HomeMy WebLinkAbout2011 - 2012 Adopted Budget City of Renton
2011 -2012 Adopted
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RENTON.AHEAD OF THE CURVE Reiiton
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Renton City Hall • 1055 South Grady Way • Renton,Washington 98057 • rentonwa.gov
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Rento Busliless Picui.
VisionRenton: The center of opportunity in the Puget Sound Region
where families and businesses thrive
Missionwith
The City of Renton, in partnership and communication
residents, businesses, and schools, is dedicated to:
■ Providing a healthy, welcoming atmosphere
where citizens choose to live, raise families,
and take pride in their community9
■ Promoting planned growth and economic vitality
■ Valuing our diversity of language, housing,
culture, backgrounds and choices
■ Capitalize on the diversity of the community
to build stronger neighborhoods and ensure
the availability of city services to all
■ Creating a positive work environment
■ Meeting service demands through innovation
and commitment to excellence
011 - 2016 Goals
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Meet the service Manage growth Influence Promote strong Promote citywide
demands that through sound decisions that neighborhoods economic
contribute to the urban planning impact the city ■Support the vitality development
livabilityof the ■Demonstrate leadership and positive appearance ■ Promote Renton
■Foster development of neighborhoods through as the progressive,
of vibrant,sustainable, m developing and community involvement
community tY� opportunity-rich city in
attractive,mixed-use maintaining partnerships
■Prioritize services neighborhoods in and investment strategies ■Encourage and partner in the Pu ion
Puget Sound region
atlevels that can be established urban centers with other jurisdictions the development of quality ■ Capitalize on growth
sustained by revenue that improve services housing choices for people opportunities through bold
■Uphold a high of all ages and income levels and creative economic
■Plan,develop and standard of design and ■Aggressively pursue
maintain quality services, property maintenance transportation and other ■ Ensure the safety, development strategies
infrastructure,and amenities throughout the city regional improvements health,and security of IN Recruit and retain
■Respond to growing ■Provide a balance and services that improve residents through effective businesses to ensure
service demands while between housing and quality of life service delivery adynamic,diversified
meeting the unique high-quality jobs ■Advocate Renton's ■ Promote pedestrian and employment base
requirements of a diverse interests through state and bicycle linkages between ■ Continue redevelopment
t
i
anain services to
population through ■Mfederal lobbying efforts neighborhoods and efforts downtown,in the
innovation, current residents while community focal points
partnerships, welcoming annexation Highlands,and in the South
and outcome management areas that desire to Lake Washington area
■Retain a skilled become part of Renton
workforce by making
Renton the municipal City of �� r
employer of choice
■Balance development with f
environmental protection
Business Plan Actions • 2011 -2016
Meet the service demands Influence decisions that impact
that contribute to the livability the City of Renton
of the community 2011-2016 Actions:
2011-2016 Actions: •In partnership with other member cities,facilitate the successful opening ..
•Develop a strategy to meet long-term staff facility needs,including the of the SCORE regional misdemeanant correctional facility.
potential construction of a new city hall. •Work with METRO to plan for the successful launch of Renton-SeaTac-
•Develop a strategy and funding for construction of a new parks and Burien RapidRide bus rapid transit service.
facilities maintenance facility. •Plan for future high-capacity transit investments and ensure they are built
•Design and construct a Fire&Emergency Services facility to enhance in a timely manner,consistent with community desires.
service levels in Kennydale and other neighborhoods in the northern •Increase the frequency and number of bus routes connecting the Renton
portion of the city. Highlands and The Landing and downtown Renton.
•Develop a plan to increase public access and enjoyment of the Cedar •Enhance the partnership between the city and the Renton School District
River through the city's urban center. by pursuing joint operating agreements for like services and other
•Complete and implement the Parks,Recreation and Open Space Plan, potential efficiencies.
which identifies needs and funding for acquisition and development. •Support efforts to permanently fortify the Howard Hanson Dam and certify .
•Successfully transition to King County Library System services and and/or improve the Green River levy system and mitigate the impacts
develop new library facilities in downtown Renton and the Sunset area. of FEMA's revised 100-year floodplain map.
•Develop and implement on-line systems to improve customer service •Work with King County and others to ensure that future uses of the BNSF
and increase options for how residents get city services. rail corridor are consistent with community desires.
•Work within Community Planning Areas to assist businesses and residents 'Work with WSDOT and the State Legislature to ensure the timely
prepare themselves for a potential emergency. expansion of the Bellevue-to-Renton segment of Interstate 405.
•Continue to implement the Community Planning Initiative to better align �.
the city's planning efforts with the services it provides and the desires Promote strong neighborhoods
of the community. 2011-2016 Actions:
•Establish service delivery standards through the development of a •Work with the Renton Housing Authority and Renton School District
Fire&Emergency Services Master Plan. to implement the recommendations of the Sunset Area Community
•Support the Renton Historical Society in the implementation of the Investment Strategy,including the redevelopment of the Sunset Terrace
Renton History Museum's Master Plan. properties.
•Expand and beautify the Rainier Avenue corridor by constructing new •Achieve an overall crime rate that is less than the King County average,
business and transit lanes and pedestrian-oriented streetscape •Complete regional trails through Renton including the Lake Washington, .�
improvements. Springbrook/Interurban,and Lake-to-Sound trails.
•Work with The Boeing Company,Puget Sound Energy,and Southport to •Improve pedestrian connections citywide,including the connection
extend Park Avenue North to provide direct access to Lake Washington. between The Landing to the Sunset area.
•Successfully transition to a biennial budget process. •Create forums and strategies to better engage the city's diverse
•Develop a performance management system that better connects the population.
City's goals and desired outcomes with employee performance. •Build a stronger workforce and community as a whole by supporting ,
•Develop and present to the voters a"Quality of Life"bond and/or levy programs and initiatives that promote active living and healthy eating.
measure to fund a significant package of parks,recreation,and other
community amenities. Promote Citywide
•Depending on the outcome of the annexation election,facilitate the
successful transition of municipal services to the Fairwood area.
@COnOmIC development
•Create an inventory roadmap that helps residents,businesses,and non- 2011-2016 Actions:
profit organizations make connections to city and community resources. •Work with The Boeing Company and other aerospace companies to '
•Engage residents in promoting ways to embrace and celebrate Renton's increase the number of aerospace industry jobs in Renton.
rich diversity. •Aggressively recruit new high-profile and high-wage employers to locate
in Renton,while working with existing employers to retain and expand
Manage growth through the number of jobs in the community.
sound urban planning •Aggressively pursue the redevelopment of key large and high-profile
properties throughout the city.
2011-2016 Actions: •Engage key downtown property owners and encourage the timely
•Continue the comprehensive review and update of the city's development redevelopment and/or renovation of aging buildings.
regulations to ensure a balance between sound land use planning, •Explore the feasibility of establishing the Northwest Salmon Discovery
economic development and environmental protection while ensuring Center.
a streamlined and predictable process. •Enact the recommendations of the Arts&Culture Master Plan.
•Develop a package of"green"building incentives.
•Complete the State-mandated update of the city's Comprehensive Plan.
•Develop a comprehensive transportation plan for the City Center.
•Develop and implement a West Hill Community Transition Plan—a strategy
enlisting intergovernmental,non-profit,and corporate support for theCity of c
revitalization of the West Hill Potential Annexation Area. r c, r i
Mayor Denis Law
Renton City Council
From left to right: Rich Zwicker, Don Persson, Terri Briere,
Marcie Palmer, King Parker, Randy Carman, and Greg Taylor
res
Boards, Commissions, and Committees Location Day Time
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
Airport at Large:Robert Brahm,Diane Paholke,Ulf Goranson,Todd Banks Kennydale Neighborhood: Marleen Mandt,Mark Hancock
Airport Leaseholders:Vacant(Michael O'Leary),Robert Ingersoll, North Renton Neighborhood:Lee Chicoine,Ben Johnson
Vacant(Kurt Boswell),Michael Rice Renton Hill/Monterey Terrace:Vacant(Michael Schultz),Vacant(Dino
Aircraft Owner's&Pilot's Associations:Robert Dempster,Karen Stemwell Davis)
The Boeing Company:Tom Lambro South Renton Neighborhood:Robert Moran,Vacant(Robert Bonner)
WA Pilot's Association:Alfred Banholzer Talbot Hill Neighborhood:Jennifer Ann Rutkowski,Matthew Devine
Mercer Island:Vacant(Elliott Newman) West Hill Neighborhood:Roger Lewis,John Middlebrooks
Highlands Neighborhood:Richard Siers,Vacant(Michael Krohn)
CIVIL SERVICE COMMISSION 1"Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m.
Richard Fisher,William Larson,lames Matthew,James Phelan,Andee Jorgensen
CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed
Celeste Brady,Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sonja Kyes,Sonja Mejlaender(City staff),Ted Rodriguez,Salvador Sahagun
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 Masunaga(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,Nicole Wicks,Rolf Dragseth,Charles Gray,Elizabeth Stevens,Vacant(Samantha Williams)(youth),Robin Jones*,
Alicia Glenwell,Adria Krail
LEOFF BOARD
1st Fir.HR Conf.Rm. 4th Tuesday 8 a.m.
Richard Anderson(Police), James Matthew(Fire),Greg Taylor(City Council),King Parker(City Council),Jim Phelan(At-Large)
LIBRARY ADVISORY BOARD 7th Fir.Council Conf.Rm. 3rd Wednesday 5:30 p.m. '
Laurie Beden*,Amy Pieper,Catherine Ploue-Smith,Erica Richey,Suze Uri
MUNICIPAL ARTS COMMISSION** 7th Fir.Council Conf.Rm. 1st Tuesday 4:30 p.m. '
Frederick Lund,Jerri Everett,Evelyn Reingold,Vacant(Linda Middlebrooks),Denise Zullig,Peter Hartley,Wesley Van Doren,Doug Kyes,Patricia Pepper*,
Sarah Eldridge,Britt McKenzie,Vacant(Dalin Amin)
NISHIWAKI SISTER CITY ADVISORY COMMITTEE*** 7th Fir.Council Conf.Rm. 2nd Tuesday 4:30 p.m. ,
Pat Auten,Wyman Dobson,Becky Gibbs,Sonja Mejlaender(City staff),Richard Morris,Nancy Osborn,Roger Richert*,Betty Vaughn,Marty Wine(City staff)
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park 1st Thursday Semi- 4:30 p.m. '
Building Annually June&Dec.
Bob Elliot,Margaret Feaster,Dorothy Flower,Jean Hobart,Pete Maas*,Craig Paynter,Robert Peterson,Frances Pieper,Janene Sestak,Vacant(Paul Wontzelius)
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m. I Cynthia Burns,Al Dieckman*,Michael O'Donin,Vacant(Ron Regis),Larry Reymann,Timothy Searing,Troy Wigestrand,Vacant(youth)
PLANNING COMMISSION Council Chambers 2nd and 4 1h Wednesdays 6p.m.
Kevin Poole,Ed Prince,Ray Giometti*,Michael Chen,Gwendolyn High,Nancy Osborn,Martin Regge,Michael Drollinger,Michael O'Halloran '
RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.
Merna Wheeler,Salley Eastey,Tom Tasa,Gerald Marsh,Maxine Anderson '
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m.
Dorothy Cook,Mary Lou Gilbert,Mary Brown,Ben Cheney,Ruby Griffin,Eric Eastberg,Marge Cochran-Reep,Emilie McCue,Elaine Koehler,Mary Ann Ellingson,
Mary Burns-Haley,Sandra Polley,Rose Warren,Douglas Gregory,Pat Baylor '
*Chair/contact Vacancies and pP
expired appointments are shown in italics
P�
**No Meeting in August Updated 02/10/2011
***No meeting in July/August
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
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Distinguished
r Budget Presentation
Award
+� PRESENTED TO
City of Renton
r Washington
Pur the Fiscal Ycar Beginning
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January 1, 2010
Prc>idant Gsecutivo Director
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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, 2010. In order to receive this
r 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
2011/2012 Budget to GFOA to determine its eligibility for another award.
City of Renton, Washington '
� , � 2011/2012 ADOPTED
BUDGET
ANT
Acknowledgments
Iwen Wang Finance and Information Technology Administrator
Gina Jarvis Fiscal Services Director r
Jill Masunaga Senior Finance Analyst
Kristi Rowland Senior Finance Analyst
Tina Hemphill Finance Analyst 111
Kari Roller Finance Analyst/11
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Hai Nguyen Finance Analyst 111
Tracy Schuld Accounting Supervisor
Cindy Zinck Financial Services Manager
Mary Roy Administrative Assistant
Karl Hurst Print and Mail Coordinator
Beth Haglund Form/Graphic Technician
so
Contact
Renton City Hall
1055 South Grady Way r
Renton,Washington 98057
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Phone: 425-430-6868
Fax: 425-430-6855
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Website: rentonwa.gov
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Readers Guide to the Budget
The following Reader's Guide lists each major section of this document in the order that it appears and provides
a brief description of what you will find in that section. Please refer to the Table of Contents for specific section
locations and content details.
Section 1: Executive Summary
The Introduction presents the Mayor's budget message. His letter articulates City initiatives and issues for the
2011/2012 Biennial Budget. Following this are the 2011/2012 Budget Highlights, Budget at a Glance, Long
Range Plan, and Financial Management Policies. Included in the Budget at a Glance section is a condensed view
of the budget, covering everything from a summary of the budget process to summaries for fund types,
department expenditures and employment history, and revenue sources and levels.
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Section 2: Renton Results
In this section we present the City of Renton's performance management initiative originated in 2007 to clearly
illustrate the services provided by the City of Renton, the resources needed to provide these services, and the
results of the service efforts to facilitate policy decisions and provide accountability to the community.
i Section 3: Budget by Department
In this section we present budget information organized by department and division. Each department, and
each division within that department, presents its mission statement, expenditure budget, staffing levels, and
+w funding decisions.
Section 4: Debt Management
i An extensive overview of Renton's debt program is presented here. This includes financial data on debt
limitations, property tax rates and revenues, long-term debt service requirements, and a schedule of the City's
overall outstanding debt.
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Section 5: Capital Investment Program (CIP)
This project listing provides a summary of the six-year CIP plan. We list projects by activity and by managing
•• department.
Section 6: Budget by Fund
.. This section gives a display for each fund's revenue, expenditures, and fund balance that compares current
program levels with those of past years.
i Section 7: Appendix
In this appendix, we provide selected demographics, economic statistics, an index of salaries and pay ranges,
and some general information about the City of Renton. We have also included here a glossary of commonly
i used budget terms.
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Table of Contents
Page
EXECUTIVE SUMMARY
Budget Message from the Mayor 1-1
2011/2012 Budget Highlights 1-11
Budget at a Glance 1-21
Long Range Plan 1-49
Financial Management Policies 1-67
RENTON RESULTS
Renton Results Overview 2-1
Summary Listing of Offers by City Service Area 2-5
Safety and Health Request for Results 2-15 ,
Representative Government Request for Results 2-23
Livable Community Request for Results 2-32
Mobility Request for Results 2-39
Utilities and Environment Request for Results 2-45
Internal Support Request for Results 2-54
BUDGET BY DEPARTMENT
Legislative 3-1
Executive 3-7
City Attorney 3-21 Irl
Court Services 3-25
Community and Economic Development(CED) 3-31
Community Services 3-47
Finance and Information Technology(FIT) 3-73
Fire and Emergency Services 3-81
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Human Resources and Risk Management(HR&RM) 3-91
Other City Services 3-99
Police 3-101 r
Public Works(PW) 3-117
DEBT MANAGEMENT
Debt Margin Overview 4-1
Outstanding Debt 4-2
General Obligation Debt Computation of Limitation of Indebtness 4-3
Debt Service to Maturity by Funding Sources 4-3
General Obligation Debt 4-4
Waterworks Debt Summary 4-7 •
Revenue Bonds 4-7
Public Works Trust Fund Loans 4-10
Golf Course Debt Summary 4-12
CAPITAL INVESTMENT PROGRAM
City Wide Narrative 5-1 SMI
City Wide Summary 5-5
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Table of Contents
Page
General Government 5-7
Internal Service Funds 5-43
Transportation 5-47
IM Airport 5-91
Golf Course 5-113
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Water 5-121
Wastewater 5-135
Surface Water 5-163
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BUDGET BY FUND
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General Governmental 6-1
Special Revenue 6-15
Debt Service 6-23
Capital Investment Program 6-25
Enterprise 6-33
Internal Service 6-51
'r Investment Trust 6-61
APPENDIX
dw General Information 7-1
Largest Taxpayers/Principal Employers 7-3
Full-Time Employee Staffing 7-4
Comparison of Taxes and Rates 7-5
Index of Positions and Pay Ranges 7-6
Rates and Fees Schedule 7-30
Budget Glossary
7-53
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1 EXECUTIVE SUMMARY
Budget Message from the Mayor 1-1
2011/2012 Budget Highlights 1-11
Budget at a Glance 1-21
Long Range Plan 1-49
Financial Management Policies 1-67
RENTON CITIZENS
MAYOR MUNICIPAL COURT JUDGE
CITY COUNCIL Denis Law Terry Jurado
Terri Briere,President 425430.6500 425-430-6550
Randy Corman,Marcie Palmer,King
Parker,Don Persson,Greg Taylor,
Rich Zwicker
425-430-6500
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CHIEF ADMINISTRATIVE OFFICER
__ Communications
Jay Covington Preeti Shridhar,Director
425.430-6500
COMMUNITY SERVICES PUBLIC WORKS COMMUNITY AND ECONOMIC EXECUTIVE
Terry Higashiyama,Administrator Gregg Zimmerman,Administrator DEVELOPMENT Marty Wine,Assistant CAO
425-430-6600 425-430-7394 Alex Pietsch,Administrator 425-430-6500
425-430-6580
Facilities Maintenance Services Mayor's Office
Peter Renner,Director Michael Stenhouse,Director Economic Development
Suzanne Dale Estey,Director
Parks Planning&Natural Transportation Systems CRY Clerk/Cable Manager
Resources Rich Perteet,Deputy PW Development Services Bonnie Walton,City Clerk
Leslie Betlach,Director Administrator Neil Watts,Director
Hearing Examiner !
