Personnel Benefits 2,922,635 3,460,042 4,394,847 4,394,847 3,886,565 3,601,357 -18.1%
Supplies 2,343,548 2,791,272 2,638,257 2,714,865 2,541,743 2,317,341 -12.2%
Other Services and Charges 23,334,096 22,767,914 26,963,848 27,079,067 25,963,582 26,630,195 -1.2%
Intergovernmental Se rvi ce s 3,345,249 4,052,181 4,064,021 4,064,021 4,450,173 3,954,728 -2.7%
Capital Outlay 1,226,527 4,670,534 1,157,463 2,155,035 813,521 920,923 -20.4%
Debt Service 3,894,408 4,631,929 4,610,382 5,085,382 5,107,861 4,618,329 0.2%
Interfund Payments 3,130,606 4,948,789 5,839,332 5,839,332 5,628,213 5,743,289 -1.6%
Transfer Out 68,755,590 17,802,616 4,524,869 9,510,420 7,019,638 4,872,000 7.7%
Operating Total 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7%
CIP 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4%
Total 150,002,842 114,582,153 116,531,671 142,978,567 103,156,001 89,368,093 -23.3%-
Staffing Levels by Division-Public Works
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Administration 4.25 4.00 3.50 3.50 3.50 3.00 -14.3%
' Maintenance Services 71.00 88.00 83.00 83.00 83.00 78.00 -6.0%
Transportation Services 40.50 41.00 37.00 37.00 37.00 33.00 -10.8%
Uti I i ty Syste ms 29.30 36.70 37.70 37.70 37.70 29.50 -21.8%
Total FTE 145.05 169.70 161.20 161.20 161.20 143.50 -11.0%
Temp/Intermit Salaries &Be $ 266,477 $ 233,035 $ 295,022 $ 292,503 $ 187,769 $ 135,472 -54.1%
1W
Budget by Fund-Public Works Page 233 of 548
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Administration Division
Mission Statement
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.
2009 Accomplishments i
• Continued design and acquisition of right-of-way for Rainier Avenue Project (South Grady Way to South
2nd Street),which will enhance bus traffic along Rainier Avenue. i
• Completed construction on Duvall Avenue/Coal Creek Parkway.
• Implemented new solid waste collection program that emphasizes recycling and diversion of the waste
stream from the landfill. i
• Successfully responded to the January 2009 major Cedar River flooding event without sustaining major
damage to public infrastructure or private property.
• With the completion of the Airport Layout Plan and Airport Leasing Policies, moving forward with leasing ,
property at the Airport including execution of the Pro Flight Renton Gateway lease.
• Finalizing the development of a Renton Surface Water Design Manual to update standards to be used to
control runoff from new construction and redevelopment projects to be equivalent with the Ecology 2005 ,
Western Washington Stormwater Manual as required to comply with NPDES Phase II Municipal
Stormwater Permit for Western Washington.
• Participating in multi-department efforts to pursue the Mayor's goal of improving the appearance of
Renton's major transportation corridors. tt
• Continuing to purchase hybrid vehicles for the City's heavy equipment fleet.
• Implementing new annual program to maintain deteriorating city sidewalks, including the repair and
replacement of over 4,000 linear feet of sidewalks in the Highlands neighborhood.
• Continuing to provide superior customer services in Renton, which is measured by 85 percent of the
citizens contacting the Maintenance Services Division to rate its services as satisfactory or better.
• Reduce costs of disposing of excavated material by the operation of a mobile screening plant that allows
this material to be reused as construction fill.
2010 Goals
• Complete the design and property acquisition for the Rainier Avenue Improvements Project,and begin
construction in late 2010/early 2011.
• Complete improvements to Shattuck Avenue and open up railroad underpass early in 2010.
• Prepare and implement an incident action plan to protect areas within Renton that could be impacted by
Green River flooding due to damage to the Howard Hanson Dam.
• Adopt Surface Water Design Manual.
• Negotiate and implement a new lease for The Boeing Company at the Renton Airport.
• Work with King County Metro to implement a new bus rapid transit route between Renton and Burien.
• Continue to coordinate with the Washington State Department of Transportation for the successful
construction of 1-405 improvements including new north and south general purpose lanes and a new
interchange at Talbot Road.
Budget by Fund-Public Works Page 234 of 548
Expenditure Budget by Category-Administration
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 286,878 296,943 302,616 296,046 293,844 289,117 -4.5%
Part-Time Salaries 0 2,268 2,519 2,519 5,200 0 -100.0%
Overtime 0 454 1,877 1,877 0 0 -100.0%
Personnel Benefits 73,335 85,052 96,554 96,554 86,237 78,148 -19.1%
Supplies 4,813 3,874 3,200 3,200 2,165 3,200 0.0%
Other Services and Charges 1,305 1,579 5,578 5,578 2,134 4,578 -17.9%
Interfund Payments 261,337 496,697 76,666 76,666 73,954 143,356 87.0%
Total 627,667 886,867 489,010 482,440 463,533 518,399 6.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 4.25 4.00 3.50 3.50 3.50 3.00 -14.3%
Temp/Intermit Sala ries &Be $ $ 2,465 $ 2,733 $ 214 $ 5,645 $ - -100.0%
Budget by Fund-Public Works Page 235 of 548
Maintenance Services Division
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
• Provide planning,budgeting,goal setting,and management.
• Provide purchasing and inventory support.
• Establish effective liaison and project coordination.
• Perform administrative,customer service contact,and record systems management.
2009 Accomplishments
Street Maintenance
• Eighty-five percent of the citizens contacting the division to rate our service as satisfactory.
• A street Overall Condition Index(OCI)rating of 80 is maintained.
• Within the resources provided, keep Renton's rights-of-way clean.
Water Maintenance
• High-quality water is provided in sufficient quantity.
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized.
Fleet Maintenance
• Ensure safe,available,and reliable vehicles and equipment.
2009 Goals i
Street Maintenance
• Eighty-five percent of the citizens contacting the division to rate our service as satisfactory.
• A street Overall Condition Index(OCI) rating of 60 or above is maintained.
• Within the resources provided,keep Renton's rights-of-way as clean as possible.
Water Maintenance
° High-quality water is provided in sufficient quantity.
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized.
Fleet Maintenance
° Ensure safe,available,and reliable vehicles and equipment.
Budget by Fund-Public Works Page 236 of 548
Ir
Expenditure Budget by Category-Maintenance Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 3,632,116 4,169,820 4,803,261 4,698,974 4,663,203 4,725,466 -1.6%
Part-Time Salaries 83,575 76,894 125,874 125,874 57,051 46,364 -63.2%
Overtime 165,982 147,639 160,011 160,011 245,216 160,011 0.0%
Personnel Benefits 1,431,039 1,756,559 2,175,055 2,175,055 1,983,447 1,865,065 -14.3%
Supplies 2,128,678 2,403,349 2,372,288 2,382,288 2,299,901 2,079,048 -12.4%
Other Services and Charges 12,852,711 11,560,442 12,666,356 12,681,575 12,569,940 12,426,899 -1.9%
Intergovernmental Services 7,253 7,921 0 0 7,456 0 N/A
Capital Outlay 1,226,527 4,668,082 1,157,423 2,154,995 813,409 920,923 -20.4%
Interfund Payments 1,026,490 2,347,170 3,259,731 3,259,731 3,138,348 2,559,451 -21.5%
Tra nsfer Out 39,074 14,823 330,000 240,000 0 0 -100.0%
Total 22,593,447 27,152,698 27,049,999 27,878,503 25,777,970 24,783,227 -8.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Maintenance Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 71.00 88.00 83.00 83.00 83.00 78.00 -6.0%
Temp/Intermit Salaries &Be $ 96,966 $ 88,957 $ 124,511 $ 124,511 $ 66,269 $ 47,389 -61.9%
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Budget by Fund-Public Works Page 237 of 548
(
Transportation Systems Division
Mission Statement
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,to enhance the lives of its residents and business
customers. The division aggressively pursues mobility improvements that benefit Renton and the region
consistent with the Six-Year Business Plan.
2009 Accomplishments
Design
• Completed design and commenced construction of Shattuck Avenue Storm Drain Bypass Project and
railroad undercrossing and approaches along with the railroad sacrificial beams.
• Secured a$2 million federal stimulus grant(ARRA)for the Shattuck Avenue Storm Drain Bypass Project.
• Completed construction on Duvall Avenue NE/Coal Creek Parkway on schedule and under budget.
• Secured WSDOT approval for the Rainier Avenue Project and completed NEPA environmental review.
• Commenced right-of-way acquisition and final design on the Rainier Avenue Project(South Grady Way to
South 2nd Street).
• Completed design and construction of the 2009 Overlay Program.
• Completed construction of the 2009 Sidewalk Program.
• Completed design for the Maplewood Sidewalk Rehabilitation Project.
• Performed budgeted inspections,repairs,and maintenance for the 2009 Bridge Program.
• Completed the fifth year of monitoring and maintenance of the Oakesdale Phase II Wetlands and the
eighth year of Phase I.
• Reached final agreements with Sound Transit and Tukwila regarding Tukwila Station design and selection
of a new alternative design of Phase Ila of SW 27th Street/Strander Boulevard Project.
• Assisted CED in updating the Street Development Standards.
• Completed conceptual design of the Garden Avenue and Park Avenue Intersection Improvements.
• Completed construction of Stage I Lake Washington South Lake Connector Project(southbound bike lane).
• Assisted in repair work for damages from January 2009 storms—SR 169 and the Williams Avenue Bridge.
Operations and Maintenance
• Installed new traffic signal at the intersection of NE Sunset Boulevard at Hoquiam Avenue NE and began
construction of intersection improvements and traffic signal upgrades at South 3rd Street and
Shattuck Avenue South.
• Continued installation of advance traffic controllers at remaining signalized intersections for ACTRA
control from the city's Traffic Management Center(TMC).
• Upgraded ten signalized intersections to light emitting diode(LED)displays.
• Installed six uninterruptible power supply(UPS)systems at critical intersections.
• Continued efforts on the Graffiti Abatement Program.
• Completed installation of school zone flashers at all locations.
• Provided video images from 15 signalized intersections back to the Traffic Management Center.
• Replaced 50,000 plus feet of stolen street lighting copper wire from underground conduits.
• Completed the School Flasher Modem Upgrade Program.
• Installed 120 miles of painted pavement markings.
• Installed 1,500 new or replacement signs through regular maintenance or work orders.
Budget by Fund-Public Works Page 238 of 548
rr
• Performed scheduled maintenance to replace faded,damaged,and missing street signs and renew
pavement markings.
• Installed 10,000 raised pavement markers(RPMs).
• Maintained and updated traffic signal model(SYNCHRO)control systems within the Traffic Management
Center.
Planning and Programming
1Mt
• Continued to provide project coordination and financial oversight of 40 projects and programs within the
2009-2014 TIP and provided the planning and programming for the 2010-2015 TIP.
Or • In partnership with the Parks Division,completed and Council adopted the Renton Trails and Bicycle
Master Plan and published the Renton Trails and Bikeways Guide Map.
• In partnership with King County and other South Sound cities,completed the Lake to Sound Feasibility
Study to develop a regional trail from Lake Washington in Renton to Puget Sound in Des Moines.
• Secured a$2 million federal stimulus grant(ARRA)for the Shattuck Avenue Storm Drain Bypass Project.
• Secured a$4.8 million countywide federal grant for the Rainier Avenue South Improvements Project.
• Collaborated with King County and the cities of SeaTac,Tukwila,and Burien to secure an $800,125
countywide federal non-motorized grant for the Lake to Sound Regional Trail.
• Secured a$240,000 federal non-motorized grant to design the Highlands to Landing/Coulon Park
Pedestrian Connection under 1-405.
• Actively participated in regional forums(PSRC,SCATBd, ETP,Sound Transit,WSDOT)and other discussions
on transportation funding packages to ensure Renton's interests are presented and achieved.
• Assisted the Design Section in major project communications and public outreach including maintaining
80 project and program web site pages.
• Continued to provide internal and external coordination with the state's 1-405 projects—Stage 1, Stage 2,
and the Springbrook Wetlands Bank.
• Supported the City's involvement in the 1-405 Tolling Committee efforts and Vision 2040 planning efforts.
• Pursued additional funding for SW 27th Street/Strander Boulevard, Rainier Avenue Corridor, NE 3rd/4th
streets,sidewalk,and bike projects.
• Continued to work with the Department of Community and Economic Development to review and
potentially revise Renton's Transportation Mitigation Fees.
• Continued to partner with the Renton School District to complete identification of needed improvements
to school walking routes for elementary schools.
• Completed alternative analyses for the Lake Washington South Trail Connector on Logan Avenue between
North 6th Street and the Cedar River Trail.
• Continued to work with the 25 commute trip reduction(CTR)sites within Renton in implementing the
state-mandated CTR requirements to reduce single-occupancy vehicle(SOV)trips and vehicle miles
traveled.
• Reviewed and provided comments on development reviews,traffic impact studies,and annexation
reviews.
• Assisted CED in development of the City Center Plan, Impact Fee Study,Sunset Planning Strategy and
revising the Street Development Standards.
• Continued to coordinate with the Technical Services Section and IS Division staff to improve the City's
GIS.
• Continued to work with King County Metro Facilities and Service Planning staff to respond to citizen
requests and complaints.
• Assisted the Parks Division in the development of the Urban Forestry Plan.
Budget by Fund-Public Works Page 239 of 548
Airport
• Completed a new lease for Pro Flight on Apron C.
• Submitted the Airport Layout Plan to the Federal Aviation Administration.
• Nearly completed lease negotiations with The Boeing Company.
• Increased T-Hangar rental rates.
• Successfully completed construction of the Runway 15/33 Rehabilitation Project.
• Continued to secure funding to dredge the seaplane base and develop conceptual solutions.
• Maintained zero claims of foreign object damage and bird strikes on aircrafts.
• Continued to catch up on backlogged maintenance.
• Abandoned a section of the old Boeing fire water main north of the Boeing fuel farm.
2010 Goals
Design
• Complete the construction of Shattuck Avenue Storm Drain Bypass Project and railroad undercrossing and i
approaches along with the railroad sacrificial beams. ■
• Complete the construction of the Shattuck Avenue South/South 3rd Street Intersection Improvements.
• Complete right-of-way(ROW)acquisition and design for the Rainier Avenue Improvements Project. t
• Design the SW 27th Street/Strander Boulevard Project in coordination with Sound Transit's station
project.
• Complete design of the 2010 Street Overlay and Rehabilitation programs.
• Complete design of the 2010 Sidewalk Program.
• Complete design of the Highlands to Landing/Coulon Park Pedestrian Connection.
• Perform budgeted inspections,repairs, and maintenance for the 2010 Bridge Program.
Operations and Maintenance
• Complete intersection improvements and signal upgrades at South 3rd Street and Shattuck Avenue South.
• Upgrade 50 signalized intersections to light emitting diode(LED)displays.
• Evaluate light emitting diode(LED)technology for street lights.
• Install a minimum of six uninterruptible power supply(UPS)systems at critical intersections.
• Continue efforts on the Graffiti Abatement Program. i
• Install additional school zone flashers as needed for photo enforcement locations.
• Upgrade Hardie Avenue Southwest and Southwest Sunset Boulevard traffic and pedestrian signal heads
and pedestrian crossings and ramps to Americans with Disabilities Act(ADA)standards.
• Complete 15 major preventive maintenance projects.
• Install 120 miles of painted pavement markings.
• Install 1,000 new or replacement signs through regular maintenance or work orders.
• Perform scheduled maintenance to replace faded,damaged and missing street signs and renew pavement
markings.
• Install 5,000 raised pavement markers(RPMs).
Budget by Fund-Public Works Page 240 of 548
rr • Maintain and update traffic signal model(SYNCHRO)control systems within the Traffic Management
Center.
Planning and Programming
• Provide project coordination and financial oversight of 40 projects and programs within the 2010-2015 TIP
and provide the planning and programming for the 2011-2016 TIP.
• Aggressively pursue grants and funding opportunities for mobility improvements that benefit Renton and
the region consistent with the Six-Year Business Plan.
' Continue to provide internal and external coordination with the state's 1-405 Stage 1 and Stage 2 projects.
• Initiate and provide project management for the Sunset Corridor Transportation Study and Plan.
• Participate in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the
Black River Riparian Forest.
° Assist the Department of Community and Economic Development in developing the City Center
Implementation Plan.
• Update the City's multimodal transportation concurrency mechanisms in conjunction with the required
development of 2011 Comprehensive Plan Amendment to the Transportation Element addressing
transit-oriented development and growth and transportation-efficiency centers(GTECs)in order to
reduce vehicle miles traveled and transportation related greenhouse gas emissions within the City of
Renton.
• Actively participate in regional forums(PSRC,SCATBcl, ETP,Sound Transit,WSDOT)and other discussions
on transportation funding packages to ensure Renton's interests are presented and achieved.
Irt • Continue to work with the Department of Community and Economic Development to review and
potentially revise Renton's Transportation Mitigation Fees.
• Review and provide comments on development reviews,traffic impact studies,and annexation reviews.
° Continue to work with the 25 commute trip reduction(CTR)sites within Renton in implementing the
state-mandated CTR requirements to reduce single occupancy vehicle(SOV)trips and vehicle miles
traveled.
• Assist the Design Section in major project communications and public outreach with emphasis on the
Rainier Avenue Improvements Project construction phase.
• Coordinate with the Technical Services Section and IT Division staff to improve the City's GIS.
° Work with King County Metro Facilities and Service Planning staff to respond to citizen requests and
complaints.
° Continue to partner with the Renton School District to improve school walking routes for elementary
schools.
Airport
• Complete the Boeing lease renewal.
• Complete Apron C infrastructure improvements for the Renton Gateway Center fixed-base operator
(FBO).
• Dredge the Seaplane Base in November 2010 during the"fish window."
• Replace the roof on the Cedar River Hangars.
° Maintain zero claims of foreign object damage and bird strikes on aircrafts.
• Continue to catch up on backlogged maintenance.
Budget by Fund-Public Works Page 241 of 548
,sem
Expenditure Budget by Category- Transportation Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula r Sa I a ri e s 2,378,644 2,597,644 2,756,434 2,696,587 2,740,505 2,550,967 -7.5%
Part-Time Salaries 116,384 114,762 93,212 93,212 77,383 86,658 -7.0%
Overtime 94,848 115,105 80,008 80,008 90,777 91,932 14.9%
Personnel Benefits 788,610 921,389 1,031,541 1,031,541 989,599 852,174 -17.4%
Supplies 204,559 357,708 220,821 272,429 213,536 216,095 -2.1%
Other Services and Charges 1,437,319 1,242,819 1,423,543 1,423,543 1,267,616 1,201,522 -15.6%
Intergovernmental Services 139 135 0 0 437 0 N/A
Interfund Payments 330,113 612,176 797,273 797,273 791,813 1,112,908 39.6%
Transfer Out 1,540,000 725,000 1,138,421 1,138,421 1,138,421 620,000 -45.5%
Operating Total 6,890,616 6,686,738 7,541,253 7,533,014 7,310,087 6,732,256 -10.7%
Cl P 21,081,499 25,064,905 38,883,579 52,871,779 31,822,833 18,404,973 -52.7%
Total 27,972,115 31,751,643 46,424,832 60,404,793 39,132,920 25,137,229 -45.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Transportation Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 40.50 41.00 37.00 37.00 37.00 33.00 -10.8%
Temp/Intermit Sala ries &Be $ 133,279 $ 129,849 $ 91,902 $ 91,902 $ 87,805 $ 85,533 -6.9%
I
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Budget by Fund-Public Works Page 242 of 548
rr Utility Systems Division
Mission Statement
r Manage the planning, engineering, construction, and database functions for the City's solid waste, water,
wastewater, and surface water, in a manner that ensures public health and safety, meets all regulatory
requirements, protects environmental resources, is financially sound and supports the City's Business Plan Goals.
hr
2009 Accomplishments
1W Water Utility Engineering
• Completed evaluation of systems and made recommendation to City Council for sole source procurement
of a fixed network automated meter reading and meter data management system.
trr • Completed an evaluation of a potential reservoir site in the Black River quarry area.
• Completed design and construction of annual water main replacement program.
• Awarded contract for and began the replacement of electrical transformers for Mt. Olivet and Well 8
pump stations.
• Began a multi-year effort to replace remote telemetry units in the SCADA system.
° Completed installation of security Cyberlocks at all water facilities.
ilrr
• Replaced SCADA system auto-dialer software.
• Re-designed and implemented a geodatabase for the drinking water utility to accommodate the
implementation of the City's Enterprise Asset Management system.
• Completed study of the viability of obtaining water from the Cascade Water Alliance.
• Completed construction of the West Hill Pressure Reducing Station.
° Continued implementation of the Aquifer Protection Program, Water Conservation Education and
Cross-Connection Control Program.
• Continued implementation of the Water Use Efficiency Plan and WashWise Rebate Program.
• Continued to maintain the"Green Operating Permit"status from the Department of Health.
• Continued design and construction coordination with the City's Transportation Division and with WSDOT
10for utilities improvements for Stage 2 of the 1-405 improvements project.
• Provided technical assistance to the Transportation Systems Division for construction of the water
improvements associated with roadway improvements projects.
• Completed interlocal agreements with Water District 90 and Soos Creek Water and Sewer District.
• Continued monitoring of franchise terms with Olympic Pipeline Company,Seattle Public Utilities and with
various telecommunication companies' leases of the city's water facilities.
• Completed a cyber security audit of the water SCADA system with the assistance of a visiting DHS team.
Wastewater Utility Engineering
1 • Completed construction of the following planned Capital Improvement Program projects: Denny's Lift
Station Replacement and White Fence Ranch Sewer Extension.
° Began design for the Lake Washington Beach Lift Station Replacement, Westview Lift Station
Rehabilitation and East Renton Lift Station Elimination.
• Completed design for the Stonegate Lift Station Replacement and the Earlington Sewer Replacement.
• Completed conversion of sewer data into geodatabase and conversion of the sewer model from
DHI Mouse to DHI Mike Urban.
• Completed update of our Long Range Wastewater Management Plan.
k
IBudget by Fund-Public Works Page 243 of 548
i
Surface Water Utility Engineering
Completed the following planned Capital Improvement Program projects:
• Completed the draft Surface Water Utility Master Plan to define future program and resources needed to
deliver services, meet regulatory requirements, and future CIP program needs for adoption by Council in
2010.
• Completed the final design, permitting, and started construction of the Shattuck Avenue South Storm
Drain Bypass Project in coordination with the Transportation Systems Division's Rainier Avenue South TIP.
• Completed the design and construction of the Wells Avenue North and North 37`h Street Storm System
Replacement Project as part of the Small Drainage Problems Program.
• Started the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System
Replacement Project.
• Completed the design, permitting, and construction of the Maplewood Creek Sedimentation Basin and ,
the Madsen Creek Sedimentation Basin cleaning project necessary due to the January 2009 flood.
• Coordinated with WSDOT on work related to the 10-year monitoring and site management period
following the completion of the initial construction of the Springbrook Creek Wetland and Habitat
Mitigation Bank Project.
• Conducted the annual Landsburg Gravel Supplementation Project and other required mitigation
monitoring for the Cedar River Section 205 Flood Hazard Reduction Project.
• Implemented the Storm System Mapping Project, code amendments related to the Illicit Discharge and
Detection and Elimination Program and other requirements associated with complying with the National
Pollutant Discharge Elimination System (NPDES) Phase II Municipal Stormwater Permit for Western
Washington requirements.
• Completed 90% of the Spawning Channel Replacement Project construction in cooperation with the U.S.
Army Corps of Engineers.
• Completed the development of the draft Renton Storm Water Design Manual to update design standards
P P
to control runoff from new construction and redevelopment projects that are equivalent to the Ecology
2005 Western Washington Stormwater Manual as required to comply with the NPDES Phase II Municipal
Stormwater Permit for Western Washington,for review and approval in 2010.
• Provided technical assistance to the Transportation Systems Division on the design, permitting and
construction of the storm water improvements associated with the Rainier Avenue—Grady Way to South
2nd Street TIP, the Garden Avenue North TIP, signal improvement projects, and sidewalk improvement
program.
• Provided technical assistance to WSDOT on its 1-405 improvement projects.
• Participated in the regional and city efforts to prepare for and respond to Green River flooding due to the
reduced storage capacity at the U.S.Army Corps of Engineers' Howard Hanson Dam.
Solid Waste Utility
• Provided one Natural Yard Care workshop targeting education to residential homeowners and small
landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides.
• Implemented the Sustainable Solid Waste Collection Contract for residential and commercial services.
• Implemented a residential reuse event and two special recycling events to increase diversion of materials
from the landfill. '
2010 Goals
Water Utility Engineering
• Award contract and begin first phase of the implementation of a fixed network automated meter reading
and meter data management system.
Budget by Fund-Public Works Page 244 of 548
• Complete design and construction of the annual water main replacement program.
• Complete a project to recoat the interior and exterior of the West Hill reservoir and to add a cathodic
protection system, handrails,and security improvements.
• Continue to support implementation of the Drinking Water Quality Compliance Program including the
new EPA/DOH Groundwater Rule;continue to maintain the drinking water quality monitoring database.
• Continue to prepare and distribute the EPA required Consumer Confidence Report to all our customers.
• Provide input for the Surface Water Design manual to ensure the City's drinking water supply is protected.
Complete the repair of the groundwater monitoring wells.
sir ` Begin the update of the Water System Plan.
° Continue implementation of Aquifer Protection Program, Water Conservation Education, and
Cross-Connection Control Program.
• Continue implementation of Water Use Efficiency Plan.
• Continue to maintain "Green Operating Permit"status from the Department of Health.
° Continue to replace remote telemetry units in the SCADA system.
• Complete the replacement of electrical transformers for Mt.Olivet and Well 8 pump stations.
• Continue construction coordination with the City's Transportation Division and with WSDOT for utilities
relocations and improvements for Stage 2 of the 1-405 improvements project.
° Provide technical assistance to the Transportation Systems Division for construction of the water
improvements associated with roadway improvements projects.
• Assist the water maintenance section to receive approval of a management plan from the Department of
Ecology for the Maplewood wellfield.
• Update the Emergency Response Plan.
' • Continue negotiations with Seattle Public Utilities for additional wholesale water.
am Wastewater Utility Engineering
Begin construction of the Stonegate Lift Station Replacement and Earlington Sewer Replacement projects.
• Complete design and begin construction of the Lake Washington Beach Lift Station Replacement and
1t Westview Lift Station Rehabilitation projects.
• Begin final design for the East Renton Lift Station Elimination Project.
• Develop updated Fats/Oils/Grease Regulations, including revisions to current City code.
Surface Water Utility Engineering
` Council adoption of the Surface Water Utility Master Plan to define future program and resources needed
to deliver services, meet regulatory requirements and future CIP program needs.
` Complete the construction of the Shattuck Avenue South Storm Drain Bypass Project in coordination with
the Transportation Systems Division's Rainier Avenue South TIP.
° Complete the design, permitting and construction of the Lake Washington Blvd./Hawks Landing Storm
System Improvement Project in coordination with the water system improvements and the private
development project.
° Complete the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System
Replacement Project.
I ° Complete the construction of the Duvall Avenue Northeast and Union Avenue Northeast projects as part
of the Small Drainage Problems Program.
1
' Budget by Fund-Public Works Page 245 of 548
ar
• Conduct the annual Landsburg Gravel Supplementation Project and other required mitigation monitoring
for the Cedar River Section 205 Flood Hazard Reduction Project.
• Complete the first phase of the Storm System Mapping Project and start work on the second phase of the
project that involves collection data associated with our storm system assets as needed for complying
with the National Pollutant Discharge Elimination System (NPDES) Phase II Municipal Stormwater Permit
for Western Washington requirements and improving operation and maintenance of the City's storm
system infrastructure.
• Complete the construction of the Spawning Channel Replacement Project in cooperation with the
U.S.Army Corps of Engineers and start project fish use monitoring and plant establishment.
• Council adoption of updated Surface Water Design Standards to control runoff from new construction and
redevelopment projects that are equivalent to the Ecology 2005 Western Washington Stormwater
Manual as required to comply with the NPDES Phase II Municipal Stormwater Permit for Western
Washington.
• Provide technical assistance to WSDOT on its 1-405 improvement projects.
• Continue participation in the regional and city effort to prepare for and respond to Green River flooding
due to the reduced storage capacity at the Army Corps of Engineers Howard Hanson Dam.
Solid Waste Utility
• Provide two Natural Yard Care workshops targeting education to residential homeowners and small
landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides.
• Implement a residential reuse event and two special recycling events to increase diversion of materials
from the landfill.
• Provide technical assistance to businesses and apartment buildings to educate them about strategies to
reduce waste and increase recycling.
• Expand in-house recycling opportunities to include composting of food-waste generated within city
facilities.
Expenditure Budget by Category- Utility Systems i
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
RegularSaIaries 2,078,163 2,197,062 2,807,935 2,714,969 2,468,689 2,342,197 -16.6%
Part-Time Salaries 31,431 10,455 68,272 68,272 25,233 2,550 -96.3%
Overtime 10,850 14,996 28,054 28,054 12,440 24,696 -12.0%
Personnel Benefits 629,651 697,042 1,091,697 1,091,697 827,282 805,971 -26.2%
Supplies 5,497 26,341 41,948 56,948 26,140 18,998 -54.7%
Other Services and Charges 9,042,761 9,963,075 12,868,371 12,968,371 12,123,893 12,997,196 1.0%
Intergovernmental Services 3,337,857 4,044,126 4,064,021 4,064,021 4,442,280 3,954,728 -2.7%
Capital Outlay 0 2,453 40 40 112 0 -100.0%
Debt Service 3,894,408 4,631,929 4,610,382 5,085,382 5,107,861 4,618,329 0.2%
Interfund Payments 1,512,666 1,492,746 1,705,662 1,705,662 1,624,098 1,927,574 13.0%
Transfer Out 67,176,516 17,062,793 3,056,448 8,131,999 5,881,217 4,252,000 39.1%
Operating Total 87,719,800 40,143,017 30,342,830 35,915,415 32,539,246 30,944,239 2.0%
CIP 11,089,813 14,647,929 12,225,000 18,297,416 5,242,332 7,985,000 -34.7%
Total 98,809,613 54,790,945 42,567,830 54,212,831 37,781,578 38,929,239 -8.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Utility Systems
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Total FTE 29.30 36.70 37.70 37.70 37.70 29.50 -21.8%
Temp/Intermit Salaries &Be $ 36,232 $ 11,764 $ 75,876 $ 75,876 $ 28,050 $ 2,550 -96.6% '
Budget by Fund-Public Works Page 246 of 548 I
Fund 501 - Equipment Rental Fund
2010 Vehicle replacements
Repl
Dept Assigned Charge Code Eq No. Model Make Yr Purc Life Cost Note
Police Admin Pool02 A403 Taurus FORD 2001 3 $ Vehicle is being replaced
with A393.