Recreation Utility Systems Planning Fred Kaufman,Hearing
Tim Williams,Director Lys Hornsby,Director Chip Vincent,Director Examiner
Human Services
Karen Bergsvik,Manager
Renton History Museum ________ ,
Elizabeth Stewart,Manager
CITY ATTORNEY
Larry Warren,Administrator
Neighborhoods,Resources, 425-255-8678
and Events '
Bonnie Rerecich,Manager
Parks&Golf Course
Kelly Beymer,Director
POU CEFIRE AND EMERGENCY SERVICES HUMAN RESOURCES&RISK FINANCE AND INFORMATION
MANAGEMENT TECHNOLOGY ,
Kevin Milosevich,Chief Mark Peterson,Chief/Administrator Nancy Carlson,Administrator Iwen Wang,Administrator
425-430.7503 425-430-7051
425.430.7650 425-430.6858
Support Operations Bureau Human Resources
Response Operations Finance
Tim Troxel,Deputy Chief Manager Maria Boggs,
Bill Flora,Deputy Fire Chief Gina Jarvis,Director
Special Operations Risk Management _—
Safety and Support Services Robin Robertson,Manager
Erik Wallgren,Deputy Fire Information Technology '
—Investigations Mehdi Sadr,Director
---- — Community Risk Reduction Benefits
Administrative
Services
Emergenty Management
Staff and Auxiliary Deborah Needham,Director
Services
Field Operations Bureau
Chuck Marsalisi,Deputy Chief
Patrol Services
Patrol Operations
BUDGET MESSAGE
Mayor Denis Law/October 18, 2010
Good evening Council,
I appreciate the time this evening to present to you my proposed budget for
2011-2012. As required by law, this budget is balanced and represents our
ongoing effort to maintain quality city services for our citizens at a time when
operating revenues continue to decline.
Our country is continuing to struggle through the worst economic recession in
history, even though we're told the recession is officially over. While it's
encouraging to see some slight improvement in the economy, high
unemployment, housing foreclosures and an extremely tight lending market are
providing little relief to our businesses or residents. And we should all be
convinced by now that this recovery will take a long, long time.
The trickle down affect of this poor economy on government services is very
evident. Nearly every day, we read headlines about continued layoffs in
government jobs.
Washington State has an immediate crisis due to a $520 million dollar gap for the
remainder of this year and a $4.6 billion dollar hole for the upcoming biennium.
Seattle indicates that 200 employees face lay-offs. And King County has a $63
million dollar budget gap and is threatening hundreds of layoffs including sheriff's
deputies.
Cities are also facing tough times. Lynnwood is struggling with a $20 million dollar
deficit that is threatening 80 positions. Preliminary budget discussions in Federal
Way indicate plans to eliminate nearly 40 positions including 18 police officers,
and Redmond is anticipating a decrease of nearly 28 positions on top of the 22
that were eliminated in 2009. Tukwila is dealing with a $4 million dollar shortfall
and is considering eliminating one of their fire engines as part of anticipated staff
reductions. Even Mercer Island is eliminating 8.5 positions and Bellevue is
Executive Summary-Budget Message from the Mayor 1-1
reporting an $11 million deficit with plans to reduce staff by 85 positions, which
includes 25 additional layoffs. This scenario is playing out throughout our state,
including here at home.
As part of our efforts to balance our upcoming budget, we, too, are forced to
propose eliminating equivalent to four and a half full-time positions. And while
it's very painful to lay off quality workers, especially when jobs are so scarce,
we're very thankful that we will be able to preserve most positions during the
next two years thanks to the difficult financial decisions we made over the past
two years.
At a time when we've been making significant cuts in staffing and other operating
costs, we have also concentrated our efforts on identifying new ways of doing
business. We are committed to continue providing quality levels of service to our
residents and business community through increased efficiency and productivity.
We have also engaged our employees to help evaluate and prioritize city services
that we feel are vital to our citizens.
I want to point out two new elements to this budget. As you know, this is the first
biennial budget for our city. Planning for two years saves a tremendous amount
of staff time and resources and also allows us to do a better job of planning for
the near future.
Secondly, as part of this budget process, we felt it was important to solicit input
from our citizens and business owners to make certain that our values and
priorities align with those of our community. We formed a Community Budget
Advisory Group comprised of local residents, business owners, and community
leaders to meet over a period of several weeks with city department heads and
our finance department. It was literally a crash course on how city government
operates and how decisions are made during our budget process. In addition to
soliciting their suggestions on opportunities for greater efficiencies and cost
savings, we asked them to be prepared to answer some specific questions:
• Do the core services provided by the city meet the community's priorities?
Executive Summary-Budget Message from the Mayor 1-2
• As a customer of city services, which of the services we provide do you view
as most and least important?
• Is the city pursuing the "right" results for the Renton community?
The advisory group provided us with a number of valuable recommendations,
some of which have been included in this budget and others that will be part of
our ongoing planning for future years. You were provided with a copy of their
report.
We sincerely appreciate the time this group provided us in this process.
The next two years promise to be challenging.
Though we saw some signs of recovery toward the end of 2009 and a promising
start in early 2010, the recovery slowed to a crawl during the second quarter of
this year.
Growth projections have been repeatedly scaled back. Job growth was
insufficient to reduce the unemployment rate. Housing starts and permits
reversed their upward trends.
Our revenues continue to be lower than anticipated. Sales tax revenues through
September are nearly $1 million dollars below what we budgeted this year.
The total proposed two-year budget for 2011 and 2012 is $445 million, of which
$198 million is the General Government fund that is used for police, fire and
emergency services, parks, street repair, and other basics required to run a city.
In preparing this budget, our preliminary projections indicated that maintaining
current levels of services in General Government Operations would result in a
deficit of $2 million in this budget period. We have made the necessary
adjustments to bring our expenditures in line with our revenue projections
through the next biennium.
It's important to note that this budget proposal does not restore any of the
service reductions made during 2010. An example would be the summer
Executive Summary-Budget Message from the Mayor 1-3
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recreation programs that we used to provide in our neighborhood parks. It also
does not include funding for major maintenance projects and other capital needs.
I want to emphasize that some of these cuts and reductions cannot be sustained
in the long run. We need to maintain our parks and invest in our infrastructure or
we will pay an even bigger price in the future.
In the current budget year, every department made difficult choices, reducing or
reorganizing services while minimizing adverse impacts to our citizens.
Last year we successfully launched an ambitious initiative of zero-based budgeting
based on priorities and measurable outcomes aimed at right-sizing city
government, and for this year's budget we built on that foundation.
Balancing our budget— proposed reductions
As I mentioned earlier, we are forced to eliminate several positions in order to
balance this budget. These are hard decisions to make since we value each one of
our employees and cannot say enough about the contributions they make every
day to the public they serve. We also made additional cost reductions to reduce
our overall expenditures.
Our primary responsibility remains in public safety. This includes our Police
department and Fire and Emergency Services. The services provided by these two
departments will continue to be our top priority. However, both departments,
along with all of the other departments, are reducing expenses in overtime and in
other areas. We will continue to look at new ways of deploying our resources to
meet our objectives of providing a safe community for our citizens and
businesses.
As the Community Budget Advisors noted, we need to have well maintained
streets, focus on infrastructure and transportation, and maintain basic utility
services. We plan to implement some of the recommendations of the advisory
group including reducing some administrative support functions.
Focusing on our priorities and delivering results
Executive Summary-Budget Message from the Mayor 1-4
The budget includes the full funding of our portion of the startup cost for the new
800 bed jail that we're building along with six other south county cities. It also
provides nearly $20 million over a ten-year period for the development of new
library facilities that the Council committed to do when we annexed to the King
County Library System earlier this year.
Our city remains in solid financial shape despite this recession. We're focusing on
improving efficiency while operating within our means. While I'm confident that
the economy will improve, I do not believe we will see the type of growth that
this region experienced over the past 15 years that, frankly, paid for a significant
portion of city services. Things are not going to be they way they used to be.
We will continue efforts to evaluate the way we do business. We will continue to
right-size the structure of government.
We will continue to engage our employees to help find innovative and effective
ways of serving our citizens.
We will continue to practice fiscal responsibility and reduce our debt.
And we will continue to work with our labor groups to find sustainable ways of
managing our labor costs in order for us to continue to provide quality services to
our citizens with fewer dollars.
For the past two years, I have had to focus this budget message on steps we
were taking to deal with significant revenue shortages. But there is some good
news that I would like to share with you.
Despite the fact that we have reduced our workforce by 12% over the past two
years, we have continued to focus on providing quality service for our residents.
As promised, we have taken proactive steps to reduce crime in our city. The
Renton Police Department has created a Special Operations Division where
officers focus their attention on career criminals — targeting those individuals
who are personally responsible for many crimes. Our officers have been
successful at building strong cases against these individuals that will assure longer
Executive Summary-Budget Message from the Mayor 1-5
prison terms. As an example, this division identified a group of 18 individuals who
were responsible for many burglaries, thefts, vehicle prowls, and identity theft.
Along with detectives and patrol officers, they devised a plan and pursued them
for three weeks and were able to arrest 13 suspects and serve seven search
warrants.
Our police officers also identified a known career criminal who was active in
committing residential burglaries. A plan was developed to catch him in the act
and after two days of intense surveillance, the suspect was observed committing
three burglaries in Renton and Newcastle and then pawning the stolen items. The
suspect was arrested and the stolen items were retrieved and returned to their
owners. Due to the extra effort, this individual has been charged with multiple
felony offenses.
We improved safety in our parks. In light of the tragic death of a senior citizen
who was walking along the Cedar River Trail, we took steps to enhance safety on
all our trails with new rules, trail striping, and additional signage. And our police
cadets were on the trails this summer to distribute safety and trail etiquette
information.
To deal with repeat offenders in our parks, the council enacted a new ordinance
that addresses drug and alcohol users and individuals violating other city laws.
Utilizing this ordinance, our police officers have expelled 20 offenders from all city
parks. Previously, these individuals would go from one park to another and
engage in all kinds of criminal activity. We're now drafting a similar ordinance for
the Transit Center.
Thanks to our successful efforts in Washington DC to lobby for funds to repair the
Howard Hanson Dam, the US Army Corps of Engineers has received $44 million
for interim repairs to the dam. While we still need to be prepared this winter,
these repairs greatly reduce the risk of future flooding, which is a great relief for
the businesses in the Green River Valley.
Executive Summary-Budget Message from the Mayor 1-6
Renton's streets are among the best maintained in our region. We have made a
huge investment in sidewalk improvements and have constructed new sidewalks
in the Sunset area of the Highlands, Lindberg High School and Maplewood Glen.
Earlier this year, the Renton community voted to annex to the King County Library
I`
System. We're working together with KCLS to ensure the highest quality library
services for our citizens. We have established a new library board to represent
Renton's interests and arep lanning for the construction of two new library
facilities in our city.
Despite significant reductions in our parks and recreation programs these past
two years, we continue to provide our community with the best possible parks
and recreation services. Record crowds attended local festivals and used our
parks and recreation programs this past year.
We strengthened and expanded our popular Neighborhood Program, which now
serves 63 recognized neighborhoods, with volunteer city staff assigned to each
neighborhood. We held 23 neighborhood picnics and served nearly 5,300 people.
This city is rich with volunteers and we value the involvement of our residents in
planning and envisioning the city's future and serving on boards and commissions.
This year alone, approximately 4,000 volunteers contributed over 60,000 hours of
service to the Renton community. We coordinated the very first Volunteer's Day
of Service where over 800 volunteers participated in several projects throughout
the city. If I had to put a dollar value to the services they provided it would be
more than $1.2 million a year.
In 2009, through our Housing Repair Assistance Program we were able to
complete 870 health and safety repairs, and another 400 repairs during the first
six months of this year. This important service that the city provides helps keep
housing safe and affordable and improves the comfort and livability of our city's
homes and neighborhoods.
ar
Executive Summary-Budget Message from the Mayor 1-7
d.r
Recently, The Seattle Times and local television outlets reported that the city
known for being "Ahead of the Curve" is "Ahead of the Recovery." They were
talking about recent reports coming from The Landing. Restaurants and stores at
The Landing have enjoyed double-digit sales growth over previous months and
last year. Several new tenants came to The Landing earlier this year and there are
six new tenants expected to open there by next spring, including Dick's Sporting
Goods and Marshalls.
Fairfield Residential at The Landing has already leased 440 of their quality
apartments and expects that the first building will be nearly full by the end of this
year.
i
Harrington Square, a very impressive apartment complex in the Highlands/Sunset
area, celebrated its grand opening recently and reported that half of the units in ,
their first building have already been leased. And next week we will celebrate the
grand opening of a new supermarket in the same neighborhood. Both sites
replaced boarded up businesses that attracted blight to the neighborhood.
A number of new companies located in Renton this year that resulted in over 500
new local jobs to our community. And new businesses opened in the downtown,
Cascade Village, Renton Village, Southport and the Highlands.
Downtown Renton continues to attract new businesses including several new
restaurants, Pike Place Bakery, a new children's clothing store and a book store.
And the Farmers Market attracted record attendance with over 4,000 people
every week and 58 registered vendors.
The Seahawks Training Camp brought over 22,000 people to Renton during the
summer, many who shopped and dined in our community.
Private investors purchased the 21 acres south of The Landing and we are looking t
forward to a significant redevelopment of this area.
We signed a historic agreement with Boeing for a 20-year renewed lease for the
Renton Municipal Airport. Boeing continues to have over 2,000 outstanding 737
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Executive Summary-Budget Message from the Mayor 1-8
orders worth more than $157 billion, and announced it intends to increase
production rates to 38 airplanes a month by 2013.
Since last spring, Waterways Cruises has been successfully operating their unique
sightseeing and dining cruises from Southport in Renton, bringing over 7,000
visitors to our community in its first year of operation.
Some of you attended the recent opening of the Compass Regional Veteran's
Center in downtown Renton. This attractive four-story building occupies nearly
60,000 square feet and offers 58 units of affordable housing for veterans and
their families and 8,500 square feet of retail space.
These are clearly transformational times for our city. This budget is based on the
premise that while we are facing exceptionally difficult times, we must continue
to forge ahead with our vision for this community.
Next month, voters in the Fairwood area will determine whether or not to annex
to Renton. If they choose to annex, Renton will be a city of nearly 114,000
residents. We have prepared a plan that will allow us to provide city-levels of
service to Fairwood with a revenue plan that supports all of the staffing and other
costs associated with the annexation.
I want to thank our employees for working with us these past two years to
address our financial challenges. I'm very pleased that all of our bargaining units,
with the exception of one, have ratified contracts for a three-year period that
reflects these difficult times. Our employees have been tremendous partners and
continue to focus on customer service despite greatly reduced resources.
I want to thank each of our administrators and all those employees whose hard
work and collaboration helped us through this budget process.
I also want to thank each of you, for your advice and guidance as we have worked
on this challenging budget.
And I'd like to extend a very special thanks to the Community Budget Advisory
Group for volunteering their valuable time and effort. Their thoughtful discussions
r
Executive Summary-Budget Message from the Mayor 1-9
and advice helped shape this budget and encouraged us to continue to work
towards a sustainable, long-term plan that is customer-focused and reflects the
priorities of our community.
You have been presented with all of the details for this budget, and our staff will
be prepared to lead you through the specifics of this plan during your upcoming
Council budget workshop. I certainly welcome your feedback, concerns, and
recommendations.
A strong foundation set many years ago has positioned Renton well as the
economy improves. This strong foundation, combined with our commitment to
doing business more effectively and efficiently, will allow Renton to be strong and
stable now and into the future.
Thank you.
Denis Law
a
Executive Summary-Budget Message from the Mayor 1-10
City of Renton
2011-2012 Budget Highlights
Total Budget The 2011-2012 adopted budget is the first biennial budget for the City
of Renton. For the upcoming biennium, the adopted total revenue is
$440 million against total expenditures of $445 million. The revenue
shows a decrease 2.9% from the combined 2009-2010 adopted
budget level and the expenditures reflect a decrease of 4.2%from the
adopted 2009-2010 budgeted expenditures.
General Government For the city's General Fund, we are looking at combined revenue of
Past Actions $198.3 million and expenditures of $198.2 million. This is a decrease
of 0.2% on the revenue side and a decrease of 0.6% on the
2008 Mid-Year
$5 Million Savings expenditure side over the combined 2009-2010 budget.
The budgets for 2011 and 2012 are presented in this document as
2009 Adopted Budget two 1-year budgets for ease of financial reporting and to allow close
$6 Million Expenditure Cuts fiscal management. To compare the adopted budget with prior years,
and 33 positions this section compares the adopted 2011 budget with the adopted
2010 budget.
2009 Mid-Year Over the past two and half years, the City's General Fund has reduced
$4 Million Expenditure Cuts its staffing level by 83.2 or 12% and reduced expenditures by of $21
$2 Million Taken from Fund million due to the declining tax revenues as a result of the Great
Balance Recession. Some of these changes were 1-year savings, but nearly
$12 million or 12% were long-term structural adjustments including
2010 Adopted Budget scaling services back or totally eliminating certain services. These
$6 million and 50.2 FTEs structural changes made over the past two budget cycles provided us
Reductions with a smaller base and relatively minor adjustments for the 2011-
2012 budget.
2011-2012 Budget The adopted 2011-2012 General Fund budget is balanced over the
$198.3 M revenues and biennium with a slim positive margin of$70,614.
$198.2 M expenditures The budget includes a $2.5 million one-time startup cost for the
SCORE regional correctional facility, which is slated to begin its
operation in September 2011; it recognizes the costs for the six COPS
Grant officers when the grant runs out in the second half of 2012
($270k); it will cover the 65% increase in state pension costs over the
two-year period (from $1.8 million a year in 2010 to $2.98 million in
2012); and it assumes the worst case scenario of the two liquor-
privatization related initiatives, with a loss of over $1 million a year in
liquor profit/liquor excise tax revenue starting the 4th quarter of 2011.
Offsetting these cost increases and resource reductions, the City is
Executive Summary-2011/2012 Budget Highlights 1-11
M
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able to lower its medical benefit cost projection due to a combination
of a very favorable utilization experience in 2010 and an increased
employee cost sharing formula in the recently approved union ro
agreements. This will allow the City to reduce its 2010 cost as well as
have lower than anticipated costs in 2011 and 2012 by over$1 million
each year. M
It is the second year in a row that we suspended applying the 4%
replacement cost escalator to department equipment rental charges.