Police Traffic Pool07 M047 Motorcycle BMW 2000 4 26,000
Police Traffic Pool07 M052 Motorcycle BMW 2007 4 26,000
Police Patrol P00108 A432 CmVic FORD 2005 4 30,000
Police Patrol Pool08 A433 CrnVic FORD 2005 4 30,000
Police Patrol P00108 A444 CrnVic FORD 2006 4 30,000
Police Animal
Control P00111 C222 Animal trk CH EV 2003 8 - Do not replace in 2010.
Street
Maintenance Poo125 E108 Sweeper ELGN 2005 4 - Do not replace in 2010.
Street
Maintenance Poo125 E080 Loader CASE 1992 10 250,000
Fire
Suppression
Poo 140 F064 Aid Unit I NTE 1999 7 200,000
Replaced with Rescue Truck
(New) and will add short
Fire ladder (75') on Fire Engine
Poo140 F081 Aerial EONE 1986 20 250,000
Suppression when the next time Fire
Engine is due for
replacement.
Wastewater
Poo142 E107 Vactor INTE 2004 5 - Do not replace in 2010.
Maintenance
Tota 1: $842,000
Budget by Fund-Public Works Page 247 of 548
Public Works Position Listing(Sheet 1 of 5)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Public Works Administration
M49 Public Works Administrator 1.00 1.00 1.00 1.00 1.00 1.00
M24 Principal Finance and Admin Analyst 0.75 1.00 1.00 1.00 1.00 1.00
N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
A05 Office Assistant 111 0.50 0.50 0.50 0.50 0.50 0.00
A03 Office Assistant 11 1.00 0.50 0.00 0.00 0.00 0.00
Total Administration Division 4.25 4.00 3.50 3.50 3.50 3.00
Transportation Systems Division
Administration
M45 De puty PW Ad mi n-Tra ns porta ti on 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary 11 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration 3.00 3.00 3.00 3.00 3.00 3.00
Transportation Planning
M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A29 Program Development Coordinator 11 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer 111 1.50 1.50 1.50 1.50 1.50 1.50
A27 Civil Engineer 111 (1.5 Limited Term) 1.00 0.00 0.00 0.00 0.00 0.00
A25 Civil Engineer ll 2.00 1.00 1.00 1.00 1.00 0.00
A24 Transportation Planner 1.00 2.00 1.00 1.00 1.00 1.00
A21 Civil Engineer 1.00 0.00 0.00 0.00 0.00 0.00
Total Transportation Planning 8.50 6.50 5.50 5.50 5.50 4.50
Transportation Design
M33 Transportation Design Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A32 Principal Civil Engineer-Transp 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineerlll 3.00 3.00 2.00 2.00 2.00 2.00
A27 Transportation Design Engineer 0.00 1.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist 111 1.00 1.00 1.00 1.00 1.00 0.00
A21 Civil Engineer 2.00 0.00 0.00 0.00 0.00 0.00
Total Transportation Design 8.00 7.00 5.00 5.00 5.00 4.00
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00
M27 Transportation Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 1.50 1.50 1.50 1.50 1.50 0.50
A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00
A21 Signal/Electronics Sys Tech 111 0.00 1.00 0.00 0.00 0.00 0.00
A21 Signal/Electronics Sys Tech II 4.00 6.00 6.00 6.00 6.00 6.00
A17 Signal/Electronics Sys Tech 1 1.00 0.00 0.00 0.00 0.00 0.00
A17 Traffic Sign and Paint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Traffic Maintenance Worker 11 3.00 4.00 4.00 4.00 4.00 3.00
A05 Office Assistant 111 0.50 1.00 1.00 1.00 1.00 1.00
Total Transportation Operations/Maintenance 16.00 19.50 18.50 18.50 18.50 16.50
Budget by Fund-Public Works Page 248 of 548
Public Works Position Listing(Sheet 2 of 5)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual BudgetAdj Budget Actual Adopted
Airport
M32 Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00
A23 Assistant Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00
A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00
A07 Secretary 11 1.00 1.00 1.00 1.00 1.00 1.00
Total Airport 5.00 5.00 5.00 5.00 5.00 5.00
w Total Transportation Systems Division 40.50 41.00 37.00 37.00 37.00 33.00
Utility Systems Division
Administration
r M38 Utilit S stems Director
y y 1.00 1.00 0.00 0.00 0.00 0.00
A09 Admin Secretaryl 1.00 1.00 0.00 0.00 0.00 0.00
A07 Secretaryll 1.00 1.00 0.00 0.00 0.00 0.00
A03 Office Assistant 11 0.50 0.50 0.00 0.00 0.00 0.00
A19 Accounting Supervisor 1.00 1.00 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 3.00 3.00 0.00 0.00 0.00 0.00
Total Utility Systems Administration 7.50 7.50 0.00 0.00 0.00 0.00
Water Utility Systems
M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25
M33 Utility EngrSupervisor 1.00 1.00 1.00 1.00 1.00 1.00
A32 Utility GIS/Engineer 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineerlll 1.00 1.00 2.00 2.00 1.00 2.00
A25 Civil Engineer 11 1.00 1.00 1.00 1.00 1.00 0.00
A23 Engineering Specialist III 1.50 1.50 0.50 0.50 1.50 0.50
A19 Accounting Supervisor 0.00 0.00 0.20 0.20 0.20 0.20
A19 Engineering Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00
A13 Program Specialist 0.50 0.50 0.50 0.50 0.50 0.50
A09 Accounting Assistant IV 0.00 0.00 0.60 0.60 0.60 0.60
A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25
A07 Secreta ryI I 0.00 0.00 0.25 0.25 0.25 0.25
A03 OfficeAssistantll 0.00 0.00 0.14 0.14 0.14 0.00
Total Water Utility Systems 7.00 7.00 8.69 8.69 8.69 7.55
Wastewater Utility Sys and Tech Svcs
M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25
M33 UtiIityEngineeringSupervisor 1.00 1.00 1.00 1.00 1.00 1.00
A29 Mapping Coordinator 1.00 1.00 1.00 1.00 1.00 0.00
A28 Civil Engineer 111 2.00 2.00 2.00 2.00 2.00 2.00
A23 Property Services Agent 2.00 2.00 2.00 2.00 2.00 0.00
A23 Engineering Specialist 111 1.50 3.50 3.50 3.50 3.50 0.50
A19 Accounting Supervisor 0.00 0.00 0.20 0.20 0.20 0.20
A19 Engineering Specialist II 0.00 1.00 1.00 1.00 1.00 1.00
A09 Accounting Assistant IV 0.00 0.00 0.60 0.60 0.60 0.60
A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25
A07 Secretary 11 0.00 0.00 0.25 0.25 0.25 0.25
A03 Office Assistant 11 0.00 0.00 0.12 0.12 0.12 0.00
Budget by Fund-Public Works Page 249 of 548
Public Works Position Listing(Sheet 3 of 5)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
Total Wastewater Utility Sys and Tech Svcs 7.50 10.50 12.17 12.17 12.17 6.05
Surface Water Utility Systems
M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer 111 3.00 3.00 4.00 4.00 4.00 4.00
A25 Civil Engineer ll 1.00 3.00 3.00 3.00 3.00 3.00
A23 Engineering Specialist III 0.00 1.00 1.00 1.00 1.00 1.00
A21 Civil Engineer 0.00 1.00 1.00 1.00 1.00 1.00
A19 Accounting Supervisor 0.00 0.00 0.30 0.30 0.30 0.30
A19 Engineering Specialist 11 0.30 0.70 0.70 0.70 0.70 0.00
A09 Accounting Assistant IV 0.00 0.00 0.90 0.90 0.90 0.90
A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25
A07 Secretary 11 0.00 0.00 0.25 0.25 0.25 0.25
A03 Office Assistant II 0.00 0.00 0.12 0.12 0.12 0.00
Total Surface Water Utility Systems 5.30 9.70 12.77 12.77 12.77 11.95
Solid Waste Utility Systems
M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25
A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25
A07 Secretary I1 0.00 0.00 0.25 0.25 0.25 0.25
A03 Office Assistant 11 0.00 0.00 0.12 0.12 0.12 0.00
A19 Accounting Supervisor 0.00 0.00 0.30 0.30 0.30 0.30
A09 Accounting Assistant IV 0.00 0.00 0.90 0.90 0.90 0.90
M25 Solid Waste Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A13 Program Specialist 1.00 1.00 1.00 1.00 1.00 1.00
Total Solid Waste Utility Systems 2.00 2.00 4.07 4.07 4.07 3.95
Total Utility Systems Division 29.30 36.70 37.70 37.70 37.70 29.50
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.00 0.45 0.45 0.45 0.45 0.45
M26 Waste Water/Special Operations Manager 0.45 0.00 0.00 0.00 0.00 0.00
A23 Pavement MgmtTechnician 1.00 0.00 0.00 0.00 0.00 0.00
A17 Maintenance Buyer 1.00 1.00 1.00 1.00 1.00 1.00
A08 Purchasing Assistant 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretaryll 1.00 1.00 1.00 1.00 1.00 1.00
A05 Secreta ry 1 0.00 1.00 0.00 0.00 0.00 0.00
A05 Office Assistant 111 1.00 1.00 1.00 1.00 1.00 1.00
Total Maintenance Administration 6.45 6.45 5.45 5.45 5.45 5.45
Streets/Solid Waste Maintenance Services
M28 Street Maintenance Manager 0.00 1.00 1.00 1.00 1.00 1.00
A23 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A23 Pavement Mgmt Technician 0.00 1.00 1.00 1.00 1.00 1.00
A16 Lead Maint Services Worker 2.00 2.00 2.00 2.00 2.00 2.00
Al2 Ma int Services Worker 111/Street 11.00 9.00 6.00 6.00 8.00 5.00
Budget by Fund-Public Works Page 250 of 548
Public Works Position Listing(Sheet 4 of 5)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
A08 Ma i nt Se rvi ce s Worker 11/Street 4.00 7.00 8.00 8.00 6.00 8.00
A04 Maint Services WorkerI/Street 0.00 1.00 1.00 1.00 1.00 1.00
A04 Solid Waste Mtc Worker 1.00 2.00 2.00 2.00 2.00 1.00
A08 Maintenance SvcWkrll /UtilityLocator 0.00 0.10 0.10 0.10 0.10 0.10
Total Streets/Solid Waste Maintenance Services 19.00 24.10 22.10 22.10 22.10 20.10
Wastewater Maintenance Services
M28 Waste Water/Special Operations Manager 0.00 0.25 0.25 0.25 0.25 0.25
M26 Waste Water/Special Operations Manager 0.25 0.00 0.00 0.00 0.00 0.00
A23 Wastewater Maint Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50
A16 Lead Maintenance Services Worker 0.00 0.00 1.00 1.00 0.00 1.00
A15 Life Station Technician 2.00 2.00 2.00 2.00 2.00 2.00
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.00 5.00 4.00 4.00 5.00 3.00
A08 Uti I i ty Locator 0.00 0.20 0.20 0.20 0.20 0.20
Surface Water Maintenance Services
M28 Waste Water/Special Operations Manager 0.00 0.20 0.20 0.20 0.20 0.20
M26 Waste Water/Special Operations Manager 0.20 0.00 0.00 0.00 0.00 0.00
A23 Wastewater Ma int Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50
A16 Lead Maintenance Services Worker 1.00 2.00 1.00 1.00 2.00 1.00
Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.00 2.00 6.00 6.00 2.00 6.00
A08 Maintenance Svc Wkr II (Waste/Surface Water) 0.00 5.00 2.00 2.00 5.00 2.00
A08 Maintenance Svc Wkrll /UtilityLocator 0.00 0.50 0.50 0.50 0.50 0.50
A04 Maintenance Svc Wkrl (Waste/Surface Water) 0.00 1.00 1.00 1.00 1.00 1.00
Total Surface Water/Waste Water Maint Sery 10.45 19.15 19.15 19.15 19.15 18.15
Water Maintenance Services
M33 Water Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.00 0.10 0.10 0.10 0.10 0.10
M26 Waste Water/Special Operations Manager 0.10 0.00 0.00 0.00 0.00 0.00
A21 Water Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A21 Water Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A19 Water UtilitylnspScadaTech 0.00 1.00 1.00 1.00 1.00 1.00
A18 Lead WtrUtilityPumpSta Mech 1.00 1.00 1.00 1.00 1.00 1.00
A18 Water Maintenance Industrial Instrument Tech 0.00 1.00 0.00 0.00 0.00 0.00
A17 Water Quality/Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00
A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00
A15 Water Utility MaintTechnician 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Maintenance Services Worker 111 7.00 7.00 7.00 7.00 6.00 7.00
A08 Maintenance Services Worker ll 7.00 5.00 4.00 4.00 5.00 3.00
A08 Maintenance Svc Wkr II/Utility Locator 0.00 1.20 1.20 1.20 1.20 1.20
A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00
Total Water Maintenance Services 27.10 28.30 26.30 26.30 26.30 25.30
Equipment Maintenance Services
M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00
A19 Lead Vehicle and Equipment Mechanic 3.00 2.00 2.00 2.00 2.00 2.00
1 A15 Vehicle and Equipment Mechanic 1 2.00 4.00 4.00 4.00 4.00 4.00
Budget by Fund-Public Works Page 251 of 548
Public Works Position Listing(Sheet 5 of 5)
2007 2008 2009 2009 2009 2010
Grade Title Actual Actual Budget Adj Budget Actual Adopted
A11 FleetManagementTech nician 1.00 1.00 1.00 1.00 1.00 1.00
A09 Mechanic's Assistant 1.00 2.00 2.00 2.00 2.00 1.00
Total Equipment Maintenance Services 8.00 10.00 10.00 10.00 10.00 9.00 }
Total Maintenance Services Division 71.00 88.00 83.00 83.00 83.00 78.00
Mill
Total Public Works Department 145.05 169.70 161.20 161.20 161.20 143.50
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Budget by Fund-Public Works Page 252 of 548
Other City Services
r
Mission Statement
INN Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
The Finance Division manages this accounting department. The primary activity is to receive revenue and to make
property and liability payments to the insurance fund, interfund payments, intergovernmental payments, limited
general obligations debt payments,and employee termination payments.
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Operating Budget Summary 10,339,471 9,791,565 10,691,996 9,592,821 .9,823,636 9,289,314 -13.1%
List of Other City Services Renton Results Decision Packages:
Baseline Original Budget
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
600005.0003 Other City Svc-Employee - 436,152 - 436,152 -
600005.0004 LEOFF 1 Medical Obligati - 2,205,684 - 2,205,684 -
600005.0013 Association Dues and Cc - 319,720 - - 290,220
600014.0006 Workers' Compensation - 148,109 - 148,109 -
600014.0007 Benefits - 1,674,191 - 1,610,191
Total - $ 9,280,189 $ 546,844 - $ 9,186,689 $ 500,000
Highlight of Budget Changes:
• No contingency for salary negotiations which result in a reduction of$500k in Regular Salaries
• Personnel Benefits increased by$2 million due to projections in increased healthcare benefits for current
and retired employees and also unemployment benefits
• Other Services and Charges decreased by$73k due to budget reductions in City-Wide memberships,
associations,and dues
• Intergovernmental Services increased by$9k to be more in-line with historical costs of the Seattle King
County Public Health Alcohol Program
• Debt Service decreased by$617k due to current amortization schedule of general governmental debt
• Prior to 2010,the Insurance Internal Service Fund was allocated to Other City Services for all General
Governmental funds/departments. Currently,each General Governmental fund/department will incur
their own costs for insurance,which results in a decrease of$1.3 million
• Transfer Outs decreased by$1.2 due to budget reductions in various Capital Investment Programs
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Budget by Fund-Other City Services Page 253 of 548
Expenditure Budget by Division-Other City Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Other City Services 3,844,869 5,003,129 5,578,385 4,802,210 5,126,072 4,792,981 -14.1%
Ltd Tax General Obligation Bonds 6,494,601 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1%
Total 10,339,471 9,791,565 10,691,996 9,592,821 9,823,636 9,289,314 -13.1%
Expenditure Budget by Category-Other City Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Regula rSalaries 290,279 390,163 780,500 119,644 224,367 280,500 -64.1%
Personnel Benefits 1,890,792 1,935,884 2,156,338 2,156,338 1,972,484 4,119,636 91.0%
Other Services and Charges 1,523,234 1,991,901 312,492 523,564 637,533 239,220 -23.4%
Intergovernmental Services 135,982 74,116 41,812 41,812 65,162 51,000 22.0%
Capital Outlay 0 200,000 0 0 0 0 N/A
Debt Service 4,185,075 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1% '
Interfund Payments 0 30,800 1,137,243 1,137,243 1,070,830 102,625 -91.0%
Transfer Out 2,314,108 380,264 1,150,000 823,609 1,155,696 0 -100.0%
Total 10,339,471 9,791,565 10,691,996 9,592,821 9,823,636 9,289,314 -13.1%
Expenditure Budget by Category-Other City Services
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
-Regula rSalaries 290,279 390,163 780,500 119,644 224,367 280,500 -64.1%
Personnel Benefits 1,890,792 1,935,884 2,156,338 2,156,338 1,972,484 4,119,636 91.0%
Other Services and Charges 1,523,234 1,991,901 312,492 523,564 637,533 239,220 -23.4%
Intergovernmental Services 135,982 74,116 41,812 41,812 65,162 51,000 22.0%
Capital Outlay 0 200,000 0 0 0 0 N/A
Debt Service 4,582 0 0 0 0 0 N/A
Interfund Payments 0 30,800 1,137,243 1,137,243 1,070,830 102,625 -91.0%
Transfer Out 0 380,264 1,150,000 823,609 1,155,696 0 -100.0%
Total 3,844,869 5,003,129 5,578,385 4,802,210 5,126,072 4,792,981 -14.1%
Expenditure Budget by Category-Limited Tax General Obligation Bonds
2007 2008 2009 2009 2009 2010 Change
Actual Actual Budget Adj Budget Actual Adopted 09/10
Debt Service 4,180,493 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1%
Transfer Out 2,314,108 0 0 0 0 0 N/A
Total 6,494,601 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1%
Budget by Fund-Other City Services Page 254 of 548
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DEBT MANAGEMENT
s OVERVIEW
The City of Renton's long-term debt consists of General Obligation (GO) Bonds backed by the full
faith and credit of the City, and Revenue Bonds backed by user fee revenues. The City is in
r compliance with all Washington State debt limitation statutes and bond covenants. The following
table represents the bond ratings for each type of debt for which ratings are given:
Type of Bonds Issued(Latest Standard&
Year) Fitch Moody
Poo is
Water&Sewer Revenue AA- AA+
Bonds
Limited GO Bonds AA- Al AA
Golf System Revenue Bond Non- Non-rated
rated
REVENUE DEBT:
The City of Renton's Revenue debt consists of Water/Sewer Revenue Bonds, Public Works Trust Fund
(PWTF) Loans, Golf Bonds and Leases. As of January 1, 2009, there was $52.6 million in principal
outstanding which are: Water/Sewer Revenue Bonds $40.8 million, PWTF Loan $9.2 million, and
Golf Course Bonds and Leases$2.5 million.
GENERAL OBLIGATION DEBT:
Under RCW 39.36.020(2), the public may vote to approve bond issues for general government
purposes in an amount not to exceed 2.5% of the value of all taxable property within the City.
Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5%of the City's
assessed valuation. Prior to the passage of new legislation in 1994, the statutory limit on
councilmanic (non-voted or limited general obligation (LTGO)) debt for general government
purposes was 0.75% of assessed valuation. Another 0.75% of councilmanic debt was available
only for lease-purchase contracts (RCW 35.43.200). Now, these two components have been
combined and can be used for any municipal purpose, including using the entire 1.5%for bonds.
r, The voter approved capacity is generally referred to as unlimited tax general obligation (UTGO)
debt, which requires 60% voter approval and the election must have a voter turnout of at least
40% of those who voted in the last State general election. With this vote, the voter approves
additional property tax be levied above and beyond the constitutional and statutory caps on
property tax.
In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to
approve park facilities and utility bond issues, each limited to 2.5% of the City's assessed
' valuation.
At the end of 2009, the City's has $39.7 million limited general obligation debt (Council approved
' debt) outstanding and an available capacity of $159 million. The City made final payment of the
1998 voter approved senior housing bond in 2009 and no longer has unlimited general obligation
debt outstanding at this time therefore has the full voter approved capacity of nearly $790 million
available.
Debt Management Page 255 of 548
DEBT MANAGEMENT
OVERVIEW
�r
Debt Service Requirement to Maturity Long Term Debt Summary as of December 31,2009(Dollars in Thousands)
so
General Obligation' WaterworksZ Golf Course3 Total
Year Principal Interest Total Principal Interest Total Principal Interest Total Principal Interest Total
2009 $ 1,700 $ 2,536 $ 4,236 $ 2,794 $ 1,832 $ 4,627 $ 332 $ 131 $ 463 $ 4,826 $ 4,500 $ 9,326 •
2010 2,269 1,976 4,245 2,859 1,755 4,614 348 114 463 5,476 3,845 9,321
2011 2,353 1,884 4,237 2,934 1,673 4,607 350 97 447 5,637 3,654 9,291
2012 2,467 1,786 4,253 3,019 1,577 4,597 355 80 435 5,841 3,444 9,285 s
2013 2,580 1,661 4,241 2,489 1,485 3,974 375 62 437 5,444 3,208 8,652
2014 2,701 1,532 4,233 2,369 1,423 3,792 395 42 437 5,465 2,998 8,463
2015 2,833 1,391 4,224 2,434 1,346 3,780 410 22 432 5,677 2,759 8,436
2016 2,745 1,243 3,988 2,419 1,265 3,684 - - - 5,164 2,507 7,671
2017 2,870 1,107 3,977 2,290 1,173 3,463 - 5,160 2,280 7,440
2018 2,430 960 3,390 2,326 1,083 3,409 - 4,756 2,043 6,799 ,
2019 2,560 835 3,395 2,416 995 3,411 - - 4,976 1,831 6,806
2020 2,700 704 3,404 2,496 909 3,405 - - - 5,196 1,613 6,809
2021 2,830 569 3,399 2,586 819 3,404 - - - 5,416 1,388 6,804 ,
2022 1,285 428 1,713 2,651 725 3,375 - - - 3,936 1,152 5,088
2023 1,040 361 1,401 2,703 627 3,330 - - - 3,743 988 4,730
2024 1,095 306 1,401 2,813 513 3,325 - - - 3,908 819 4,727
2025 1,155 249 1,404 2,660 393 3,053 - - - 3,815 642 4,457
2026 1,210 191 1,401 2,785 269 3,054 - - - 3,995 460 4,455
2027 1,275 131 1,406 2,915 138 3,053 - - - 4,190 268 4,458
2028 1,335 67 1,402 - - - - - - 1,335 67 1,402
Tota I $41,433 $19,916 $61,349 $49,956 $20,000 $69,956 $ 2,565 $ 549 $3,114 $93,954 $40,464 $134,418
'Include Inter-govt Loan with Fire District 40 for the acquisition of Station 13.
2Include PWTFLs.
3Include capital lease payment forgolfcarts.
Computation of Limitation of Indebtness
31-Dec-09
General purpose Parks and Utility
Non-Voted Voted Open Space Purpose
(Limited GO) (Unlimited GO) Voted Voted
Assessed Valuation(AV)12/31: $ 11,839,897,957 x 1.50% 2.50% 2.50% 2.50%
Non Voted Debt Limits 177,598,469 (177,598,469) '
Voted Limits 295,997,449 295,997,449 295,997,449
Less General Obligation Bonds Outstanding (39,748,000)
Add Cash on hand for Debt Service 1,100,000
Available Debt Capacity by Purpose $ 138,950,469 $ 118,398,980 $295,997,449 $295,997,449
Total Voted Capacity $710,393,877
Debt Management Page 256 of 548 ,
DEBT MANAGEMENT
OVERVIEW
Interest Issue Maturity Total Amt Outstanding
Item Rates Date I Date Issued 01/01/2009 Issuedl Redeemed 12/31/2009
General Obligation Bonds:
Limited GO
1997 GO New CH Acq&Impv Bonds' 5.55%-5.75% 05/01/97 12/01/09 2,037,744 490,000 490,000 -
2000GOVaIIeyCommunications 4.75% 09/15/00 12/01/15 2,551,600 1,428,000 - 1,428,000
2001 G 0 Refunding(97)Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,035,000 335,000 12,700,000
2001 G 0 DT Pa rki ng Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 160,000 5,840,000
2002 G 0 FS 12 Construction Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,020,000 160,000 2,860,000
2006 G 0 S LK WA Infr Im v Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 17,460,000 540,000 16,920,000
as
Subtotal Limited GO 45,969,344 41,433,000 1,685,000 39,748,000
Unlimited GO:
1993 G 0 Refundi ng Bonds-Sr.Hous in 2.70%-5.20% 09/01/93 02/01/09 4,270,000 505,000 505,000 -
Subtotal Unlimited GO 4,270,000 505,000 505,000 -
• Total General Obligation Debt 50,239,344 41,938,000 2,190,000 39,748,000
Water/Sewer Revenue Bonds:
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 2,915,000 570,000 2,345,000
r 2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 3,120,000 110,000 3,010,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 2,670,000 1,130,000 1,540,000
2004 Water/Sewer 3.55%-5.00% 11/01/04 12/01/27 10,335,000 10,335,000 - 10,335,000
2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 1,430,000 1,430,000
2007 Water/Sewer Refunding 4.00%-5.00% 11/06/07 12/01/22 8,320,000 8,320,000 8,320,000
2008(A)Water/Sewer(Exempt) 4.00%-5.00% 01/04/08 12/01/27 9,975,000 9,975,000 9,975,000
2008 B Water/Sewer Taxable 4.00%-5.00% 01/04/08 12/01/16 2,035,000 2,035,000 - 2,035,000
Total Revenue Bonds 58,230,000 40,800,000 1,810,000 38,990,000
Water/Sewer Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 102,568 25,642 76,926
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 541,451 87,483 453,968
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 672,850 134,570 538,280
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 30,618 5,103 25,515
NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 298,130 42,590 255,540
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 934,840 116,855 817,985
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 774,976 96,872 678,104
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 444,213 49,357 394,856
Maplewood WtrTreatment Improvements 0.50% 01/17/02 07/01/21 567,831 393,913 30,301 363,612
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 600,180 42,870 557,310
Maplewood WtrTreatmentImprovements 0.50% 07/01/04 06/30/24 1 5,150,000 4,362,353 272,647 4,089,706
Total Public Works Trust Fund Loans 17,463,590 9,156,092 904,290 8,251,802
Total WaterWorks Obligations 75,693,590 49,956,092 2,714,290 47,241,802
Golf Course Obligations:
1999 Golf Course Ref.Revenue Bonds 3.25%-5.30% 04/01/99 12/01/15 5,040,000 2,510,000 295,000 2,215,000
Yamaha Golf Course Carts Lease 5.25% 06/15/07 05/15/11 87,800 55,155 21,995 33,160
Total Golf Course Obligations 5,127,800 2,565,155 316,995 2,248,160
Total Outstanding Debt 131,060,734 94,459,247 5,221,285 89,237,962
'Series B Capital Appreciation portion only,final payment 2009. Series A portion refunded in 2001 as 2001 Refunding Bond.
Debt Management Page 257 of 548
t
DEBT MANAGEMENT
GENERAL OBLIGATION DEBT '
CITY OF RENTON GENERAL OBLIGATION DEBT '
1997 Limited Tax General Obligation City Hall Acquisition and Development Bonds. The bonds consisted of
$12,660,000 serial bonds, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and
$1,792,256.40 Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in
years 2006, 2007, 2008, and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from
date of issuance and be paid at maturity. The serial bonds were refunded November 1, 2001. The debt '
service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund
(201).
2000 Valley Communications Center Development Authority Bonds. Issued for the construct and equip of a t
new facility, including land acquisition, for the operation of the Valley Communications Center, a 911
Dispatching Center service of South King County emergency services agencies. The City of Renton, along with '
the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible for
one-fifth or $2,551,600 of the total obligation. Debt Service for these bonds is accounted for in the General
Government Miscellaneous Debt Service Fund (215). '
2001 Refunding(refund 1997)Series A Bonds. Has an average interest rate of 5.02%for purposes of advance
refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest
rate of 5.79%. This resulted in a positive cash flow difference of $393,062. Debt Service is accounted for in
Fund (201).
2001 Series B Downtown Parking Facility Bonds. Has an average interest rate of 5.11% and accounted for in
Fund (215).
2002 Fire Station 12 Construction Bonds. Has an average interest rate of 4.53%. The debt service is
accounted for in Fund (215). Principal maturing after 2013 are callable on or after December 1, 2017.
2006 South Lake Washington Infrastructure Bonds. Has an average interest rate of 4.85. The debt service is
accounted for in Fund (215). Principal maturing after 2017 are callable on or after December 1, 2017. .,
Debt Management Page 258 of 548 i
qrDEBT MANAGEMENT
GENERAL OBLIGATION DEBT
Ilk-
1997 LTGO Joint Venture Debt Obligation-Valley Communications Center
Fund 201 Fund 215
Average Interest Rate Serial/5.79% CABs/7.79% Interest Rate 4.74%
Principal Payment Date December 1 Principal Payment Date December 1
1st Interest Payment Date June 1 1st Interest Payment Date June 1
2nd Interest Payment Date December 1 2nd Interest Payment Date December 1
Year Total Annual Principal Interest Year Total Annual Principal Interest
1997 428,613 428,613 2001 250,107 96,600 153,507
1998 734,765 734,765 2002 250,595 128,000 122,595
1999 734,765 734,765 2003 250,963 134,000 116,963
2000 734,765 734,765 20041 250,067 139,000 111,067
2001 367,383 367,383 2005 250,812 146,000 104,812
2002 To(2001 LTGO Refunding Bonds) 2006 250,877 153,000 97,877
2003 - - 2007 250,839 160,000 90,839
2004 2008 250,479 167,000 83,479
2005 - - - 2009 250,630 175,000 75,630
2006 335,000 198,243 136,757 2010 250,880 184,000 66,880
2007 1,245,000 693,926 551,074 2011 250,680 193,000 57,680
2008 1,250,000 655,575 594,425 2012 250,030 202,000 48,030
2009 1,000,000 490,000 510,000 2013 257,930 220,000 37,930
Totals 6,830,290 2,037,744 4,792,547 2014 247,105 221,000 26,105
CABs Redeemed 3,830,000 2,037,744 1,792,256 2015 246,398 233,000 13,398
[Totals 3,758,391 2,551,600 1,206,791
' 1 Due to analysis of ValleyComm's records,additional reserves
were identified and the Citywas not required to paytheir debt
service for 2004.
Debt Management Page 259 of 548
DEBT DEBT MANAGEMENT
GENERAL OBLIGATION
2001 Limited Tax General Obligation Refunding Bonds 2001 LTGO Purpose: Parking Garage Construction
din g
Fund 201 Fund 215
Average Interest Rate 4.98%
Average Interest Rate 3.96%
PPrincipal Payment Date December 1
Principal Payment Date December 1
1st Interest Payment Date June 1
1st Interest Payment Date June 1
2nd Interest Payment Date December 1 2nd Interest Payment Date December 1
I Principal Interest Year Total Annual Principal Interest
Year Total Annua p
2001 25,593 25,593
2001 364,826 310,000 54,826
2002 651,253 - 651,253 2002 307,113 307,113 '
2003 651,253 - 651,253 2003 307,113 - 307,113
2004 651,253 - 651,253 2004 307,113 - 307,113
2005 307,113 307,113
2005 651,253 651,253
2006 651,253 - 651,253 2006 307,113 - 307,113
307,113
2007 726,253 75,000 651,253 2007 307,113 -
307,113
2008 733,628 85,000 648,628 2008 307,113 -
307,113
2009 980,440 335,000 645,440 2009 307,113 -
2010 307,113 307,113
2010 1,982,375 1,350,000 632,375
2011 307,113 307,113
2011 1,978,375 1,400,000 578,375
2012 307,113 307,113
2012 1,977,375 1,455,000 522,375
2013 307,113 307,113
2013 1,975,988 1,530,000 445,988
307,113
2014 1,975,663 1,610,000 365,663 2014 307,113 - �
307,113
2015 1,976,138 1,695,000 281,138 2015 307,113 -
307,113
2016 1,977,150 1,785,000 192,150 2016 307,113 -
2017 307,113 - 307,113
2017 1,973,438 1,875,000 98,438 r
Totals 21,877,909 13,505,000 8,372,909 2018 1,692,113 1,385,000 307,113
2019 1,694,400 1,460,000 234,400
2020 1,697,750 1,540,000 157,750
2021 1,695,750 1,615,000 80,750
Totals 11,719,405 6,000,000 5,719,405 '
Debt Management Page 260 of 548
R
DEBT MANAGEMENT
GENERAL OBLIGATION DEBT
2002 LTGO Purpose: Fire Station#12 Construction 2006 LTGO Purpose: S.Lake Wash Infrastructure Proj
Fund 215 Fund 215
Average Interest Rate 4.53% Average Interest Rate 4.84%
Principal Payment Date December 1 Principal Payment Date December 1
1st Interest Payment Date June 1 1st Interest Payment Date June 1
2nd Interest Payment Date December 1 2nd Interest Payment Date December 1
Year Total Annual Principal Interest Year Total Annual Principal Interest
2002 67,734 - 67,734 2006 294,420 294,420
2003 297,563 135,000 162,563 2007 883,260 883,260
2004 299,188 140,000 159,188 2008 1,403,260 520,000 883,260
2005 300,688 145,000 155,688 2009 1,401,160 540,000 861,160
2006 301,700 150,000 151,700 2010 1,403,210 565,000 838,210
2007 297,200 150,000 147,200 2011 1,401,175 585,000 816,175
2008 297,400 155,000 142,400 2012 1,401,313 610,000 791,313
2009 296,975 160,000 136,975 2013 1,400,813 640,000 760,813
2010 300,975 170,000 130,975 2014 1,402,013 670,000 732,013
2011 299,345 175,000 124,345 2015 1,396,838 700,000 696,838
2012 317,345 200,000 117,345 2016 1,410,088 750,000 660,088
2013 299,145 190,000 109,145 2017 1,402,838 775,000 627,838
2014 301,165 200,000 101,165 2018 1,404,088 815,000 589,088
2015 297,465 205,000 92,465 2019 1,403,338 855,000 548,338
2016 293,343 210,000 83,343 2020 1,405,588 900,000 505,588
2017 293,788 220,000 73,788 2021 1,405,588 945,000 460,588
' 2018 293,558 230,000 63,558 2022 1,413,338 1,000,000 413,338
2019 297,633 245,000 52,633 2023 1,400,838 1,040,000 360,838
2020 300,750 260,000 40,750 2024 1,401,238 1,095,000 306,238
' 2021 297,750 270,000 27,750 2025 1,403,750 1,155,000 248,750
2022 299,250 285,000 14,250 2026 1,401,000 1,210,000 191,000
Totals 6,049,957 3,895,000 2,154,957 2027 1,405,500 1,275,000 130,500
2028 1,401,750 1,335,000 66,750
Tota Is 30,646,398 17,980,000 12,666,398
Debt Management Page 261 of 548
BT DEBT MANAGEMENT
WATERWORKS DE
WATERWORKS DEBT SUMMARY
As of January 1, 2009,the City has$50 million in total principal revenue bond debt outstanding. This revenue '
bond debt of the City has been incurred through four(4) different bond categories:
• Waterworks Revenue Bond debt, for various water/sewer projects, has $40.8 million in outstanding
principal debt.
• Public Works Trust Fund loans, received for specific water sewer projects from the State of Washington,
have$9.2 million in outstanding principal debt.
All Water/Sewer debt service is accounted for in the Waterworks Utility Funds (Water 405, Sewer 406, and
Surface Water 407). '
Debt Service Coverage Ratio:
Per bond covenants, the City must maintain certain 2010 Debt Service Coverage Ratio Calculation for Waterworks '
debt service coverage as protection of bond holders' Utility
interest against default. The City historically
Total Revenues 33,904,461
maintained a debt service coverage ratio substantially
higher than the required 1.25 times. The proposed Total Expensesl 25,698,930
budget will continue to meet the debt service
AmountAvailable for DebtService 8,205,531
Coverage ratio.
Total DebtService 4,618,329
REVENUE BONDS DEBT SERVICE RATIO 1.78
1998 Water/Sewer Refunding Revenue Bonds
'Less debt service and transfers to capital
(Ordinance #4709) has an average interest rate is
4.456%. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/Sewer Revenue
Bonds.
2002 Water/Sewer Revenue Bonds (Ordinance#4976) has an average interest rate is 4.80%. On November
1, 2007, $8,320,000 was issued as 2007 Water/Sewer Revenue Refunding Bonds (02). The average interest
rate is 3.79%on the remaining unrefunded amount of$3,340,000.
2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019) has an average interest rate is 3.200%. ..
These bonds were issued to defease all of the outstanding 1993 Water and Sewer Refunding Revenue Bond,
and to advance refund all outstanding 1994 Water and Sewer Revenue Bonds.
2004 Water/Sewer Revenue Bonds (Ordinance#5098) has an average interest rate is 4.330%. These bonds
were issued for the purpose of providing a part of the funds necessary to carry out the system or plan for
additions to and betterments and extensions of the waterworks utility.
2007 Water/Sewer Revenue Bonds (Ordinance #5313) has an average interest rate is 4.22%. These bonds
were issued for the purpose of financing the costs of carrying out certain capital improvements of
waterworks utility.
2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance#5313) has an average interest rate is 4.15%.
These bonds were issued for the purpose of refunding certain outstanding water and sewer revenue bonds of
the City.
Debt Management Page 262 of 548 '
q; DEBT MANAGEMENT
WATERWORKS DEBT
LL
1998 Water/Sewer Refunding Revenue Bonds 2002 Water/Sewer Revenue Bonds
6,120,000 11,980,000
Funds 405-406-407 Funds405-406-407
Average Interest Rate 4.46% Average Interest Rate 4.80%
Principal Payment Date June 1 Principal Payment Date December 1
1st Interest Payment Date June 1 1st Interest Payment Date June 1
2nd Interest Payment Date December 1 2nd Interest Payment Date December 1
Year Total Annual Principal Interest Year Total Annual Principal Interest
1998 320,446 110,000 210,446 2007 175,765 110,000 65,765
1999 588,174 315,000 273,174 2008 237,680 110,000 127,680
2000 316,110 50,000 266,110 2009 578,830 455,000 123,830
2001 314,073 50,000 264,073 2010 736,995 630,000 106,995
2002 311,973 50,000 261,973 2011 1,092,425 1,010,000 82,425
2003 500,643 245,000 255,643 1 2012 1,067,025 1,025,000 42,025
2004 499,765 255,000 244,765 Totals 3,888,720 3,340,000 548,720
2005 723,141 495,000 228,141
2006 725,428 520,000 205,428
2007 726,329 545,000 181,329 2004 Water/Sewer Revenue Bonds
2008 725,678 570,000 155,678 10,335,000
2009 723,443 595,000 128,443 Funds 405-406-407
2010 724,460 625,000 99,460 Average Interest Rate 4.33%
2011 718,535 650,000 68,535 Principal Payment Date June 1
2012 720,485 685,000 35,485 1st Interest Payment Date June 1
2013 369,180 360,000 9,180 2nd Interest Payment Date December 1
Totals 9,007,859 6,120,000 2,887,859
� Year Total Annual Principal Interest
2004 42,290 42,290
2005 507,480 507,480
2006 507,480 507,480
2007 507,480 - 507,480
2003 Water/Sewer Refunding Revenue Bonds 2008 507,480 507,480
8,035,000 2009 507,480 - 507,480
Funds405-406-407 2010 507,480 507,480
Average Interest Rate 3.20% 2011 507,480 507,480
Principal Payment Date June 1 2012 507,480 507,480
1st Interest Payment Date June 1 2013 712,480 205,000 507,480
2nd Interest Payment Date December 1 2014 735,203 235,000 500,203
2015 741,625 250,000 491,625
Year Total Annual Principal Interest 2016 742,250 260,000 482,250
2003 48,608 - 48,608 2017 739,250 270,000 469,250
2004 1,319,248 1,100,000 219,248 2018 585,750 130,000 455,750
' 2005 1,198,248 1,000,000 198,248 2019 634,250 185,000 449,250
2006 1,227,748 1,050,000 177,748 2020 685,000 245,000 440,000
2007 1,233,260 1,085,000 148,260 2021 692,750 265,000 427,750
' 2008 1,238,085 1,130,000 108,085 2022 694,500 280,000 414,500
2009 900,141 825,000 75,141 2023 1,850,500 1,450,000 400,500
2010 737,425 685,000 52,425 2024 1,848,000 1,520,000 328,000
2011 390,430 355,000 35,430 2025 1,852,000 1,600,000 252,000
2012 412,375 390,000 22,375 2026 1,852,000 1,680,000 172,000
2013 422,678 415,000 7,678 2027 1,848,000 1,760,000 88,000
Totals 9,128,244 8,035,000 1,093,244 ITotais 20,315,688 10,335,000 9,980,688
Debt Management Page 263 of 548
BT DEBT MANAGEMENT
WATERWORKS DE
2007 Water/Sewer Revenue Bonds 2008(B)Water/Sewer Revenue Bonds(Taxable)
1,430,000 2,035,000
Funds 405-406-407 Funds 405-406-407
Average Interest Rate 4.22% Average Interest Rate 4.17%
Principal Payment Date Decemberl Principal Payment Date December
1st Interest Payment Date June 1 1st Interest Payment Date June 1
2nd Interest Payment Date December 1 2nd Interest Payment Date December 1
Year Total Annual Principal Interest Year Total Annual Principal Interest
2008 63,311 63,311 2008 90,958 90,958
2009 59,200 59,200 2009 100,138 100,138
2010 59,200 59,200 2010 100,138 100,138
2011 59,200 59,200 2011 100,138 100,138
2012 59,200 59,200 2012 100,138 100,138
2013 59,200 - 59,200 2013 710,138 610,000 100,138
2014 154,200 95,000 59,200 2014 671,468 600,000 71,468
2015 150,400 95,000 55,400 2015 672,368 630,000 42,368
2016 146,600 95,000 51,600 2016 205,238 195,000 10,238
2017 151,850 105,000 46,850 Totals 2,750,718 2,035,000 715,718
2018 301,600 260,000 41,600
2019 256,200 225,000 31,200
2020 207,200 185,000 22,200 2008(A)Water/Sewer Revenue Bonds(Exempt)
2021 194,800 180,000 14,800 9,975,000
2022 197,600 190,000 7,600 Funds 405-406-407
Totals 2,119,761 1,430,000 689,761 Average Interest Rate 4.17%
Principal Payment Date December 1
2007 Water/Sewer Refunding Revenue Bonds(02) 1st Interest Payment Date June 1
8,320,000 2nd Interest Payment Date December 1
Funds 405-406-407
Average Interest Rate 4.15% Year Total Annual Principal Interest
Principal Payment Date December 1 2008 377,419 377,419
1st Interest Payment Date June 1 2009 415,508 415,508
2010 415,508 415,508
2nd Interest Payment Date December 1
-
2011 415,508 - 415,508
Year Total Annual Principal Interest 2012 415,508 415,508
2008 373,076 - 373,076 2013 415,508 415,508
2009 363,850 15,000 348,850 2014 415,508 415,508
2010 363,250 15,000 348,250 2015 415,508 - 415,508
2011 362,650 15,000 347,650 2016 895,508 480,000 415,508
2012 362,050 15,000 347,050 2017 1,091,308 695,000 396,308
2013 366,450 20,000 346,450 2018 933,508 565,000 368,508
2014 1,075,650 730,000 345,650 2019 985,258 645,000 340,258
2015 1,071,450 755,000 316,450 2020 1,034,458 720,000 314,458
2016 1,066,250 780,000 286,250 2021 1,045,658 760,000 285,658
2017 1,072,250 825,000 247,250 2022 1,045,258 790,000 255,258
2018 1,231,000 1,025,000 206,000 2023 1,203,658 980,000 223,658
2019 1,180,000 1,015,000 165,000 2024 1,203,478 1,020,000 183,478
2020 1,124,400 1,000,000 124,400 2025 1,201,148 1,060,000 141,148
2021 1,119,400 1,035,000 84,400 2026 1,201,628 1,105,000 96,628
2022 1,118,000 1,075,000 43,000 2027 1,204,665 1,155,000 49,665
Totals 12,249,726 8,320,000 3,929,726 ITotals 16,331,499 9,975,000 6,356,499
Debt Management Page 264 of 548
DEBT MANAGEMENT
q!7WATERWORKS DEBT
PUBLIC WORKS TRUST FUND LOANS
1992 Sierra Heights Sewer Repair(CAG 92-065) loan is for the installation of approximately 5,500 lineal feet
of 8-inch diameter gravity sewer main to service the Sierra Heights area. This will include the neighborhood
mains as well as an interceptor line down to the existing Honey Creek Interceptor.
1993 Central Renton Sewer Replacement(CAG 93-056/95-057 loan is for the replacement of approximately
10,400 linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin with new 8" sewer
pipe, replacement of 40-50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as
an undetermined quantity of storm drainage improvements.
1993 East Renton Sewer Interceptor(CAG 93-055) loan is for the construction of approximately 9,865 feet of
8,12,15 and 18 inch pipe from the East Renton area (Northeast 4th and Duvall Avenue Northeast) westerly
along Northeast 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration
and landscaping.
1994 Dayton Avenue Northeast(CAG 94-045) loan is for the installation of approximately 870 linear feet of
8" sanitary sewer main, 3 manholes, and 22-side sewer stubs and street restoration including an asphalt
overlay. Expansion service to a portion of an existing developed single-family neighborhood that currently is
utilizing on-site septic systems.
1995 Northeast 27th/Aberdeen Drainage Improvements (CAG 95-058) loan is for surveying, design,
permitting and construction of approximately 2,800 feet of new 18 or 24-inch stormwater pipe. The project
includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching, and
overlay and restoration of all areas disturbed by construction.
1996 East Kennydale Sewer Interceptor(CAG 96-079), $2,093,740, 2%, 20-year loan for the construction of
approximately 5,200 linear feet of 12 to 15-inch sanitary sewer pipe, 14 sewer manholes, replacement of the
Devil's Elbow sanitary sewer lift station, 300 linear feet of 6-inch sanitary force main, fish habitat
improvements, repair of access road, and associated asphalt patching and paving.
1996 Honeycreek (Sunset) Sewer Interceptor (CAG 96-078) loan is to construct approximately 5,785 linear
' feet of 15 to 18-inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and
related appurtenances to the sewer main.
1997 Corrosion Control Treatment Facilities (CAG 96-031/97-130). This loan was for construction of a
building on City property in Cedar River Park between well PW-8 and well PW-9 to store and pump chemicals
for treating the water from wells RW.
2002 Maplewood Water Treatment Improvement(CAG 01-175). This loan was to fund the costs to eliminate
quality problems in water from the Maplewood wellfield wells.
2002 CT Pipeline for Wells RW-1, RW-2 and RW-3(CAG 02-082) loan is to construct the CT detention pipeline
for wells RW-1, RW-2 and RW-3 at Liberty Park.
2004 Maplewood Drinking Water Treatment Improvement (CAG 04-053) loan is to construct the drinking
water treatment improvements at Maplewood.
Debt Management Page 265 of 548
BT DEBT MANAGEMENT
WATERWORKS DE
Public Works Trust Fund Loans Summary '
Year Total Annual Principal Interest
1993 15,425 - 15,425
1994 82,366 46,761 35,605
1995 205,967 151,166 54,801
1996 248,163 200,781 47,382 '
1997 322,751 258,570 64,181
1998 437,789 371,972 65,818
1999 652,253 535,636 116,616 '
2000 668,758 545,386 123,372
2001 659,705 558,472 101,232
2002 654,517 558,472 96,045
2003 672,971 580,887 92,084 '
2004 717,853 631,643 86,210
2005 720,778 631,643 89,135
2006 981,755 889,143 92,612
2007 978,820 889,143 89,677
2008 985,775 904,290 81,485
2009 978,150 904,290 73,860
2010 969,560 904,290 65,270
2011 960,970 904,290 56,680
2012 952,380 904,290 48,090
2013 918,148 878,648 39,500
2014 740,035 708,612 31,423
2015 728,555 703,509 25,046
2016 627,673 608,901 18,772
2017 408,618 395,175 13,443
2018 357,038 345,818 11,220
2019 355,309 345,818 9,491
2020 353,580 345,818 7,762
2021 351,851 345,818 6,033
2022 319,821 315,517 4,304 '
2023 275,374 272,647 2,726
2024 274,010 272,647 1,363
2025 - - -
2026 - -
2027 - - -
Totals 18,576,719 16,910,053 1,666,667
Debt Management Page 266 of 548 '
DEBT MANAGEMENT
GOLF COUREii-- ISE DEBT
GOLF COURSE DEBT SUMMARY
As of January 1, 2009,the City has$2,510,000 in principal revenue bond debt outstanding. The revenue bond
debt of the City has been incurred through one (1) bond issue. The debt service for the Golf System
Refunding Revenue Bonds is accounted for in the Municipal Golf Course System Fund (404). The obligation is
summarized within the tables and graphs of this document and is defined below:
Similar to the waterworks revenue bonds, the Golf Course Revenue Bonds are also protected by debt service
coverage covenants. The proposed budget will have 1.14 debt service coverage ratio. This is below the 1.25
ratio in the bond covenant. However, the Golf Course Fund is maintaining a bond reserve of $441,358 to
protect the bond holders' interest.
2010 Debt Service Ratio Calculation for Golf Course
Total Revenues 2,483,545
Total Expenses' 1,954,248
Amount Available for Debt Service 529,297
Tota I De bt Se rvi ce 462,589
DEBT SERVICE RATIO 1.14
'Less debt service and transfers to capital
1999 Golf System Refunding Revenue Bonds (Ordinance #4772) has an average interest rate is 4.9634%.
These bonds were issued to refund the 1994 Golf System Revenue Bonds. The reserve requirement is an
amount equal to the highest annual debt service on the bonds. The reserve currently being held on these
bonds is$441,358.
Golf Course Capital Lease (CAG 07-106). This lease is for the purchase of 50 Club Car Golf Carts. Payments
are made monthly at an interest rate of 5.25%. The debt service for this lease is accounted for in the
Municipal Golf Course System Fund (404).
Debt Management Page 267 of 548
DEBT MANAGEMENT
GOLF COURSE DEBT �'
t
1999 Golf System Refunding Revenue Bonds ,
Fund 404
Average Interest Rate 0.049634
Principal Payment Date December ,
1st Interest Payment Date June 1
2nd Interest Payment Date December 1
Golf Course Capital Lease-Golf Carts '
Total Annual Principal Interest Fund 404
1999 437,548 280,000 157,548
Interest Rate 0.0525
2000 437,223 210,000 227,223
2Principal Payment Date Monthly
001 439,348 220,000 219,348
Interest Payment Date Monthly
2002 435,548 225,000 210,548
2003 436,210 235,000 201,210
Total Annual Principal Interest
2004 441,223 250,000 191,223
2007 14,155 11,726 2,429
2005 440,348 260,000 180,348 2008 24,266 20,919 3,347
2006 438,778 270,000 168,778 2009 24,266 21,995 2,271
2007 441,358 285,000 156,358
2010 24,266 23,127 1,139
2008 437,820 295,000 142,820
2011 10,161 10,034 127
2009 438,513 310,000 128,513
Totals 97,113 87,800 9,313
2010 438,323 325,000 113,323
2011 437,073 340,000 97,073
2012 435,073 355,000 80,073
2013 436,968 375,000 61,968
2014 437,468 395,000 42,468
2015 431,730 410,000 21,730
Totals 7,440,546 5,040,000 2,400,546
Debt Management Page 268 of 548 '
Capital Investment Program
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CAPITAL INVESTMENT PROGRAM
CITY WIDE SUMMARY
Projected Projected Projected Projected Projected Projected Project
Departments 2010 2011 2012 2013 2014 2015 Total
General Government 1,753 10,055 10,434 16,439 5,091 12,203 55,975
Transportation 16,126 20,120 22,048 22,015 18,884 25,879 125,072
Airport 1,578 4,040 3,510 938 357 350 10,773
Golf Course 150 150 150 255 495 3,500 4,700
Water Utility 2,960 5,000 5,000 5,400 5,500 6,000 29,860
Wastewater Utility 2,775 3,225 3,375 3,225 3,225 3,225 19,050
Surface Water Utility 2,250 2,000 3,200 3,100 2,650 2,300 15,500
Total 27,592 44,590 47,717 51,371 36,203 53,457 260,930
Projected Projected Projected Projected Projected Projected Project
Resources 2010 2011 2012 2013 2014 2015 Total
User Fee 1,400 1,228 1,268 1,175 989 1,010 7,069
REET
Fuel Tax 620 760 770 780 785 790 4,505
Utility Tax _ _ _ _
Bond Proceeds 1,485 8,286 8,706 9,018 8,120 7,775 43,390
Operating 5,195 3,126 2,370 2,495 3,013 6,411 22,609
Grants/Contribution Received 6,488 6,046 2,618 550 50 1,005 16,756
Mitigation Funds Received 700 500 600 500 700 900 3,900
Grants/Contribution Anticipated 1,233 176 697 287 157 99 2,649
Mitigation Funds Anticipated _ _ - _ _
Misc/Transfers 475 - - - - - 475
Interest Income 139 61 56 51 68 77 452
Business License Fee 1,600 1,600 1,800 2,000 2,000 2,000 11,000
Other Government Resources In-Hand 6,291 6,144 1,543 493 493 743 15,707
KC levy transfer 160 160 160 160 5 - 645
Other Proposed 484 5,168 14,767 18,242 14,906 21,446 75,013
Total 26,270 33,253 35,354 35,749 31,287 42,257 204,170
Balance Available/Unfunded Needs (1,223) (11,435) (23,798) (39,417) (44,333) (55,536) (55,536)
Designated Balance 1,125
Capital Investment Program-Summary Page 269 of 548
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Capital Investment Program-Summary Page 270 of 548
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The Fire Station 12, built in the Renton Highlands area
Did You Know?
The City of Renton website is nationally recognized for its design,content and ease of use.
www.rentonwa.gov
Capital Investment Program-General Government Page 271 of 548
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CAPITAL INVESTMENT PROGRAM
SUMMARY
LTD Thru Projected Projected Projected Projected Projected Projected Project
# Projects Type 2009 2010 2011 2012 2013 2014 2015 Total
1 Highlands SubArea Plan E 992 - 600 - - - - 1,592
2 Housing Opportunity Fund E - 100 100 200
3 S.Lake Wash.Redevelopment E 229 - - 229
4 Downtown Wayfinding E 148 148
5 South Correction Entity(SCORE) G 820 820
6 Parking Garage at the Landing E 10,350 - - - - - 10,350
7 Security Upgrades F - 90 90 90 90 90 450
8 Henry Moses Aquatic Center F 5,243 120 120 120 120 120 5,843
9 New Maintenance Facility F 928 - 3,600 3,000 10,000 - 17,528
10 North Highlands Community Center F 38 - 2,000 - - 2,038
11 Leased Facilities F 2,577 100 260 127 140 3,204
12 Public Restroom Renovations F - 265 - 120 - - 385
13 Disaster Repairs F - 200 200 200 200 200 200 1,200
14 Grant Matching Program P/F 250 250 250 250 250 250 250 1,750
15 Black River Riparian Forest P - - 90 100 200 2,000 - 2,390
16 Maplewood Community Park P - 100 400 4,000 400 4,000 8,900
17 Parks,Recreation,&Open Space Plan P 371 25 - - - - 180 576
18 Regis Park Athletic Field Expansion P 380 300 4,400 350 4,000 9,430
19 Springbrook Trail Missing Link P 711 - - - - - 711
20 Urban Forestry P 331 110 60 100 60 200 200 1,061
21 Park Master Planning P - - 90 90 90 90 90 450
22 Highlands Library Natural Area P 50 230 - - 280 ,
23 Integrated Pest Management Program P - 100 - 100
24 1-405(Talbot Road Streetscape Impr P 50 - 50
25 Offleash Dog Park Development P 50 - - - - - 50
26 KC Proposition 2 Cap Exps Levy Fd P 211 160 160 160 160 5 - 856
27 Parks General Major Maintenance P 4,211 85 1,035 375 365 695 2,395 9,161
28 Irrigation Renovation&Conservation P 352 - 425 250 250 250 400 1,927
29 Irrig Automation and Consery P 111 60 60 60 60 60 60 471
30 Parking Lot and Drive Repairs P 132 90 90 50 50 60 472 ,
31 Ball Field Renovation Program P 50 50 50 50 75 50 325
32 Pathway,Sidewalk,Brdwk Repairs P 540 50 65 40 90 90 90 965
33 Court Repairs P - - 20 40 120 20 80 280
34 Tree Maintenance P 152 70 70 70 70 70 70 572
35 Capital Project Coordination P 48 1 68 70 72 74 76 78 486
Total 29,276 1 1,753 10,055 10,434 16,439 5,091 12,203 85,251
LTD Thru Projected Projected Projected Projected Projected Projected Project
# Resources: 2009 2010 ?Q12 2013_ 2014 2015 Total
1 User Fee - 220 380 247 260 120 - 1,227
2 REET - -
3 Fuel Tax
4 Utility Tax
5 Bond Proceeds -
6 Operating 16,419 - - 16,419
7 Grants/Contribution Received 1,110 50 50 50 550 50 1,000 2,860
8 Mitigation Funds Received 711 - - 711
9 Grants/Contribution Anticipated -
10 Mitigation Funds Anticipated -
11 Misc/Transfers/Fund Balance 12,050 12,050
12 Interest Income
13 KC levy transfer 211 160 160 160 160 5 856
Total 1 30,501 430 590 457 970 175 1,0001 34,123
Balance Available/UnfundedNeeds (1,223) (9,563) (19,540) (35,009) (39,925) (51,128) (51,128)
Designated Balance 1,2251 1,125
* NOTE:E-Economic Development,G-General,P-Parks,F-Facilities
Capital Investment Program-General Government Page 272 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in . . . .. .
Project Title: Highlands SubArea Redevelopment
Project Type: Development and Major Maintenance Project Number: e00140H200
Total Anticipated Project Cost: $ 1,592 Current LOS ❑ Growth ❑ Both ❑
Project Description
Provide urban design,land use,legal,and other consultant work related to crafting a long-range land use and redevelopment plan for the Highlands sub-area.A Mid
year adjustment was done in 2009 for the Highlands SubArea Redevelopment for 900k-:$100k moved to be used for water main(recoverable when development
occurs);$50k for Sunset area community investment strategy;$250k Sunset area sidewalk repairs;$300k Sunset Ave corridor design;$200k regional storm water
facility feasibility/preliminary design
Summary of Progress: The City engaged Mithun Architects in 2009 to assist in the development of a Sunset Area Community Investment Strategy to identify and
prioritize potential public investments in the area to stimulate new private investment. Remaining funds will be carried forward to 2010 to assist in implementation.