Balancing this budget required further reduction in operating costs,
including personnel costs,of$2 million dollars.
Revenue The adopted revenue projection is $98.2 million for 2011 and $100.1
million for 2012. This is an overall growth of 0.4% from the adopted r
2010 revenue or a 2.2% increase over the 2010 year-end estimates.
The 2012 adopted revenue is 1.9%over the adopted 2011 amount.
This budget anticipates that property tax collections will be $32
million in 2011 and $32.5 million in 2012. This is 2.2%growth in 2011
and 1.3%growth in 2012. The growth rate for 2011 is higher than we
have anticipated due to higher new construction activity not captured
in 2010 valuation, and a number of small annexations that took effect
during 2010. The City will maintain its 2010 1% property tax "banked
capacity"for future needs.
We are projecting modest growth in some of our more volatile
revenue sources. We are projecting sales tax to grow by 3.5% and r
5.5%over the biennium, development permit and plan review fees by
6% in 2011 and 3% in 2012, and a 1.5% annual employment growth
for business license fees. We are projecting a 10% decrease in Real
Estate Excise Tax in 2011, and a similar 10% increase in 2012,
reflecting an improving economy.
As mentioned previously, the adopted budget assumes both
Initiatives 1100 and 1105 will pass, resulting in a loss of$200k in state
distributed liquor profits in 2011 and $1 million in both profits and
excise tax in 2012.
Expenditures As we informed the Council at the second quarter financial update in
September, the preliminary budget projection were over $2 million
out of balance.
The higher than anticipated new construction property tax helped to
narrowed the gap slightly, but cuts were still necessary to bridge the err
nearly$2 million gap.
Given prior reductions the additional $2 million reduction, while a
relatively small percentage of the budget, was more difficult to find
than we anticipated. We approached the reduction by focusing on
VW
Executive Summary-2011/2012 Budget Highlights 1-12 r
administrative or indirect cost, in areas where workload has been
reduced due to the state of the economy or due to programming
changes, by reviewing internal parity and sustainability, and by
deferring capital outlays. These are to ensure reductions will have
minimal service impacts on the community and as recommended by
the Community Budget Advisory Group.
The resulting reductions total $2.03 million over the biennium, and
include reducing another 4.5 FTEs as more fully described below.
Fund Balance With the reduced expenditure budget, the General Fund will end the
2011-2012 biennium with a $70k increase to the estimated 2010 year
end fund balance for a projected total of$10.1 million or a little over
10% of General Fund expenditures. This is below the 12% target but
above the 8% required minimum. 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 during a turbulent and uncertain period in
our history.
Executive The Executive Department budget reflects an increase in election
Addition: costs based on anticipated West Hill special annexation election in
$70,000 potential West Hill 2012, and a reduction in its public defender's budget by 10% or
annexation election cost $40,000 as part of the citywide budget reduction. To realize the
savings, more financial screening of defendants for eligibility will be
Reductions: required, and/or more cost recoupment from defendants.
Public defender contract
($40,000)
The administration also proposes to restructure the administrative
Outsource Hearing Examiner hearing function by converting the in-house hearing staff to a
function contracted Hearing Examiner. This would reduce 1.5 FTE for a net
-1.5 FTE savings (net of contracting cost) of$137k a year.
($136,737)
Court Services The Court Services Department will add 0.5 Probation Officer to allow
Addition: more monitoring of offenders as well as provide sick and vacation
0.5 probation officer coverage to the one officer we currently have. The addition is
supported by increase in supported by increased fee revenue.
probation fees In addition, the current court audio recording system is at the end of
its life and needs to be replaced to prevent failure, and we will need
Replacement of court to equip the two courtrooms with video arraignment capability once
recording system and add the inmates are in SCORE's jail. Video arraignment is being
video arraignment: $66,000 implemented at SCORE to save transport costs for our police
department and will reduce jail operating costs.
City Attorney The City Attorney Department will decrease its budget by$37,500 per
Reduction: year. The reductions are in office supplies, professional services,
($37,500) training, postage, and custodial services that are provided by the
Executive Summary-2011/2012 Budget Highlights 1-13
Facilities Division and are already included in its internal service
charges.
CED The Department of Community and Economic Development (CED) will
Addition: decrease its budget by $120,000 a year which includes the reduction
2.0 Limited Term (2-year) of 1 FTE, which will be managed through attrition, and reductions in
inspectors fully reimbursed by the marketing campaign and training budgets.
Rainer Avenue Improvement The adopted budget will add two 2-year inspectors dedicated to the
project Rainer Avenue Improvement project. These positions will be fully
funded by the reimbursement from the project budget.
Reduction:
($120,000) Not shown in CED (budgeted in Information Technology) is the
-1 FTE through attrition implementation of the new permit system in 2011-2012. The total
estimated project cost is $1 million, to be financed over 10 years
Transfer: through the technology surcharge the Council approved in 2010.
The Neighborhood Program is As part of the initiative to increase leveraging of community and
consolidated with Community volunteer resources, the Neighborhood Program has been
Services' "Neighborhoods consolidated with the Community Resources and Events section of
Resources and Events" section the Community Services Department.
($243,918)
-1.5 FTE
Community Services The Community Services department will reduce one recreation
supervisor position due to the elimination of summer recreation
Reduction: programs as part of 2010 budget reduction.
Reduce one Recreation
Supervisor position In addition, the department will keep one park maintenance worker
-1. FTE/($104k) savings a year position open for the first half of 2011, which would generate$40,000
savings.
Salary saving$40k
Addition: These reductions will allow the department to restore a 0.5 FTE
Reinstate Secretary II position Secretary II position to help processing large amount of contracts and
0.5 FTE/$41k a year payments, provide other administrative support to the department
and cover certain cost increases in 2011-2012.
Human Services The City is eligible to become a direct entitlement city for the federal
1-time $24k Community Development Block Grant (CDBG) program. To become
CDBG: Housing Repair one, however, the City must have a Consolidated Human Service Plan
1 FTE, (1-year, Limited Term) in place. This $24,000 (and $6,000 in 2010) will allow the city to
prepare the plan and determine whether it is in the community's best
interest to leave the King County Consortium and become a direct
grant recipient of CDBG. The adopted budget will also extend the
second housing repair position for one additional year using CDBG
funds from 2010($62k) and 2011 ($22k).
Executive Summary-2011/2012 Budget Highlights 1-14
r
Neighborhood, Community As mentioned above, the consolidation of the neighborhood program
Resources, and Events will add 1.5 FTE and $244k in 2011 and $253k in 2012 to this division.
.r� $243,918
1.5 FTE
ew Library With the annexation to the King County Library System (KCLS), the
City will continue to provide the major maintenance of the existing
library facilities ($30k a year) that the City owns and the development
+r of new library facilities to serve the Renton community ($2 million a
year transfer to CIP fund)for 2011 and 2012.
+� Parks Planning& Natural The additional cost is needed to maintain new right-of-way planting
Resources areas to be completed in 2010 and 2011, such as the 1-405/Talbot
$5,000 Road, Shattuck Avenue Overpass, and Park/Garden Avenue
•• improvements.
Facilities The adopted budget would also restore the HVAC service contract
$119k energy cost& HVAC that was eliminated in 2010 budget and recognize the energy cost
ww contract increase on all city facilities.
Fire & Emergency Services Fire and Emergency Services Department will reduce one back-up
Reduction: engine, which will allow the City to redirect the $300,000
($300,000) 1-time and accumulated replacement reserve for the engine as well as eliminate
($98,676)each year in on- the $42,676 annual operation and maintenance costs and future
r going cost savings reserves associated with this engine.
The department will also reduce overtime coverage for training in the
amount of$56,000 per year.
FIT The Finance and Information Technology Department(FIT)will reduce
its baseline budget by $30,000 in the areas of supplies, training, and
overtime. And consistent with 2010, the department will delay
Reduction: various IT capital projects and only focus on those projects that will
($30,000) improve organizational efficiency and productivity.
One of these projects is the replacement of the city's Permit System.
This project will allow web-based permit application, plan submittal,
w Addition: inspection scheduling, and status of permits and projects that can be
1 Limited Term Permit accessed by applicants as well as the general public. As mentioned
Specialist (to be housed in before,the overall project cost is estimated at$1 million, and involves
.,. CED)for the Permit System substantial work-process changes, which would require the
Replacement project dedication of a staff person to manage the project. The project will
be financed with a technology surcharge approved by Council in 2010.
Human Resources& The Human Resources & Risk Management Department (HRRM) will
Risk Management eliminate its budget for small tools in 2011. This small department
r
budget has made substantial cuts in 2010 and we do not believe
additional cuts would be sustainable.
+�r
Executive Summary-2011/2012 Budget Highlights 1-15
Police The adopted Police budget reduction is primarily from the deferral of
implementation of the in-car-video program ($180,000) started in
Reduction: 2010, and funding $50,000 in special enforcement overtime for drug
($230,000) 1-time, enforcement activities with seizure funds. The department will also
$25,000 on going eliminate $25,000 in its small tools accounts.
Jail Transition to SCORE With the completion of SCORE jail in 2011, the city will be going out of
-16 FTE the jail business effective January 1, 2011. This would eliminate 16 of
$2.5 million the existing positions. The 2011 and 2012 budget reflects anticipated
SCORE startup cost contracted service payments to SCORE and the city's portion of
SCORE startup costs.
Public Works The General Fund portion of the Public Works Department consists of
department administration, street maintenance, and transportation.
Reduction:
($250,000) The adopted budget includes the reduction of one half-time Office
-1.0 FTE Assistant position in the Transportation Operations and Maintenance
Division, and the reduction of a full time Admin Secretary II position in
the Transportation Systems Division from full time to part time for a
combined savings of$69,200 annually. In addition, the department is
proposing a city-wide reduction in equipment replacement charges of
$100,000 by selectively increasing the projected useful life of certain
equipment, and selectively reducing street lights to generate 5%
energy savings citywide. The department will also reduce temporary
help for traffic counts and overtime of project management.
General The adopted budget includes the amount needed to meet the city's
Government Debt Service general obligation debt service payments.
We anticipate issuing new bonds for the development of the adopted
libraries in 2011 with debt service to begin in 2012
($1 million in 2012 and $2 million per year thereafter for a total
financing period of 10 years). This is funded with savings from the
annexation to the King County Library System.
Capital Funds
Governmental Capital The adopted 2011-2012 budget includes $24.1 million in General
Improvements Fund (316) Governmental capital projects. All are funded with prior dedicated
funds, with the exception of $1.2 million of new allocations: $800k
Total $24.1 million from 2011-2012 Real Estate Excise Tax and $200k each year from
temporary library cost savings before full debt service is needed in
2013. Of the $24.1 million, $19.6 million is for the development of the
new libraries mentioned previously to be financed with bond issues.
Executive Summary-2011/2012 Budget Highlights 1-16
r
Some of the remaining projects include:
1) $750k for an accessible playground that would be funded totally
with parks' mitigation and community fundraising dollars and
constructed with volunteer efforts. No General Fund contribution
aw is expected.
2) $740k over two years for major maintenance projects primarily
funded with savings from prior year projects.
3) Appropriate the remaining $584k that was previously set aside
(no new money) for the implementation of the Sunset Subarea
.r. Plan.
4) Set aside$450k for disaster repair and grant matching funds.
5) $320k King County Levy funds for specific acquisition projects.
6) $346k for rehabilitation of the Public Works maintenance shops
and Community Services maintenance shops to prolong the life of
VW these buildings.
7) $300k in street tree replacement where the trees have been
uprooted by the sidewalks.
8) Set aside $240k over 2 years for potential enhancements at Henry
Moses Aquatic Center.
9) $127k restroom ADA upgrades at the 200 Mill building funded
with lease income and $120k ADA restroom upgrades at
Maplewood Park.
The remaining $482k consists of a number of small safety-related
repairs/improvements throughout our park system. See Capital
Investment Section for more detail.
Transportation The Transportation Improvement Fund is the account that
Improvements Fund (317) implements the transportation element of the CIP. The adopted
2011-2012 transportation improvement projects total $21.4 million.
$3.3 million is from the designated 80% Business License fees, $1.2
.. million from arterial street fuel tax, and the remaining are funded
with grants. 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,
r. which must be self-sustaining. These include the Water, Wastewater,
and Surface Water utilities; a Solid Waste utility; the golf course, and
the airport.
err
Utilities The Water, Wastewater, and Surface Water utility funds are
accounted for and budgeted separately, but are managed as a system
r
Executive Summary-2011/2012 Budget Highlights 1-17
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, and annual updates performed by
city staff.
The City re-evaluated the city's rate setting policies in 2010. Through
this process, along with the failure of two sewer collection line
sections, the City Council approved the following reserve and capital
project financing policies:
Utilities Financial Policy 1) Consolidate operating and rate stabilization reserves at 12%
for each of the piped utilities, and establish a fixed dollar
reserves for solid waste ($400k) and the pass-through Metro
sewer treatment charges ($380k or 3.5%) based on actual
cash flow requirements
2) Maintain debt service reserves based on the highest 1-year
debt service payment requirements
3) Establish a capital financing policy that:
a. Uses rate revenue to finance system replacements
b. Only uses bond financing for system and capacity
expansion, major transmission, and storage system
improvements
These policies and the adopted system replacement projects as
identified in the CIP section, required substantial rate increases for
the next two years:
Water-18%/16%
Wastewater—42%/5%
King Count Metro Wastewater Treatment (pass through)—13%/0%
Surface Water-40%/11%
Solid Waste—0%/0%
These rate increases are needed to provide for on-going capital
infrastructure replacements.
Maplewood Golf Course The only change in the adopted golf course budget is the refunding of
the balance of 1999 refunding revenue bonds and replacing them
with an interfund loan in 2010. This eliminates the revenue coverage
requirement and saves the golf course an average of $36k a year for
the remaining 5 years of the bonds.
Renton Municipal Airport With the renegotiated leases for all major tenants at the airport, the
airport operation has a much improved outlook, and will have funds
Addition: 1.00 FTE for to make needed improvements of its facilities. Therefore, the airport
capital project coordination is requesting the addition of a CIP Coordinator position. Overall, the
airport lease revenues are projected to grow by 63% in the 2011-2012
biennium over the adopted 2009 and 2010 period. The higher lease
income together with anticipated federal grants will allow the airport
Executive Summary-2011/2012 Budget Highlights 1-18
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to finance nearly $6.6 million in capital over the biennium. See the
CIP section of the 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
(Motor Pool 501), Insurance Fund (Risk Management 502), Health
Insurance Fund (512), LEOFFI Retiree Healthcare Fund (522),
Information Technology Fund (503), Facilities Fund (504), and
Communications Fund (505).
Equipment Rental The Equipment Rental fund maintains nearly 600 pieces of equipment
for the City and accumulates replacement reserves for replacement of
Operating: $1.9/$2 million vehicles when needed.
Equipment Replacement: The city will reduce the contribution to the equipment replacement
$1.2 million/$505k reserve due to the suspension of applying a 4% price escalator to the
calculation of replacement reserves, the adopted deletion of one
backup fire engine, and the extension of projected equipment life.
r.► However, even with the reduction, the fund balance will continue to
grow.
It is important to be aware that even without these reserve
•• modifications, the city will be facing substantial increases in required
reserve contributions. This is because many vehicles and equipment
have reached the end of their useful life for reserve collections but
•+ remain in service (they are kept longer than their expected life).
When replaced later, the reserve collection would resume and thus
an increase in user departments' costs. The best way to smooth
contributions is to set the expected life as close to the actual life as
possible. We will review this more in depth in 2011.
Information Technology The Information Technology (IT) Fund was created in 2006 to allocate
.r Operating:$3.0/$3.1 million the costs of the city's centralized IT programs. This fund provides for
the technology, telecommunications, and copier equipment lease and
Capital:$1.5/$1.2 million maintenance for the city.
ow
The adopted budget contains a total of $2.7 million in IT capital
projects. It contains the routine capital items to maintain network
aw integrity and provides essential tools for continuing operations such
as copier rental and computer replacement programs.
The majority of the 2011-2012 technology investments are:
ON
1) Replacement of the City's eight small separate old phone
systems with one unified Voice over Internet Protocol (VoIP)
us phone system.Total cost$410k.
2) Replacement of the permit system; $800k in 2011-2012 and
$200k in 2013, which will be funded with the technology
us surcharge.
Also included is the equipment needed to communicate and access
computer aided dispatching (CAD) data due to the new Valley
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4W Executive Summary-2011/2012 Budget Highlights 1-19
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Communication Center CAD system.
IT Division will continue implementation of the Enterprise GIS Plan r
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
$16.4/$17.2 million
2011-20on Insurance Fund (512), and Retiree Medical Fund (522).
�
The 502 Fund covers property and liability insurance ($2 million each
for 2011 and 2012); workers compensation (around $1 million per
year); and unemployment insurance (around $150k per year).
The City self-insures employee health benefits with a stop-loss
coverage of $250k per incident. The 2011 and 2012 budget and
charge is based on projected plan costs by the number of employees. so
Providing retiree health care is required by state law for LEOFF I
retirees. The city contributes $2.2 million a year to the fund,
sufficient to cover the current plan costs but not enough to fully .r
amortize the unfunded future obligations, which are actuarially
determined to be approximately$3.2 million in present value.
r
Facilities The Facilities Fund was implemented in 2009 to accumulate costs for
maintaining and operating the City's office, public (primarily use
Operating:$3.7/$3.9 million general Public), and operational (primarily used for City field
�illt
Major Maintenance: operations purposes) facilities, and charge the costs to the
$498K/year. appropriate functions/services. Starting in 2010, we moved major
maintenance (major repairs and updates) from General
Governmental CIP (Fund 316) into this fund, which is now paying for
these costs with current operating resources.
Communications Although the Communications Fund is a newly created fund in 2010,
the services have been part of the City operations and are part of the
Executive Department. The fund provides both external as well as
internal communications. The costs are allocated based on actual •
services demand by departments. No adopted changes in the 2011-
2012 biennium.
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Executive Summary-2011/2012 Budget Highlights 1-20 us
Budget at a Glance
The Budget Process
The City of Renton develops its biennial budget every two years 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 two
years. 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 1-21
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 biennial 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 biennial 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
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 1-22
BIENNIAL BUDGET CALENDAR
The following table illustrates a typical biennial budget calendar for both the initial budget development
year and the mid-biennium adjustment year. The process and legal deadlines in Year 1 is identical to the
annual budget process. Year 2 is the simplified mid-year review process.