2009 Overview Bud et Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/- 50
Mid Year Adjustments date +/- 900
2009 Total 950 950
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ - -
Consultant Services 992 992
Major Maintenance _
Construction 600
600
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 992 600 1,592
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 92 92
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers 1,500 1,500
Interest Income
Total CIP Resources 1,592 1,592
Balance Available/(Unfunded Needs)
Designated Balance I 600 600
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 2 0131 20141 2015 Total
Revenue Increase/Decrease _ _ _
Expenditure Increase/Decrease
Net Impact _
Capital Investment Program-General Government Page 273 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
4
Project Title: Housing Opportunity Fund
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 200 Current LOS ❑ Growth ❑ Both ❑
Project Description
In 2008,the Housing opportunity Fund(326)was established with 200,000 to provide accounting for revenues and expenditures used to assist public and
private housing projects serving low and/or moderate income households and/or special-needs populations within the City limits.
Summary of Progress:Pending City Council Approval,the City awarded the Renton Housing Authority a$100,000 grant from the Housing Opportunity Fund to assist
it in the development of a 112-unit housing project located between Glenwood and Edmonds Avenues NE. The contribution will be leveraged against County,State,
Federal,and private funding sources to fully finance the$20 million project. Remaining funds will be carried forward to 2010.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - -
Construction 100 100 200
Inspection - -
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 100 100 200
Resources:
User Fee
REET '
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers/Fund Balance 200 _ _ 200
Interest Income
Total CIP Resources 200 200
Balance Available/(Unfunded Needs)
Designated Balance 200 100 1 - -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 274 of 549
CAPITAL INVESTMENT PROGRAM
0 through 2015 (in thousands of dollars) ;OMIL—
Project Title: South Lake Washington Redevelopment
Project Type: Development and Major Maintenance Project Number: e00140/f201
Total Anticipated Project Cost: $ 229 Current LOS ❑ Growth ❑ Both ❑
Project Description
Development of land use,economic development,and marketing strategies as redevelopment occurs on surplus industrial properties in the South Lake
Washington area.
Summary of Progress:The first phase of The Landing opened in 2008,with remaining retail and a first phase of multi-family residential development scheduled to
open before year end.An additional 26 acres of land is available for redevelopment.Remaining funds will be requested to be carried forward to 2010.
2009 Overview Budget- Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/- 33
Mid Year Adjustments date +/-
2009 Total 33 33
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ -
Consultant Services 229 229
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 229 229
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 229 229
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 229 229
Balance Available/(Unfunded Needs)
Designated Balance I _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 20131 2014 2015 Total
Revenuelncrease/Decrease - _
Expenditure Increase/Decrease
Net Impact _
Capital Investment Program-General Government Page 275 of 548
CAPITAL INVESTMENT PROGRAM
Project Title: Downtown Wayfinding
Project Type: Development and Major Maintenance Project Number: e00140/f198
Total Anticipated Project Cost: $ 148 Current LOS ❑ Growth ❑ Both ❑
Project Description
Signage to provide clear,consistent directions for auto and pedestrian traffic to various destinations,attractions,and landmarks. A wayfinding system
may include gateway,kiosks,directional signs,or banners in a unified manner,enhancing the area's unique identity and creating artistic elements in
Downtown. This will help residents and visitors feel comfortable and confident about coming Downtown,whether it is for business,culture,or
entertainment. In addition,a wayfinding system in Downtown should be expanded to guide people from The Landing to Downtown. This system
provides an opportunity for downtown businesses to benefit from The Landing's regional draw.
Summary of Progress: Design and installation for the initial wayfinding signage linking The Landing development and the downtown core occurred in 2009. The
Iremaining portion of the program was designed in 2008 and will be installed when funds become available. Remaining funding will be carried forward to 2010.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
24 (24)
2009 Total "
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition 148 148
Contingencies
Total CIP Expenses 148 148
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 148 = 148
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 148 148
Balance Available/(Unfunded Needs) -
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 20131 2014 2015 Total
Revenue Increase/Decrease - - - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 276 of 548
CAPITAL INVESTMENT PROGRAM
Project Title: South Correction Entity (SCORE)
Project Type: Development and Major Maintenance Project Number: i00100
Total Anticipated Project Cost: $ 820 Current LOS ❑ Growth ❑ Both ❑
Project Description
The project is being funded by transfer of the Park Maintenance Facility budget and the savings from the Parking Garage project.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 3,000
Plus:Carryforward Funds +
w Mid Year Adjustments date +/- (2,180)
2009 Total 820 820
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition 820 - - - - - - 820
Consultant Services
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 820 820
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 820 = = 820
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 820 820
Balance Available/(Unfunded Needs)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
tap Thru 2009 2010 20111 2012 2013 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
` Net Impact
Capital Investment Program-General Government Page 277 of 548
CAPITAL INVESTMENT PROGRAM
through2010 . . . dollars)
Project Title: Parking Garage at the Landing
Project Type: Development and Major Maintenance Project Number: NIA
Total Anticipated Project Cost: $ 10,350 Current LOS ❑ Growth ❑ Both ❑
Project Description
The acquisition of the Parking Garage is being funded by transfer of Park Maintenance Facility budget and the Risk Management fund.
Summary of Progress:
2009 Overview Bud et Actual Remainin
2009 Adopted Budget 12,500 ,
Plus:Carryforward Funds +�
Mid Year Adjustments date +/- (2,150)
2009 Total 10,350 10,350
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition 10,350 10,350
Consultant Services
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 10,350 10,350
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers 10,350 = _ 10,350
Interest Income
Total CIP Resources 10,350 10,350
Balance Available/(Unfunded Needs)
Designated Balance I -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 2013 1 2014 2015 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 278 of 548
CAPITAL INVESTMENT PROGRAM
Project Title: City-wide Security System Upgrades
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 450 Current LOS Growth ❑ Both ❑
Project Description
Because vandalism and graffiti repairs are a major drain on City resources,considerable cross-departmental effort has been made to reduce these
property crimes. High-quality surveilance cameras and recording equipment is essential to efforts to prevent,discourage,and prosecute crimes of these
types. Cameras are also important to the security of the transit center area downtown. The coordination of departmental efforts needs to also extend to
equipment and software specification,placement,and replacement. Because video equipment continues to improve and fall in price,it will be possible to
continue to upgrade the City's equipment without corresponding increases in cost. Many of the older surveilance cameras already in place are degraded
and in need of replacement.
Summary of Progress:The City purchased and placed a number of solar powered FlashCams in 2009 that have been very effective in detering vandalism and
graffiti. A web-based access program for the Police Department to access all video cameras via their laptops was also tested and put in place. Some high-pixel
cameras have been placed at Coulon and the transit center;these are capable of facial recognition at considerable distances.
2009 Overview Bud et Actual Remainincl
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition
Consultant Services 10 10 20
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition 80 90 80 90 90 430
Contingencies - _ _ _
Total CIP Expenses 90 90 90 90 90 450
Resources:
User Fee
REET
Fuel Tax
+ Utility Tax
Bond Proceeds
Operating -
Grants/Contribution Received 50 50 50 50 50 250
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
p, Interest Income
KC levy transfer _
Total CIP Resources 50 50 1 50 1 50 1 50 1 - 250
Balance Available/(Unfunded Needs) (40) (80) (120) (160) (200) (200) (200)
Designated Balance _ - _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010T 2011 2012 20131 2014 2015 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 279 of 548
CAPITAL INVESTMENT PROGRAM
through2010 y
Project Title: Henry Moses Aquatic Center
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 5,843 Current LOS 0 Growth ❑ Both ❑
Project Description
The Henry Moses Aquatic Center opened for the summer season in 2004. It contains a lap pool,a lazy river,slides,and water features,as well as a
toddler area. The facility recovers all operating costs and improvements to user features through fees and charges.
Summary of Progress:The Henry Moses Aquatic Center opens after the Memorial Day weekend,and runs through Labor Day. Future improvements will include
waiting area cover,water features,and a cover for the lap pool.
2009 Overview —Budget Actual Remainin
2009 Adopted Budget 120
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total 120 120
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - -
Consultant Services
Major Maintenance - - -
Construction 5,243 120 120 120 120 120 5,843
Inspection - - - -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 5,243 120 120 120 120 120 5,843
Resources:
User Fee 120 120 120 120 120 600
REET - - - -
Fuel Tax
Utility Tax
Bond Proceeds
Operating 5,243 5,243
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 5,243 120 1 1201 120 1 5,843
Balance Available/(Unfunded Needs) - -
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121. 2013 2014 2015 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 280 of 548
CAPITAL INVESTMENT PROGRAM
through20 10 thousands . dollars)
Project Title: New Maintenance Facility
Project Type: Development and Major Maintenance Project Number: C20003
Total Anticipated Project Cost: $ 17,528 Current LOS ❑ Growth ❑ Both ❑
Project Description
Acquisition,design,and construction of a new maintenance facility and storage yard to replace and consolidate two existing sites,one of which is a
leased facility.
Summary of Progress: Original planning and programming were completed in 2001 and have since been updated to reflect City growth. We anticipate site
development in 2011.The development will be funded by bond proceeds.
2009 Overview Budget Actual Remainin
2009 Adopted Budget (5,050)
Plus:Carryforward Funds +/- 7,500
Mid Year Adjustments date +/- (2,100)
2009 Total 350 38 312
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - 3,600 - - 3,600
Consultant Services _
Major Maintenance - -
Construction 928 3,000 10,000 13,928
Inspection - -
Project Management
Equipment Acquisition
Contingencies _
Total CIP Expenses 928 3,600 3,000 10,000 17,528
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 928
- - 928
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 928 928
Balance Available/(Unfunded Needs) - (3,600) (6,600) (16,600) (16,600) (16,600) (16,600)
Designated Balance _ -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 20101 20111 20121 20131 20141 2015 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease
Net Impact
i
Capital Investment Program-General Government Page 281 of 548
CAPITAL INVESTMENT PROGRAM
Project Title: North Highlands Community Center
Project Type: Development and Major Maintenance Project Number: C20002
Total Anticipated Project Cost: $ 2,038 Current LOS Growth ❑ Both ❑
Project Description
The North Highlands Neighborhood Center is near the end of its useful life. Major work has been performed in the last two years to maintain the building.
Ongoing citizen-initiated neighborhood development plans should prescribe a replacement within a few years.
Summary of Progress:The City has placed much focus on North Highlands redevelopment. The North Highlands Community Center will be a prominent feature of
the redevelopment. Facility replacement costs range in the area of$2,000,000 and is tentatively set to take place in 2010/2011.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/
Mid Year Adjustments date +/
2009 Total
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - -
Consultant Services
Major Maintenance -
Construction 38 2,000 2,038
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 38 2,000 2,038
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 38 - - - - -
38
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 38 38
Balance Available/(Unfunded Needs) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000)
Designated Balance - -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 282 of 548
CAPITAL INVESTMENT PROGRAM
20 10 through 2015 (in thousands of dollars)
Project Title: Leased Facilities
Project Type: Development and Major Maintenance Project Number: C20010, C20026
Total Anticipated Project Cost: $ 3,204 Current LOS ❑ Growth ❑ Both ❑
Project Description
We completed an architectural,energy,structural,seismic,and mechanical review of the 200 Mill Building(Old City Hall)in 2008. Costs were high relative
to the market value of the building,so we will continue to lease space in the building and make improvements and updates as necessary,using grant
money wherever possible. In 2009,we are expecting to receive a Federal(EECBG)grant and a PSE energy grant that provided most of the funding for a
substantial HVAC improvement project($730,000)that included programmable computerized controls. In 2012 and 2013,ADA bathroom upgrades on
three additional floors of the 200 Mill building are planned. In 2010 we will lose Boeing electrical system support for the boathouse in Cedar River Trails
Park. Replacement will involve major underground tunnelling and new electric supply and transformers($260,000). Typical major maintenance projects
for the building are included in the property manager's budget(Fund 108)as well.
Summary of Progress: In 2009,the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. Work
commenced on the grant-financed dual duct HVAC system replacement as well.
2009 Overview Budget Actual Remaining
2009 Adopted Budget 110
.. Plus:Carryforward Funds +/- 100
Mid Year Adjustments date +/- 730
2009 Total 940 50 890
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition
Consultant Services 12 14 26
Major Maintenance 2,577 20 - - - 2,597
Construction 260 100 108 468
Inspection _ _ _
Project Management 5 7 12
Equipment Acquisition _ _ _
Contingencies 80 - 10 11 101
Total CIP Expenses 2,577 100 260 127 140 3,204
Resources:
User Fee 100 260 127 140 627
REET _
Fuel Tax
Utility Tax
ond Proceeds _
Operating 1,847 1,847
rants/Contribution Received 730 730
Mitigation Funds Received
P_ Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer _ _ -
Total CIP Resources 2,577 100 260 127 140 3,204
Balance Available/(Unfunded Needs) _ _ _ _ _
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2-01-11 20121 20131 20141 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 283 of 548
CAPITAL INVESTMENT PROGRAM
010 through 2015 (in thousands . .. .
Project Title: Public Restroom Renovations
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost $ 385 Current LOS ❑ Growth ❑ Both ❑
Project Description
Jones Park will be renovated in 2010($265,000),Maplewood project is slated for 2012($120,000).
Summary of Progress:
2009 Overview Bud et Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resource Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance 265 120 385
Construction - -
Inspection
Project Management
Equipment Acquisition -
Contingencies - -
Total CIP Expenses 265 120 385
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources
Balance Available/(Unfunded Needs (265) (265) (385) (385) (385) (385) (385)
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - - -
Expenditure Increase/Decrease (3) (3) (3) (3) (3) (3) (18)
Net Impact (3) (3) (3) (3) (3) (3) (18)
Capital Investment Program-General Government Page 284 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: Disaster Repairs
Project Type: Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 1,200 Current LOS ❑ Growth ❑ Both ❑
Project Description
Because unpredictable events occur that result in significant repair costs to Parks Division assets impacting the 001 operating fund,project funds will be
used for disaster events whenever such damage occurs. Events such as floods,windstorms,earthquakes,and the like require an immediate response to
make repairs and restore pre-existing conditions.
Summary of Progress: This is a new project introduction in 2010. In 2010,funding will be utilized as the required 25%FEMA match for Gabion repair work along
the Cedar River Trail downstream of the Bronson Bridge. Remaining funding will be utilized only if necessitated by disaster(s).
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ _ _ _
Consultant Services _ _
Major Maintenance 200 200 200 200 200 200 1,200
Construction _
Inspection
Project Management
Equipment Acquisition
Contingencies - _
Total CIP Expenses 200 200 200 200 200 200 1,200
Resources:
User Fee _
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources _ _
Balance Available/(Unfunded Needs) (200) (400) (600) (800) (1,000) (1,200) (1,200)
Designated Balance _ - _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 20101 2011 2012 2013 2014 2015 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease
r Net Impact
tr
Capital Investment Program-General Government Page 285 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands . dollars)
Project Title: Grant Matching Program
Project Type: Development and Major Maintenance Project Number: C32011
Total Anticipated Project Cost: $ 1,750 Annually Current LOS ❑ Growth ❑ Both ❑
Project Description
The City annually appropriates funds to be available for unforeseen park and/or trail development or acquisition opportunities,or to be available to
leverage grant monies from agencies such as King County Conservation Futures,Washington Recreation and Wildlife Program(WWRP),FEMA,or
EECDGB. Any expenditure of these monies must have specific Council approval.
Summary of Progress: Carry forward unspent funds to 2010. A FEMA Pre-Disaster Mitigation Grant for a seismic retrofit of the 200 Mill Building is being pursued;
it requires a 25%match($250,000). The City applied for one Conservation Futures Grants(KCCF)and will receive notification regarding a$350,000 grant
towards the purchase of a 3.28 acre parcel along Panther Creek. Reimbursement for two King County grants for property acquisitions completed along May Creek
and Panther Creek were received in 2009. Applications were also submitted for a$500,000 State WWRP grant and a$100,000 King County YSFG grant for Ron
Regis Park.The City did not receive the WWRP Grant but was recommended for award for the YSFG grant.
2009 Overview Bud et Actual Remainin
2009 Adopted Budget 250
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total 250 250
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - -
Consultant Services
Major Maintenance - - - - - -
Construction 250 250 250 250 250 250 250 1,750
Inspection - - - - -
Project Management
Equipment Acquisition
Contingencies - - - -
Total CIP Expenses 250 250 250 250 250 250 250 1,750
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 250 250
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 250 - - 250
Balance Available/(Unfunded Needs) - (250) (500) (750) (1,000) (1,250) (1,500) (1,500)
Designated Balance - - - -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - - - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 286 of 548
CAPITAL INVESTMENT PROGRAM
aer 2010 through 2015 (in thousands of dollars)
Project Title: Black River Riparian Forest
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 2,390 Current LOS ❑ Growth ❑ Both ❑
Project Description
The Black River Riparian Forest contains an active Heron colony,an estimated 75 species of avifauna,and numerous mammals. As the site will allow,
future long range plans for this facility includes an interpretive learning center,soft surface paths to view wildlife,and sensitive habitat enhancement.
(This project was first introduced as a CIP project in 2004.)
Summary of Progress: The first phase of this project is being re-scheduled to 2011 and will include a wildlife/habitat inventory/assessment. The assessment will
be utilized to determine the suitability and feasibility of a future interpretive learning center and associated amenities.The assessment will take one year to complete
and be utilized to develop a Master Plan in 2012. Construction documents will be prepared in 2013 with proposed construction in 2014.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ _
Consultant Services
Major Maintenance _ -
Construction 90 100 200 2,000 2,390
Inspection _ _
Project Management
Equipment Acquisition - _
Contingencies
Total CIP Expenses 90 100 200 2,000 2,390
" Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources
Balance Available/(Unfunded Needs) (90) (190) (390) (2,390) (2,390) (2,390)
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease 15 60 75
Net Impact _
Capital Investment Program-General Government Page 287 of 548
CAPITAL INVESTMENT PROGRAM
1 I • • I . . . . ..
Project Title: Maplewood Community Park
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 8,900 Current LOS ❑ Growth ❑ Both ❑
Project Description
This 40-acre site,located adjacent to Maplewood Heights Elementary School and Maplewood Neighborhood Park,is currently owned by King County and
will be transferred to the City of Renton for future use as a park site. The area is experiencing rapid residential growth and possibly,annexation to the
City. Long term development plans call for a mixed-use community park that includes both active and passive uses. Consultant selection and master
planning is scheduled for 2011,design development,construction document preparation,and bidding in 2012,with phase one development proposed for
2013 at a cost of$3,000,000. (This CIP project was first introduced in 2002.)
Summary of Progress:The City and King County are delaying negotiations to transfer the 40-acre undeveloped parcel and the 5-acre developed Maplewood Park
until some time in the future.
2009 Overview Bud et Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - - - - - _ _
Consultant Services
Major Maintenance - - - - -
Construction 100 400 4,000 400 4,000 8,900
Inspection - - - _ _ _
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 100 400 4,000 400 4,000 8,900
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating -
Grants/Contribution Received 500 500 1,000
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources - 500 1 500 1,000
Balance Available/(Unfunded Needs) (100) (500) (4,000) (4,400) (7,900) (7,900)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 20101 20111 2012
g0131 201412015 Total
Revenue Increase/Decrease 200 200 400
Expenditure Increase/Decrease 75 75 75 150 150 525
Net Impact 1 148 148
Capital Investment Program-General Government Page 288 of 548
CAPITAL INVESTMENT PROGRAM
6 2010 through thousands . .. .
Project Title: Parks, Recreation, and Open Space Plan
Project Type: Development and Major Maintenance Project Number: C32002
Total Anticipated Project Cost: $ 576 Current LOS ❑ Growth ❑ Both ❑
Project Description
The Parks,Recreation,and Open Space Plan is an implementation document including a strategic plan,inventory of existing facilities,service levels,
needs assessment,user demands,and surveys to develop recommendations for the City's future needs(intro 1999). A habitat component also
comprises this planning document. A Trails and Bicycle Plan will be incorporated into the Plan and was completed in partnership with the
Transportation Division. This plan was adopted by City Council in 2009. The Parks,Recreation,and Open Space Plan should be updated every five years
to continue meeting State requirements for grant program eligibility.
Summary of Progress: Carry forward all unspent 2009 funds. Request for additional funding in 2010 is to complete the habitat component of the plan. An update
for the Parks,Recreation,and Open Space plan will commence in 2009.
2009 Overview Budget Actual Remamincl
2009 Adopted Budget
Plus:Carryforward Funds +/- 194
Mid Year Adjustments date +/-
2009 Total 194 194
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ - - - _
Consultant Services 371 25 180 576
Major Maintenance
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 371 25 180 576
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 371 371
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 371 371
Balance Available/(Unfunded Needs) (25) (25) (25) (25) (25) (205) (205)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 g—o'11 2012 2013 2014 2015 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease -
Net Impact
Capital Investment Program-General Government Page 289 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: Regis Park Athletic Field Expansion
Project Type: Development and Major Maintenance Project Number: C32003
Total Anticipated Project Cost: $ 9,430 Current LOS ❑ Growth ❑ Both ❑
Project Description
This project will occur in phases. Phase I consisted of design and construction of the lighted soccer field and softball field,lighted basketball court,
phase one parking,and entry drive and bridge over Madsen Creek.Phase II will expand the capacity and provide greater programming flexibility at Ron
Regis Park by improving the existing all-weather(dirt)soccer field with synthetic turf,constructing a second lighted synthetic turf soccer field,expand
the existing parking lot,add restroom facilities,a children's play area,picnic shelter,and extend domestic water to the site for drinking and fire flow
purposes and sewer. Phase III will convert the existing natural turf softball field to synthetic turf and develop a second lighted synthetic turf ball field.
(First introduced in 1998.)
Summary of Progress: In 2008,the City applied for but did not receive a$500,000 W WRP grant.Also,in 2008 an application was made with a recommended
grant award for a$100,000 King County grant.A design consultant was hired to complete construction documents in 2008,however this project is being re-
programmed to the future.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/- 286
Mid Year Adjustments date +/-
2009 Total 286 286
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - - - -
Consultant Services 300 350 650
Major Maintenance - - "
Construction 380 4,400 4,000 8,780
Inspection =
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 380 300 4,400 350 4,000 9,430
Resources:
User Fee - "
BEET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received 380 500 880
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 380 500 880
Balance Available/(Unfunded Needs) - (300) (4,700) (4,700) (5,050) (8,550) (8,550)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 20101 2011 1 2012 2013 2014 2015 Total
Revenue Increase/Decrease 20 25 30 75
Expenditure Increase/Decrease 137 140 145 422 _
Net Impact 117 112 145 374
Capital Investment Program-General Government Page 290 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: Springbrook Trail Missing Link
Project Type: Development and Major Maintenance Project Number: C32014
Total Anticipated Project Cost: $ 711 Current LOS ❑ Growth ❑ Both ❑
Project Description
This project will construct the missing trail link from approximately 1,500 feet north of SW 34th Street north to SW 27th Street through the Springbrook
Valley Wetlands,Wetland Mitigation Bank,as part of the 1-405 Early Mitigation Project. The Springbrook Trail is linked to a countywide regional trail
system including the Interurban Trail,and extends to the City of Pacific to the south,and north to South Seattle.
Summary of Progress:The boardwalk trail was completed in 2009 however the project has not been closed out. Carryforward unspent funds from 2009. Funding
is derived from Parks Mitigation Fund. Upon project close-out,return unspent funds to the Parks Mitigation Fund(Fund 303).
2009 Overview Budge Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/- 150
Mid Year Adjustments date
2009 Total 150 10 140
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ - _
Consultant Services
Major Maintenance
Construction 711 711
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 711 711
Resources:
User Fee
REST
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received 711 711
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 711 711
Balance Available/(Unfunded Needs) 0 -
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2-01-01 20111 20121 2013 2014 2015 Total
Revenue Increase/Decrease -
VMS, Expenditure Increase/Decrease 3 3 3 3 3 4 19
Net Impact
r
Capital Investment Program-General Government Page 291 of 548
CAPITAL INVESTMENT PROGRAM
through2010
Project Title: Urban Forestry Program
Project Type: Development and Major Maintenance Project Number: C32017
Total Anticipated Project Cost: $ 1,061 Current LOS ❑ Growth ❑ Both ❑
Project Description
Following a 2003 tree inventory,an Urban and Community Forestry Development Plan was initiated in 2008 using a consultant working with all City
departments to develop a prioritized implementation schedule of activities for a formal Urban Forestry Program. Some of the goals of the Development
Plan may include projects such as a forestry ordinance,emergency storm damage plan,public education and outreach program,urban forestry
management plan,best management practices,recommended street tree listing,Tree City USA qualifications,funding strategies,canopy study,future
updates to the inventory,and others determined by the Development Plan task force and approved by City Council.
Summary of Progress: Carry forward unspent funds from 2009.Urban Forestry Development Plan was accepted by Council in 2009. A Tree Inventory and
Assessment for the Benson Hill Area will be completed in 2009 and incorporated into the 2003 Assessment.A public process to develop a forestry ordinance
utilizing a consultant is scheduled for 2009 and 2010. Ordinance goals include improving public safety in the right-of-way and on public property,reducing
infrastructure repairs(eg.concrete damage,blocked traffic signals,vehicle clearance,etc)optimizing tree health and canopy coverage&guiding proper
maintenance&planting.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 133
Plus:Carryforward Funds +/- 100
Mid Year Adjustments date +/-
2009 Total 183 14 169
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 2013 2014 2015 Total
Expenditures:
Property Acquisition - - -
Consultant Services 331 110 60 100 60 200 200 1,061
Major Maintenance - -
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 331 110 1 60 100 60 200 200 1,061
Resources:
User Fee -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 331 331
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 331 331
Balance Available/(Unfunded Needs) - (110) (170) (270) (330) (530) (730) (730)
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 292 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: Park Master Planning
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 450 Current LOS ❑ Growth ❑ Both ❑
Project Description
Park master planning is needed for undeveloped parks,under-developed park areas,and for developed parks that are becoming outdated. Assessing
park,recreation,and open space needs of the community,and translating that information into a framework for meeting the physical,spatial,and facility
requirements to satisfy those needs,describes the goals of the park master planning process. Park master planning is done at the individual park level
and guides park development in subsequent years.
Summary of Progress:This is an item introduced in 2008. Implementation of the Plan,and funding of projects is being re-programmed to 2011.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ _ _ _
Consultant Services
Major Maintenance
Construction 90 90 90 90 90 450
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 90 90 90 90 90 450
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
bw Total CIP Resources _
Balance Available/(Unfunded Needs) (90) (180) (270) (360) (450) (450)
Designated Balance -
%L Impact on Operating Funds Life to Date P r o
j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease - - _
Net Impact
Capital Investment Program-General Government Page 293 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (In thousands of dollars)
Project Title: Highlands Library Natural Area
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 280 Current LOS ❑ Growth ❑ Both ❑
Project Description
Highlands Library Natural Area was an overgrown 0.7 acre on the north and east side of the library. Volunteers cleared brush from the site during 2007
in an attempt to reduce encroachment problems,increase visibility,and expand usability. The area has a concrete pathway connecting NE 13 Street to
the north with NE 12 Street to the south,making for a neighborhood pass through for walkers. Design and construction drawings will be needed to bring
concepts of use for approval followed by development of the final plan.
Summary of Progress: In 2011,a total of$50,000 for master plan design and construction documents utilizing consultants through the public process,with
development in 2012.
2009 Overview Budget Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services
Major Maintenance -
Construction 50 230 280
Inspection -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 50 230 280
Resources:
User Fee -
REET
Fuel Tax -
Utility Tax
Bond Proceeds
Operating -
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources
Balance Available/(Unfunded Needs) (50) (280) (280) (280) (280) (280)
Designated Balance - I
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 5,000 5,000 5,000 5,000 20,000
Net Impact - - -
Capital Investment Program-General Government Page 294 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: Integrated Pest Management Program
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 100 Current LOS ❑ Growth ❑ Both ❑
Project Description
Integrated pest management(IPM)is the concept of managing pests through a hierarchy of choices,the first being the least toxic approach in an effort
to reduce the use of chemical controls. While the Community Services Department is practicing IPM,the department has no formal program to date. A
formal program will bring effectiveness of IPM practices to the department and demonstrate leadership to the public in the control of weeds and other
pests using the least toxic alternatives available.
Summary of Progress:This is being re-programmed to 2011 at which time a consultant will be hired to work with staff in developing an Integrated Pest
Management Program plan.
2009 Overview Buciciet Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - _ _ - _ -
Consultant Services 100 100
Major Maintenance _
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies _
Total CIP Expenses 100 100
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources
Balance Available/(Unfunded Needs) (100) (100) (100) (100) (100) (100)
Designated Balance - _ _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 295 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: 1-405/Talbot Road Streetscape Improvements
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 50 Current LOS ❑ Growth ❑ Both ❑
Project Description
A joint project with Community Services and Public Works to install irrigation and plant material along the Talbot Road planter strips as partof the 1-405
project.
Summary of Progress:WSDOT will be designing and constructing improvements at no cost to the City.Maintenance of areas will be programmed into the Parks
Division operating fund in 2011 for contract landscape maintenance.
2009 Overview Budget Actual RemaimnEL
2009 Adopted Budget 50
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total 50 50
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - -
Consultant Services
Major Maintenance
Construction 50 50
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 50 50
Resources:
User Fee
REET
Fuel Tax = -
Utility Tax
Bond Proceeds
Operating 50 50
Grants/Contribution Received
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 50 50
Balance Available/(Unfunded Needs)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - - - - - -
Expenditure Increase/Decrease 2 2 2 2 2 10
Net Impact -
Capital Investment Program-General Government Page 296 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: Offleash Dog Park Development
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 50 Current LOS ❑ Growth ❑ Both ❑
Project Description
Initial development of an offleash dog park area in 2009 that follows the recommendations of the Offleash Dog Park Task Force. The project is approved
currently for a 2 year trial,therefore the M&O impact is only for 2 years.