Process Description Year 1 Year 2
1 2 314151617 8 9110111112 1 2 3 4 5 6 7 8 9 101112
1. Administration Planning Retreat
2. Council sets budget priorities and guidance in
workshop
3. First quarter financial report to Council
Committee of the Whole updates revenue
projections
4. Administration develops budget parameters
5. Finance/City Service Area Teams(CSAT)
review& update requests for results to be
consistent with Council's and Mayor's
directions and issue Request for Results
6. Departments prepare response to RFR
including program revenues, personnel,and
expenditure requirements. Departments
identify necessary mid-biennium adjustments
7. CSAT prioritize programs/proposals, provide
feedbacks to department,and submit
recommendation to the Mayor
8. Finance updates revenue estimates and
compiles with department submittals
9. Administration makes adjustments to
department submittals/establishes balanced
preliminary budget
10. Preliminary budget document prepared,
printed,and filed with City Clerk and
presented to the City Council(at least 60
days prior to the ensuing fiscal year)
11. City Clerk publishes notice of the filing of
preliminary budget and notice of public
hearing to be held during preliminary budget
deliberations
12. City Council conducts workshops and public
hearings on the preliminary budget including
revenues and property tax levies
13. City Council makes modifications to the
proposed budget/mid-biennium adjustments
14. City Council adopts an ordinance to establish
the amount of property taxes to be levied in
the ensuing year
15. Final budget/Mid-biennium adjustments, as
adopted, is published and distributed within
the first three months of the following year
.r Executive Summary-Budget at a Glance 1-23
City of Renton
Budget Fund Structure
Governmental Funds Proprietary Funds
-General Government Special Revenue Fund Debt Sernce Capital Projects Enterprise Funds Internal Service Funds
General Fund Arterial Streets Mitigation Funds
000 102 303,309,305 'Utilities Equipment Rental
501
Community Services Utility Operations
Fund
000-001 Leased City Properties 'CIP City Facilities 405,406,407,
316 416 Insurance Services
108
502,512,522
Street Fund
Utility Construction
000-003
Special Hotel Motel 'Transportation 425,426,427 Information
pecia Improvements
Tax Technology
110 317 503
CD Block Grant Fund
000-004 Utility Debt Service
Housing Opportunity
Paths and Trails fund Facilities
118 326 504
Muzeum Fund
000-005 Solid Waste
403
1%for Art Communication
Library Fund 125 505
000-006 �.
Golf Course Airport
Farmers Market Fund Cable Communication
127
000-009
Golf Operations Airport Operations
404 402
Fire and Emergenry
Svcs Memorial Fund Springbrook
000-010 Wetlands Bank Fund
135
Golf Construction AirportConstruction
Fire and Emergenry 424
Svcs Health and 422
Wellnes Fund
000-011
Limited Tax GO Bond
Funds
000-201
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 1-24
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.
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 1-25
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, and • Municipal Court/ legal services
Local)
• 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
• Federal, State, and Local Grants • Economic development
• Taxes • Cable communications
• Street overlay
• Art fund
Executive Summary-Budget at a Glance 1-26
s
Debt Service Funds
These funds are used to account for accumulation of dedicated revenue and payment of
principal and interest related to the City's general obligation bond issues.
Major Revenues Primary Services
• Property tax levies Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
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, State, and Local 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, State, and Local Grants • Renton Municipal Airport
• Revenue bonds • Maplewood Golf Course
• State loans
Executive Summary-Budget at a Glance 1-27
Internal Service Funds
These funds are used to account for the goods and services furnished by one city department
for another department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments Fleet management
• Insurance, health / property liability
• Information technology
• Facilities
• Communications
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 2011, All Funds and The Total Budget
for 2012, All Funds table, we provide details on revenue and expenditure categories.
In the Total Revenue Budget Over Time, All Funds table we provide sources and amounts of
revenue by year from 2008 through 2012.
In the Total Expenditure Budget Over Time, All Funds table we provide specific expenditure
types by year from 2008 through 2012.
Executive Summary-Budget at a Glance 1-28
as
2011/2012 Budget Summary by Fund,All Funds
Budgeted
2011 2012 2011 2012 Increase
Beg Fund Revenue Revenue Expenditure Expenditure (Decrease)in Ending Fund
�! Fund/ Department Balance Adopted Adopted Adopted Adopted Fund Balance Balance
000 GENERAL 9,491,809 71,689,933 72,918,112 72,568,621 72,387,839 (348,417) 9,143,392
001 COMMUNITY SERVICES 50,000 10,817,691 11,149,285 10,742,324 11,069,028 155,624 205,624
1�II 003 STREETS 50,000 8,391,801 8,629,064 8,293,144 8,536,436 191,285 241,285
004 COMMUNITY DEVELOPMENT BLOCK GRANT (6,121) 304,000 304,000 304,000 304,000 - (6,121)
005 MUSEUM 63,206 195,966 216,220 208,407 215,502 (11,723) 51,483
006 LIBRARY - 2,030,000 1,030,000 2,030,000 1,030,000 - -
009 FARMERS MARKET 70,541 52,500 60,500 47,875 49,150 15,975 86,516
010 FIRE AND EMERGENCY SVC MEMORIAL 936 - - - - - 936
011 FIRE AND EMERGENCY SVC HEALTH&WELLNESS 4,303 25,000 25,000 25,000 25,000 - 4,303
031 PARK MEMORIAL 175,067 - - - - - 175,067
201 1997 LIM GO BONDS-CITY HALL 49,999 1,983,075 1,982,075 1,983,075 1,982,075 49,999
'OR 215 GENERAL GOVERNMENT MISC DEBTSVC 101,449 2,731,960 3,749,298 2,731,960 3,749,298 - 101,449
General Governmental 10,051,189 98,221,926 100,063,554 98,934,407 99,348,329 2,744 10,053,933
102 ARTERIAL STREETS 200,687 620,000 630,000 620,000 630,000 - 200,687
#W 108 LEASED CITY PROPERTIES 995,638 744,933 971,049 614,457 876,232 225,293 1,220,931
110 SPECIAL HOTEL-MOTEL TAX 247,828 245,000 265,000 245,000 265,000 - 247,828
118 CUM 2755(PATHS/TRAILS) 3,264 - - - - 3,264
125 ONE PERCENT FOR ART 128,796 15,000 15,000 50,000 50,000 (70,000) 58,796
! 127 CABLE COMMUNICATIONS DEVELOPMENT 88,718 85,000 85,000 85,674 85,674 (1,348) 87,370
135 SPRINGBROOK WETLANDS BANK 459,528 - - - - 459,528
303 COMMUNITY SERVICES IMPACT MITIGATION 1,126,594 60,000 60,000 400,000 - (280,000) 846,594
304 FIRE IMPACT MITIGATION 1,903,522 100,000 100,000 529,056 536,926 (865,982) 1,037,540
305 TRANSPORTATION IMPACT MITIGATION 557,134 250,000 150,000 499,494 400,000 (499,494) 57,640
316 MUNICIPAL FACILITIES CIP 3,455,517 13,310,000 8,560,000 14,962,000 8,970,000 (2,062,000) 1,393,517
317 CAPITAL IMPROVEMENT 1,060,648 10,657,819 9,711,400 11,647,819 9,761,400 (1,040,000) 20,648
318 SOUTH LAKE WA INFRASTRUCTURE PROJECT 38 - - - - - 38
326 HOUSING OPPORTUNITY 1,653 - - - - 1,653
402 AIRPORT OPERATIONS 1,331,290 636,214 562,637 1,125,756 1,163,846 (1,090,750) 240,540
403 SOLID WASTE UTILITY 326,034 15,015,942 15,004,692 14,951,710 14,972,362 96,561 422,595
404 MUNICIPAL GOLF COURSE SYSTEM 714,988 2,483,545 2,483,545 2,504,738 2,542,204 (79,853) 635,135
405 WATER OPERATIONS 4,050,493 9,680,689 11,106,460 10,107,179 10,302,480 377,490 4,427,983
�► 406 WASTEWATER OPERATIONS 1,177,901 4,896,139 5,853,574 4,831,929 4,817,627 1,100,157 2,278,058
407 SURFACE WATER OPERATIONS 1,590,108 5,155,153 5,469,223 4,865,850 4,941,632 816,894 2,407,002
416 KING COUNTY METRO 46,505 13,156,760 13,209,387 13,156,760 13,209,387 - 46,505
422 AIRPORT CAPITAL IMPROVEMENT 379,669 2,803,204 4,574,534 2,803,204 4,954,203 (379,669) -
i�a 424 MUNICIPAL GOLF COURSE SYSTEM CIP 135,024 100,000 100,000 100,000 100,000 - 135,024
425 WATER CIP 812,275 4,500,000 5,200,000 4,500,000 5,200,000 812,275
426 WASTEWATER CIP - 3,790,000 3,250,000 3,790,000 3,250,000 -
427 SURFACE WATER CIP - 3,650,000 3,500,000 3,650,000 3,500,000 -
�1 471 WATERWORKS RATE STABILIZATION 15,604 - - - - - 15,604
501 EQUIPMENT RENTAL 4,810,713 3,211,401 3,079,893 3,195,267 2,535,156 560,871 5,371,584
502 INSURANCE 5,156,987 3,178,883 3,187,593 3,293,564 2,930,079 142,833 5,299,820
503 INFORMATION TECHNOLOGY 911,613 4,029,664 4,118,173 4,513,461 4,409,226 (774,850) 136,763
504 FACILITIES 470,449 4,243,673 4,324,987 4,256,261 4,379,434 (67,035) 403,414
505 COMMUNICATIONS 283,929 953,941 974,307 957,746 991,015 (20,513) 263,416
512 HEALTHCARE INSURANCE 3,986,112 11,248,058 12,014,224 10,844,696 11,996,739 420,847 4,406,959
522 LEOFF1 RETIREES HEALTHCARE 2,807,251 2,235,684 2,235,684 2,261,732 2,262,573 (52,937) 2,754,314
611 FIREMENS PENSION 4,082,340 300,000 300,000 565,475 550,475 (515,950) 3,566,390
All Other Funds 43,318,850 121,356,702 121,096,362 125,928,829 120,583,671 (4,059,435) 39,259,415
TOTAL ALL FUNDS $ 53,370,039 $ 219,578,628 $ 221,159,916 $ 224,863,236 $ 219,932,000 $(4,056,692) $49,313,347
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am Executive Summary-Budget at a Glance 1-29
The Total Budget for 2011,All Funds
General Special Debt Capital Internal
Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 32,046,525 - 32,046,525
Retail Sales and Use Taxes 21,942,035 180,000 22,122,035
Excise Taxes 16,447,850 40,000 - 16,487,850
Other Taxes 4,535,921 - 560,000 5,095,921
Business License and Permits 673,322 45,000 1,630,000 2,348,322
Other License and Permits 1,939,665 - - 101,046 69,093 2,109,804
Federal/State Grants 1,031,324 - 5,028,905 1,554,250 - 7,614,479
Other Intergovernmental Revenues 8,141,401 617,000 2,604,420 339,315 - 100,000 11,802,136
Charges for Goods and Services 6,366,817 - 400,000 59,504,434 10,249,155 - 76,520,406
Fines and Forfeits 3,170,351 - - - - - 3,170,351
Interest and Other Earnings 477,730 3,000 10,000 518,749 202,101 200,000 1,411,580
Rents,Leases,and Concessions 698,929 744,933 - 2,941,108 - - 4,384,970
Other Miscellaneous Revenues 221,000 65,000 350,000 18,565 18,572,955 19,227,520
Capital Contributions - - - 790,179 - 790,179
Bond Proceeds - - 10,000,000 - - 10,000,000
Other Financing Sources 529,056 15,000 3,794,494 100,000 8,000 4,446,550
Total New Revenue 98,221,926 1,709,933 24,377,819 65,867,646 29,101,304 300,000 219,578,628
Expenditures
Legislative 277,834 - - - - - 277,834
Administrative and Judicial 4,522,128 85,674 957,746 5,565,548
City Attorney 1,600,531 - - 1,600,531
Community&Economic Devel 6,158,044 295,000 - 6,453,044
Human Resources&Risk Mgmt 948,554 - - 16,124,992 17,073,546
Finance and Information Svcs 1,909,797 508,975 4,513,461 6,932,233
Police 30,651,495 - - 30,651,495
Fire and Emergency Services 22,045,916 - - - 22,045,916
Public Works 8,747,323 - 11,632,819 58,558,807 3,195,267 82,134,215
Community Services 14,236,803 614,457 14,962,000 2,057,154 4,256,261 36,126,676
Interfund Transfers - 620,000 1,443,550 100,000 275,000 2,438,550
Other City Services 3,120,946 - - - - 565,475 3,686,421
Debt Service 4,715,035 - - 5,162,190 - - 9,877,225
Total Committed Expenditures 98,934,407 1,615,131 28,038,369 66,387,126 29,322,727 565,475 224,863,236
In(De)crease to F/B&Reserves (712,481) 94,802 (3,660,550) (519,480) (221,423) (265,475) (5,284,608)
Beginning Fund Balance 10,051,189 2,124,459 8,105,106 10,579,891 18,427,054 4,082,340 53,370,039
Ending Fund Balance 9,338,708 2,219,261 4,444,556 10,060,411 18,205,631 3,816,865 48,085,431
*Including General Gov't Debt Service
Executive Summary-Budget at a Glance 1-30
The Total Budget for 2012,All Funds
General Special Debt Capital Internal
W Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 32,475,452 - 32,475,452
"r Retail Sales and Use Taxes 23,146,222 200,000 23,346,222
Excise Taxes 17,196,609 40,000 - 17,236,609
Other Taxes 4,752,976 - 560,000 5,312,976
WIN Business License and Permits 683,122 45,000 1,670,000 2,398,122
Other License and Permits 1,996,955 - - 101,634 102,290 2,200,879
Federal/State Grants 753,324 - 4,851,400 2,400,000 - 8,004,724
aw
Other Intergovernmental Revenues 7,421,027 627,000 - 2,160,000 318,315 - 100,000 10,626,342
Charges for Goods and Services 6,531,591 - 300,000 62,986,736 10,437,758 - 80,256,085
Fines and Forfeits 3,214,156 - - - - - 3,214,156
Interest and Other Earnings 477,730 3,000 10,000 459,894 202,484 200,000 1,353,108
Rents,Leases,and Concessions 701,464 844,049 - 3,301,855 - - 4,847,368
Other Miscellaneous Revenues 176,000 192,000 15,356 19,192,329 19,575,685
err
Capital Contributions - - 630,262 - 630,262
Bond Proceeds - - 7,000,000 - 7,000,000
Other Financing Sources 536,926 15,000 2,030,000 100,000 2,681,926
+r
Total New Revenue 100,063,554 1,966,049 18,581,400 70,314,052 29,934,861 300,000 221,159,916
Expenditures
Legislative 286,842 - - - - - 286,842
Administrative and Judicial 4,637,004 85,674 991,015 5,713,693
City Attorney 1,695,841 - - 1,695,841
r Community&Economic Devel 6,455,274 315,000 - 6,770,274
Human Resources&Risk Mgmt 955,833 - - 17,189,391 18,145,224
Finance and Information Svcs 1,999,714 529,070 4,409,226 6,938,010
.�► Police 28,802,620 - - 28,802,620
Fire and Emergency Services 23,055,144 - - - 23,055,144
Public Works 9,010,122 - 9,746,400 61,073,055 2,535,156 82,364,733
Community Services 13,572,316 876,232 8,970,000 2,106,781 4,379,434 29,904,763
Interfund Transfers - 630,000 951,926 100,000 - 1,681,926
Other City Services 3,146,248 - - - 550,475 3,696,723
Debt Service 5,731,373 - - 5,144,835 - 10,876,208
Total Committed Expenditures 99,348,329 1,906,906 19,668,326 68,953,741 29,504,223 550,475 219,932,000
In(De)crease to F/B&Reserves 715,225 59,143 (1,086,926) 1,360,311 430,638 (250,475) 1,227,916
r. Beginning Fund Balance 9,338,707 2,219,260 4,444,556 10,060,411 18,205,631 3,816,865 48,085,430
Ending Fund Balance 10,053,932 2,278,403 3,357,630 11,420,722 18,636,269 3,566,390 49,313,346
*Including General Gov't Debt Service
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r Executive Summary-Budget at a Glance 1-31
Total Revenue Budget Over Time,All Funds
2008 2009 2009 2010 2010 2011 2012 Change Change
Revenue Actual Ong Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Tax Revenues
Property Tax-General Levy 29,050,790 30,903,043 30,660,522 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3%
Property Tax-Special Levy 409,743 102,957 N/A N/A
Total Property Taxes 29,460,534 30,903,043 30,763,479 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3%
Retail Sales and Use Tax 24,008,458 25,456,019 22,221,568 22,780,000 21,264,299 22,122,035 23,346,222 -2.9% 5.5%
Utility Taxes 13,056,957 14,485,018 14,339,079 14,268,000 14,360,523 14,947,850 15,613,609 4.8% 4.5%
Other Taxes
Admissions Tax 197,740 606,420 260,269 260,000 291,399 280,000 300,000 7.7% 7.1%
Franchise Fees 998,288 1,140,276 1,049,082 1,085,000 1,271,104 1,305,000 1,368,000 20.3% 4.8%