Summary of Progress: In 2009,funds were used to provide for basic offleash dog park amenities. Volunteers donated time and materials to complete up to 500%
of the costs. Fencing,benches,mutt-mitt dispensers,sani-can and trash containers are all included as part of the off leash area.Additional funds will be sought from
donations with operational costs offset by volunteers and animal license fees.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 50
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total 50 50
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ - -
Consultant Services
Major Maintenance
Construction 50
50
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 50 50
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 50 50
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 50 50
Balance Available/(Unfunded Needs)
Designated Balance
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 1 20111 20121 20131 20141 2015 Total
Revenue Increase/Decrease -
bar Expenditure Increase/Decrease 2 2 - 4
Net Impact
i
ICapital Investment Program-General Government Page 297 of 548
CAPITAL INVESTMENT PROGRAM
i through
Project Title: KC Proposition 2 Capital Expenditures Levy Fund
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 856 Current LOS ❑ Growth ❑ Both ❑
Project Description
King County voters approved a six-year levy for open space and trail acquisition and development through 2014. The funds may specifically include local
trails in underserved areas linking to city or county trails that connect regional trails and for open space acquisition in areas where the City is trying to
acquire missing parcels as part of a larger network of open spaces. The funding will be allocated to appropriate eligible projects and the M&O cost will
be incorporated in these projects when funded.
Summary of Progress: The Interlocal Agreement for fund distribution was executed in 2009.The 2008 allocation was collected in 2009 and 2009 funds allocation
will be collected in 2009. A portion of these funds may be utilized for a 3.28 acre property acquisition located along Panther Creek.
2009 Overview Budget Actual Remainin
2009 Adopted Budget 123
Plus:Carryforward Funds +�
Mid Year Adjustments date +/
2009 Total 123 211 A(88)
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - - - -
Consultant Services
Major Maintenance - - - - -
Construction 211 160 160 160 160 5 856
Inspection - - - -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 211 160 160 160 160 5 856
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income - - -
KC Levy Trasfer 211 160 160 1 160 160 5 856
Total CIP Resources 211 160 160 1 160 160 5 856
Balance Available/(Unfunded Needs) - - - - -
Designated Balance -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 1-0-111 2012 2013 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 298 of 548
CAPITAL INVESTMENT PROGRAM
2010 through thousands . .. .
Project Title: Parks General Major Maintenance
Project Type: Development and Major Maintenance Project Number: C32005
Total Anticipated Project Cost: $ 9,161 Current LOS ❑ Growth ❑ Both ❑
Project Description
Ma-or maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below:
2009 2010 2011 2012 2013 2014 2015 Total
Playgrounds,Kiosks and Intepretive SignE 20 - 160 120 100 120 120 620
Light System Upgrades 280 50 200 100 100 110 110 670
Shoreline and Bank Stabilization 125 15 125 - - 200 2000 2,340
Boundary,Topographic&Site Surveys - - 120 30 90 90 90 420
Fencing,Guardrails,Bullrails,Railings 10 20 100 20 20 20 20 200
Landscape Renovation&Repairs - 105 55 55 55 55 325
Structural Reviews&Repairs - - 225 50 - 100 0 375
Total $ 435 $ 85 $ 1,035 $ 375 $ 365 $ 695 $ 2,395 $ 4,950
2009 Overview Budget Actual Remaining
2009 Adopted Budget 435
Plus:Carryforward Funds +/- 684
Mid Year Adjustments date +/-
2009 Total 1,119 317 802
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - _ _ _ _ -
Consultant Services _ _
Major Maintenance 4,211 85 1,035 375 365 695 2,395 9,161
Construction _
Inspection
Project Management
Equipment Acquisition
Contingencies _ _ - _ _
Total CIP Expenses 41211 85 1 1,035 375 365 695 2,395 9,161
Resources:
User Fee _
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 4,211 4,211
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 4,211 4,211
Balance Available/(Unfunded Needs) (85) (1,120) (1,495) (1,860) (2,555) (4,950) (4,950)
Designated Balance - _ -
'1w
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 1 20101 20111 20121 2013 1 2014 I 2015 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease (3) (4) (4) (5) (5) (5) (26)
Net Impact I _
1`r
Capital Investment Program-General Government Page 299 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in . . . .. .
Project Title: Irrigation Renovation and Conservation
Project Type: Development and Major Maintenance Project Number: C32006
Total Anticipated Project Cost: $ 1,927 Current LOS ❑ Growth ❑ Both ❑
Project Description
Many irrigation systems are 30 years old or more. Upgrading outdated park irrigation systems will improve irrigation coverage and reduce the amount of
water and energy used per park. This will also increase the recreational value to Renton citizens. This is part of the Community Services Department's
Water Conservation Plan and Strategy.
Summary of Progress: In 2009,irrigation design and construction was scheduled for Cedar River Park. This project has been rescheduled to occur in 2011.
2009 Overview Budget Actual Remainin
2009 Adopted Budget 425
Plus:Carryforward Funds +�
Mid Year Adjustments date +/- (425) 0 A(0)
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services - - - - - -
Major Maintenance 352 425 250 250 250 400 1,927
Construction - - - - -
Inspection
Project Management
Equipment Acquisition -
Contingencies - - -
Total CIP Expenses 352 425 250 250 250 400 1,927
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 777 717
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 777 777
Balance Available/(Unfunded Needs) - - (0) (250) (500) (750) (1,150) (1,150)
Designated Balance 425 425 - -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 20101 2011 .20121 20131 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease (2) (2) (2) (2) (2,000) 10,000
Net Impact (2) (2) (2) (2) (2,000) 10,000
Capital Investment Program-General Government Page 300 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: Irrigation Automation and Conservation
Project Type: Development and Major Maintenance Project Number: C32010
Total Anticipated Project Cost: $ 471 Current LOS ❑ Growth ❑ Both ❑
Project Description
Replacement of existing solid state and battery operated irrigation controllers with computerized irrigation controllers and water saving devices will
reduce water costs,conserve water,and provide more effective water delivery to parks,boulevards and public building grounds.This is part of the
Community Services Department's Water Conservation Plan and strategy.
Summary of Progress: In 2009,irrigation automation was completed in the following parks: Earlington,Glencoe,Liberty Park,and North Highlands Park.In 2010,
irrigation automation is planned for three additional locations.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 60
Plus:Carryforward Funds 22
Mid Year Adjustments date +/-
2009 Total 82 22 60
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ _ _
Consultant Services
Major Maintenance 111 60 60 60 60 60 60 471
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 111 60 60 60 60 60 60 471
Resources:
User Fee
REET
Fuel Tax
Utility Tax
�r Bond Proceeds
Operating 111 111
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 111 111
Balance Available/(UnfundedNeeds) (60) (120) (180) (240) (300) (360) (360)
Designated Balance - _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 I W0121 2013 2014 2015 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease (2) (2) (2) (2) (2) (2) (12)
Netlmpact (2) (2) (2) (2) (2) (2) (12)
Capital Investment Program-General Government Page 301 of 548
CAPITAL INVESTMENT PROGRAM
010through thousands . dollars)
Project Title: Parking Lots and Drive Repairs
Project Type: Development and Major Maintenance Project Number: C32008
Total Anticipated Project Cost: $ 472 Current LOS ❑ Growth ❑ Both ❑
Project Description
Pavement resurface,reconstruction,sealcoat,patch,repair curb,improve drainage,and re-stripe existing asphalt drives and parking areas throughout
the City's parks and municipal sites(e.g.Fire Stations,libraries,recreation centers). The program is intended to repair and generally extend the life of the
existing pavement.
Summary of Progress: Repairs in 2009 were scheduled for Cedar River Park,Teasdale Park,and select firestations but were postponed to 2011.Projects
scheduled for future years have been likewise postponed.
2009 Overview —Budget Actual Remainin
2009 Adopted Budget 90
Plus:Carryforward Funds +�
Mid Year Adjustments date +/- pending (90)
2009 Total
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services
Major Maintenance 132 90 90 50 50 60 472
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 132 90 90 50 1 50 60 472
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 132 132
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 132 - 132
Balance Available/(Unfunded Needs) - (90) (180) (230) (280) (340) (340)
Designated Balance - A
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 20151 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 302 of 548
CAPITAL INVESTMENT PROGRAM
010 through 2015 (in thousands . dollars)
Project Title: Ball field Renovation Program
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 325 Current LOS ❑ Growth ❑ Both ❑
Project Description
Ball fields require major renovations periodically to increase playability and decrease staff time in field preparation. The scope generally includes field
improvements such as drainage,grading,sodding or seeding,material replacement,backstop repairs,and upgrades,player bench area repairs and
upgrades,and bleacher area repairs and upgrades.
Summary of Progress: In 2009,anew infield mix was scheduled to be installed at Cedar River Park,along with irrigation in the CIP Irrigation Renovation&
Conservation Program.This project is being re-programmed to 2011.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 50
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total 50 50
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - _ _ _
Consultant Services _
r, Major Maintenance 50 50 50 50 75 50 325
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
TotalC/P Expenses 50 50 50 50 75 50 325
Resources:
` User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 50 50
Grants/Contribution Received
Mitigation Funds Received
Ilk Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total C/P Resources 50 50
Balance Available/(Unfunded Needs) (50) (100) (150) (225) (275) (275)
Designated Balance _
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease 2 2 2 2 2 10
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 303 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: Paths, Walks, Patios and Boardwalks
Project Type: Development and Major Maintenance Project Number: C32009
Total Anticipated Project Cost: $ 965 Current LOS ❑ Growth ❑ Both ❑
Project Description
Repair and replace heaving,broken,and settling pathways,trails,sidewalks,patios and boardwalks with asphalt,concrete,pavers,wood,or other
materials.
Summary of Progress: In 2009,repairs were begun for the concrete walkways fronting the Senior Housing along the Cedar River Trail,Cedar River Trails Park
asphalt pathway and Coulon asphalt pathway. Repair of the sidewalks at Jones park will be coordinated with the Jones Park Restroom Renovation project in late
2009,early 2010. For 2010,the asphalt pathway at Earlington Park will repair heaved sections. Carry forward unspent funds.
2009 Overview Bud et Actual Remainin
2009 Adopted Budget 190
Plus:Carryforward Funds +/- 268
Mid Year Adjustments date +/-
2009 Total 458 23 434
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services
Major Maintenance 540 50 65 40 90 90 90 965
Construction -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 540 50 65 40 90 90 90 965
Resources:
User Fee -
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 540 540
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income -
KC levy transfer
Total CIP Resources 540 - 540
Balance Available/(Unfunded Needs) (50) (115) (155) (245) (335) (425) (425)
Designated Balance - -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 20131 2014 2015 Total
Revenue Increase/Decrease - - - - - - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-General Government Page 304 of 548
CAPITAL INVESTMENT PROGRAM
throughthousands . dollars)
Project Title: Sports Court Repairs
Project Type: Development and Major Maintenance Project Number: C32007
Total Anticipated Project Cost: $ 280 Current LOS ❑ Growth ❑ Both ❑
Project Description
Repair,replace,resurface,reconstruction,seal-coat,patch,improve drainage and re-stripe existing surfaces including soft surface courts such as the
bocce ball court at the Renton Activity Center. The program is intended to repair safety problems and generally extends the life of the existing surfaces.
Summary of Progress: In 2009,repairs at Ron Regis Park and Teasdale Park were scheduled,however,only Teasdale Park courts were repaired. Regis Park
court repairs have been re-scheduled to 2012 to coincide with Regis Park Field Expansion project.Future court repair projects have been moved out in time.
2009 Overview Budget. Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition _ _ _ _ -
Consultant Services _
Major Maintenance 20 40 120 20 80 280
Construction _
Inspection
Project Management
Equipment Acquisition
Contingencies _
Total CIP Expenses 20 40 120 20 80 280
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
rInterest Income
KC levy transfer
Total CIP Resources
Balance Available/(Unfunded Needs) (20) (60) (180) (200) (280) (280)
Designated Balance _ -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2-01-11 20121 20131 2014 201-51 Total
Revenue Increase/Decrease - _
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 305 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: Tree Maintenance
Project Type: Development and Major Maintenance Project Number: C32012
Total Anticipated Project Cost: $ 572 Current LOS ❑ Growth ❑ Both ❑
Project Description
The Parks Division maintains 1,500 street trees,20,000 park trees,and 105,000 natural area trees,requiring routine maintenance to maintain and improve
public safety,sustain tree health,and value and create a more attractive appearance along City streets and in parks. Routine maintenance improves
sight lines to traffic signals,traffic signs,and business advertising;creates clearance over streets for vehicles and pedestrians; enhances street light
illumination;and eliminates poor growth habits to reduce infrastructure costs and avoid major tree problems in the future including tree failure.
Improving and extending the life of Renton's tree population is a high priority for improving the City's overall environment.
Summary of Progress: In 2009,emergency tree removal occurred at the Black River Riparian Forest and along the Cedar River Trail. Street trees in the
downtown were pruned to improve structure,provide clearance over streets and sidewalks,and to improve sight distances to businesses. For 2010,continuation of
downtown street tree pruning and emergency tree removal at various locations will occur.
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 70
Plus:Carryforward Funds +�
Mid Year Adjustments date +/-
2009 Total 70 6 64
CIP Expenditures&Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services -
Major Maintenance 152 70 70 70 70 70 70 572
Construction -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 152 70 70 70 70 70 70 572
Resources:
User Fee -
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 152 152
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income -
KC levy transfer
Total CIP Resources 152 152
Balance Available/(Unfunded Needs) - (70) (140) (210) (280) (350)1 (420) (420)
Designated Balance - I
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2-01-11 2012 I 2013 1 2014 2015 Total
Revenue Increase/Decrease - _
Expenditure Increase/Decrease -
Net Impact
Capital Investment Program-General Government Page 306 of 548
CAPITAL INVESTMENT PROGRAM
20 10 through i . dollars)
Project Title: Capital Project Coordination
Project Type: Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost: $ 486 Current LOS ❑ Growth 121 Both ❑
Project Description
To reimburse Parks capital project planning,coordination,and management costs paid by Fund 001.
Summary of Progress:
2009 Overview Bud et Actual Remaining
2009 Adopted Budget 48
Plus:Carryforward Funds +/-
Mid Year Adjustments +/-
2009 Total 48 48
CIP Expenditures& Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - _ _ _ _ _
Consultant Services
Major Maintenance
Construction
Inspection
Project Management 48 68 70 72 74 76 78 486
Equipment Acquisition _
Contingencies
Total CIP Expenses 48 68 70 72 74 76 78 486
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 48 48
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 48 48
BalanceAvailable/(Unfunded Needs) (68) (138) (210) (284) (360) (438) (438)
Designated Balance - _ _ -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 20091 20101 20111 20121 20131 20141 2015 1 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government Page 307 of 548
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Capital Investment Program-General Government Page 308 of 548
Internal Funds
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Capital Investment Program-Internal Service Funds Page 309 of 548
Fund 503 - Information Services Fund
Total Anticipated 2010 Project Cost: $996,800
Department Capital(Costs charged directly to identified department)
Police Department Applications Projects: $ 215,000
This project begins to fund a three year effort to place video in each patrol and traffic vehicle($100K per year for three years),replacement of the records
system message switch server($15K),funds implementation of a work force management program time keeping and planning($45K),additional
records management modules($40K)and Valley Com updates to the fleet($15k).The 2010 budget request for the project is$215,000.
PWs Springbrook utility billing application Upgrade- $ 50,000
In 2010,the Springbrook utility billing application will be upgraded at a projected cost of$50K.
Community Services Project: $ 20,000
Maintenance management licenses will be added for$20K
Fire Projects: $ 20,000
Fire Department inspectors field equipment will be replaced and remote computing software purchased from the records vendor for$20K.
Finance Project: $ 30,000
In 2010,Additional citizen facing applications totalling$30K.
Enterprise Capital(costs allocated city-wide based on equipment count)
Network Systems Projects: $ 232,000
On-going maintenance projects include replacement of the city's tape backup system$50K,uninterruptable power supply battery replacement$10K,
additional data storage$75K,security monitoring$15K,updating of the low voltage wiring in FS#16,$25K,and completion of fiber optic cabling
to the Maplewood Golf Course$30K.Fire Station 12 Hot site provisioning for business community$15 K,Telecommunication network is 12K.
The total 2010 capital request for this project is$232,000.
Annual Equipment Replacement: S 299,800
This project replaces aging City desktop,laptop and ruggedized computers on a 5 year rotation schedule$299,800.
Public Works Infrastructure Projects: $ 130,000
In 2010 the 1-405 project will replace the existing Benson Hill bridge. $80K will be used to pay for conduit installation in the replacement bridget
sidewalk and approximately 1000'of conduit under 1-405 on Talbot for$50K. These one time projects will enable future fiber optic cabling installation
to the Benson Hill area.This funding request is for 130,000.
Capital Investment Program-Internal Service Funds Page 310 of 548
Fund 504-Facilities Fund (C20004-C20009)
Total Anticipated 2010 Project Cost: $ 498,000
ri
Operational Facilities Projects: $137,000
Fire Station No.11(Built 1978): $18,000
JW A seismic evaluation of the building conducted in 2007 indicated that Fire Station 11 needed substantial improvements to achieve the desired level of post-event
functionality. We did receive grant approval in 2008 and much the work will be completed by 2010.Additional station upgrades(insulationanct energy refits,bathroom
and kitchen remodelling)were planned to coincide with the seismic upgrade to limit operational disruptions.The seismic upgrade was roughly$250,000 of the$650,000
project.
Fire Station 12: $21,000
Funding is required for typical annual maintenance. In addition,the equipment and backup systems for the Emergency Control Center are important to maintain at the
schedules recommended in the 0&M Manual($21,000).
Fire Station No.13: $12,000
This new station,with administration offices,will be$12,000 in a typical year.
r Fire Station No.14(Built 1997): $14,000
Normal major maintenance is$14,000.
Fire Station No.16(Remodeled 1997): $22,000
Normal major maintenance is$22,000
Fire Station No.17 $20,000
The station is the older of two in the FD 40 service area that is contracted by the Renton F&ES Department. The Fire District is responsible for major
repairs(incidents over$5,000),but there are numerous minor maintenance items that require attention. The Fire District is planning a major upgrade
that should result in lower maintenance costs when complete.
W City Shops: $30,000
We have experienced an increasing level of maintenance repairs as this facility ages.
Public Facilities Projects: $361,000
CarcoTheatre: $12,000
The stage and seating areas need an ADA upgrade($90,000)that includes a lift to be done in 2012. The dressing rooms need to be remodeled in 2013(30,000),and
major maintenance runs to roughly$12,000 annually.
City Hall: $80,000
A variety of small projects are requested annually($30,000)in response to public access and technology changes,and expenditures for major maintenance is expected to
be$80,000. The HVAC system service is no longer contracted so there is some exposure to equipment failure and replacement costs. There is some potential cost
benefit through PSE energy savings matches to replace the final(of three)HVAC compressors. The roof will need to be replaced in 2012.
Renton Community Center: $111,000
!� Major maintenance has an allowance of$25,000 annual) from 2010 to 2015. The new
1 y gym floor has an annual refinishing program($11,000). Continuing security and
technology upgrades and replacements are now rolled into a City-wide security equipment element in this budget. The AC is seasonally indadequate for the
exercise/weight room. An air conditioning upgrade is estimated at$85,000 in 2012. Many of the furnishings and some equipment is well beyond its service life,so some
replacements are schedule for 2009($35,000). Major painting and staining is planned($40,000)to provide an updated appearance. If the RCC is to be used for the
Ir citywide emergency shelter program a generator will be necessary($95,000).
Senior Activity Center: $25,000
Funds for annual major maintenance program costs are needed in years 2010 to 2015($25,000 annually). The architectural plans for a kitchen remodel will be developed
1D in 2011($50,000)for a major rehabilitation that will occur at a later date. Major appearance upgrades have been designed and work will take place in 2011($80,000)and
2012($60,000). The expansion of air conditioning for a portion of the building currently without($45,000)and the banquet floor will be replaced($145,000)in 2012.
Main and Highlands Libraries: $30,000
From 2010 to 2015,the major maintenance program continues,roughly,$15,000 per year. Highlands major maintenance is$15,000 per year.
Coulon Park: $12,000
The structures at Coulon Park require annual major maintenance of$30,000.
Exercise Equipment Replacement: $31,000
The ongoing program to replace old exercise equipment,located throughout all public facilities,continues and will be$31,000 in 2010.
r� Highland and N Highlands Community Centers $35,000
Annual maintenance costs are high for the NHNC and replacement is recommended.
Liberty Park Stadium: $5,000
The stadium is old enough to need frequent concrete repairs and sealing.
Liberty Park Community Building: $20,000
Annual major maintenance is proposed at$20,000 as this is the oldest building in the City inventory and will be in use as an office building for the forseeable future.
Capital Investment Program-Internal Service Funds Page 311 of 548
Fund 501 - Equipment Rental Fund
2010 Vehicle replacements
Repl
Dept Assigned Charge Code Eq No. Model Make Yr Purc Life Cost Note
Police Admin Poo102 A403 Taurus FORD 2001 3 $ - Vehicle is being replaced with A393.
Police Traffic Poo107 M047 Motorcycle BMW 2000 4 26,000
Police Traffic Poo107 M052 Motorcycle BMW 2007 4 26,000
Police Patrol P00108 A432 CrnVic FORD 2005 4 30,000
Police Patrol P00108 A433 CrnVic FORD 2005 4 30,000
Police Patrol Poo108 A444 CrnVic FORD 2006 4 30,000
Police Animal Poolll C222 Animal trk CHEV 2003 8 - Do not replace in 2010.
Control
Street Poo125 E108 Sweeper ELGN 2005 4 - Do not replace in 2010.
Maintenance
Street Poo125 E080 Loader CASE 1992 10 250,000
Maintenance
Fire Suppression Poo140 F064 Aid Unit INTE 1999 7 200,000
1�
Replaced with Rescue Truck (New)
and will add short ladder (75') on
Fire Suppression Poo140 F081 Aerial EONE 1986 20 250,000 Fire Engine when the next time Fire
Engine is due for replacement.
Wastewater Poo142 E107 Vactor INTE 2004 5 - Do not replace in 2010.
Maintenance
Total: $ 842,000
Capital Investment Program-Internal Service Funds Page 312 of 548
CAPITAL INVESTMENT PROGRAM
through2010 i
Project Title: Public Facilities
Project Type: Development and Major Maintenance Project Number: C20011 -C20021
Total Anticipated Project Cost: Ongoing
Project Description
The major maintenance items that are described on the following page are necessary in the continuing effort to keep City buildings in sound operating
order. The findings of master plans and potential annexation for the Library and the findings of the Museum Master Plan may influence those facilities
beyond the short term and the line items indicated for those areas are therefore subject to significant change.
Summary of Progress: Descriptions are given sectionally below.
2009 Overview Budget Actual Remaining
2009 Adopted Budget 696
Plus:Carryforward Funds +/- 198
Mid Year Adjustments date +/- 91
2009 Total 985 186 799
CIP Expenditures & Resources Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - _ _ _ _
Consultant Services - 50 505 - 555
Major Maintenance 5,569 361 308 308 308 308 = 7,162
Construction 265 80 460 30 835
Inspection _ _ _ _ _
Project Management _ _
Equipment Acquisition 145 45 190
Contingencies _ _ _ _ _ _
Total CIP Expenses 5,569 626 583 1,318 338 308 8,742
�y Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Irr Operating 5,569 5,569
Grants/Contribution Received _
f Mitigation Funds Received
Grants/Contribution Anticipated 50 50
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Total CIP Resources 5,569 50 5,619
Unfunded ee s i 626 1 533 1,318 1 338 308 123
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 20141 2015 Total
Revenue Increase/Decrease - - _ _
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Internal Service Funds Page 313 of 548
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Capital Investment Program-Internal Service Funds Page 314 of 548
Duvall Ave NE Rainier Ave South
Widening roadway to five lanes including: curb/gutter, Improvements will enhance traffic flow and reduce
sidewalk, streetlights, channelization and bike lanes. accidents.
Houser Way South Maple Valley Rd(SR-169) Improvements at 1-405
Upgrade railroad tracks to concrete on Houser Roadway widening, modifications to channelization
Way S between Main Ave S and Burnett Ave and upgrade to traffic signals.
From new roads to corridor improvements to intersection
improvements- it keeps transportation moving safely.
i Capital Investment Program-Transportation Page 315 of 548
CAPITAL INVESTMENT PROGRAM
through2010
SUMMARY
CITY OF RENTON-PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2009-2014 SIX-YEAR TIP
Total Project Costs
Previous Six-Year
TIP Project Title Costs 2010 2011 2012 2013 2014 2015 Period Total '
1 Street Overlay 1,363 742 751 786 824 863 906 4,872
2 Arterial Rehabilitation Program 780 351 342 358 376 395 414 2,236
3 Rainier Ave Improvements-Grady Way to S 2nd Street 18,909 7,965 8,365 4,203 20,533
4 SW 27th Street/Strander Boulevard Connection 17,086 4,952 5,600 2,010 4,960 10,060 10,900 38,482
5 NE 3rd/NE 4th Corridor Improvements 224 841 1,844 3,688 1,844 980 9,197
6 Duvall Ave NE-NE 7th St to Sunset Blvd NE 660 2,900 2,120 445 6,125 w
7 SR 169 HOV-140th Way SE to SR-900 7,668 2,550 2,550
8 Garden Ave N Widening 851 90 90
9 Park Avenue North Extension 2,400 2,600 5,000
10 116th Ave SE/Edmonds Ave SE Improvements 820 2,754 4,860 500 5,351 14,285
11 Carr Road Improvements 100 100
12 Sunset Boulevard Corridor Improvements
13 Oakesdale Ave SW-Monster Road to SR 900 50 5,300 5,350 ,
14 South 7th Street-Rainier Ave S to Talbot Road South 150 150
15 Lake Washington Trail(South Lake Connector)-AKA Sam Chastain Trail 1,169 466 466
16 Highlands to Landing Pedestrian Connection Project 240 240
18 Walkway Program 865 200 280 280 280 280 280 1,600
19 Sidewalk Rehabilitation and Replacement Program 250 140 250 250 250 250 250 1,390
20 Monterey Ave NE-NE 20th Street-Wall Replacement 30 30
21 Bridge Inspection&Repair Program 232 100 220 160 55 50 50 635
22 Intersection Safety&Mobility Program 625 200 250 250 250 250 250 1,450
23 Traffic Safety Program 120 20 40 40 50 40 40 230
24 Preservation of Traffic Operation Devices Program 50 58 63 63 63 63 63 370
25 Intelligent Transportation Systems(ITS)Program 146 25 50 50 30 30 30 215
26 Transit Program 107 80 275 275 275 275 275 1,455
27 Transportation Demand Management(TDM)Program 118 65 65 65 65 65 65 390
28 Bicycle Route Development Program 236 20 110 80 80 80 80 450
29 Barrier Free Transition Plan Implementation 46 38 50 50 50 50 50 288
30 South Renton Burnett Park Neighborhood Street Improvements 406 50 275 325
31 Project Development&Pre-Design Program 118 125 150 150 150 150 150 875
32 Arterial Circulation Program 281 160 250 250 250 250 250 1,410
33 Transportation Concurrency/LOS Program 50 10 10 40 10 30 30 130
34 Environmental Monitoring Program 109 30 30 30 30 30 30 180
35 WSDOT Coordination Program 111 60 60 60 40 40 40 300
36 Geographic Information System-Needs Assessment&Data Developmen 24 15 20 80 80 80 80 355
37 1%for the Arts Program 40 15 15 15 15 15 15 90
38 Lake Washington Blvd-Park Ave N to Gene Coulon Memorial Park 327 82 138 221
39 Lind Avenue SW-SW 16th St to SW 43rd St 3 8 1,914 626 2,548
40 Logan Av N Concrete Panel Repair i 4601 460 .d..
Total Sources 1 52,3151 16,126 20,1201 22,0481 22,015 18,8841 25,8791 125,072
Summary of Funding Sources 2010 2011 2012 2013 2014 2015 Period Total
Vehicle Fuel Tax(includes increase from 2005 Initiative 912) 620 760 770 780 785 790 4,505
Business License Fee 1,600 1,600 1,800 2,000 2,000 2,000 11,000
Reserve for S.Renton in Fund 502 50 - - - - - 50
Grants In-Hand 6,431 5,948 2,568 - - - 14,947
Mitigation In-Hand 700 500 600 500 700 900 3,900
Bonds/LID'S Formed - - - - - - -
Other Government Resources In-Hand 6,291 6,144 1,543 493 493 743 15,707
Subtotal Funded 15,692 14,952 7,281 3,773 3,978 4,433 50,109
Grants Proposed - - 1,180 2,750 2,000 - 5,930
Other Proposed 300 450 200 - - 950
Proposed Fund Balance 434 434
Undetermined - 4,868 13,137 15,292 12,906 21,446 67,649
Subtotal Proposed Funding 434 5,168 14,767 18,242 14,906 21,446 74,963
Total Funding Sources 16,126 20,120 22,048 22,015 18,884 25,879 125,072
Capital Investment Program-Transportation Page 316 of 548
CITY OF RENTON
PUBLIC WORKS
w TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Street Overlay Functional Classification: N/A Fund: 317
"r Proj.Length: N/A Proj: t12108
TIP No. 1 CONTACT: Bill Wressell 425.430.7400
DESCRIPTION: STATUS:
+�Annual program for repairing and resurfacing existing roadways,operating the City's Pavement Management Ongoing yearly program. This program funds overlays on neighborhood streets and
System and providing data for deficiency ratings. collector streets. The Arterial Rehabilitation Program funds major and minor arterials.