Excise Taxes 2,990,747 3,136,322 2,564,459 2,500,000 2,603,318 2,385,000 2,545,000 -4.5% 6.7%
Emergency Medical Service 890,998 973,990 1,454,843 1,057,095 1,331,157 1,110,921 1,167,976 5.1% 5.1%
Gambling Excise Tax 2,165,153 2,472,644 2,143,073 2,000,000 1,546,934 1,600,000 1,600,000 -20.0% 0.0% !�
Tota l Other Taxes 7,242,927 8,329,652 7,471,726 6,902,095 7,043,912 6,680,921 6,980,976 -3.2% 4.5%
Total Tax Revenue 73,768,875 79,173,732 74,795,852 75,314,738 74,165,862 75,797,331 78,416,259 0.6% 3.5%
Licenses and Permits
Business Licenses and Permits 2,698,531 2,642,355 2,336,185 2,220,317 2,366,136 2,303,322 2,353,122 3.7% 2.2%
Building Permits 2,144,138 2,518,050 1,563,617 1,701,834 1,483,341 1,951,527 2,042,279 14.7% 4.7%
Non-Business Licenses/Permits 233,868 153,256 189,489 161,000 160,317 158,277 158,600 -1.7% 0.2%
Total Licenses and Permits 5,076,537 5,313,661 4,089,292 4,083,151 4,009,793 4,413,126 4,554,001 8.1% 3.2%
Intergovernmental Revenue
Federal Grants 1,819,614 4,208,596 5,938,046 6,872,200 3,892,783 4,827,242 5,479,000 -29.8% 13.5%
State Grants 7,449,875 5,610,247 6,986,619 2,402,736 3,559,007 2,799,237 2,537,724 16.5% -9.3%
Motor Vehicle Excise Tax(MVET) 74,310 52,820 85,826 66,098 183,594 67,089 68,096 1.5% 1.5%
State DUI 13,376 15,000 26,990 14,668 15,677 14,888 15,111 1.5% 1.5%
State/Street Fuel Taxes 1,700,928 1,954,675 1,797,029 1,755,165 1,831,824 1,774,267 1,801,626 1.1% 1.5%
State/Fire Insurance Premium Tax 85,949 90,000 106,623 100,000 112,686 100,000 100,000 0.0% 0.0%
State/Liquor Board Profits/Excise Tax 857,595 1,015,980 971,835 1,013,000 1,095,401 819,195 - -19.1% -100.0%
Intrgovl Service and Interlocal Grants 11,865,224 18,537,245 11,295,354 12,458,086 8,033,037 9,014,697 8,629,509 -276% 4.3%
Total lntergovern mental Revenue 23,866,871 31,484,563 27,208,322 24,681,953 18,724,008 19,416,615 18,631,066 -21.3% 4.0%
Charges for Services
General Government 380,798 449,598 360,943 420,000 367,147 433,633 438,938 3.2% 1.2%
Public Safety 524,565 656,620 521,484 430,000 482,343 426,081 430,635 -0.9% 1.1%
Utility and Environment 39,600,908 46,630,593 45,557,173 47,181,295 47,555,982 56,659,180 60,123,371 20.1% 6.1%
Transportation Mitigation 609,482 869,000 232,646 190,000 71,861 240,000 140,000 26.3% 41.7%
Other Transportation 9,242 10,244 19,231 79,000 80,861 115,056 115,056 45.6% 0.0%
Plan Checking Fees 746,046 850,000 557,956 600,000 573,747 653,735 664,564 9.0% 1.7%
Fire and Park Mitigation 613,575 540,000 185,154 160,000 89,411 160,000 160,000 0.0% 0.0%
Planning/Zoning/EIS Fees 293,337 142,700 851,965 69,800 465,529 89,095 98,896 27.6% 11.0%
Recreation 3,349,453 3,442,452 3,226,559 3,459,340 3,004,168 3,395,586 3,427,963 -1.8% 1.0%
IS/MV Equip Repair/Replacement Chgs 5,195,194 5,975,462 10,232,168 10,851,035 9,894,372 10,249,155 10,437,758 -5.5% 1.8%
Total Charges for Services 51,322,597 59,566,669 61,745,278 63,440,470 62,585,421 72,421,521 76,037,181 14.2% 5.0%
Total Fines and Forfeits 2,110,973 1,494,000 3,817,008 3,577,193 3,446,860 3,170,351 3,214,156 -11.4% 1.4%
Miscellaneous Revenue
Interest and Other Earnings 2,549,743 3,011,914 4,440,181 1,485,200 1,211,131 1,411,580 1,353,108 -5.0% 4.1%
LID/Special Assessment Principal 4,159 - 4,563 - 25,967 - - N/A N/A
Renu/Leases/Concessions 3,901,501 3,849,221 3,642,710 4,183,589 3,822,741 4,384,970 4,847,368 4.8% 10.5%
Insurance Premiums and Recoveries 750,363 - 260,062 - 301,798 - - N/A N/A
Equipment Capital Recovery Charges 3,320,602 3,399,557 3,122,295 2,435,749 2,458,042 2,057,431 1,902,312 -15.5% -75%
Intrfund Proprty Liability Ins Premiums 1,474,696 1,504,119 1,499,286 1,376,408 2,208,928 1,527,035 1,533,071 10.9% 0.4%
Employee Insurance Premiums 12,036,293 13,682,060 13,727,455 15,791,637 13,251,202 14,313,356 15,078,604 -9.4% 5.3%
Contributions from Private Sources 331,870 353,976 457,254 215,980 1,466,171 515,000 170,000 138.4% -67.0%
Other Miscellaneous 1,866,639 515,488 662,549 932,342 651,908 814,698 891,698 -12.6% 9.5%
Total Miscellaneous Revenue 26,235,867 26,316,335 27,816,355 26,420,905 25,397,887 25,024,070 25,776,161 -5.3% 3.0%
Interfund Dept Service Charges 3,831,574 4,048,316 4,502,324 3,838,156 4,091,339 4,098,895 4,218,904 6.8% 2.9%
Total Capital Contributions 13,311,614 5,356,244 1,266,570 3,588,328 2,770,776 790,179 630,262 -78.0% -20.2%
Total Other Financing Sources 21,762,341 29,550,417 21,841,614 6,587,000 15,051,122 14,446,550 9,681,926 119.3% -33.0%
TOTAL NEW REVENUE $ 221,287,249 $ 242,303,937 $ 227,082,615 $ 211,531,894 $ 210,243,067 $ 219,578,628 $ 221,159,916 3.8% 0.7%
Executive Summary-Budget at a Glance 1-32
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Total Expenditure Budget Over Time,All Funds
2008 2009 2009 2010 2010 2011 2012 Change Change
Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Salaries And Wages
Regular Salaries 49,249,769 55,786,757 53,852,589 54,393,783 52,889,921 52,957,456 54,412,404 -2.6% 2.7%
Part Time Salaries 2,672,306 2,541,845 2,418,141 1,976,335 2,039,689 2,042,204 2,032,204 3.3% -0.5%
Uniform Allowance 113,813 150,550 141,737 141,408 140,381 140,856 140,856 -0.4% 0.0%
Overtime 4,152,380 2,339,477 2,697,723 2,332,330 2,575,796 2,001,601 2,001,601 -14.2% 0.0%
Total Salaries And Wages 56,188,269 60,818,629 59,110,191 58,843,855 57,645,787 57,142,117 58,587,065 -2.9% 1.5%
Personnel Benefits
Retirement/PERS 2,196,470 2,869,643 2,293,556 1,800,719 1,868,308 2,162,604 2,841,066 20.1% 31.4%
Retirement/LEOFF 1,199,065 1,172,282 1,258,684 1,161,829 1,278,772 1,205,144 1,235,244 3.7% 2.5%
FICA 3,313,041 3,669,223 3,615,063 3,453,085 3,489,721 3,341,306 3,411,087 -3.2% 2.1%
Medical Insurance 7,415,647 9,418,628 9,360,384 10,323,801 9,257,142 9,066,246 9,929,453 -11.1% 9.5%
11111111V Leoffl Retired Healthcare Insurance 1,733,384 2,DDO,686 1,947,004 2,205,684 1,462,970 2,205,684 2,205,684 0.0% 0.0%
Industrial insurance 966,248 1,024,137 1,041,933 1,224,684 1,061,777 1,261,162 1,258,312 3.0% -0.2%
Life Insurance 89,757 105,907 98,323 100,233 89,585 95,349 96,413 -4.9% 1.1%
Dental Insurance 1,704,674 2,216,649 1,108,660 1,067,096 1,178,821 1,180,676 1,272,768 10.6% 78%
Unemployment Compensation 153,300 143,915 173,413 684,772 252,743 239,866 243,456 -65.0% 1.5%
Fire Pensions 527,818 515,600 447,558 525,000 375,461 540,720 540,720 3.0% 0.0%
all Long Term Disability 81,517 99,647 92,085 89,066 100,535 101,187 103,383 13.6% 2.2%
Self-Insurance Medical/Dental 9,809,718 12,422,922 10,755,032 14,134,922 10,039,004 12,424,659 13,557,416 -11.1% 9.1%
Self-Insurance Workmen's Comp 438,627 553,862 916,654 812,541 1,005,711 812,541 812,541 0.0% 0.0%
Self-Insurance Unemployment Comp 35,347 71,400 95,059 677,220 368,927 250,000 150,000 -63.1% -40.0%
Total Personnel Benefits 29,664,613 36,284,501 33,203,408 38,260,652 31,829,475 34,687,143 37,657,542 -8.8% 7.9%
Supplies
Office/Operating Supplies 4,541,044 4,065,942 3,716,326 3,986,582 3,712,462 3,666,249 3,663,913 -8.0% -0.1%
Purchased Merchandise/Inventory 357,963 693,947 561,926 324,207 293,042 374,677 374,777 15.6% 0.0%
Small Equipment 1,192,608 781,284 843,878 777,638 1,105,829 652,223 677,667 -16.1% 3.9%
Total Supplies 6,091,615 5,541,173 5,122,131 5,088,427 5,111,332 4,693,149 4,716,357 -7.8% 0.5%
Other Services&Charges
'r Professional Services 15,743,341 5,764,586 5,123,334 5,594,272 6,204,615 5,650,961 5,651,814 1.0% 0.0%
Communications 555,339 621,463 576,694 599,828 535,014 618,619 618,619 3.1% 0.0%
Travel and Training 391,265 504,463 324,621 444,580 290,537 416,735 417,588 -6.3% 0.2%
Operating Rentals&Leases 318,164 462,462 817,719 882,014 769,137 852,584 852,584 -3.3% 0.0%
Property/Liability Ins Premiums&Claims 3,001,290 1,855,258 1,663,621 1,910,916 1,232,004 1,282,297 1,282,522 -32.9% 0.0%
top Public Utility Services 13,281,914 26,845,600 26,279,486 27,210,649 26,173,783 29,122,076 29,224,548 7.0% 0.4%
Repairs and Maintenance 1,636,543 1,480,793 1,652,122 1,624,610 900,528 757,413 756,248 -53.4% -0.1%
Other Miscellaneous Services 1,566,144 1,265,574 1,321,762 1,201,261 975,550 1,072,115 1,088,017 -10.8% 1.5%
Total Other Services And Charges 36,494,000 38,800,199 37,759,358 39,468,129 37,081,168 39,772,799 39,891,939 0.8% 0.3%
Intergovernmental Services
Intergovernmental Professional Services 3,313,097 3,856,318 3,553,754 4,176,291 5,589,763 8,952,350 6,725,575 114.4% -24.9%
Iva Intergovernmental Payments - - 498,356 - - - - N/A N/A
External Taxes&Operating Assessments 1,445,460 1,723,864 1,592,743 1,788,526 1,787,462 1,788,526 1,788,526 0.0% 0.0%
Interfund Taxes 2,606,786 2,343,657 2,871,599 2,169,702 2,853,884 2,319,702 2,319,702 6.9% 0.0%
Total Intergovernmental Services 7,365,343 7,923,839 8,516,452 8,134,519 10,231,109 13,060,578 10,833,803 60.6% -17.0%
Capital Outlay
Land 773,031 573,000 9,711 410,000 23,398 260,000 310,000 -36.6% 19.1%
Buildings,Structures&Oth Imprvmnts 22,399,763 25,177,000 25,144,033 10,888,000 10,985,018 29,868,000 26,239,000 174.3% -12.2%
Machinery and Equipment 6,677,494 5,838,013 1,500,655 2,146,007 1,525,229 2,948,653 2,044,677 37.4% -30.7%
Street Improvement Projects/TIP 21,126,907 22,675,579 15,384,760 16,074,634 10,151,078 11,632,819 9,746,400 -27.6% -16.2%
Total Capital Outlay 50,977,195 54,263,592 42,039,158 29,518,641 22,684,723 44,709,472 38,340,077 51.5% -14.1%
Debt Service
Principal 4,004,160 5,316,139 5,806,285 5,601,655 16,271,445 5,996,239 6,212,694 70% 3.6%
Interest and Related Debt Costs 5,951,819 4,870,633 4,473,657 3,975,596 3,923,694 3,880,986 4,663,514 -1.4% 20.2%
Total Debt Service 9,955,979 10,186,772 10,279,942 9,577,251 20,195,140 9,877,225 10,876,208 3.1% 10.1%
Total Interfund Payments 10,932,708 13,539,701 17,307,449 17,169,119 17,179,990 16,274,203 16,347,082 -5.2% 0.4%
Total Other Financing Uses 21,694,764 24,300,417 21,779,015 6,347,000 8,437,638 4,446,550 2,681,926 -29.9% -39.7%
TOTAL COMMITTED EXPENDITURES $ 229,364,486 $ 251,658,823 $ 235,117,104 $ 212,407,593 $ 210,396,361 $ 224,863,236 $ 219,932,000 5.9% -2.2%
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am Executive Summary-Budget at a Glance 1-33
Revenue Detail,General Governmental Funds
2008 2009 2009 2010 2010 2011 2012 Change Change
Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010.2011 2011-2012
Tax Revenues
Property Tax-General Levy 29,050,790 30,903,043 30,660,522 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3%
Total Property Taxes 29,050,790 30,903,043 30,660,522 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3%
Retail Sales and Use Tax 22,833,902 25,190,819 22,021,188 22,600,000 21,072,873 21,942,035 23,146,222 -2.9% 5.5%
Utility Taxes 12,986,957 14,444,344 14,339,079 14,228,000 14,279,849 14,907,850 15,573,609 4.8% 4.5%
Other Taxes '
Admissions Tax 197,740 606,420 260,269 260,000 291,399 280,000 300,000 7.7% 71%
Franchise Fees 998,288 1,095,276 1,039,031 1,040,000 1,222,444 1,260,000 1,323,000 21.2% 5.0%
Excise Taxes 2,540,644 2,136,322 1,564,459 2,100,000 2,203,318 1,985,000 2,145,000 -5.5% 8.1%
Emergency Medical Service 890,998 850,990 1,170,657 897,095 1,161,114 950,921 1,007,976 6.0% 6.0%
Gambling Excise Tax 2,165,153 2,472,644 2,143,073 2,000,000 1,546,934 1,600,000 1,600,000 -20.0% 0.0%
Total Other Taxes 6,792,824 7,161,652 6,177,489 6,297,095 6,425,210 6,075,921 6,375,976 -3.5% 4.9%
Total Tax Revenue 71,664,473 77,699,858 73,198,278 74,489,738 73,275,059 74,972,331 77,571,259 0.6% 3.5%
Licenses and Permits
Business Licenses and Permits 743,013 742,355 601,264 620,317 694,411 673,322 683,122 8.5% 1.5%
Building Permits 1,800,357 2,421,950 1,493,593 1,605,059 1,393,718 1,781,388 1,838,355 11.0% 3.1%
Non-Business Licenses/Permits 233,868 153,256 189,489 161,000 160,317 158,277 158,600 -1.796 0.2%
Total Licenses and Permits 2,777,238 3,317,561 2,284,347 2,386,376 2,248,445 2,612,987 2,680,077 9.5% 2.6%
Intergovernmental Revenue
Federal Grants 1,072,541 329,596 537,978 1,042,610 1,394,037 937,000 659,000 -10.1% -29.7%
State Grants 114,523 82,000 217,336 116,324 238,748 106,324 106,324 -8.696 0.0%
Motor Vehicle Excise Tax(MVET) 74,310 52,820 85,826 66,098 183,594 67,089 68,096 1.5% 1.5%
State DUI 13,376 15,000 26,990 14,668 15,677 14,888 15,111 1.5% 1.5%
State/Street Fuel Taxes 1,074,030 1,321,200 1,221,980 1,140,165 1,245,640 1,157,267 1,174,626 1.5% 1.5%
State/Liquor Board Profits/Excise Tax 857,595 1,015,980 971,835 1,013,000 1,095,401 819,195 - -19.1% -100.0%
Intrgovl Service and Interlocal Grants 5,542,062 6,154,490 6,628,186 6,057,086 5,506,456 6,070,962 6,151,194 0.2% 1.3%
Total Intergovernmental Revenue 8,748,436 8,971,086 9,690,130 9,449,951 9,679,553 9,172,725 8,174,351 -2.9% -10.9%
Charges for Services
General Government 176,950 247,183 187,721 217,585 208,755 231,218 236,523 6.3% 2.3%
Public Safety 524,565 656,620 521,484 430,000 482,343 426,081 430,635 49% 1.1%
Utility and Environment 41,795 100,000 40,470 26,908 35,126 23,549 25,910 -11.5% 10.0%
Transportation Mitigation - - 2,564 - 4,473 - - N/A N/A
Plan Checking Fees 746,046 850,000 557,956 600,000 573,747 653,735 664,564 9.0% 1.7%
Planning/Zoning/EIS Fees 115,927 142,700 76,965 69,800 269,889 89,095 98,896 27.6% 11.0%
Recreation 1,678,818 1,674,498 1,631,486 1,572,240 1,424,932 1,628,486 1,660863 3.6% 2.0%
Total Charges for Services 3,284,100 3,671,001 3,018,646 2,916,533 2,999,265 3,052,164 3,117,391 4.7% 2.1%
Total Fines and Forfeits 2,110,973 1,494,000 3,817,008 3,577,193 3,438,022 3,170,351 3,214,156 -11.4% 1.4%
Miscellaneous Revenue
Interest and Other Earnings 735,910 921,616 535,314 434,300 327,558 477,730 477,730 10.0% 0.0%
Rents/Leases/Concessions 676,919 716,580 677,960 720,780 727,338 698,929 701,464 -3.0% 0.4%
Contributions from Private Sources 175,513 137,4DO 150,406 111,900 133,756 100,000 105,000 -10.6% 5.0%
Other Miscellaneous 90,336 110,000 166,012 111,000 80,936 121,000 71,000 9.0% -41.3%
Total Miscellaneous Revenue 1,678,677 1,885,596 1,529,692 1,377,980 1,269,588 1,397,659 1,355,194 1.4% -3.0%
Interfund Dept Service Charges 3,072,950 3,310,752 3,225,745 3,080,927 3,190,908 3,314,653 3,414,200 7.6% 3.0%
Total Capital Contributions (31,840) 1,202 1,196 N/A N/A
Total Other Financing Sources 382,099 517,174 577,004 560,000 7,265,882 529,056 536,926 -5.5% 1.5%
TOTAL NEW REVENUE $ 93,687,106 $ 100,867,028 $ 97,342,052 $ 97,838,698 $ 103,367,918 $ 98,221,926 $ 100,063,554 0.4% 1.9%
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Executive Summary-Budget at a Glance 1-34
ar<
Expenditure Detail,General Governmental Funds
2008 2009 2009 2010 2010 2011 2012 Change Change
Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010.2011 2011-2012
Salaries And Wages
Regular Salaries 42,057,776 45,972,909 44,252,284 44,496,346 43,105,068 42,686,777 43,824,731 -4.1% 2.7%
Part Time Salaries 2,218,414 1,893,924 1,945,049 1,537,092 1,622,654 1,514,033 1,514,033 -1.5% 0.0%
Uniform Allowance 113,813 150,550 141,737 141,408 140,381 140,856 140,856 -0.4% 0.0%