Installation of ADA compliant curb ramps has been incorporated into the annual Street
Overlay program in accordance with federal requirements. A 5%annual cost increase
has been incorporated into this program.
s
JUSTIFICATION: CHANGES:
ACP overlay,SMA,and slurry seal of streets provide for improved driving surface and are highly cost-effective The Transportation/Aviation Committee recommended that$100,000 be allocated in 2010
ways of avoiding expensive repairs and reconstruction. The computerized Pavement Management System and for maintenance of existing alleyways.The budget will be reflected in the Overlay Program
yearly survey of roadway conditions greatly improve the efficiency of the Overlay Program. The arterial streets ($50,000)and in the Arterial Rehabilitation Program($50.000).Each program was
are rated every year,while the residential streets are rated every other year. increased by$25,000,which combined with the$25,000 previously allocated will provide
the funds for alleyways.
Funded: 16,031,340 JUnfunded 1 203,700
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 96,960 2,060 12.000 82,900 12.600 13.000 13,000 14,300 15,000 15,000
R-O-W(includes Admin)
Construction 5,817,083 385,683 883,000 4,548.400 689,7001 698.000 733,000 769,7001 808,000 850.000
Construction Services 320,997 39,997 40,000 241,000 40,000 40.000 40,000 40,000 40,000 41,000
Post Construction Services
TOTAL EXPENSES 6,235,040 427,740 935,000 4,872,300 742,300 751,000 786,000 824.000 863,000 906,000
SOURCE OF FUNDS:
mo Vehicle Fuel Tax 3,981,000 385.000 500,0001 3,096,000 370,000 500,000 550,000 550,000 550.000 576,000
Business License Fee 1,700.340 42,740 185,000 1,472,600 322,3001 201.000 236,000 228,300 225,000 260.000
Proposed Fund Balance 170.000 170,000
Grants In-Hand(1)
40 Grants In-Hand(2)
Mitigation In-Hand 180,000 80,000 100,000 50,000 50,000
Other In-Hand(1)
Other In-Hand(2)
rants Proposed
ther Proposed
Undetermined 203,700 203.700 45,700 88.000 70.000
TOTAL SOURCES 6,235,040 427,7401 935,0001 4,872.300 742,300 751.000 786,000 f 24,0001 863,000 906.000
rr
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Capital Investment Program-Transportation Page 317 of 548
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CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Arterial Rehabilitation Program Functional Classification:Various Fund: 317
Proj.Length: NIA Proj: t12186
TIP No. 2 CONTACT: Bill Wressel 425.430.7400
DESCRIPTION: STATUS:
s funding is available,this program will provide for the rehabilitation of arterial streets where the restoration Proposed paving schedule:2009-Puget Dr.(Rolling Hills to Edmonds);2010 Carr Road
requirements are beyond that which can be accomplished through the annual Overlay Program. Installation of (East of SR 167 to Mill Ave);2011-East Valley Rd.S.(SW 41 st St to SW 16th St);2012
DA compliant curb ramps has been incorporated into the annual Arterial Rehabilitation and Overlay programs Benson Rd.(S of 1-405 to SR 515),2013-N 3rd St.and N 4th St.(Logan Ave to Sunset
according to new federal requirements. Blvd): 2014-Airport Way(Rainier Ave N to Logan Ave).This order may change
depending on future ratings. A 5%annual cost increase has been incorporated into this
program.
JUSTIFICATION: CHANGES:
The Overlay Program concentrates to a great degree on maintaining residential streets,where relatively small The Transportation/Aviation Committee recommended that$100,000 be allocated in 2010
traffic volumes and less truck and bus traffic make standard asphalt overlays a long term means of for maintenance of existing alleyways.The budget will be reflected in the Overlay Program
maintenance. Arterial streets can often deteriorate rather quickly and often require more costly rehabilitation ($50,000)and in the Arterial Rehabilitation Program($50,000).Each program was
measures and/or costly temporary repairs to avoid more extensive deterioration. A number of arterials identified increased by$25,000,which combined with the$25,000 previously allocated will provide
as needing major rehabilitation are being addressed in this program and the Overlay Program. the funds for alleyways. VA
Funded: 12,931,500 1 Unfunded: 84,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning r
{ z
Preliminary Engineering 67,500 67,500 10,500 11,000 11,000 11,000 12,000 12,000 a3
R-O-W(includes Admin)
Construction 2,871,500 470,0001 300,000 2,101,500 329,500 320,0001 336,000 354,000 372,000 390,000
Construction Services 76,500 10.000 66,500 10,500 11,000 11,000 11,000 11,000 12,000
Post Construction Services
TOTAL EXPENSES 3,015,500 470,000 310,000 2,235,500 350,500 342,000 358,000 376,000 395,000 414,000
SOURCE OF FUNDS:
Vehicle Fuel Tax 1,759,000 200,000 250,000 1,309,000 250,000 250,000 200,000 200,000 215,000 194,000 fa
Business License Fee 1,152,500 270,0001 40,000 842,500 100,500 28,000 158,000 176,000 180,000 200,000
Proposed Fund Balance
Grants In-Hand(1) 1
Grants In-Hand(2)
Mitigation In-Hand 20,000 20,000
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 84,000 84,000 64,000 20,000
TOTAL SOURCES 3,015,500 470,0001_ 310,000 2,235,500 350,5001 342,0001 358,000 376,0001 395,0001 414,000
Capital Investment Program-Transportation Page 318 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Rainier Ave Improvements-Grady Way to S 2nd Street Functional Classification: Principal&Minor Fund: 317
Proj.Length: 0.89 mi Proj: t12703
TIP No. 3 CONTACT: Derek Akessoi 425.430.7243
DESCRIPTION: STATUS:
The Sound Transit agreement authorizes$14.9 million for transit improvements.Two
State Pedestrian and Bicycle Safety Grants have been awarded:$200,000(2006)and
Improvements remove barriers,eliminate substandard conditions,consolidate access points to existing major $230,000(2007). TIB awarded grant funds of$2,202,000(2003);$1,906,200(2006);and
businesses,provide an enhanced pedestrian environment. Project elements include adding BAT(business $2,831,500(2008).A$2.0 million(2009)federal grant was awarded for Phase 1(Shattuck
access and transit)lanes(north and southbound),removing the BNSF railroad bridge support pier,adding left- Ave).A$4,800,000 STP grant was awareded in 2009 for construction.
urn lanes at intersections,widening sidewalks with streetscaping, adding pedestrian-scale illumination,bollards
at crossings),transit facility improvements(shelters,benches,info kiosks),planted buffer strips and landscaped
edians.
USTIFICATION: CHANGES:
Rainier Ave is a critical corridor in central Renton with existing operational problems and in need of infrasructure Rainier Ave has 30%design completed.Construction of the Phase 1-Shattuck Ave
enhancements to provide greater ease of non-motorized and transit-based travel.Existing high level of traffic Stormwater bypass system is scheduled for the summer of 2009. Mitigation funds in the
ongestion and accidents.Improvements will enhance traffic flow and reduce accidents.BAT lanes will be amount of$2,100,000 must be dedicated to fulfill grant requirements to this project. City
provided from S 2nd St to Grady Way southbound and from Grady Way to S 3rd St northbound. Utilities improvements will be funded by the respective utilities.
Funded:1 39,441,9331 Unfunded
Project Totals Programmed Pre-2010 Six Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 6,132,407 2,932,014 2,566,393 634,000 634,000
R-O-W(includes Admin) 5,000,984 984 1,666,6671 3,333,333 3,333,333
Construction 16,574,799 29,799 1,745,000 14,800,000 3,550,000 7,500,000 3,750,000
Construction Services 2,034,227 1,227 267,000 1,766,000 448,500 865,000 452,500
BNSF Bridge-work by others 9,699,516 4,706,984 4,992,532
TOTALEXPENSES 39,441,933 7,671,008 11,237,592 20,533,333 7,965,833 8,365,000 4,202,500
SOURCES OF FUNDS:
Vehicle Fuel Tax 10.000 10,000 10,000
Business License Fee 331,188 187,487 143,701 19,450 119,500 4,750
Proposed Fund Balance 1,607,116 774,306 407,839 424,971 424,971
Grants In-Hand(TIB) 6,939,700 422,628 645,186 5,871,886 2,043,136 2,552,500 1,276,250
Grants In-Hand(WSDOT+ARRA+STP) 7,230,000 4,898 2,044,326 5,180,775 1,306,275 2,583,000 1,291,500
Mitigation In-Hand 4,223,929 2,622,929 1,000,000 601,000 521,000 80,000
ther In-Hand(Sound Tran.) 14,225,000 3,658,760 2,865,240 7,701,000 3,651,000 2,700,000 1,350,000
Other In-Hand(WSDOT bridge savings) 3,500,000 3,500,000
Grants Proposed
ther Proposed(Surfacewater/Water)' 1,375,000 775,000 600,000 400,000 200.000
ndetermined
OTAL SOURCES1 39,441,9331 7,671,0081 11,237,5921 20,533,333 1 7,965,8331 8,365,0001 4,202,500
Capital Investment Program-Transportation Page 319 of 548
CITY OF RENTON
PUBLIC WORKS '
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
SW 27th StreetlStrander Boulevard Connection Functional Classification: Minor Arterial Fund: 317
Proj.Length: 1.27 miles Proj: t12239,1224
TIP No. 4 CONTACT: Rob Lochmillei 425.430.7303
DESCRIPTION: STATUS:
This project provides a critical four/five-lane arterial that will serve as a connector to West Valley Highway(SR- The 30%design includes the environmental documents,base-mapping,road sections,
18 1)and East Valley Road,as well as an arterial connector to SR-167 from the south.The project will provide a and project phasing. $1,000,000 was received from the General Fund in 2003.Ph.1 Seg.
grade-separated crossing at the Union Pacific Railroad(UPRR)and Burlington Northern Santa Fe(BNSF) 1 is complete and has been paid with approximately$3M in bonds.Grants include:TEA-
railroad tracks. Right-of-way includes:City of Renton-$3.17 million,City of Tukwila-$0.95 million.Donated 21 funds of$745,563(2003)and$2,398(2005);federal discretionary(STP)of$737,946,
ROW:Sound Transit-$55,000(not included). STP-N of$94,420,federal discretionary(HPP)of$684,380,and Section 129 of$122,500.
JUSTIFICATION: CHANGES:
new east-west arterial roadway will connect the cities of Renton and Tukwila,and provide significant Railroad track work to be done in 2009-2011.Both FMSIB and Sound Transit are
congestion relief to existing arterials. The new road will provide access to the new Tukwila Station,a multi-modal contributing$4 M each to various elements of the project.The City was awarded$4.6 M
center being developed immediately north of the new alignment,and to the Boeing Longacres site. By crossing of STP Regional funds.Of the$5.5 M WSDOT Mobility grant awarded for the Sound
over the UPRR and BNSF railroads,the new arterial will provide significant benefits to both freight mobility and Transit station,$2.5M will be used for the SW 27th project elements directly related to the
general motorists. Sound Transit station.$500,000 Metro mitigation reserve to be approved by Council.
Funded:1 26,850,348 Unfunded:1 28,591,542 't
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed pent Pre-200 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 60,000 60,000 20,000 10,000 10,000 10,000 10,000
Preliminary Engineering 7,294,979 2,684,979 1,500,000 3,110,000 760,000 2,000,000 350,000
R-O-W(includes Admin) 4,372.500 3,172,500 1,200,000 950,000 150,000 50,000 50,000
Construction 36,454.969 8,969 6,000,000 30,446,000 3,452,000 4,244,000 4,000,000 9,000.000 9,750,000
Construction Services 4,250.000 710.000 3,540,000 1 530.000 460,0001 450,000 1,000,0001 1,100,000
Phase 1,Seg 1 design and constr. 3,009,442 3,009,442
TOTAL EXPENSES 55,441,890 8,875,890 8,210,000 38,356,000 4,952,000 5,474,000 2,010,000 4,960,000 10,060,000 10,900,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Gen Fund&Prop.Fund Balance 3,260,922 3,160,922 100.000
Grants In-Hand(Stale&Fed) 2,387,207 1,346,313 684,000 356.894 356,894
Grants In-Hand(FMSIB) 4,000,000 448,000 3,500,000 52,000 52,000
Mitigation In-Hand 557,500 557,500
Bonds 2,799,500 2,799,500
Other:Sound Transit+FRB+Tukwila(ROW+3 8,419,219 563,655 1,000,000 6,855,564 2.600,000 2,955,564 300,000 300,000 700,000 1
Grants In-Hand(STP Grant) 4,600,000 2,100,000 2,500,000 2,300,000 200,000 60
Grants In-Hand(WSDOT Mobility) 826,000 826.000
Grants Proposed(T.I.B.) 5,000,000 5,000,000 500,000 2,500,000 2,000,000 `
Other Proposed
Undetermined 23,591,5421 23,591,542 1,961,542 1,510,0001 2,160,000 7,760,000 10.200,000
TOTAL SOURCES 55,441,890 8,875,890 8,210,000 38,356,000 4,952,000 5,474,000 2,010,000 4,960,000 10,060,000 10,900,000
Capital Investment Program-Transportation Page 320 of 548
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CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
NE 3rd/NE 4th Corridor Improvements Functional Classification: Principal Fund: 317
Proj.Length: N/A Proj: 112176
TIP No. 5 CONTACT: Keith Woolley 425.430.7318
DESCRIPTION: STATUS:
This project involves a series of key improvements in this corridor to improve traffic operations such as The estimated cost for design and construction for the entire corridor(from Sunset Blvd to
rechannelization and traffic signal modifications,possible transit priority signal treatments and possibly queue the east City limits)is$37M.Efforts to obtain grants are ongoing.The project corridor has
jumps. This project will seek to meet pedestrian,transit and bicycle needs. been phased in 3 phases.Cost estimate for Phase 1 is$8.4M.Costs beyond 2015 not
shown in the TIP.
Ih
STIFICATION: CHANGES:
is corridor has a strong potential for transit usage and is experiencing rapid residential and retail growth.The Moved construction expenses from 2011 to 2012 as the project remains partially
E 3rd/4th Corridor Study was adopted in May 2005. The study refined the corridor transportation needs and unfunded.
sts,including pedestrian,transit,bicycle improvements,as well as slreetscape enhancement.
Funded: 13,287,377 1 Unfunded: 6,133,950
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 221,620 218,420 3,200
Preliminary Engineering 1,350,407 2,707 1,347,700 621,300 726,400
R-O-W(includes Admin) 219,980 219,980 219,980
Construction 6,990,000 6,990.000 1,689,0001 3,378,000 1,689,000 234,000
Construction Services 639,320 639.320 154,820 309,700 154,800 20,000
Post Construction Services
TOTAL EXPENSES 9,421,327 221,127 3,200 9,197,000 841,280 1,843,820 3,687,700 1,843,800 980,400
SOURCE OF FUNDS:
ehicle Fuel Tax 70,000 70,000 30,000 20,000 20,000
Business License Fee 1,233,412 27,162 3,200 1,203,050 147,000 136,750 338,800 325,000 255,500
Proposed Fund Balance 265 265
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand 1,983,700 193,700 1,790,000 200,000 90,000 300,000 500,000 700,000
Cher In-Hand(1)
ther In-Hand(1)
Grants Proposed
ther Proposed
ndetermined 6,133,950 6,133.950 494.280 1,617,0701 3,018,900 998,800 4.900
TOTAL SOURCES 9,421,327 221,127 3,200 9,197,000 1 841,2801 1,843,8201 3,687,700 1,843,800 980,400
Capital Investment Program-Transportation Page 321 of 548
CITY OF RENTON
PUBLIC WORKS '
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Duvall Ave NE-NE 7th St to Sunset Blvd NE Functional Classification: Minor Arterial Fund: 317
Proj.Length:0.67 mi Proj: 1:12702
TIP No. 6 CONTACT: James Wilhoit 425.430.7319
DESCRIPTION: STATUS:
Widening roadway to five lanes,including new pavement,curb,gutter,sidewalk,street lights,storm drainage, Construction to be completed in 2014,pending outside funding.New project to enhance
channelization and bike lanes from NE 7th St to the intersection with NE Sunset Blvd. safe vehicle,bicycle and pedestrian access along a minor arterial street.
JUSTIFICATION: CHANGES:
Complete a missing link of 5-lane roadway,bicycle lanes and sidewalks on Duvall Ave NE,from NE 4th St to Project is largely unfunded.
Sunset Blvd NE.Condition of the existing roadway pavement requires total replacement.
Funded:1 100,0001 Unfunded: 6,025,000a�
1 1
Project Totals Programmed Pre-2010 Six Year Program j
ITEM Programmed Spent Pre-200 2009 Total 2010 2011 2012 1 2013 2014 2015
EXPENSES:
Planning 10,000 10,000 10,000
Preliminary Engineering 650,000 650,000 650,000 1
R-O-W(includes Admin)
Construction 4,900,000 4,900,000 1 2,600,000 1,900,000 400,000
f
Construction Services 565,000 300,0001 220,000 45.000
Post Construction Services
TOTAL EXPENSES 6,125,000 6,125,000 660,000 2,900,000 2,120,000 445,000
SOURCES OF FUNDS:
i€
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand 100,000 100,000 100,000
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed(Utilities) 500,000 500,000 50,000 250,000 200,000
Undetermined 5,525,000 1 5,525,000 610,000 2,550,0001 1,920,000 445,000
TOTAL SOURCES 6,125,000 6,125,000 660,000 2,900,000 2,120,000 445,000
r
Capital Investment Program-Transportation Page 322 of 548
r
.r.
CITY OF RENTON
PUBLIC WORKS
.r TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
SR 169 HOV-140th Way SE to SR-900
Functional Classification: Principal Fund: 317
Proj.Length: N/A Proj: 12175
TIP No. 7 CONTACT: Rob Lochmillei 425.430.7303
DESCRIPTION: STATUS:
Construct queue jumps and bypass lanes that provide transit priority traffic signal improvements on SR-169 WSDOT committed$300,000 to design.KC built a pond at 140th Way SE for our use
(Maple Valley Hwy.)at 140th Way SE and in the area of 1-405. Involves roadway widening at intersection ($275,000 value).Grant awards:$2,208,000 from TIB(R/W and construction),$392,947
approaches and modifications to channelization and traffic signals,and widening to improve the northbound on- TEA-21 Countywide funds(construction),$765,993 TEA-21 Countywide for Ph.2
ramp and southbound off-ramp movement at the 1-405/SR 169 interchange. Improve access to Cedar River (construction),$2.5 M State legislature from gas tax revenue for 2007-2009 biennium(Ph.
Park and Stoneway site through traffic modifications. 2).WSDOT is providing funding for additional work to be constructed as part of the project
($153,298 towards ROW+$292.100 for improvements).
JUSTIFICATION: CHANGES:
This is a high volume,high congestion corridor where providing travel time benefits for transit and car/van-pools The portion of work at the 1-405 location are phased. Phase 1 constructed the signal
can be achieved with high cost effectiveness.There are severe congestion and safety problems that can be access road and parking lot. Phase 2 widened SR 169,removed the park maintenance
addressed by adding a right-turn lane westbound on SR-169 and a protected right-turn lane from the 1-405 building and constructed additional WSDOT improvements. Phase 3 is the intersection at
northbound off-ramp on to eastbound SR-169. 140th Way SE and is awaiting funding.
Council allocated$1.2 million from the King County Metro mitigation fund which is included in"proposed fund
balance"),
Funded: 17,797,946 JUnfunded: 2,420,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 4,438 4,438
Preliminary Engineering 1,291,897 1,241.897 50,000 50.000
R-O-W(includes Admin) 628,274 628.274
Construction 7,838.127 5,358.127 230,000 2,250,000 2,250,000
'Construction Services 455.209 185,209 20.000 250,000 250,000
Post Construction Services
TOTAL EXPENSES 10,217,946 7,417,946 250,000 2,550,000 2,550,000
,SOURCE OF FUNDS:
iVehicle Fuel Tax 20,000 20,000 20.000
Business License Fee 10,000 10,000 10,000
Proposed Fund Balance1,496,760 1,496,760
'Grants In-Hand(TIB) 2,026,157 1,776,157 250,000
'Grants In-Hand(TEA-21) 844,197 844,197
Mitigation In-Hand 712.500 612,500 100.000 100,000
Other(WSDOT,State Leg.,addit work) 2,688,332 2.688,332
'Other in-Hand
Grants Proposed
Other Proposed
'Undetermined 2,420,000 2.420,000 2,420.000
TOTAL SOURCES 1 10,217,946 7,417,946 250,0001 2,550,000 1 2,550,000
1
Capital Investment Program-Transportation Page 323 of 548
CITY OF RENTON
PUBLIC WORKS '
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Garden Ave N Widening Functional Classification: Minor Arterial Fund: 317
Proj.Length: 0.38 miles Proj: 12603
TIP No. 8 CONTACT: Rob Lochmillei 425.430.7303
DESCRIPTION: STATUS:
The project will determine necessary roadway,intersection and traffic route improvements on Garden Ave N, The North Renton Area Traffic Analysis has been completed.Design of Garden Ave N to
Lake Washington Blvd and Houser Way to mediate the growing traffic demands in the area. It includes widening be completed in 2009 with construction to be completed in 2009-2010.
a portion of Garden Avenue N to accomodate additional traffic from existing and future development plans in the
area,
JUSTIFICATION: CHANGES:
With the additional development growth in the North Renton area,which includes The Landing,Lowe's,and the Houser Way N and the extension of Park Ave N have been separated into individual TIP
Southport residential/office development,this project will identify and construct improvements to improve traffic project.
Flows in the vicinity.
Funded] 850,744 Unfunded: 90,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES: ru
Planning 6,781 6,781
Preliminary Engineering 183,963 33,963 140,000 10,000 10,000
R-O-W(includes Admin)
Construction 680,000 600,000 80,000 80,000
Construction Services 70,000 70,000
Post Construction Services
TOTAL EXPENSES 940,744 40,744 810,000 90,000 90,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee 40,744 40,744
Proposed Fund Balance 310,000 310,000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand 500,000 500,000
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 90,000 90,000 90,000
OTAL SOURCES 940,744 40,744 810,000 90,000 90,000
Capital Investment Program-Transportation Page 324 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Park Avenue North Extension Functional Classification: Fund: 317
r
Proj.Length: Proj:
TIP No. 9 CONTACT: Rob Lochmillei 425.430.7303
DESCRIPTION: STATUS:
The project will extend Park Ave N to provide access to Southport,PSE property and The Boeing Company. Design and construction of Park Ave N extension and improvements on Houser Way N
Right-of-way for extension of Park Ave N to be dedicated by Boeing per previous agreement. Improvements are anticipated in 2013 and 2014 and are unfunded.
needed to convert Houser Way N to two-way operations(between N 8th St and Lake Washington Blvd).
JUSTIFICATION: CHANGES:
With the additional development growth in the North Renton area,which includes The Landing and the Southport Funds are needed for the improvements on Houser Way N and for the extension of Park
residential/office development,this project will construct improvements to extend Park Ave N. Ave N.
Funded: Unfunded: 5,000.000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 630,000 630,000 580.000 50,000
R-O-W(includes Admin) 500,000 500,000 500,000
Construction 3.500,000 3.500,000 1,200,0001 2,300,000
Construction Services 370,000 370,000 120.000 250,000
AN Post Construction Services
TOTAL EXPENSES 5,000,000 5,000,000 2.400,000 2,600,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 5.000,000 5.000,000 2,400,000 2,600,000
TOTAL SOURCES 5,000,000 5,000,000 1 1 1 2,400,000 2,600,000
r
rr
Capital Investment Program-Transportation Page 325 of 548
a
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
116th Ave SE/Edmonds Ave SE Improvements Functional Classification: Minor arterial Fund: 317
Proj.Length:2.5 mi Proj:
TIP No. 10 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
Widen roadway to provide a 3-lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE,including New project in the Benson Hill annexation area.The priority,cost and schedule for
new pavement,curb,gutter,sidewalk,street lights,traffic signals,storm drainage,channelization and improvements will be determined through Arterial Circulation studies.Construction of
landscaping from Puget Drive SE to south City limits. improvements between Puget Drive SE and SE 176th Street is antecipated as a first
phase.
JUSTIFICATION: CHANGES:
116th Ave SE was recently annexed to the City of Renton and is classified as a minor arterial.It has generally New project.
two lanes of traffic with left-turn lanes at signalized intersections and intermittent two-way-left4urn-lane south of
SE 168th. Short segments of sidewalk exist on both sides of the roadway.Improvements will enhance vehicular,
bicycle and pedestrian safety along this important north-south transportation corridor. 1 ,
Funded: I JUnfunded 114,285,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 1 2015
EXPENSES:
Planning 10,000 10,000 10,000
Preliminary Engineering 1,904,000 1,904,000 810,000 294,000 500,000 300,000
R-O-W(includes Admin) 300,0001 300,000 300.000
Construction 11,177,000 1 11,177,000 2.000,000 4,500,000 4,677,000
Construction Services 894,000 894,000 160,000 360,000 374,000
Post Construction Services
TOTAL EXPENSES 14,285,000 14,285,000 820,000 2,754,000 4,860,000 500,000 5,351,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 14,285,000 14,285,000 820,000 2,754,000 4,860,000 500,000 5,351,000
TOTAL SOURCES 14,285,000 1 14,285,000 1 820,0001 2,754,000 4,860,0001 500,0001 5,351,000
Capital Investment Program-Transportation Page 326 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Carr Road Improvements Functional Classification: Major Arterial Fund: 317
Proj.Length: Proj:
TIP No. 11 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
Includes new pavement,curb,gutter,sidewalk,street lights,traffic signals from Benson Rd South to Talbot Rd Roadway improvements options including spot safety improvements,roadway widening
South.Potential improvements vary from roadway realignment/widening at several locations to address and new roadway on new alignment have previously been investigated by King County.
geometric deficiencies,widening to 5-lane roadway(2 lanes westbound,3 lanes eastbound),to a new 4-5 lane Funding proposed in the TIP is for re-evaluation of the King County improvement option as
roadway on new alignment.This project includes intersection improvements at Carr Road and 1-8th Ave SE. well as investigation of other alternative improvements,and finalization of a scope,cost
and schedule of improvements.The amount shown in the last part of the TIP is to review
alternatives for improvements on Carr Rd.
JUSTIFICATION: CHANGES:
Carr Road was recently annexed to the City of Renton and has been classified as a major arterial.It has four New project in the Benson Hill annexation area.
lanes of traffic with left turn lanes at intersections.King County has identified the need for improvements to
improve vehicle traffic capacity and enhance vehicular,bicycle,and pedestrian safety on this major east-west
transportation corridor.
Funded: 1Unf.nded: 100.000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 100.000 100,000 100.000
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 100,000 100,000 100,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 100,0001 100.000 100.000
TOTAL SOURCES 100,0001 100,000 100,000
r
Iwo
ar
Capital Investment Program-Transportation Page 327 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Sunset Boulevard Corridor Improvements Functional Classification: N/A Fund: 317
Proj.Length: N!A Proj:
TIP No. 12 CONTACT:
DESCRIPTION: STATUS:
This project involves a series of key improvements in this corridor to improve traffic operations such as The Sunset Blvd Corridor study will initiate in 2010 and will refine transportation needs in r
channelization,traffic signal modifications,signal treatments and possibly queue jumps.This project will seek to the corridor,as well as the costs of the improvements.
meet pedestrian,transit and bicycle needs.The project limits are from 1-405 on the west to the east City limits.
JUSTIFICATION: CHANGES:
This corridor has strong potential for transit usage and is experiencing residential and retail growth. New project.
rr.
Funded:1 Unfunded:
Project Totals Programmed Pre-2010 Six Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering
R-O-W(includes Admin) Iift.
Construction
Construction Services
Post Construction Services
us
TOTAL EXPENSES
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee
r
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(CED)
Other In-Hand
i
w
Grants Proposed
Other Proposed
9
Undetermined
TOTALSOURCES >
Capital Investment Program-Transportation Page 328 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Oakesdale Ave SW-Monster Road to SR 900 Functional Classification: Fund: 317
Proj.Length: N/A Proj:
TIP No. 13 CONTACT: Bob Mahn 425.430.7322
DESCRIPTION: STATUS:
IM Widen existing roadway to four lanes plus two-way-left-turn-lane where needed,and bike lanes.Realign Beacon A preliminary design study was completed in 1999.A first stage of improvements will
Coal Mine Road approach to intersection with the new Oakesdale Ave roadway.Includes new roadway.curbs, address roadway deficiencies and drainage problems between the Monster Rd bridge and
sidewalk,drainage,street lighting,traffic signals,channelization,retaining walls and widening existing bridge. Beacon Coal Mine Road.Scope,cost and implementation schedule has yet to be
determined.The project cost is estimated to be$25 million and is shown to be
programmed for future years.
s
JUSTIFICATION: CHANGES:
Will serve growing north-south traffic demand.
Funded: I Junfuncled: 5,350,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 50.000 50.000 50,000
Preliminary Engineering 3,000,000 3,000.000 3.000.000
R-O-W(includes Admin) 2.300,000 2,300,000 2,300.000
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 5,350.000 5,350,000 50,000 5,300.000
SOURCE OF FUNDS:
.Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(1)
Mitigation In-Hand
Vehicle License Fee
Other In-Hand(1)
Other In-Hand(1)
Grants Proposed
Other Proposed
Undetermined 5,350,0001 5,350.000 50,000 5.300.000
TOTAL SOURCES 5,350,0001 1 1 5,350,000 1 50,000 5,300,000
s
ar
wr
yr
Capital Investment Program-Transportation Page 329 of 548
t
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
South 7th Street-Rainier Ave S to Talbot Road South Functional Classification: Fund: 317
Proj.Length: N/A Proj:
TIP No. 14 CONTACT: Bob Mahn 425.430.7322
DESCRIPTION: STATUS:
Preliminary engineering study to evaluate widening the existing roadway to 3 or 5 lanes and the feasibility of a Funding is for project development.Schedule and funding for project construction will be
separated bike/pedestrian trail.Included will be new curb,gutter,sidewalk,streetlighting,traffic signals and determined after completion of WSDOT 1-405/Talbot Road interchange ramps.
signal modification,channelization,storm drainage improvements and landscaping,including street trees.The
study will identify right-of-way requirements,project costs and finalize the scope of improvements.
JUSTIFICATION: CHANGES:
This segment of the heavily travelled S/SW 7th St corridor connects Talbot Rd S(SR 515)with Rainier Ave S New project.
(SR 167).This segment also borders the South Renton Neighborhood.Increasing traffic demands resulfing from
he WSDOT 1-405/Talbot Rd interchange ramps will create the need for increased capacity of S 7th St.This
segment of S 7th St is part of a designated east-west ped/bike route through the City's commercial core and an
important link between regional trails.The South Renton Neighborhood Study has identified S 7th Sl as needing
streetscape improvements.
[Funded: JUnfunded 1150.000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 150.000 150,000 150,000 41
Preliminary Engineering
R-O-W(includes Admin) r.
Construction
Construction Services
Post Construction Services
aw
TOTAL EXPENSES 150,000 150,000 150,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
s
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(1)
Mitigation In-Hand bw
Vehicle License Fee
Other In-Hand(1)
Other In-Hand(1)
ii
Grants Proposed
Other Proposed
Undetermined 150.000 150,000 150.000
TOTAL SOURCES 150.0001 150,000 150,000 tyro-
Capital Investment Program-Transportation Page 330 of 548
CITY OF RENTON
PUBLIC WORKS
w. TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Lake Washington Trail(South Lake Connector)-AKA Sam Chastain Trail Functional Classification: NIA Fund: 317
rc
Proj.Length: N/A Proj: 112707
TIP No. 15 CONTACT: James Wilhoit 425.430.7319
DESCRIPTION: STATUS:
The Sam Chastain Trail will will connect Gene Coulon Memorial Beach Park to the Cedar River Trail.The multi- The City was awarded a$500,000 Federal Enhancement grant(design)and a$900,000
purpose trail will improve non-motorized access to Renton's Urban Center Downtown and Urban Center North. Enhancement grant(construction). Additional$100,000 grant funding became available
through the STP contingency list.
JUSTIFICATION: CHANGES:
do This trail will complete a missing link and provide connections to 52+miles of trail for pedestrians,bicyclists and This project has been phased.Stage 1 is complete and constructed approximately 4,000
multi-use.The connection between Lake Washington Trail and the Cedar River Trail will be along Logan Ave N. feet of southbound bike lane along Logan Ave N,from Lake Washington Blvd to N 6th St.
Stage 2 will construct a shared use trail from N 6th St to the Cedar River Trail along the
west side of Logan Ave N.The shared path will be 12 feet wide and a 5 feet landscape
section will be constructed between the traffic and shared path.
Funded: 11,635,045 JUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
Programmed Spent Pre-200E 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 243,904 88,064 150,000 5,840 5,840
R-O-W(includes Admin)
Construction 1,231.333 321,333 500.000 410,000 410.000
Construction Services 159.807 59,807 50,000 50.000 50.000
Post Construction Services
TOTAL EXPENSES 1,635,045 469.205 700,000 465,840 465,840
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 54,250 35,000 19,250 19,250
Proposed Fund Balance 80,795 80.795
Grants In-Hand(STP-1) 1,000.000 298,813 315.000 386,187 386.187
Grants In-Hand(STP-E) 500.000 89,597 350.000 60,403 60.403
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 1,635,0451 469,205 700,000 465,840 1 465,840
s
r
Capital Investment Program-Transportation Page 331 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Highlands to Landing Pedestrian Connection Project
Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj:
TIP No. 16 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
This project will provide a continuous barrier-free pedestrian connection between The Highlands and the New project.The City was awarded a Federal grant in the amount of$240,000 for design
Landing/Coulon Park.The project was conceived by the Highlands Task Force Committee that included of the pedestrian connection.Funding allocated toward Highlands Improvements will be
residents,businesses and elected officials from the Renton Highlands. Preliminary planning and conceptual used for the required match.
drawings have been completed.
JUSTIFICATION: CHANGES:
Since the construction of 1-405 there has been a physical barrier preventing the pedestrian connection along
Park Avenue North between the Highlands and Gene Coulon Park.This project will complete the pedestrian
connection between the Highlands Urban Center and the Downtown North Urban Center.
Funded: 1240,000 JUnfuncled
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 240.000 240,000 240900
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 240,000 240,000 240,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(CMAQ) 240.000 240.000 240.000
Grants In-Hand(2)
Mitigation In-Hand �`
Other In-Hand(CED)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 240,000 1 240,000 1 240,000
Capital Investment Program-Transportation Page 332 of 548 '
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Lake to Sound(L2S)Trail
Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj:
TIP No. 17 CONTACT: Jim Seitz 425.430.7245
lD
ESCRIPTION: STATUS:
he Lake to Sound(L2S)Trail is a joint partnership between the cities of SeaTac,Renton,Tukwila,Burien and New project.This project was awarded a Federal grant in the amount of$800.125 for
es Moines,in coordination with King County. The 17-mile L2S Trail will provide and east-west connection design and environmental documentation of Segments: A-Neches Avenue(Renton)to
DESCRIPTION:
the shoreline of Lake Washington(Renton)to the shoreline of Puget Sound(Des Moines). Fort dent Park(Tukwila)and B-Des Moines Memorial Drive(Sea-Tac and Burien).
Segment A(Renton)portion of the grant amount is estimated to be$300,000.
go
JUSTIFICATION: CHANGES:
am Segment A will connect Fort Dent(Tukwila)to the larger system of regional trails in South King County,including Planning for the entire system is complete and many segments have already been
he Green River Trail,the Interurban Trail and the Cedar River Trail.Segment A goes from Naches Avenue in constructed.
Renton,to Fort Dent in Tukwila.
Funded: 1150,000 1 Unfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
aPlanning
Preliminary Engineering 150.000 150.000 150.000
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 150,000 150,000 150,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Proposed Fund Balance
Grants In-Hand(1) 130,000 130.000 130.000
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(Parks levy match) 20,000 20,000 20,000
110therIn-Hand(Tukwila match)
Grants Proposed
Other Proposed
!Undetermined
TOTAL SOURCES 150,0001 150,000 150,000
,r
ars
Capital Investment Program-Transportation Page 333 of 548
,r
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Walkway Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: t00009
TIP No. 18 CONTACT: Ryan Plut 425.430.7372
DESCRIPTION: STATUS:
This program provides for the design and construction of high priority non-motorized transportation facilities for The Comprehensive Citywide Walkway Study is being used to select projects that move
pedestrians and missing links. Projects are identified and prioritized using criteria from the Comprehensive into the design and construction phases. Construction of sidewalks along Jones Ave NE
Citywide Walkway Study,Council direction,and through coordination with the City's Neighborhood Program. are completed.Sidewalks on NE 24th Sl(adjacent to Jones Ave NE)and curb ramps and
missing links in identified locations within downtown Renton are scheduled for 2010.
JUSTIFICATION: CHANGES:
Providing safe and convenient non-motorized facilities is an integral part of a complete transportation network. The Comprehensive Citywide Walkway Study was completed in 2009. "Recognized
Specific improvements will respond to the needs of school children,the aged and persons with disabilities,and School Walk Routes"will be added to the criteria for project prioritization. Projects for
will support increased use of transit. 2011 will be selected in the fall of 2009 based on the recommendations contained in the
Walkway Study(posted on the City's web site).The Missing Links Program has been
combined into this program.
Funded: 12,464,949 JUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 53,254 18,254 5,000 30,000 5,000 5,000 5,000 5,000 5,000 5,000
Preliminary Engineering 322,190 147,190 25.000 150,000 25.000 25,000 25,000 25,000 25,000 25,000
R-O-W(includes Admin) 54 54
Construction 1,910,129 140,129 470.000 1,300,000 150,000 230,000 230,000 230,000 230,000 230,000 f ?
Construction Services 179.322 9,322 50,000 120,000 20,000 20,000 20,000 20,000 20.000 20,000 {
Post Construction Services W
TOTAL EXPENSES 2,464,949 314,949 550,000 1,600,000 200,000 280,000 280,000 280,000 280,000 280,000
SOURCE OF FUNDS: r
Vehicle Fuel Tax Lir
Business License Fee 391,000 391,000 71,000 30,000 50,000 80,000 80,000 80,000 !
Proposed Fund Balance 414,949 314,949 100,000
Grants In-Hand(1) F,
Grants In-Hand(2)
Mitigation In-Hand 1,659,000 450,000 1,209,000 129,000 250,000 230,000 200,000 200,000 200,000
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 2,464,949 314,94911 550,0001 1,600,000 1 200,000 280,000 280,0001 280,000 280,000 280,000
9W
r
Capital Investment Program-Transportation Page 334 of 548
Ri
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Sidewalk Rehabilitation and Replacement Program
Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12801
TIP No. 19 CONTACT: Bill Wressel 425.430.7400
DESCRIPTION: STATUS:
TiTsprogram provides for the removal and replacement of existing curb and gutter,sidewalks.and curb ramp. This program started in 2009.
ere such facilities have deteriorated or have been damaged.
i
JUSTIFICATION: CHANGES:
IThe Walkway Program installs curb and gutter,sidewalks,and curb ramps where they don't exist. There are This program is largely unfunded.
many older neighboorhoods with damaged or deteriorated curb and gutter,sidewalks,and curb ramps. There
are some places where curb ramps do not exist or are not to current ADA Standards. This program will address
these deficiencies and provide safe and convenient non-motorized facilities for pedestrians.
Funded:1 390,0001 Unfunded: 1,250.000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 1 2013 2014 2015
EXPENSES:
?Planning
!Preliminary Engineering
R-O-W(includes Admin)
Construction 1.640,0001 250,000 1,390.000 140,000 250,000 250.000 250,000 250,000 250.000
1Construction Services
IPost Construction Services
TOTAL EXPENSES 1,640,000 250,000 1,390,000 140,000 250,000 250,000 250,000 250,000 250,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
usiness License Fee 380.000 250.000 130,000 130.000
Proposed Fund Balance 10.000 10,000 10.000
Grants In-Hand(1)
Grants In-Hand(2)
AlMitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
-Other Proposed
Undetermined 1,250,000 1,250.000 250,000 250,000 250,000 250,000 250.000
11TOTAL SOURCES 1 1,640,0001 1 250,0001 1,390,000 140,000 250,000 250,000 250,0001 250,000 250,000
we
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,re
yr
Capital Investment Program-Transportation Page 335 of 548
rr
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Monterey Ave NE-NE 20th Street-Wall Replacement Functional Classification: Residential Fund: 317
Proj.Length: 0.03 miles Proj: t12704
TIP No. 20 CONTACT: Ryan Plut 425.430.7372
DESCRIPTION: STATUS:
Replacement of a 150 If existing gravity wall located behind sidewalk and within existing right-of-way in Monterrey Construction scheduled for 2011.
Ave NE(east side)and NE 20th Street(south side).The wall height varies from 2-4 feet and does not meet the
current standards for rockeries.
JUSTIFICATION: CHANGES:
Replacement of the wall is needed as rocks from the existing wall fall into adjacent sidewalk preventing safe
movement for pedestrians.
Funded:1 30,0001 Unfunded:
Project Totals Programmed Pre-2010 Six Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering ;
R-O-W(includes Admin)
Construction 30,000 30,000 30,000
Construction Services
1
Post Construction Services it
TOTAL EXPENSES 30,000 30,000 30,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee 30,000 30,000 30.000
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand Ar
Other In-Hand(1)
Other In-Hand(2)
tr
Grants Proposed
Other Proposed
Undetermined
OTAL SOURCES 30,000 30,000 30,000
Capital Investment Program-Transportation Page 336 of 548
CITY OF RENTON
PUBLIC WORKS
.. TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Bridge Inspection&Repair Program Functional Classification: NIA Fund: 317
Proj.Length: N/A Proj: 106
TIP No. 21 CONTACT: Derek Akessoi 425.430.7243
DESCRIPTION: STATUS:
1111111 Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings, Biennial bridge inspections occur in 2009,2011 and 2013.Scour and load rating for each
seismic retrofit needs,undertake minor repairs,and preventative maintenance as needed. of the bridges were evaluated in 2007 and 2008.The Monster Road Bridge repairs require
an annual inspection frequency for the next three inspection cycles.
go
JUSTIFICATION: CHANGES:
Inspection program must be done for safety and funding purposes and as part of W SBIS Program to determine Working on an interlocal agreement with King County for bridge inspection and repair.
structural deficiencies,physical deterioration,or functional obsolescence and to qualify for Federal bridge Additional maintenance and inspection of the bridges in 2011 requires additional funds,
replacement grant funding. Repair funding is provided to accomplish improvements,identified through the
inspection program,that will increase the safety and extend the longevity of the structures.
Proposed expenses for 2010 moved to 2011-12 due to funding restrictions.
Funded: 1561,656 1 Unfunded: 1305.000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 137,318 47,318 30,000 60,000 10,000 10,000 10,000 10,000 10,000 10.000
R-O-W(includes Admin)
Construction 354,052 4,052 50,000 300,000 50,000 150,000 100,000
Construction Services 50,191 191 20,000 30,000 5,000 15,000 10.000
Post Construction Services/Other 325,095 95 80,000 245,000 35,000 45,000 40,000 45.000 40,000 40,000
TOTAL EXPENSES 866,656 51,656 180,000 635,000 100,000 220,000 160,000 55,000 50,000 50,000
(SOURCE OF FUNDS:
'Vehicle Fuel Tax
Business License Fee 430,000 10,000 90,000 330.000 100,000 40.000 40.000 50,000 50,000 50.000
Proposed Fund Balance 131,656 41.656 90,000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
'Other In-Hand
Other In-Hand
Grants Proposed
t
Other Proposed
di Undetermined 305,000 305.000 180.000 120,000 5.000
TOTAL SOURCES 866,656 51,656 180,000 635,000 100,000 220,000 160,000 55,000 50,000 50,000
.ter
'Wo
.r
7t
Capital Investment Program-Transportation Page 337 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Intersection Safety&Mobility Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12601
TIP No. 22 CONTACT: Bob Cavanauc 425.430.7222
DESCRIPTION: STATUS:
This program will design and construct traffic signals identified by the transportation system traffic signal priority The priorities and schedules for new traffic signals will be set by the transportation system
needs list,including intersection improvements. Intersections without signalized traffic control will be evaluated. traffic signal warrant priority list. The list is determined by citizen concerns,intersection
safety,mobility needs,and intersections that meet MUTCD traffic signal warrants.
JUSTIFICATION: CHANGES:
Historically,on the average,one traffic signal is designed and constructed every two years to meet safety and Traffic signals high on the warrant priority list include: SW 41 st St&Oakesdale Ave SW,
mobility needs. This program budgets for projects needed to meet increasing demand,and the need for S Carr Road&Mill Ave S,SW 34th St&Lind Ave SW,and S 55th St&Talbot Rd.
signalized traffic control. Elements used to prioritize project intersections may include vehicular approach
volumes,accident analysis,signal-warrant analysis,and pedestrian volume.
Proposed expenses for 2010 reduced by$50,000 due to funding restrictions
Funded: 12,013,032 Unfunded: 162,100
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed q24,609
2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 250,596 26,000 156,000 26,000 26,000 26,000 26,000 26,000 26,000
R-O-W(includes Admin)
Construction 1,645,609 455,000 1,166,000 156,000 202,0001 202,000 202,000 202,000 202,000
Construction Services 178,927 11.9271 39,000 128,000 18,000 22,000 22.000 22,000 22,000 22,000
Post Construction Services
TOTAL EXPENSES 2,075,132 105,132 520,000 1,450,000 200,000 250,000 250,000 250,000 250,000 250,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 1,737,900 100,000 250,000 1,387,900 200,000 220,000 230,000 242,400 245,500 250,000
Proposed Fund Balance 75,132 5,132 70,000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand 200,000 200,000
Other In-Hand
Other In-Hand
Grants Proposed
Other Proposed
Undetermined 62,100 62,100 30,000 20.0001 7,600 4,500
TOTAL SOURCES 2,075,132 105,1321 520,0001 1,450,000 1 200,000 250,000 250,0001 250,000 250,000 250,000
Capital Investment Program-Transportation Page 338 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Traffic Safety Program Functional Classification: N/A Fund: 317
r
Proj.Length: N/A Proj: 112115
TIP No. 23 CONTACT: Dave Whitmar 425.430.7423
DESCRIPTION: STATUS:
.en This ongoing yearly program provides for special small-scale traffic safety improvements that are identified and Uninterruptable power supply(UPS)at various intersections has been completed.
require materials,labor or equipment beyond the normal scope of City operations and maintenance crews.This Program goal is to install UPS at four critical intersections per year(all years),pending
program includes providing materials for railroad crossing upgrades and converting school zone signs to sufficient funding. LED Replacement Program is part of the Intelligent Transportation
electronic operation. System(ITS)Program.
JUSTIFICATION: CHANGES:
Historically,this level of traffic safety improvements are required on an annual basis. This program budgets for Railroad Crossing Safety Program and School Zone Sign Upgrades have been combined
safety projects to address these needs. Projects are typically identified through citizen concerns,analysis of into this program,
accident records or observation by City Traffic Operations and Maintenance personnel. Traffic Operations
Section identify and prioritize locations.
Funded: 1330.493 JUnfunded: 20,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 41.912 912 6,000 35.000 2.500 4.500 4,500 14,500 4,500 4.500
R-O-W(includes Admin)
Construction 291,081 44,581 68,000 178,500 16.000 32.500 32,500 32,500 32.5001 32,500
Construction Services 17,500 1,000 16,500 1,500 3.000 3,000 3,000 3,000 3.000
Post Construction Services
TOTAL EXPENSES 350,493 45,493 75,000 230,000 20,000 40,000 40,000 50,000 40,000 40,000
SOURCE OF FUNDS:
ehicle Fuel Tax
Business License Fee 270,000 30.000 30,000 210.000 20,000 20.000 40,000 50.000 40.000 40.000
Proposed Fund Balance 60.493 15,493 45.000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 20,0001 20,000 20,000
TOTAL SOURCES 350,4931 45,493 75,000 230,000 20,000 40,000 40,000 50,000 40,000 40,000
,rr
rr
Capital Investment Program-Transportation Page 339 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Preservation of Traffic Operation Devices Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj:
TIP No. 24 CONTACT: Dave Whitmar 425.430.7423
DESCRIPTION: STATUS:
Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper Ongoing yearly program.The program provides for the purchase and repair of poles and
installation and assure reliability. This program also provides for the replacement and/or relocation of signs that materials that will be assembled and installed by the City.
are obsolete,faded,poorly located or no longer appropriate,and replacement of damaged luminaire and signal
poles.These poles have been damaged in unknown incidents where reimbursement through normal channels is
impossible.
JUSTIFICATION: CHANGES:
Most of Renton's signals require extensive vehicle detection systems to provide traffic count data needed for the Traffic Loop,Traffic Sign and Pole Replacement Programs have been combined into this
intersection controllers and VMS signal coordination system to operate effectively. The detection loops in the program.
pavement must be properly maintained;their failure results in highly inefficient operation. Pavement
eterioriation due to heavy traffic volumes,trucks,and adverse weather have increased the need for
replacement.
Funded: 1420,000 jUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering
R-O-W(includes Admin)
Construction 420,000 50,000 370,000 57,500 62,500 62,500 62,500 62,500 62,500
Construction Services
Post Construction Services
TOTAL EXPENSES 420,000 50,000 370,000 57,500 62,500 62,500 62,500 62,500 62,500
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 420,000 50.000 370,000 57,500 62,500 62,500 62,500 62.500 62,500
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 420,0001 1 50,0001 370,000 1 57,500 62,500 62,5001 62,500 62,500 62,500
M
M
2W
Capital Investment Program-Transportation Page 340 of 548 1
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Intelligent Transportation Systems(ITS)Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12162
TIP No. 25 CONTACT: Chris Barnes 425.430.7220
DESCRIPTION: STATUS:
Provides for improvements to the operational efficiency of the existing roadway system,including such items as Upgrading of all signal controllers(to be compatible with the new central system)
development and implementation of signal coordination programs,signing and channelization improvements, continues into 2009. Program goal is to replace signal controllers at ten intersections per
surveillance control and driver information system(SC&DI),transit signal priority,Intelligent Traffic Systems(ITS) year.
Master Plan,signal improvements such as protective/permissive phasing,and matching funds for possible grants
o upgrade the central traffic control system.
JUSTIFICATION: CHANGES:
Improving the capacity and efficiency of the existing roadway system is a very cost effective element of the
transportation program.
Funded: 1361,113 1 Unfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 37,896 10.896 3,000 24,000 3,000 3,000 3,000 5.000 5,000 5,000
R-O-W(includes Admin)
Construction 207.000 43,000 164.000 18.000 43,0001 43,000 20,000 20,0001 20,000
Construction Services 31.000 4,000 27.000 4,000 4.000 4,000 5,000 5,0001 5.000
Post Construction Services/Other 85,217 85,217
TOTAL EXPENSES 361,113 96,113 50,000 215,000 25,000 50,000 50,000 30.000 30,000 30,000
SOURCE OF FUNDS:
ehicle Fuel Tax
Business License Fee 361,113 96,113 50.000 215,000 25,000 50,000 50,000 30.000 30,000 30,000
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
do Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed(General Fund)
Undetermined
TOTAL SOURCES 361,1131 96,113 50.000 215,000 25,000 50,000 50,000 30,000 30,0001 30,000
w
r
rw
Capital Investment Program-Transportation Page 341 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Transit Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12706
TIP No. 26 CONTACT: Nathan Jones 425.430.7217
DESCRIPTION: STATUS:
Plan and fund short-range and long-range transit services and facilities,including park-and-ride lots,bus Staff continue to attend regional coordination meetings with transit agencies,monitor
helters,and arterial system improvement high occupancy vehicle(HOV)lanes required to facilitate transit service and capital facility improvements within Renton,pursue and advocate for better-
access.Joint projects with King County Metro and Sound Transit will also be pursued to improve local and timed arrivals and departures at major Renton transit facilities.Currently RUSH(aka
regional transit service in Renton.Coordination with transit agencies,community,and businesses for Metro Route 110)provides peak-hour commute services connecting the train station,
implementation. downtown and north Renton.
JUSTIFICATION: CHANGES:
ransit improvements are a vital component of the transportation system's ability to absorb future traffic demand Use a portion as local matching funds for Transit Now King County Metro program to
nd meet level-of-service standards. The City and private developers have invested millions of dollars in capital provide enhanced service hours on local Renton routes 153 and 110. Starting in 2008,
improvements in support of transit-oriented development and services. Transit will be one key in meeting the Renton pays$73,000 yearly for Route 153.In 2010 program will provide$200,000/year for
goals of the downtown area as well as development in other parts of the City. Coordination with Metro and Route 110(Transit Now partnerships).These are 5-year service agreements.The status
Sound Transit projects and programs will help leverage these funds and increase benefits to Renton. in 2014 and beyond assumes these services will continue after 5 years.
Funded: 1811,583 Unfunded: 1150,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 1,561,583 21,583 85.000 1,455,000 80.000 275,000 275,000 275,000 275,000 275,000
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services 1
3
Post Construction Services
TOTAL EXPENSES 1,561,58321,583 85,000 1,455,000 80,000 275,000 275,000 275,000 275,000 275,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 806,583 21,5831 80,000 705,000 80,000 125,000 125,000 125,000 125,000 125,000
Proposed Fund Balance 5,000 5,000
Grants In-Hand(1)
t
Grants In-Hand(1)
Mitigation In-Hand
Other In-Hand(General Fund)
Other In-Hand(2) i
Grants Proposed (FTA)
Other Proposed
Undetermined 150,000 150,000 150,000
TOTAL SOURCES 961,583 21,58385,000 855,000 80,0001 125,0001 125,0001 125,0001 125,000 275,000 y
r
Capital Investment Program-Transportation Page 342 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Transportation Demand Management(TDM)Program
Functional Classification: N/A Fund: 317
Proj.Length: NIA Proj: 12135
TIP No. 27 CONTACT: Nate Jones 425.430.7217
DESCRIPTION: STATUS:
Renton's TDM program implements the State's Commute Trip Reduction(CTR)Act by encouraging a reduction It is expected that technical assistance to employers for the Citywide program will continue
in the use of single occupancy vehicles(SOV). Incentives are offered to employees(at businesses with 100 or at current levels in future years(provided State funds in support of this program continue).
more employees)arriving to work between 6 and 9 a.m. The City has two CTR programs:1.The Citywide and Renton receives a Slate allotment every two years to help fund the Citywide CTR
2.the City Hall CTR program(see note below). The TIP funds the Citywide CTR Program and offers technical program. The actual amount is determined by the number of CTR-affected worksites.
assistance to Renton businesses affected by the Act.
JUSTIFICATION: CHANGES:
mg The City is required by 1991 State Legislation to develop and implement a CTR program. This law applies to
areas of the State with continuing air quality problems. TDM is an important element in achieving desired
transportation,environmental,and land use goals.
Note: Renton City Hall is an affected CTR site and must implement its own CTR program for City employees;it
is funded outside the TIP program.
Funded: 1507,656 jUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
O ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 507,155 52.155 65,000 390,000 65,000 65,000 65.000 65,000 65,000 65,000
Preliminary Engineering
R-O-W(includes Admin)
Construction 501 501
Construction Services
Post Construction Services
TOTAL EXPENSES 507,656 52,656 65,000 390,000 65,000 65,000 65,000 65,000 65,000 65,000
SOURCE OF FUNDS:
jVehicle Fuel Tax
]Business License Fee 169,000 15.000 22,000 132,000 22,000 22,000 220001 22.000 22,000 22,000
Proposed Fund Balance 2,430 2.430
Grants In-Hand(1)
Grants In-Hand(2)
Ither
itigation In-Hand
In-Hand(CTR allot.) 336.226 35.226 43,000 258.000 43,000 43,000 43.000 43,000 43.000 43.000
Other In-Hand(2)
s
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 507,656 52,656 65,000 390,000 1 65.0001 65,0001 65,000 65,000 65,000 65,000
s
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Capital Investment Program-Transportation Page 343 of 548
r
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Bicycle Route Development Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12173
TIP No. 28 CONTACT: Dan Hasty 425.430.7246
DESCRIPTION: STATUS:
The City was awarded a Federal Enhancement Grant: $100,000 to develop and produce
a map that identifies a bicycle network with connections leading into and out of the City of
Renton. Public outreach in various forms are part of the effort to educate the public on
Partner with other City departments to further develop the City's non-motorized facilities. Sign bicycle routes using bicycle routes in the safest manner. The map identifies preferred routes,shared
long preferred corridors. Construct missing links in the bicycle route system. Construct site-specific use paths,bicycle lanes,steep grades,etc.
improvements. Upgrade routes as needed to safely accommodate bicycle traffic. Publicize Renton bicycle
network. Provides funding to match grant requests for bicycle planning and construction improvements.
JUSTIFICATION: CHANGES:
he City does not currently have a well-developed bicycle route system.This program will complete an The Trails and Bicycle Master Plan was adopted in May and the Bicycle Guide Map will be
integrated system of bicycle routes and trails and upgrade streets to better accommodate bicycles. Many distributed this summer.
locations along existing and potential routes have site-specific safety problems,which would be addressed in this
program. Additionally,there is a strong demand for better-developed non-motorized facilities in Renton.
Funded: 1476,037 jUnfunded: 210,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 235.285 217,285 18,000
Preliminary Engineering 74,752 752 74,000 20,000 10.000 11,000 11,000 11,000 11,000
R-O-W(includes Admin)
Construction 346,000 346,000 90,000 64,000 64,000 64,0001 64,000
Construction Services 30,000 30,000 10,000 5,000 5,000 5,000 5,000
Post Construction Services
TOTAL EXPENSES 686,037 218,037 18,000 450,000 20,000 110,000 80,000 80,000 80,000 80,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 291,954 33,954 18,000 240,000 20,000 30,000 40,000 50,000 50,000 50,000
Proposed Fund Balance 96,602 96,602
Grants In-Hand(1) 87,481 87,481
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 210,000 210,000 1 1 80,000 40,0001 30,0001 30,000 30,000
TOTAL SOURCES 686,0371 218,0371 18,000 450,000 20,0001 110,0001 80,0001 80,0001 80,000 80,000 1�
Capital Investment Program-Transportation Page 344 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Barrier Free Transition Plan Implementation Functional Classification: N/A Fund: 317
r Proj.Length: N/A Proj: 12705
TIP No. 29 CONTACT: Dan Hasty 425.430.7246
DESCRIPTION: STATUS:
This program will fund implementation of projects that support the City's effort to transition pedestrian facilities An annual project will be put together based upon the standing of individual sites as
that lie within the right-of-way into conformity with provisions contained in the Americans with Disabilities Act identified in the Transition Plan section of the City of Renton Comprehensive Citywide
(ADA)Guidelines.This program will also provide funding for designing and building features on an"as needed" Sidewalk Study.This"project"will have a target budget of-$30,000.The remaining
basis in response to individual requests to improve access for individuals with specialized needs. -$20,000 will be set aside to respond to requests to address barriers to movement for
individuals with special needs.