Overtime 3,966,675 2,122,683 2,441,172 2,127,536 2,342,023 1,797,867 1,797,867 -15.5% 0.0%
Total Salaries And Wages 48,356,678 50,140,066 48,780,241 48,302,382 47,210,126 46,139,533 47,277,487 -4.5% 2.5%
Personnel Benefits
Retirement/PERS 1,657,274 2,050,416 1,608,905 1,274,304 1,332,628 1,455,902 1,890,580 14.3% 29.9%
Retirement/LEOFF 1,199,065 1,172,282 1,258,684 1,161,829 1,278,772 1,205,144 1,235,244 3.7% 2.5%
FICA 2,719,887 2,867,516 2,831,671 2,656,921 2,700,180 2,517,102 2,566,057 -5.3% 1.9%
Medical Insurance 6,304,790 7,669,874 7,597,170 8,519,609 7,474,238 6,936,343 7,629,156 -18.6% 10.0%
Leoffl Retired Healthcare Insurance 1,733,384 2,000,686 1,947,004 2,205,684 1,462,970 2,205,684 2,205,684 0.0% 0.0%
Industrial Insurance 810,646 809,588 824,824 995,217 846,793 1,017,945 1,015,239 1.3% -0.3%
Life Insurance 76,923 87,696 81,080 82,016 73,577 77,246 78,218 -5.8% 1.3%
Dental Insurance 1,452,158 1,815,034 903,753 867,525 956,076 938,997 1,011,806 8.2% 7.8%
Unemployment Compensation 117,900 115,336 140,132 649,788 203,590 190,172 192,547 -70.7% 1.2%
Fire Pensions 15,555 15,600 3,940 - 15,780 15,720 15,720 100.0% 0.0%
Long Term Disability 61,709 71,206 64,943 61,000 69,047 67,499 68,838 10.7% 2.0%
Total Personnel Benefits 16,149,291 18,675,234 17,262,107 18,473,893 16,413,651 16,627,753 17,909,089 -10.0% 7.7%
Supplies
Office/Operating Supplies 2,373,785 1,867,516 1,574,802 1,739,914 1,333,748 1,413,561 1,411,225 -18.8% -0.2%
Purchased Merchandise/Inventory - 334,550 323,684 206,550 19,646 6,600 6,700 -96.8% 1.5%
yam, Small Equipment 888,312 384,204 403,317 372,808 689,319 280,559 306,003 -24.7% 9.1%
Total Supplies 3,262,097 2,586,270 2,301,803 2,319,271 2,042,713 1,700,720 1,723,928 -26.7% 1.4%
Other Services&Charges
Professional Services 4,699,263 2,783,825 2,750,248 2,911,359 3,148,218 2,550,518 2,554,517 -12.4% 0.2%
Communications 153,332 206,834 172,272 79,619 36,033 24,178 24,178 -69.6% 0.0%
Travel and Training 190,353 225,634 157,458 217,068 144,496 195,983 197,382 -9.7% 0.7%
No Volunteer Travel/Meals 123,237 175,346 108,107 128,261 94,176 115,580 115,034 -9.9% -0.5%
Operating Rentals&Leases 286,029 408,204 580,339 616,711 523,480 616,361 616,361 -0.1% 0.0%
Property/Liability Ins Premiums&Claims 1,075,746 - 7,291 - (281) 775 1,000 100.0% 29.0%
Public Utility Services 2,381,360 1,793,895 1,732,490 1,706,879 1,653,900 1,707,095 1,707,095 0.0% 0.0%
Repairs and Maintenance 898,115 853,956 620,602 549,198 298,399 408,442 407,277 -25.6% -0.3%
1/ Other Miscellaneous Services 1,365,736 1,040,211 1,120,168 857,952 720,960 778,875 794,777 -9.2% 2.0%
Total Other Services And Charges 11,173,171 7,487,905 7,248,974 7,067,046 6,619,382 6,397,806 6,417,620 -9.5% 0.3%
Intergovernmental Services
Intergovernmental Professional Services 3,313,097 3,856,318 3,553,754 4,176,291 5,589,763 8,952,350 6,725,575 114.4% -14.9%
External Taxes&Operating Assessments 65 - 12,893 - 12,568 - - N/A N/A
Interfund Taxes 150,000 150,000 100.0% 0.0%
at Total Intergovernmental Services 3,313,162 3,856,318 3,566,646 4,176,291 5,602,331 9,102,350 6,875,575 118.0% -24.5%
Capital Outlay
Buildings,Structures&Oth Impwmnts 200,000 - - - 110,182 - - N/A N/A
Machinery and Equipment 578,081 255,692 25,777 227,572 63,400 267,559 267,559 17.6% 0.0%
Total Capital Outlay 778,081 255,692 25,777 227,572 173,582 267,559 267,559 17.6% 0.0%
Debt Service
Principal 2,193,976 1,700,000 1,700,000 2,394,238 11,100,442 2,620,236 2,743,517 9.4% 4.7%
Interest and Related Debt Costs 2,069,762 2,890,381 2,476,822 2,100,707 2,095,142 2,094,799 2,987,856 -0.3% 42.6%
Total Debt Service 4,263,739 4,590,381 4,176,822 4,494,945 13,195,584 4,715,035 5,731,373 4.9% 21.6%
Total lnterfund Payments 7,274,313 8,580,404 12,555,511 12,777,297 12,651,910 11,975,651 12,145,698 -6.3% 1.4%
Total Other Financing Uses 600,867 5,396,584 1,285,446 6,805 2,008,000 1,O0O,DO0 100.0% -50.2%
TOTAL COMMITTED EXPENDITURES $ 95,171,399 $ 101,568,854 $ 97,203,328 $ 97,838,698 $ 103,916,084 $ 98,934,407 $ 99,348,329 1.1% 0.4%
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AIIIIIIIII Executive Summary-Budget at a Glance 1-35
2011 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 Mis Funds LT GO Total 2011
Revenue
Property Tax 20,491,230 3,477,251 3,777,022 - 195,966 2,030,000 - 2,075,056 32,046,525
Retail Sales and Use Taxes 21,683,285 - 258,750 - - - - - 21,942,035
Utility Taxes 9,823,850 4,968,000 1,656,000 - - - - - 16,447,850
Other Taxes 2,695,921 - 1,840,000 4,535,921
Sub-Total Taxes 54,694,286 8,445,251 5,691,772 - 195,966 2,030,000 - 3,915,056 74,972,331
Business License and Permits 673,322 - - - - - - - ! 673,322
Other License and Permits 1,814,665 - 125,000 - - - - - 1,939,665
Federal/State Grants 727,324 - - 304,000 - - - - 1,031,324
Other Intergovernmental Revenues 6,713,211 - 1,157,267 - - - - 270,923 8,141,401
Charges for Goods and Services 3,252,115 1,694,340 1,417,762 - - - 2,600 - 6,366,817
Fines and Forfeits 3,170,351 - - - - - - - 3,170,351
Interest and Other Earnings 477,330 - - - - - 400 - 477,730
Rents,Leases,and Concessions 41,329 623,100 - - - - 34,500 - 698,929
Other Miscellaneous Revenues 126,000 55,000 - - - - 40,000 - 221,000
Capital Contributions - - - - - - _ _ _
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets - - - - - - _ _ _
Transferin - - 529,056 529,056
Total New Revenue 71,689,933 10,817,691 8,391,801 304,000 195,966 2,030,000 77,500 4,715,035 23,249,595
Use of Prior Yr Revenue - - - - - - _ _ _
Total Resources 71,689,933 10,817,691 8,391,801 304,000 195,966 2,030,000 77,500 4,715,035 98,221,926
Expenditures
Legislative 277,834 277,834
City Attorney 1,600,531 1,600,531
Executive: Mayor's Office 1,454,762 1,454,762
City Clerk 790,484 790,494
Hearing Examiner 171,929 171,929
Court Services 2,104,953 2,104,953
Community&Economic Development _
Administrative 929,263 929,263
Economic Development 639,900 639,900
Planning 1,459,446 1,459,446
Development Services 3,081,560 3,081,560
Municipal Arts _
Farmers Market 47,875 47,875
Housing Opportunity _
Human Resources&Risk Mgmt: 948,554 948,554
Insurance
Finance&Information Systems 1,909,797 1,909,797
Other City Services/Misc 3,120,946 3,120,946
Debt Service 4,715,035 4,715,035
Police 30,651,495 30,651,495
Fire and Emergency Services 22,020,916 25,000 22,045,916
Public Works _
Administration 454,179 454,179
Transportation 4,599,219 4,599,219
Utility Systems&Technical Svc - _
Maintenance Services 3,693,925 3,693,925
Community Services: -
Community Services 10,742,324 10,742,324
Housing&Human Services 952,071 952,071
Comm Dev Block Grants 304,000 304,000
Museum 208,407 208,407
Library 2,030,000 2,030,000
Golf Course _
Transfers-Out
Total Expenditures 72,568,621 10,742,324 8,293,144 304,ODO 208,407 2,030,000 72,875 4,715,035 f 98,934,407
Fund Balance,January 1 9,491,809 50,000 50,000 (6,121) 63,206 - 250,847 151,448 10,051,189
Total New Revenue 71,689,933 10,817,691 8,391,801 304,000 195,966 2,030,000 77,500 4,715,035 98,221,926
Total Committed Expenditures (72,568,621) (10,742,324) 8,293,144 (304,000) 208,407) (2,030,000) (72,875) (4,715,035) (98,934,407)
Fund Balance Plus Reserves 8,613,120 125,367 148,657 (6,121) 50,765 - 255,472 151,448 9,338,708
Operating Reserves - - - - - - _ _ _
Other Reserves/IBNR - - - - - - - - _
Fund Balance(Undesig/Designated) 8,613,120 125,367 148,657 (6,121) 50,765 - 255,472 151,4481 9,338,708
Executive Summary-Budget at a Glance 1-36
nr.r
2011 Revenue,Expenditures,Fund Sources,All Funds
W 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 - - - -
Y< Retail Sales and Use Taxes - - 180,000 - - - - 180,000
Utility Taxes - - - - - 40,000 - 40,000
Other Taxes
Sub-Total Taxes 180,000 40,000 220,000
Business License and Permits - - - - - 45,000 - 45,000
r Other License and Permits - - - - - - - -
Federal/State Grants - - - - - - - -
Other Intergovernmental Revenues 617,000 - - - - - - 617,000
Charges for Goods and Services - - - - - - - -
Fines and Forfeits - - - - - - - -
Interest and Other Earnings 3,000 - - - - - - 3,000
Rents,Leases,and Concessions - 744,933 - - - - - 744,933
Other Miscellaneous Revenues - - 65,000 - - - - 65,000
Capital Contributions - -
Other Financing Sources - - - - - - - -
Bond Proceeds
Sale of General Fixed Assets - - - - - - - -
Transferin 15,000 15,000
Total New Revenue 620,000 744,933 245,000 - 15,000 85,000 - 1,709,933
Use of Prior Yr Revenue - - - - - - -
Total Resources 620,000 744,933 245,000 - 15,000 85,000 - 1,709,933
Expenditures -
Legislative -
City Attorney -
Executive: Mayor's Office -
City Clerk 85,674 85,674
Hearing Examiner -
Court Services -
Community&Economic Development -
Administrative 245,000 245,000
Economic Development -
Planning
Development Services -
Municipal Arts 50,000 50,000
low Farmers Market -
Housing Opportunity -
Human Resources&Risk Mgmt: -
Insurance -
Finance&Information Systems -
Other City Services/Misc -
Debt Service -
Police
Fire and Emergency Services -
Public Works -
Administration -
Transportation -
Utility Systems&Technical Svc -
Maintenance Services -
Community Services: -
Community Services 614,457 614,457
Housing&Human Services -
Comm Dev Block Grants -
Museum
Library
Golf Course -
Transfers-Out 620,000 620,000
Total Expenditures 620,000 614,457 245,000 - 50,000 85,674 - 1,615,131
Fund Balance,January 1 200,687 995,638 247,828 3,264 128,796 88,718 459,528 2,124,459
Total New Revenue 620,000 744,933 245,000 - 15,000 85,000 - 1,709,933
Total Committed Expenditures (620,000) (614,457) (245,000) (50,000) (85,674) (1,615,131)
Fund Balance Pius Reserves 200,687 1,126,114 247,828 3,264 93,796 88,044 459,528 2,219,261
Operating Reserves - - - - - - - -
Other Reserves/IBNR i
Fund Balance(Undesig/Designated) 200,687 1,126,114 247,828 3,264 93,796 88,044 459,528) 2,219,261
rl�
• Executive Summary-Budget at a Glance 1-37
2011 Revenue,Expenditures,Fund Sources,All Funds
Debt Service Capital Project Total
219 303 304 305 316 317 318 326 iii Capital
Unlim G.O. C D 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 - - - - -
Other Taxes 560,000 { 560,000
Sub-Total Taxes - - - 560,000 - - - I 560,000
Business License and Permits - - - - - 1,630,000 - - 1,630,000
Other License and Permits - - - - - - - - -
Federal/State Grants - - - - - 5,028,905 - - 5,028,905
Other Intergovernmental Revenues - - - - - 2,604,420 - - 2,604,420
Charges for Goods and Services - 60,000 100,000 240,000 - - - - 400,000
Fines and Forfeits - - - -
Interest and Other Earnings - - - 10,000 - - - - 10,000
Rents,Leases,and Concessions - - - - - - - - -
Other Miscellaneous Revenues - - - - 350,000 - - - 350,000
Capital Contributions - - - - - - - - -
Other Financing Sources - - - - - - - - -
Bond Proceeds - - - - 10,000,000 - - - 10,000,000
Sale of General Fixed Assets - - - - - - - - _
Transfer In 2,400,000 1,394,494 3,794,494
Total New Revenue - 60,000 100,000 250,000 13,310,000 10,657,819 - - I 24,377,819
Use of Prior Yr Revenue - - - - - -
Total Resources - 60,000 100,000 250,000 13,310,000 10,657,819 - - 24,377,819
Expenditures
Legislative -
CityAttomey _
Executive: Mayor's Office _
City Clerk
Hearing Examiner _
Court Services _
Community&Economic Development _
Administrative
Economic Development
Planning
Development Services _
Municipal Arts _
Farmers Market _
Housing Opportunity
Human Resources&Risk Mgmt: _
Insurance _
Finance&Information Systems _
Other City Services/Misc _
Debt Service
Police
Fire and Emergency Services _
Public Works _
Administration _
Transportation 11,632,819 11,632,819
Utility Systems&Technical Svc -
Maintenance Services _
Community Services: _
Community Services 14,962,000 14,962,000
Housing&Human Services _
Comm Dev Block Grants _
Museum
Library _
Golf Course _
Transfers-Out 400,000 529,056 499,494 15,000 1,443,550
Total Expenditures - 400,000 529,056 499,494 14,962,000 11,647,819 - - ( 28,038,369
Fund Balance,January 1 - 1,126,594 1,903,522 557,134 3,455,517 1,060,648 38 1,653 8,105,106
Total New Revenue - 60,000 100,000 250,000 13,310,000 10,657,819 - - 24,377,819
Total Committed Expenditures - (400,000) 529,056) (499,494) (14,962,000) (11,647,819) 28,038,369)
Fund Balance Plus Reserves - 786,594 1,474,466 307,640 1,803,517 70,648 38 1,653 4,444,556
Operating Reserves - - - - - - - 1,653 1,653
Other Reserves/IBNR - - - - 1,384,235 - - - 1,384,235
Fund Balance(Undesig/Designated) - 786,594 1,474,466 307,640 419,282 70,648 38 - 3,058,668
Executive Summary-Budget at a Glance 1-38
ar
2011 Revenue,Expenditures,Fund Sources,All Funds
W Enterprise Total
Combined Combined 402 422 403 404 424 Enterprise
Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds
Revenue
Property Tax - - - - - - - -
Retail Sales and Use Taxes - - - - - - -Utility Taxes - - - - - - -Other Taxes
Sub-Total Taxes
Business License and Permits - - - - - - - -
Other License and Permits 101,046 - - - - - - 101,046
Federal/State Grants - 642,000 - 901,000 11,250 - - 1,554,250
Other Intergovernmental Revenues - 196,000 - - 143,315 - - 339,315
Charges for Goods and Services 32,223,486 10,410,000 115,056 - 14,786,377 1,969,515 - 59,504,434
Fines and Forfeits - - - - - - - -
Interest and Other Earnings 206,005 268,500 9,244 - 5,000 30,000 - 518,749
Rents,Leases,and Concessions 125,000 - 511,914 1,752,204 70,000 481,990 - 2,941,108
Other Miscellaneous Revenues 16,525 - - - - 2,040 - 18,565
Capital Contributions - - - - - - - -
Other Financing Sources 216,679 423,500 - 150,000 - - - 790,179
tit Bond Proceeds - - - -
Sale of General Fixed Assets - -
Transferin 100,000 100,000
Total New Revenue 32,888,741 11,940,000 636,214 2,803,204 15,015,942 2,483,545 100,000 65,867,646
Use of Prior Yr Revenue - - - - - - - -
'r Total Resources 32,888,741 11,940,000 636,214 2,803,204 15,015,942 2,483,545 100,000 65,867,646
Expenditures
Legislative -
City Attorney -
Executive: Mayor's Office -
City Clerk -
Hearing Examiner -
Court Services -
Community&Economic Development
No Administrative -
Economic Development -
Planning
Development Services -
Municipal Arts -
i� Farmers Market -
Housing Opportunity -
Human Resources&Risk Mgmt: -
Insurance -
Finance&Information Systems 375,882 133,092 508,975
Other City Services/Misc -
Debt Service 4,609,402 - - 105,204 - 447,584 - 5,162,190
Police -
Fire and Emergency Services
Public Works -
IIIIIW Administration -
Transportation 1,125,756 2,698,000 3,823,756
Utility Systems&Technical Svc 6,693,883 11,940,000 14,542,589 33,176,471
Maintenance Services 21,282,551 276,030 21,558,580
Community Services: -
1l� Community Services -
Housing&Human Services -
Comm Dev Block Grants -
Museum
Library -
,11� Golf Course 1,957,154 100,000 2,057,154
Transfers-Out 100,000 100,000
Total Expenditures 32,961,718 11,940,000 1,125,756 2,803,204 14,951,710 2,504,738 100,000 66,387,126
Fund Balance, January 1 6,880,611 812,275 1,331,290 379,669 326,034 714,988 135,024 10,579,891
Total New Revenue 32,888,741 11,940,000 636,214 2,803,204 15,015,942 2,483,545 100,000 65,867,646
Total Committed Expenditures (32,961,718) (11,940,000 (1,125,756) (2,803,204) (14,951,710) (2,504,738) 100,000) (66,387,126)
Fund Balance Plus Reserves 6,807,634 812,275 841,749 379,669 390,266 693,795 135,024 10,060,411
Operating Reserves 1,928,908 - 112,576 - 400,000 514,289 - 2,955,772
Other Reserves/IBNR 3,291,358 729,173 4,020,531
Fund Balance(Undesig/Designated) 1,587,369 812,275 - 379,669 (9,734) 179,506 135,024 3,084,108
Milli Executive Summary-Budget at a Glance 1-39
2011 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 Tech Facilities Communications Services Fire Pension 2011
Revenue
Property Tax - - - - - - - 32,046,525
Retail Sales and Use Taxes - - - - - - - 22,122,035
Utility Taxes - - - - - - - 16,487,850
Other Taxes 5,095,921
Sub-Total Taxes - - t - - 75,752,331
Business License and Permits - - - - - - - 2,348,322
Other License and Permits - - 69,093 - - i 69,093 - 2,109,804
Federal/State Grants - - - - - - - 7,614,479
Other Intergovernmental Revenues - - - - - - 100,000 11,802,136
Charges for Goods and Services 2,042,770 - 3,016,771 4,235,673 953,941 10,249,155 - 76,520,406
Fines and Forfeits - - - - - - - 3,170,351
Interest and Other Earnings 50,000 147,101 5,000 - - 202,101 200,000 1,411,580
Rents,Leases,and Concessions - - - - - - - 4,384,970
Other Miscellaneous Revenues 1,118,631 16,515,524 938,800 - - 18,572,955 - 19,227,520
Capital Contributions - - - - - - - -
Other Financing Sources - - - - - - - 790,179
Bond Proceeds - - - - - - - 10,000,000
Sale of General Fixed Assets - - - - - - - -
Transfer In 8,000 8,000 4,446,550
Total New Revenue 3,211,401 16,662,625 4,029,664 4,243,673 953,941 29,101,304 300,000 219,578,628
Use of Prior Yr Revenue - - - - - - -
Total Resources 3,211,401 16,662,625 4,029,664 4,243,673 953,941 29,101,304 300,000 219,578,628
Expenditures - -
Legislative - 277,834
City Attorney - 1,600,531
Executive: Mayor's Office 957,746 957,746 2,412,508
City Clerk - 876,158
Hearing Examiner - 171,929
Court Services - 2,104,953
Community&Economic Development - -
Administrative - 1,174,263
Economic Development - 639,900
Planning - 1,459,446
Development Services - 3,081,560
Municipal Arts - 50,000
Farmers Market - 47,875
Housing Opportunity - -
Human Resources&Risk Mgmt: 16,124,992 16,124,992 17,073,546
Insurance - -
Finance&Information Systems 4,513,461 4,513,461 6,932,233
Other City Services/Misc - 565,475 3,686,421
Debt Service - 9,877,225
Police - 30,651,495
Fire and Emergency Services - 22,045,916
Public Works - -
Administration - 454,179
Transportation - 20,055,794
Utility Systems&Technical Svc - 33,176,471
Maintenance Services 3,195,267 3,195,267 28,447,772
Community Services: - -
Community Services 4,256,261 4,256,261 30,575,043
Housing&Human Services - 952,071
Comm Dev Block Grants - 304,000
Museum - 208,407
Library - 2,030,000
Golf Course - 2,057,154
Transfers-Out 275,000 275,000 2,438,550
Total Expenditures 3,195,267 16,399,992 4,513,461 4,256,261 957,7461 29,322,727 565,475 224,863,236
Fund Balance,January 1 4,810,713 11,950,350 911,613 470,449 283,929 18,427,054 4,082,340 53,370,039
Total New Revenue 3,211,401 16,662,625 4,029,664 4,243,673 953,941 29,101,304 300,000 219,578,628
Total Committed Expenditures (3,195,267) (16,399,992) 4,513,461) 4,256,261 (957,746) (29,322,727) 565,475) (224,863,236)
Fund Balance Plus Reserves 4,826,847 12,212,983 427,816 457,861 280,124 18,205,631 3,816,865 48,085,431
Operating Reserves 198,827 5,000,000 329,809 - - 5,528,636 - 8,486,061
Other Reserves/IBNR 4,628,020 3,692,831 98,007 - - 8,418,858 - 13,823,624
Fund Balance(Undesig/Designated) - 3,520,152 (0) 457,861 280,1241 4,258,137 1 3,816,865 25,775,746
Executive Summary-Budget at a Glance 1-40
Aw
2012 Revenue,Expenditures,Fund Sources,All Funds
M General Government General
000 001 003 004 005 006 09/10/11/31 201/215 Govt
General comsvcs Street CDBG Museum Library Mis Funds LT GO Total 2012
Revenue
Property Tax 20,890,325 3,557,908 3,867,606 - 216,220 1,030,000 - 2,913,393 32,475,452
M Retail Sales and Use Taxes 22,875,828 - 270,394 - - - - - 23,146,222
Utility Taxes 10,274,529 5,191,560 1,730,520 - - - - - 17,196,609
Other Taxes 2,752,976 2,000,000 4,752,976
Sub-Total Taxes 56,793,658 8,749,468 5,868,520 0 216,220 1,030,000 0 4,913,393 77,571,259
Business License and Permits 683,122 - - - - - - - 683,122
Other License and Permits 1,871,955 - 125,000 - - - - - 1,996,955
Federal/State Grants 449,324 - - 304,000 - - - - 753,324
Other Intergovernmental Revenues 5,965,347 - 1,174,626 - - - - 281,054 7,421,027
Charges for Goods and Services 3,341,356 1,726,717 1,460,918 - - - 2,600 - 6,531,591
Fines and Forfeits 3,214,156 - - - - - - - 3,214,156
Interest and Other Earnings 477,330 - - - - - 400 - 477,730
Rents,Leases,and Concessions 45,864 618,100 - - - - 37,500 - 701,464
Other Miscellaneous Revenues 76,000 55,000 - - - - 45,000 - 176,000
Capital Contributions - - - - - - - - -
Other Financing Sources - - - - - - - - -
1o' Bond Proceeds - - - - - - - - -
Sale of General Fixed Assets - - - - - - - - -
Transfer In 536,926 536,926
Total New Revenue 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 22,492,295
Use of Prior Yr Revenue - - - - - - - - -
>� Total Resources 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 100,063,554
Expenditures
Legislative 286,842 286,842
City Attorney 1,695,841 1,695,841
Executive: Mayor's Office 1,482,852 1,482,852
City Clerk 905,811 905,811
Hearing Examiner 71,025 71,025
Court Services 2,177,315 2,177,315
Community&Economic Development -
r Administrative 958,584 958,584
Economic Development 665,687 665,687
Planning 1,542,472 1,542,472
Development Services 3,239,380 3,239,380
Municipal Arts -
Farmers Market 49,150 49,150
Housing Opportunity -
Human Resources&Risk Mgmt: 955,833 955,833
Insurance -
Finance&Information Systems 1,999,714 1,999,714
AW Other City Services/Misc 3,146,248 3,146,248
Debt Service 5,731,373 5,731,373
Police 28,802,620 28,802,620
Fire and Emergency Services 23,030,144 25,000 23,055,144
Public Works -
>� Administration 473,685 473,685
Transportation 4,766,295 4,766,295
Utility Systems&Technical Svc - -
Maintenance Services 3,770,142 3,770,142
Community Services: -
Community Services 11,069,028 11,069,028
Housing&Human Services 953,786 953,786
Comm Dev Block Grants 304,000 304,000
Museum 215,502 215,502
Library 1,030,000 1,030,000
tas Golf Course -
Transfers-Out
Total Expenditures 72,387,839 11,069,028 8,536,436 304,000 215,502 1,030,000 74,150 5,731,373 99,348,329
Fund Balance,January 1 8,613,120 125,366 148,657 (6,121) 50,765 - 255,472 151,448 9,338,707
Total New Revenue 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 100,063,554
tl� Total Committed Expenditures (72,387,839) (11,069,028) (8,536,436) (304,000) (215,502) (1,030,000) (74,150) (5,731,373). (99,348,329)
Fund Balance Plus Reserves 9,143,392 205,623 241,285 (6,121) 51,483 - 266,822 151,448 10,053,932
Operating Reserves - - - - - - - - -
Other Reserves/IBNR
Fund Balance(U ndesig/Designated) 9,143,392 205,623 241,285 (6,121) 51,483 - 266,822 151,448 10,053,932
rr
Executive Summary-Budget at a Glance 1-41
2012 Revenue,Expenditures,Fund Sources,All Funds
Special Revenue Special ,
102 108 110 118 125 127 135 Revenue
ArterStr Leased Fac. Lodging Paths 1%Art Cable Com Wetlands Total
Revenue
Property Tax - - - - - - - -
Retail Sales and Use Taxes - - 200,000 - - - - 200,000
Utility Taxes - - - - - 40,000 - 40,000
Other Taxes
Sub-Total Taxes 0 0 200,000 0 0 40,000 0 1 240,000
Business License and Permits - - - - - 45,000 - 45,000
Other License and Permits - - - - - - - -
Federal/State Grants - - - - - - - -
OtherintergovernmentalRevenues 627,000 - - - - - - 627,000
Charges for Goods and Services - - - - - - - -
Fines and Forfeits - - - - - -Interest and Other Earnings 3,000 - - - - - - 3,000
Rents,Leases,and Concessions - 844,049 - - - - - 844,049
Other Miscellaneous Revenues - 127,000 65,000 - - - - 192,000
Capital Contributions - - - - - - - -
OtherFinancingSources - - - - - - - -
Bond Proceeds
Sale of General Fixed Assets - - - - - - - -
Transferin 15,000 15,000
Total New Revenue 630,000 971,049 265,000 0 15,000 85,000 0 1,966,049
Use of Prior Yr Revenue - - - - - - - -
Total Resources 630,000 971,049 265,000 0 15,000 85,000 0( 1,966,049
Expenditures i -
Legislative I -
City Attorney -
Executive: Mayor's Office -
City Clerk 85,674 85,674
Hearing Examiner -
Court Services -
Community&Economic Development -
Administrative 265,000 265,000
Economic Development -
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 -
Public Works -
Administration -
Transportation -
Utility Systems&Technical Svc
Maintenance Services -
Community Services: -
Community Services 876,232 876,232
Housing&Human Services -
Comm Dev Block Grants -
Museum
Library -
Golf Course -
Transfers-Out 630,000 630,000
Total Expenditures 630,000 876,232 265,000 - 50,000 85,674 - 1,906,906
Fund Balance,January 1 200,687 1,126,113 247,828 3,264 93,796 88,044 459,528 2,219,260
Total New Revenue 630,000 971,049 265,000 - 15,000 85,000 - 1,966,049
Total Committed Expenditures (630,000) (876,232) 265,000 (50,000) (85,674) (1,906,906)
Fund Balance Plus Reserves 200,687 1,220,930 247,828 3,264 58,796 87,370 459,528 2,278,403
Operating Reserves - - - - - - - -
Other Reserves/IBNR - - - - - - - -
Fund Balance(Undesig/Designated) 200,687 1,220,930 247,828 3,264 58,796 87,370 459,528 2,278,403
Executive Summary-Budget at a Glance 1-42
r
2012 Revenue,Expenditures,Fund Sources,All Funds
Debt Service Capitol Project Total
219 303 304 305 316 317 318 326 Capital
Unlim G.O. C D 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 - - - - - - - -Other Taxes 560,000 560,000
Sub-Total Taxes 0 0 0 560,000 0 0 0 560,000
Business License and Permits - - - - - 1,670,000 - - 1,670,000
Other License and Permits - - - - - - - - -
Federal/State Grants - - - - - 4,851,400 - - 4,851,400
Other Intergovernmental Revenues - - - - - 2,160,000 - - 2,160,000
Charges for Goods and Services - 60,000 100,000 140,000 - - - - 300,000
Fines and Forfeits - - - - - - - - -
Interest and Other Earnings - - - 10,000 - - - - 10,000
Rents,Leases,and Concessions - - - - - - - - -
Other Miscellaneous Revenues - - - - - - - - -
Capital Contributions - - - - - - - - -
Other Financing Sources - - - - - - - - -
1w Bond Proceeds - - - - 7,000,000 - - - 7,000,000
Sale of General Fixed Assets - - - - - - - - -
Transfer In 1,000,000 1,030,000 2,030,000
Total New Revenue 0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 18,581,400
Use of Prior Yr Revenue - - - - - - - - -
Total Resources 0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 I 18,581,400
Expenditures
Legislative -
City Attorney -
Executive: Mayor's Office -
City Clerk
Hearing Examiner -
Court Services -
Community&Economic Development -
Administrative - -
Economic Development - -
Planning
Development Services -
Municipal Arts -
WA Farmers Market -
Housing Opportunity - -
Human Resources&Risk Mgmt: -
Insurance -
Finance&Information Systems -
Other City Services/Mist -
Debt Service - -
Police
Fire and Emergency Services -
Public Works -
Administration -
Transportation 9,746,400 9,746,400
Utility Systems&Technical Svc -
Maintenance Services -
Community Services: -
JW Community Services 8,970,000 8,970,000
Housing&Human Services -
Comm Dev Block Grants -
Museum
Library
>i1 Golf Course -
Transfers-Out 536,926 400,000 15,000 951,926
Total Expenditures - - 536,926 400,000 8,970,000 9,761,400 - - 19,668,326
Fund Balance,January 1 - 786,594 1,474,466 307,640 1,803,517 70,648 38 1,653 4,444,556
Total New Revenue - 60,000 100,000 150,000 8,560,000 9,711,400 - - 18,581,400
Total Committed Expenditures - (536,926) (400,000) (8,970,000) (9,761,400) (19,668,326)
Fund Balance Plus Reserves - 846,594 1,037,540 57,640 1,393,517 20,648 38 1,653 3,357,630
Operating Reserves - - - - - - - 1,653 1,653
Other Reserves/IBNR 1,384,235 1,384,235
Fund Balance(Undesig/Designated) - 846,594 1,037,540 57,640 9,282 20,648 38 - 1,971,742
Executive Summary-Budget at a Glance 1-43
2012 Revenue,Expenditures,Fund Sources,All Funds
Enterprise Total
Combined Combined 402 422 403 404 424 Enterprise
Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds
Revenue
Property Tax - - - - - - - -
Retail Sales and Use Taxes - - - - - - - -
UtilityTaxes - - - - - - -Other Taxes
Sub-Total Taxes - - 0 0 0 0 0 -
Business License and Permits - - - - - - - -
Other License and Permits 101,634 - - - - - - 101,634
Federal/State Grants - - - 2,400,000 - - - 2,400,000
Other Intergovernmental Revenues - 175,000 - - 143,315 - - 318,315
Charges for Goods and Services 35,005,788 11,110,000 115,056 - 14,786,377 1,969,515 - 62,986,736
Fines and Forfeits - - - - - - - -
Interest and Other Earnings 168,894 255,000 1,000 - 5,000 30,000 - 459,894
Rents,Leases,and Concessions 128,750 - 446,581 2,174,534 70,000 481,990 - 3,301,855
Other Miscellaneous Revenues 13,316 - - - - 2,040 - 15,356
Capital Contributions - - - - - - - -
Other Financing Sources 220,262 410,000 - - - - - 630,262
Bond Proceeds - - - - - - - -
Sale of General Fixed Assets - - - - - - - -
Transfer In 100,000 100,000
Total New Revenue 35,638,644 11,950,000 562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052
Use of Prior Yr Revenue - - - - - - - -
Total Resources 35,638,644 11,950,000 562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052
Expenditures
Legislative -
City Attorney -
Executive: Mayor's Office -
City Clerk -
Hearing Examiner
Court Services -
Community&Economic Development -
Administrative -
Economic Development -
Planning
Development Services -
Municipal Arts -
Farmers Market -
Housing Opportunity -
Human Resources&Risk Mgmt: -
Insurance&Information Systems 389,949 139,121 529,070
Other City Services/Mist -
Debt Service 4,604,209 - - 105,203 - 435,423 - 5,144,835
Police -
Fire and Emergency Services -
Public Works -
Administration -
Transportation 1,163,846 4,849,000 6,012,846
Utility Systems&Technical Svc 6,870,628 11,950,000 14,545,327 33,365,955
Maintenance Services 21,406,340 287,914 21,694,254
Community Services: -
Community Services -
Housing&Human Services -
Comm Dev Block Grants -
Museum -
Library -
Golf Course 2,006,781 100,000 2,106,781
Transfers-Out 100,000 100,000
Total Expenditures 33,271,126 11,950,000 1,163,846 4,954,203 14,972,362 2,542,204 100,0001 68,953,741
Fund Balance,January 1 6,807,635 812,275 841,748 379,669 390,266 693,794 135,024 1 10,060,411
Total New Revenue 35,638,644 11,950,000 562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052
Total Committed Expenditures 33,271,126 (11,950,000) (1,163,846) (4,954,203) (14,972,362) (2,542,204) (100,000) (68,953,741)
Fund Balance Plus Reserves 9,175,153 812,275 240,539 - 422,596 635,135 135,024 11,420,722
Operating Reserves 1,961,924 - 116,385 - 400,000 526,695 - 3,005,004
Other Reserves/IBNR 3,291,358 - 124,155 - - - - 3,415,513