411111111111
JUSTIFICATION: CHANGES:
programatic approach is now recognized as being required to ensure compliance with federal law. This program started in 2008
Funded] 333,9701 Unfunded
Project Totals Programmed Pre-2010 Six Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 95.988 4,988 13.000 78,000 13,000 13,000 13,000 13,000 13,000 13,000
Preliminary Engineering
R-O-W(includes Admin)
Construction 223.958 958 25,000 198.000 23.000 35,000 35,0001 35,000 35.000 35,000
Construction Services 23 2,000 12.000 2,000 2.000 2,000 2,000 2,000 2.000
Post Construction Services
TOTAL EXPENSES 333,970 5,970 40,000 288,000 38,000 50,000 50,000 50.000 50,000 50,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
,,,.,,Business License Fee 333.970 5,970 40,000 288,000 38.000 50,000 50,000 50,000 50.000 50,000
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(1)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
.Undetermined
TOTAL SOURCES 333,970 5,970 40,000 288,000 1 38,000 50.0001 50,000 50,0001 50,000 50.000
r>•
Capital Investment Program-Transportation Page 345 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX YEAR TIP
South Renton Burnett Park Neighborhood Street Improvements Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12194
TIP No. 30 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
Provide improvements and asphalt overlay in the South Renton Burnett Park neighborhood. Asphalt overlay Transportation will work with Ecohomic Development to review current plans and conduct
Shattuck Av S from SW 7th St to Houser Wy S,South 6th St from Burnett Av S to Shattuck Av S,SW 7th St outreach meetings in 2010.Outcome from revised plans to be implemented in 2011 with
from Shattuck Av S to Rainier Av S,South 5th Sl from Burnett Av S to Smithers Av S. South Renton Mitigation Reserve funds.Use of Metro mitigation funds requires Council
approval.
JUSTIFICATION: CHANGES:
Funded: 1731,250 jUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 973 973
Preliminary Engineering 376,112 51,112 325,000 50,000 275,000
R-O-W(includes Admin)
Construction 294,138 294,138
Construction Services 60,027 60.027
Post Construction Services
TOTAL EXPENSES 731,250 406,250 325,000 50.000 275,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Prop.Fund Bal. 181,250 181,250
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand 125,000 125,000
Other In-Hand-Metro Mitig. 425,000 100.000 325,000 50.000 275,000
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 731,250 406,250 325,000 50,000 275,000
aa-
Capital Investment Program-Transportation Page 346 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Project Development&Pre-Design Program
Functional Classification: N/A Fund: 317
«r
Proj.Length: N/A Proj: 12150
TIP No. 31 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
Perform critical activities needed for the development of future CIP projects and for grant applications,including Ongoing yearly program.This program includes small studies funding and funds required
coping,cost estimates,pre-design,interlocal agreements and deficiency analysis. Also provides for the to match new grants.
monitoring of active grant projects for compliance with State and Federal laws,regulations and specifications.
JUSTIFICATION: CHANGES:
Analysis of existing and projected transportation operation problems,infrastructure maintenance needs,local
and regional mobility goals and revenues/costs is vital to the development of transportation projects that will best
serve the needs of Renton and compete well for grants. Also to maintain eligibility for grant funding,the City
must assure that project specifications and management comply with current Stale and Federal standards.
Funded: 1873,330 JUnfunded: 120,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 688,330 18,330 90,000 580.000 80.000 100.000 100,000 100,000 100.000 100,000
Preliminary Engineering 305,000 10,000 295.000 45,000 50.000 50.000 50,000 50,000 50,000
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 993,330 18,330 100,000 875,000 125,000 150,000 150,000 150,000 150,0001 150,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 798.330 18,330 25.000 755.000 125,000 110.000 130,0001 130,000 130,000 130.000
Proposed Fund Balance 75,000 75,000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(WSDOT Agreem)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 120,000 120.000 40.000 20,000 20.000 20,000 20.000
TOTAL SOURCES 993,330 18,3301 100,000 875,000 125,0001 150,000 150.000 150,000 150,000 150,000
.r
r
Capital Investment Program-Transportation Page 347 of 548
1
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Arterial Circulation Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 29
TIP No. 32 CONTACT: Keith Woolley 425.430.7318
DESCRIPTION: STATUS:
This program provides for the long-range and short-range planning and traffic analysis required to evaluate and This project will fund the ongoing planning work which will lead to refinement and/or
update the Transportation Element in relation to the Comprehensive Land Use Plan,to assess the impacts of adjustment of the of improvement projects on the arterial network identified in the
new development proposals and to recommend local and regional transportation system improvements for all Transportation Plan.
odes of travel. Funding for hardware,software and employee hours required to operate the computer model is
also included under this program.
JUSTIFICATION: CHANGES:
Combined State and Federal Clean Air legislation,the Growth Management Act,passage of the RTA plan and Transportation circulation in the South Lake Washington neighborhood continues to adapt
he increasing importance of making sure that local and regional transportation plans are coordinated to the to new variables,including the 1-405 Renton to Bellevue project.Upgrades to traffic
benefit of Renton,make ongoing,multi-modal planning a high priority need. analysis software are included.
Funded: 1,441,200 Unfunded: 250,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 1,691,200 81,200 200,000 1,410,000 160,000 250,000 250,000 250,000 250,000 250,000
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 1,691,200 81,200 200,000 1,410,000 160,000 250,000 250,000 250,000 250,000 250,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 1,291,200 81,2001 50,000 1,160,000 160,000 200,000 200.000 200,000 200,000 200,000
Proposed Fund Balance 150,000 150,000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 250,000 250,000 1 50,000 50,000 50,000 50,000 50,000
TOTAL SOURCES 1,691,2001 81,2001 200,000 1,410,000 160,0001 250,0001 250,000 250,0001 250,0001 250,000
j
Capital Investment Program-Transportation Page 348 of 548
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Transportation Concurrency/LOS Program Functional Classification: N/A Fund: 317
r
Proj.Length: N/A Proj: 12107
TIP No. 33 CONTACT: Keith Woolley 425.430.7318
DESCRIPTION: STATUS:
The City has created a citywide Transportation Benefit Zone as part of the GMA Comprehensive Ongoing yearly program.
Plan's Transportation Concurrency requirements to provide a source of funds for transportation
improvements necessary to support new development. This project supports the necessary
planning effort to determine appropriate fees to charge as part of the mitigation process,to adjust
d0 the fee due to transportation plan changes and other factors affecting the fees as a funding source
and to monitor the funds collected.
JUSTIFICATION: CHANGES:
Management of the transportation concurrency and mitigation programs is an integral part of planning
s transportation improvements,ensuring that new development pays a fair share of the cost,and in maintaining a
level of service required under GMA to allow new development to be approved and take place.
Funded: 1180,000 1 Unfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 180.000 50,000 130,000 10,000 10,000 40,000 10.000 30,000 30,000
Preliminary Engineering
R-O-W(includes Admint
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 180,000 50,000 130,000 10,000 10,000 40,000 10,000 30,000 30,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
am Business License Fee 140,000 10,000 130,000 10,0001 10.000 40,000 10.0001 30.000 30,000
Proposed Fund Balance 40,000 40.000
Grants In-Hand(1)
Grants In-Hand(2)
00 Mitigation In-Hand
.Other In-Hand(1)
OtherIn-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 180,000 50,000 130,000 1 10,000 10,0001 40,0001 10,0001 30,000 30,000
.n
r.
i
Capital Investment Program-Transportation Page 349 of 548
r
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Environmental Monitoring Program Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12187
TIP No. 34 CONTACT: Ryan Plut 425.430.7372
DESCRIPTION: STATUS:
Monitoring of wetland mitigation installed as a project environmental requirement and to perform biological The 5-Year report for the Oakesdale-Phase 2 site has been sent to the regulatory
assessments as required by the Endangered Species Act. agencies for review. Current site maintenance and monitoring contracts have been
terminated.A consultant has been contracted to evaluate wetlands.
JUSTIFICATION: CHANGES:
Monitoring ensures that the wetland vegetation installed is properly established. Creates an account to pay for Attempts to get early acceptance for the Phase 1 site have been successful. The Corps
unscheduled project environmental assessments. of Engineers has allowed the City to reduce the monitoring requirements to match the
site's success.
Funded: 1258,984 JUnfunded: 130,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning
Preliminary Engineering 172.884 32.884 50,000 90,000 15,000 15,000 15.000 15,000 15,000 15,000
R-O-W(includes Admin)
Construction 54,100 6,100 18.000 30,000 5.000 5,000 5,000 5,000 5.000 5,000
Construction Services 62,000 2.000 60,000 10.000 10,000 10,000 10,000 10.000 10,000
Post Construction Services
TOTAL EXPENSES 288,984 38,9841 70,000 180,000 30,000 30,000 30,000 30,000 30,000 30,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 238,984 38,984 50,000 150,000 30,000 30,000 20,000 20,000 20,000 30,000
Proposed Fund Balance 20,000 20.000
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
1
Undetermined 30,0001 1 30,000 1 1 10,0001 10,000 10,000
TOTAL SOURCES 1 288,9841 38,9841 70,0001 180,000 1 30,0001 30,0001 30,0001 30,000 30,0001 30,000
atr
Capital Investment Program-Transportation Page 350 of 548
JIM
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
SDOT Coordination Program
Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12146
TIP No. 35 CONTACT: Keith Woolley 425.430.7318
DESCRIPTION: STATUS:
Provide pre-design,design and construction coordination for WSDOT projects within or adjacent to Renton to Ongoing yearly program. Staff coordination on grant-funded projects. Staff coordination
ssure that those projects provide the maximum benefits and minimum problems for Renton's transportation on the 1-405 Corridor Improvements is included in"1-405 Improvements in Renton."
yMem. WSDOT agreements(Stage l:$43,300)and(Stage 11:$52,000)will contribute towards a
portion of City's staff time.
JUSTIFICATION: CHANGES:
SOOT projects can have signficant impacts within the City. The"1405 Improvements in Renton"program has been combined with this.The 1-405/1-5
to SR-169 Widening Project is now broken into two stages.Coordination with the 11105
project will continue in depth for some time.
Funded: 1391,175 Unfunded: 120,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 398,933 38,933 60,000 300,000 60,000 60,000 60,000 40,000 40,000 40,000
Preliminary Engineering
R-O-W(includes Admin)
Construction 12,243 12,243
Construction Services
Post Construction Services
TOTAL EXPENSES 411,175 51,175 60,000 300,000 60,000 60,000 60,000 40,000 40,000 40,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
3usiness License Fee 293,885 28,885 25,000 240,000 20,000 40,000 60,000 40.000 40,000 40,000
Proposed Fund Balance 1,990 1,990
rants In-Hand(1)
rants In-Hand(2)
Mitigation In-Hand
1 ther In-Hand(WSDOT agreement) 95,300 22,290 33,010 40,000 40,000
1 ther In-Hand(2)
rants Proposed
p,Other Proposed
Undetermined 20,000 20,000 20,000
TOTAL SOURCES 411,175 51,175 60,000 300,000 60,000 60,0001 60,0001 40,000 40,000 40,000
+Is
i
i
1W
Capital Investment Program-Transportation Page 351 of 548
as
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX YEAR TIP
Geographic Information System-Needs Assessment&Data Development Functional Classification: NIA Fund: 317
Proj.Length: NIA Proj: 12206
TIP No. 36 CONTACT: Nate Jones 425.430.7217
DESCRIPTION: STATUS:
Collect transportation geographic data to meet the requirements of City's departmental needs. The Transportation Division is coordinating with Technical Services and Information
Services to develop GIS data and participating in training opportunities and user's group
meetings.
JUSTIFICATION: CHANGES:
Effective use of GIS related resources is dependent on careful planning and execution.The Transportation An intern was hired in 2009 by Technical Services,paid for by Transportation to assist in
Systems Division is interested in expanding the development and use of GIS technology,data,and applications the update and editing of the King County GIS T-Net data sets.T-Net is a framework of
o support the Division's business needs. transportation related GIS data.
Funded: 1379,338 jUnfunded:
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 379,338 4,338 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services
TOTAL EXPENSES 379,338 4,338 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 379.338 4,338 20,000 355,000 15.000 20,000 80,000 80,000 80.000 80,000
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined
TOTAL SOURCES 379,338 4,3381 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000
Capital Investment Program-Transportation Page 352 of 548
CITY OF RENTON
PUBLIC WORKS
., TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
1%for the Arts Program
Functional Classification: N/A Fund: 317
Proj.Length: N/A Proj: 12112
TIP No. 37 CONTACT: Jim Seitz 425.430.7245
DESCRIPTION: STATUS:
Am Beautify entrance locations to the City. Projects to include signing and landscaping.Funding is tied to the Program is now based on actual design and construction costs. $17,505 was transferred
calculated share of eligible types of transportation projects and transportation funding subject to the City's 1%for in 2006 for 1%of 2005 expenditures.$60,000 was transferred in 2007 for 1%of 2006
he Arts Program. All gateway project proposals under this program are subject to approval of the Arts expenditures(amount due:$22,483).Remaining credit($37,517)used for 1%of 2007
Commission. (amount due:$26,726).Remaining credit($10,791)used for 1%of 2008.
JUSTIFICATION: CHANGES:
Displays a sense of civic pride. This program has moved to Department of Community and Economic Development.
rt
Funded: 1130,000 JUnfunded
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 130,000 40,000 90,000 15,000 15,000 15.000 15,000 15.000 15.000
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services
u�
Post Construction Services
TOTAL EXPENSES 130,000 40,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000
SOURCE OF FUNDS:
Vehicle Fuel Tax
Business License Fee 130.000 40.000 90,000 15,000 15,000 15,0001 15.000 15,000 15,000
Proposed Fund Balance
Grants In-Hand(1)
rants In-Hand(2)
Mitigation In
-Hand
'Other In-Hand(1)
Jther In-Hand(2)
Grants Proposed
)Other Proposed
:Jndetermined
TOTAL SOURCES 130,000 1 40,0001 90,000 15,000 15,000 15,000 15,000 15,0001 15,000
ra
a
aia
w
Capital Investment Program-Transportation Page 353 of 548
ar
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Lake Washington Blvd-Park Ave N to Gene Coulon Memorial Park Functional Classification:Collector Fund: 317
Proj.Length: N/A Proj: 12121
TIP No. 38 CONTACT: James Wilhoit 425.430.7318
DESCRIPTION: STATUS:
This project includes road widening,traffic signals,railroad crossings,drainage,curb,gutter and sidewalks. Developer to design and construct,and get credit toward mitigation contribution. The
developer is completing the project in 3 phases. Project received a Railroad Crossing
Safety grant in 2001. Estimated contract costs and developer reimbursement is included.
Railroad crossing construction complete except for signal start-up requirements. Waiting
for developer to continue their construction.
JUSTIFICATION: CHANGES:
This project will serve the development and access needs to Coulon Park and to the Southport Development. Remainder of project shown as unfunded until developer has definite schedule to build
office building.
Funded: 1327,500 JUnfuncled 1220,738
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 16,299 14,899 1,400 1,400
Preliminary Engineering
R-O-W(includes Admin)
Construction 502,992 294,5791 208,413 1 76,413 132,000
Construction Services 11,225 4,8001 6,425 2,100 4,325
Post Construction Services 17,722 13,2221 4,500 2,500 2,000
TOTAL EXPENSES 548,238 327,500 220,738 82,413 138,325
SOURCE OF FUNDS:
Vehicle Fuel Tax 14,490 14,490
Business License Fee 2,362 2,362
Proposed Fund Balance 5,720 5,720
Grants In-Hand(1) 106,575 106,575
Grants In-Hand(2)
Mitigation In-Hand 198,353 198,353
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed 100,000 100,000 50,0001 50,000
Other Proposed
Undetermined 120,738 120,738 32,4131 88,325
TOTAL SOURCES 548,2381 327,5001 220,738 1 82,4131 138,325
Capital Investment Program-Transportation Page 354 of 548
CITY OF RENTON
PUBLIC WORKS
.. TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Lind Avenue SW-SW 16th St to SW 43rd St Functional Classification: Minor Arterial Fund: 317
ai Proj.Length: 1.69 miles Proj: 24
TIP No. 39 CONTACT: Keith Woolley 425.430.7318
DESCRIPTION: STATUS:
Widen existing roadway to five lanes where required. Includes new roadway,curbs,sidewalks.drainage, The needs,priorities and schedules for improvements on Lind Avenue will be determined
signals,lighting,signing and channelization. through Arterial Circulation studies.
.r
JUSTIFICATION: CHANGES:
Increasing traffic demands in the Valley due in part to development,will create the need for increasing the
art capacity of this major north/south arterial. A potential project is a signal installation at the intersection at Lind
Ave,SW and SW 34th St(currently unsignalized). Additionally,improvements may result from future WSDOT 1-
405 plans which include an interchange at Lind Ave SW(currently unfunded).
Funded: 13,000 JUnfunded: 2,548,000
Project Totals Programmed Pre-2010 Six-Year Program
s
ITEM Programmed Spent Pre-200E 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 3.000 3,000
Preliminary Engineering 86,000 86,000 8.000 78,000
R-O-W(includes Admin)
Construction 2,280,000 2,280.000 1,700,000 580,000
Construction Services 182,000 182.000 136,000 46 000
Post Construction Services
TOTAL EXPENSES 2,551,000 3,000 2,548,000 8,000 1,914,000 626,000
SOURCE OF FUNDS:
k
Vehicle Fuel Tax
yr Business License Fee 3.000 3.000
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(2)
.a Mitigation In-Hand
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed 830,000 830,000 630,000 200.000
Other Proposed
Undetermined 1,718.0001 1,718,000 8.000 1,284,000 426,000
TOTAL SOURCES 2,551,0001 3,0001 2,548,000 8,000 1,914,000 626,000
s
,rr
ear
Capital Investment Program-Transportation Page 355 of 548
+a
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
2010-2015 SIX-YEAR TIP
Logan Av N Concrete Panel Repair Functional Classification: Principal Arterial Fund: 317
Proj.Length: N/A Proj: 12303
TIP No. 40 CONTACT: James Wilhoit 425.430.7319
DESCRIPTION: STATUS:
Location: From the Logan Avenue Bridge north to N 6th St. Repair concrete panels under the asphalt to stop
the panels from moving.
JUSTIFICATION: CHANGES:
The panels are moving,causing the asphalt overlay to severely spall at the joints. Low priority.Project is unfunded.
Funded: I Unfunded: 460,000
Project Totals Programmed Pre-2010 Six-Year Program
ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015
EXPENSES:
Planning 25,000 25,000 25,000
Preliminary Engineering 25.000 25,000 25,000
■r
R-O-W(includes Admin)
Construction 400,000 400,000 400.000
Construction Services 10,000 10.000 10,000
Post Construction Services
TOTAL EXPENSES 460,000 460,000 460,000
SOURCES OF FUNDS:
Vehicle Fuel Tax
Business License Fee
Irr
Proposed Fund Balance
Grants In-Hand(1)
Grants In-Hand(1)
Mitigation In-Hand �.
Other In-Hand(1)
Other In-Hand(2)
Grants Proposed
Other Proposed
Undetermined 460,0001 460.000 460.000
TOTAL SOURCES 4-6-00 001 1 1 460,000 1 460,000
Capital Investment Program-Transportation Page 3S6 of 548 '
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Boeing 737- 1st Flight from the new Runway 16/34
Did You Know?
The runway is 200 feet wide and just over a mile long. During the runway 15/33
(now renumbered 16/34) resurfacing project, nearly 12 lane miles of asphalt was
milled and paved in just under 160 hours of work.
Capital Investment Program-Airport Page 357 of 548
CAPITAL IMPROVEMENT PROGRAM
through2010
SUMMARY ,
Type LTD Thru Projected Projected Projected Projected Projected Projected Project
Projects (Note) 2009 2010 2011 2012 2013 2014 2015 Total
608 Hangar Expansion D 4 - 1,050 - - - - 1,054
US Customs Facility D - 100 600 700
820 Building Demolition D 53 671 - - 724
Demolition of Chamber of Commerce '
Building - - - 125 125
Lower Blast Fence-Rwy 34 R - 100 - 400 - 500
622Hangar-Rehabilitation M 33 - 1,100 - 1,133
Runway 15/33 Resurfacing M 4,452 - - 4,452
Maintenance Dredging and Shoreline
Mitigation M 499 700 - - 1,199
Airport Office Renovation M - - 153 100 23 77 353
Cedar River Hangar Roof Replacement M 100 - - - 100
Pavement Management Program M - 446 1,880 150 - - 2,476
Surface Water System Rehabilitation M 5 50 50 500 50 50 705
Fire Water System Rehabilitation M - - - 100 160 260
Seaplane Launch Ramp Replacement M - - 150 350 - - - 500 '
Major Facility Maintenance M 426 130 120 130 140 130 140 1,216
Air/Land Side Separation M - 18 - - - - - 18
Taxiway Renumbering M 50 200 250 '
Renton Gateway Utilities M 475 - - - - - 475
Total Six-Year Project Costs 5,467 1,578 4,040 3,510 938 357 350 16,240
LTD Thru Projected Projected Projected Projected Projected Projected Project
Resources: 2009 2010 2011 2012 2013 2014 2015 Total
User Fee - - - - - - -
REET
Fuel Tax
Utility Tax - -
Bond Proceeds - - 1,100 - - - - 1,100
Operating 816 753 1,069 724 788 357 350 4,857
Grants/Contribution Received 4,651 - - - - - - 4,651
Mitigation Funds Received - - - -
Grants/Contribution Anticipated 350 400 750
Mitigation Funds Anticipated - - -
Misc/Transfers/lnterfund Loan 475 475
Interest Income - - - - - - - -
Total Resources 5,467 1,578 2,169 1,124 788 357 350 11,833
Balance Available/(Unfunded Needs) - (1,871) (4,257) (4,407) (4,407) (4,407)
NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer '
Capital Investment Program-Airport Page 358 of 548
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands of dollars)
Project Title: 608 Hangar Replacement Project
Project Type: Development Project Number: A25086
Total Anticipated Project Cost: $ 1,054
Project Description
Initiate design to replace the 608 Hangar to ensure the highest and best aviation related use and to increase the separation between the taxiway and the
hangar door.
Summary of Progress: Design of a new building will be initiated pending the identification of a source of funding.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures& Resources Life to date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services
Major Maintenance - -
Construction/Development 4 1,050 1,054
Inspection - -
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 4 1,050 1,054
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 4 4
Grants/Contribution Received
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 4 4
Balance Available/(Unfunded Needs) 1 (1,050) (1,050) (1,050) (1,050) (1,050) (1,050)
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease -
I Expenditure Increase/Decrease = _
Net Impact
Capital Investment Program-Airport Page 359 of 548
s
CAPITAL INVESTMENT PROGRAM
through2010 ,
Project Title: US Customs Facility '
Project Type: Development Project Number: A24180
Total Anticipated Project Cost: $ 700
Project Description
Construction of US Customs Building.
Summary of Progress: Project on hold until a funding source is identified. '
2009 Overview Budget Actual Remainin
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to date P r o j e c t e d Project
Thru 2009 2010 20111 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services
Major Maintenance - - -
Construction/Development 100 600 700
Inspection - - -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 100 600 700
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 100 100
Grants/Contribution Received - -
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 100 1 - 100
Balance Available/(Unfunded Needs) (600) (600) (600) (600) (600) '
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 2012 20131 20141 2015 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Airport Page 360 of 548
CAPITAL INVESTMENT PROGRAM
throughthousands . dollars)
Project Title: 820 Building Demolition
Project Type: Development Project Number: A25092
Total Anticipated Project Cost: $ 724
Project Description
The Boeing Company's former Avionics Building that was turned back to the City in 2003 needs to be demolished. The building has no use other than
for storage,which is not the highest and best use of the site,and the building has major structural failures in the floor. The building,which is
approximately 22,000 square feet,contains asbestos,lead paint,mercury and PCB's. Demolition of the building will allow the site to be redeveloped.
Summary of Progress: Engineering,design,and environmental evaluation completed in 2008. Project on hold until funding can be secured. As of July 2008,
environmental remediation and demolition costs are estimated at$867,000.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/- 60
Mid YearAdjustments date +/-
2009 Total 60 53 7
CIP Expenditures& Resources Life to date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services
Major Maintenance - -
Construction/Development 53 671 724
Inspection - -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 53 671 724
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 53 53
Grants/Contribution Received
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers -
Interest Income
Total CIP Resources 53 53
Balance Available/(Unfunded Needs) 1 (671) (671) (671) (671) (671) (671)
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport Page 361 of 548
r
CAPITAL INVESTMENT PROGRAM
through2010
Project Title: Demolition of Chamber of Commerce Building ,
Project Type: Development Project Number:
Total Anticipated Project Cost: $ 125
Project Description r
Demolish Chamber of Commerce Building at the termination of their lease to ready the site for a new use.
r
Summary of Progress: Due to the current economic conditions,this project has been postponed. ,
1
2009 Overview Budget Actual Remainin '
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures&Resources Life to date P r o j e c t e d Project '
Thru 2009 2010 20111 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services
Major Maintenance - -
Construction/Development 125 125
Inspection - -
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 125 125
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 125 125
Grants/Contribution Received - -
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 125 125
Balance Available/(Unfunded Needs)
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 20111 20121 20131 2014 2015 Total
Revenue Increase/Decrease - - - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Airport Page 362 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: 622 Hangar- Rehabilitation
Project Type: Major Maintenance Project Number: A25078
Total Anticipated Project Cost: $ 1,133
Project Description
Initiate the design of an addition to an existing hangar.
Summaryof Progress: The design and construction of an addition to the hangar will be postponed until it is determined whether the airport can bond for this
project.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid YearAdjustments date +/-
2009 Total
CIP Expenditures& Resources Life to date P r o j e c t e d Project
Thru 2009 20101 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - - -
Consultant Services - -
Major Maintenance 33 1,100 1,133
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 33 1,100 1,133
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax - -
Bond Proceeds 1,100 1,100
Operating 33 - 33
Grants/Contribution Received -
Mitigation Funds Received - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
MisclTransfers
Interest Income
Total CIP Resources 33 1,100 1,133
Balance Available/(Unfunded Needs)
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport Page 363 of 548
CAPITAL INVESTMENT PROGRAM
through2010 t
Project Title: Runway - 15/33 Resurfacing ,
Project Type: Major Maintenance Project Number: A25096
Total Anticipated Project Cost: $ 4,452
Project Description
Resurface Runway 15/33 to re-level the runway and groove the pavement.
Summary of Progress: Federal funds for construction,in the amount of$3.9 million,were awarded in 2008. Construction will be completed in September 2009.
2009 Overview Budget Actual Remainin
2009 Adopted Budget 2,688
Plus:Carryforward Funds +/- 1,567
Mid Year Adjustments date +/-
2009 Total 4,255 167 4,088
CIP Expenditures$ Resources Life to date P r o j e c t e d Project
Thru 2009 2010 20111 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services -
Major Maintenance 4,452 4,452
Construction -
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 4,452 4,452
Resources:
User Fee -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating -
Grants/Contribution Received 4,452 4,452
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated -
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Total CIP Resources 4,452 4,452
Balance Available/(Unfunded Needs) I -
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 20121 20131 2014 2015 Total
Revenuelncrease/Decrease - - - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport Page 364 of 548
CAPITAL INVESTMENT PROGRAM
through2010 thousands . dollars)
Project Title: Maintenance Dredging and Shoreline Mitigation
Project Type: Major Maintenance Project Number: A25080
Total Anticipated Project Cost: $ 1,199
Project Description
Evaluate options to stabilize the eroding shoreline at the end of Runway 15,develop a shoreline mitigation plan,and conduct dredging of the silt from
the seaplane ramp area and mitigate for construction.
Summary of Progress: Dredging design and the development of a mitigation plan was started in 2006 and design work is anticipated to be completed in 2009
with construction occurring during the fall of 2010. Approximately 40%of the construction costs will be covered under FEMA due to the floods in 2006 and 2009.
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/- 304
Mid Year Adjustments date +/-
2009 Total 304 35 269
CIP Expenditures& Resources Life to date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - -
Consultant Services - -
Major Maintenance 499 700 1,199
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total ClPExpenses 499 700 1,199
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 300 500 800
Grants/Contribution Received 199 - 199
Mitigation Funds Received - - - - - -
Grants/Contribution Anticipated 200 200
Mitigation Funds Anticipated - -
Misc/Transfers
Interest Income
Total CIP Resources 499 700 1,199
Balance Available/(Unfunded Needs)
Impact on Operating Funds Life to Date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport Page 365 of 548
a..
CAPITAL INVESTMENT PROGRAM
through2010
Project Title: Airport Office Renovation
Project Type: Major Maintenance Project Number: A25082
Total Anticipated Project Cost: $ 353
Project Description '
This project is proposed to renovate the City's Airport Office which was constructed in 1962. The project will remove an interior wall to expand the
office space,improve the functionality of the limited space,improve building security and improve indoor air quality and stop water leaks.
i
Summary of Progress: Phase I to stop water leaks.
2009 Overview Bud et Actual Remainin
2009 Adopted Budget
Plus:Canyforward Funds +/-
Mid Year Adjustments date +/-
2009 Total -
CIP Expenditures&Resources Life to date P r o j e c t e d Project
Thru 2009 2010 2011 2012 20131 2014 2015 Total
us
Expenditures:
Property Acquisition - - - - -
Consultant Services - - -
Major Maintenance 153 100 23 77 353 ow
Construction - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 153 100 23 77 353
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - - -
Operating 153 100 23 77 353
Grants/Contribution Received - - -
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income - - - - - - -
Total CIP Resources 153 100 23 77 353 r
Balance Available/(Unfunded Needs)
Impact on Operating Funds Life to Date P r o j e c t e d Project r
Thru 2009 2010 2011 20121 20131 2014 2015 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impact - i
Capital Investment Program-Airport Page 366 of 548
CAPITAL INVESTMENT PROGRAM
20 10 through 20 15 (in thousands of dollars)
Project Title: Cedar River Hangar Roof Replacement
Project Type: Major Maintenance Project Number:
Total Anticipated Project Cost: $ 100
Project Description
Replace aging roof.
Summary of Progress:
2009 Overview Budget Actual Remaining
2009 Adopted Budget
Plus:Carryforward Funds +/-
Mid Year Adjustments date +/-
2009 Total
CIP Expenditures& Resources Life to date P r o j e c t e d Project
Thru 2009 2010 2011 2012 2013 2014 2015 Total
Expenditures:
Property Acquisition - - - - -
Consultant Services - -
Major Maintenance 100 100
Construction -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 100 100
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax -
Bond Proceeds -
Operating 100 100
Grants/Contribution Received - -
Mitigation Funds Received - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Incom