Fund Balance(Undesig/Designated) 3,921,871 812,275 - - 22,596 108,440 135,024 5,000,205
Executive Summary-Budget at a Glance 1-44
2012 Revenue,Expenditures,Fund Sources,All Funds
Internal Service Total Fiduciary All Funds
Sol 502/512/522 503 504 505 Internal 611 Total
Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2012
Revenue
Property Tax - - - - - - - 32,475,452
Retail Sales and Use Taxes - - - - - - - 23,346,222
Utility Taxes - - - - - - - 17,236,609
Other Taxes 5,312,976
Sub-Total Taxes 0 0 0 0 0', 78,371,259
Business License and Permits - - - - - - - 2,398,122
Other License and Permits - - 102,290 - - 102,290 - 2,200,879
Federal/State Grants - - - - - - - 8,004,724
Other Intergovernmental Revenues - - - - - - 100,000 10,626,342
Charges for Goods and Services 2,070,381 - 3,068,083 4,324,987 974,307 i 10,437,758 - 80,256,085
Fines and Forfeits - - - - - I - - 3,214,156
Interest and Other Earnings 50,000 147,484 5,000 - - I 202,484 200,000 1,353,108
Rents,Leases,and Concessions - - - - - - - 4,847,368
Other Miscellaneous Revenues 959,512 17,290,017 942,800 - - 19,192,329 - 19,575,685
Capital Contributions - - - - - - - -
Other Financing Sources - - - - - - - 630,262
Bond Proceeds - - - - - - - 7,000,000
Sale of General Fixed Assets - - - - - - - -
Transfer In 2,681,926
Total New Revenue 3,079,893 17,437,501 4,118,173 4,324,987 974,307 I 29,934,861 300,000 221,159,916
Use of Prior Yr Revenue - - - - - - -
Total Resources 3,079,893 17,437,501 4,118,173 4,324,987 974,307 I 29,934,861 300,000 221,159,916
Expenditures - -
Legislative - 286,842
City Attorney - 1,695,841
Executive: Mayor's Office 991,015 991,015 2,473,867
City Clerk - 991,485
Hearing Examiner - 71,025
Court Services - 2,177,315
Community&Economic Development - -
Administrative - 1,223,584
Economic Development - 665,687
Planning - 1,542,472
Development Services - 3,239,380
Municipal Arts - 50,000
Farmers Market - 49,150
Housing Opportunity - -
Human Resources&Risk Mgmt: 17,189,391 17,189,391 18,145,224
Insurance - -
Finance&Information Systems 4,409,226 4,409,226 6,938,010
Other City Services/Mist - 550,475 3,696,723
Debt Service - 10,876,208
Police - 28,802,620
Fire and Emergency Services - 23,055,144
Public Works - -
Administration - 473,685
Transportation - 20,525,540
Utility Systems&Technical Svc - 33,365,955
Maintenance Services 2,535,156 2,535,156 27,999,553
Community Services: - -
Community Services 4,379,434 4,379,434 25,294,693
Housing&Human Services - 953,786
Comm Dev Block Grants - 304,000
Museum - 215,502
Library - 1,030,000
i Golf Course - 2,106,781
Transfers-Out 1,681,926
Total Expenditures 2,535,156 17,189,391 4,409,226 4,379,434 991,015( 29,504,223 550,475 219,932,000
Fund Balance,January 1 4,826,847 12,212,983 427,816 457,861 280,124 18,205,631 3,816,865 48,085,430
Total New Revenue 3,079,893 17,437,501 4,118,173 4,324,987 974,307 29,934,861 300,000 221,159,916
Total Committed Expenditures (2,535,156) (17,189,391) (4,409,226) (4,379,434) (991,015) (29,504,223) (550,475) (219,932,000)
Fund Balance Plus Reserves 5,371,584 12,461,093 136,763 403,414 263,416 18,636,269 3,566,390 49,313,346
Operating Reserves 203,016 5,000,000 339,583 - - 5,542,599 - 8,549,255
Other Reserves/IBNR 5,168,568 4,038,444 (202,820) 9,004,191 13,803,939
Fund Balance(Undesig/Designated) - 3,422,649 - 403,414 263,416 4,089,479 3,566,390 26,960,152
i�
Executive Summary-Budget at a Glance 1-45
Employment History-City of Renton
800 752.50 - -761.15------ --- ----------___
700 710.95 698.45 684.08 681.95 ■Administrative ,
600 ■Comm&Econ Dev
a 500 ■CommunityServices
400
0 300 O Enterprise/Utilities
ss
200 '
■Public Works
100
0 ■Fire&Emergency Svcs
2008 2009 2010 Orig 2010 2011 2012 ■Police
Authorized Authorized Bdgt Authorized Adopted Adopted
General ,
Government Enterprise Total FTE's
2008 Budget Staffing 701.00 93.15 794.15
2009 Staffing Reduction -33.00 -33.00
2010 Staffing Reduction -45.50 -4.70 -50.20
Adopted 2010 FTE 622.50 88.45 710.95
2010 Adjustments
Community Services, HS Facilities Technician (LT) 1.00 1.00
Executive,Communications Office Assistant 1 0.50 0.50
Finance and Information Technology,IT Director 1.00 1.00
Community Services(Library staff transfer) -15.00 -15.00
2010 Actual 610.00 88.45 698.45
2011/2012 Adopted Staffing Changes
Community&Economic Development -0.50 -0.50
• Construction Inspector II (LT), 2.00,
• Property Service Specialist, -1.00
• Reorg Neighborhood Program, -1.50
Community Services 0.00 0.00
• CDBG Facilities Technician (2011 only), -1.00
• Recreation Supervisor, -1.00 '
• Secretary II, 0.50
• Reorg Neighborhood Program, 1.50
Court Services 0.50 0.50
• Probation Officer, 0.50
Executive -1.50 -1.50
• Hearing Examiner, -1.00 '
• Hearing Examiner Secretary, -0.50
Finance and Information Technology 1.00 1.00
• Permit Technician, 1.00
Police(Jail staff transfer) -16.00 -16.00
• Transfer to SCORE
Public Works -1.00 1.00 0.00
• Transp Ops Office Assistant 111, -0.50 '
• Transp Sys Admin Secretary 11, -0.50
• Airport CIP Coordinator, 1.00
Total 2012 Adopted Staffing 592.50 89.45 681.95
Cumulative positions eliminated(2009-2010)total-111.70 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.
Executive Summary-Budget at a Glance 1-46
Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(1 of 2)
2008 2009 2009 2010 2010 2011 2012 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
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 7.00 0.00 0.00
City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00
Executive
Mayor's Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.00 0.00
City Clerk 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.00 0.00
Hearing Examiner 2.00 1.50 1.50 1.50 1.50 1.13 0.00 -0.38 -1.13
Communications 0.00 0.00 8.00 6.00 6.50 6.50 6.50 0.50 0.00
Total Executive 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.13 -1.13
Court Services
Municipal Court 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00
Total Court Services 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00
City Attorney
City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00
Total City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00
Community Services
Admin,Facilities,Events,Parks,Rec 83.50 81.50 80.30 75.80 75.80 76.80 76.80 1.00 0.00
Human Services/CDBG 6.00 6.00 6.00 5.00 6.00 6.00 5.00 1.00 -1.00
Library Services 15.00 15.00 15.00 15.00 0.00 0.00 0.00 -15.00 0.00
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Municipal Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.00 0.00
Total Community Services 115.00 113.00 111.80 106.30 92.30 93.30 92.30 -13.00 -1.00
Community and Economic Development
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Economic Development 7.50 7.00 7.00 5.50 5.50 4.00 4.00 -1.50 0.00
Planning 18.00 16.00 16.00 14.00 14.00 13.00 13.00 -1.00 0.00
Development Services 37.50 35.50 35.50 26.50 26.50 28.50 28.50 2.00 0.00
Total Community&Economic Devel 65.00 60.50 60.50 48.00 48.00 47.50 47.50 -0.50 0.00
Finance and Information Services
Finance 20.00 19.00 19.00 16.00 16.00 16.00 16.00 0.00 0.00
Information Systems 21.50 19.50 16.50 16.50 17.50 18.50 18.50 2.00 0.00
Total Finance and Information Services 41.50 38.50 35.50 32.50 33.50 34.50 34.50 2.00 0.00
Fire and Emergency Services
Response Operations 134.00 125.00 125.00 125.00 125.00 126.00 126.00 1.00 0.00
Safety and Support Operations 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00 0.00
Community Risk Reduction 18.00 16.00 14.00 11.00 11.00 10.00 10.00 -1.00 0.00
Emergency Management 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Total Fire and Emergency Services 166.00 157.00 155.00 152.00 152.00 152.00 152.00 0.00 0.00
Human Resources/Risk Management
Administration/Civil Svc Commission 7.50 7.50 7.50 6.00 6.00 5.00 5.00 -1.00 0.00
Risk Management 4.50 3.50 3.50 3.00 3.00 4.00 4.00 1.00 0.00
Total Human Resources/Risk Mgmt 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.00 0.00
Executive Summary-Budget at a Glance 1-47
Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(2 of 2)
2008 2009 2009 2010 2010 2011 2012 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Public Works
Administration 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.00 0.00
Maintenance Services 85.50 83.00 83.00 78.00 78.00 78.00 78.00 0.00 0.00 '
Transportation 39.00 37.00 37.00 33.00 33.00 33.00 33.00 0.00 0.00
Utility Systems 37.70 37.70 37.70 29.50 29.50 29.50 29.50 0.00 0.00
Total Public Works 166.20 161.20 161.20 143.50 143.50 143.50 143.50 0.00 0.00 ,
Police
Administration 5.00 5.00 5.00 6.00 6.00 5.00 5.00 -1.00 0.00
Patrol Operations 69.00 67.00 72.00 70.00 70.00 70.00 70.00 0.00 0.00
Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.00 0.00
Patrol Services 13.80 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00
Investigations 22.00 22.00 22.00 21.00 21.00 21.00 21.00 0.00 0.00
Administrative Services 13.00 11.00 8.00 9.00 9.00 9.00 9.00 0.00 0.00
Staff Services 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.00 0.00 '
Auxiliary Services 20.00 19.00 19.00 18.00 18.00 3.00 3.00 -15.00 0.00
Total Police 175.20 167.40 169.40 167.40 167.40 151.40 151.40 -16.00 0.00
Total All Staffing 794.15 759.35 761.15 710.95 698.45 684.08 681.95 -26.88 -2.13 '
i
Executive Summary-Budget at a Glance 1-48
"" CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
All Sources Uses and Change in Fund Balance
' All Revenue &Sources$440.3 Million All Uses$444.7 Million
Intergovt Charges Com.&
9% for Interfund Eco
F Lic.& -wqqqSvc& Dvlpmt
Permits Trnsfr 3% '• '
2% 16% '
Other
Taxes
3% •. Com. Capital
Svcs Projects
Tax'�� 9%
a Utility Misc. '(
5%
General Citywide
Taxes
7% ___. _ Govt Services
9%
Capital 7% Interfund Debt
Proceeds Transfer Service
4% 2% 3%
2008 2009 2009 2010 2010 2011 2012 2011 vs. 2012 vs.
Total Resources and Uses Actual Grig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010 2011
Revenue:
Pro ertTax 29,460,534 30,903,043 30,763,479 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3%
Sales Tax 23,501,241 24,852,610 21,778,296 22,600,000 20,844,359 21,683,285 22,875,828 -4.1% 5.5%
Util ity Taxes 13,310,334 14 823,227 14,581,971 14,268 000 14,589,037 15,206,600 15,884,003 6.6% 4.5%
Real Estate Excise Tax 2,800,103 3,000,000 2,418,456 2,400,000 2,464,489 2,240,000 2,400,000 -6.7%1 7.1%
Other Taxes 4,696,663 5,549,852 5,243,599 4,637,095 4,722,190 4,575,921 4,735,976 -1.3%1 3.5%
Sub-total-Taxes 73,768,875 79 128,732 74,785,802 75,269,738 74117 202 75 752 331 78,371,2S9 0.6% 3.5%
+lr Licenses&Permits 5,076,537 5,358,661 4,099,342 4,128,151 4,058,453 1 4,458,126 4,599,001 8.0% 3.2%
Intergovernmental Grants 16,157,562 22,555,460 18,377,027 16,207,897 10,358,529 10,743,303 10,669,135 -33.7% -0.7%
State Shared Revenue 2,682,258 3,099,655 2,962,097 2,906,833 3,112,602 2,732,350 1,940,737 -6.0% -29.0%
Fire Service Contracts 5,027,051 5,829,448 5,869,198 5,567,223 5,252,877 5,940,962 6,021,194 6.7% 1.4%
Charges for Services 44,904,347 52,182,207 51,097,874 52,239,435 52,534,251 61,772,366 65,299,423 18.2% 5.7%
Fines and Forfeits 2,110,973 1,494,000 3,817,008 3,577,193 3,446,860 3,170,351 3,214,156 -11.4%1 1.4%
Interest Earnings 2,549,743 3,011,914 4,440,181 1,485,200 1,211,131 1,411,580 1,353,108 -5.0% -4.1%
Miscellaneous Revenue 6,896,593 4,683,685 5,017,677 5,292,831 5,454,821 1 5,714,668 5,909,066 8.0% 3.4%
Mitigation Fees/Capital Contri. 2,669,585 3,486,664 1,206,806 1,961,328 963,995 1,098,500 835,375 -44.0% -24.0%
Bond/Loan/Capital Proceeds 11 890,602 8 563 580 547,060 2,016,080 9,390,825 10,091,679 7,094,887 400.6% -29.7%
Interfund Services 25 858,359 28,609,514 33 083,527 34,292,985 31,903,882 32,245,862 33,170,649 -6.0% 2.9%
Interfund Transfers 21,694,764 24,300,417 21,779,015 6,587,000 8,437,638 4,446,550 2,681,926 -32.5% -39.7%
Total Revenue 221,287,249 242,303,937 227,082,61S 211,531,894 210 243,067 219 578,628 221,1S9,916 3.8%1 0.7%
Expenditures:
Legislative 245,441 269,779 247,225 267,957 259,345 277,834 286,842 3.7% 3.2%
Court 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,096,953 2,177,315 4.3% 3.8%
Executive 968,352 1,489,887 2,171,123 2,562,607 2,520,496 2,462,508 2,523,867 -3.9% 2.5%
Cit Clerk 604,844 732,322 646,581 931,014 789,209 790,484 905,811 -15.1% 14.6%
City Attorney 1,661 225 1,696 096 1,248 380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Hearin Examiner 166,820 199,328 171,911 200,440 174,447 171,929 71,025 -14.2% -58.7%
Communit &Eco Development 6,162,411 7,137,829 6,590,034 6,413,470 6,542,320 6,158,044 6,455,274 -4.0% 4.8%
Community Svcs' 18,428,433 19,480,790 18,387,386 20,588,215 20,698,670 17,174,671 20,270,186 -16.6% 18.0%
e� Police 23,772 898 28 945,815 26 690,621 27,610 835 27,485,421 30,651 495 28 802,620 11.0% -6.0%
Fire 21,771,518 21,286,636 20,377,757 21,808,109 21,513,314 22,026,916 23,036,144 1.0% 4.6%
Public Works 2 48,432,502 52,185,760 53,477,473 53,019,876 52,353,003 55,839,469 60,408,542 5.3% 8.2%
Human Resource 981,306 1,035,009 853,063 913,669 861,221 948,554 955,833 3.8% 0.8%
Finance 6,571,140 6,864,199 5,864,556 6,219,298 1 6,227 589 7,017,907 7,023,684 12.8% 0.1%
Ir Other City Services 23,181,402 38,061,493 29,861,765 24,821,738 1 19,283,371 20,075,413 21,170,114 -19.1% 5.5%
Capital Projects 43,092,888 36,007,579 34,656,432 27,493,427 21,462,184 41,453,023 35,735,603 50.8% -13.8%
Debt Service 3 9,884,418 10,186,772 10,274,053 9,577,251 18,214,936 11,670,953 5,731,373 21.9% -50.9%
Inter-Fund Tra nsfers/Loans 21,694,764 . 24,300,417 21,779,015 6,347,000 8,437,638 4,446,550 2,681,926 -29.9% -39.7%
Total Expenditures 229,364,486 1 251,658,823 235,117,104 212,407,593 210,396,361 224,863,236 219,932,000 5.9%1 -2.2%
In(De)crease in Fund Balance (8,077,237)1 (9,354,886) (8,034,489) (875,699) (153,294)1 (5,284,608) 1,227,916 503.5%1-123.2%
Beginning FB 63,494,166 55,416,929 78,611,277 43,801,150 70,576,783 53,370,039 1 48,085,430 21.8%i -9.9%
Ending FB 55,416,929 46,062,043 70,576,787 42,925,451 70,423,489 48,085,431 49,313,346 12.0%, 2.6%
r Executive Summary-Long Range Plan 1-49
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
General Fund Sources Uses and Change in Fund Balances '
General Revenue $198.3 Million Other General Fund Uses$198.2 Million '
Utility Taxes
Taxes 6%
Public '
16% Lic.& Works:
PermitsSales Tax Fire9%
3% Police. 23%
ergovt ,
venue ide
Tax 9% rvices
2% '
Com.& Capital
Eco Outlays
1 Charges 1/
Mc. '
isJ Court for Svcs Dvlpmt
Misc.
Fines 7% 7% General Interfun Debt
Govt Transfer Service
3% 10% 0% 5%
2008 2009 2009 2010 2010 2011 2012 2011 vs. 2012 vs.
General Government Actual Adopted Actual Adopted Actual Adopted Adopted 2010 2011
Revenue: ,
Pro ertTax $ 29,050,790 $ 30,903,043 $ 30,660,522 $ 31,364,643 $ 31,497,128 $ 32,046,525 $ 32,475,452 2.2% 1.3%
Sales Tax 22,580,524 24,852,610 21,778,296 22,600,000 20,844,359 21,683,285 22,875,828 -4.1% 5.5%
Utility Taxes 13,240,334 14,782,553 14,581,971 14,228,000 14,508,363 15,166,600 15,844,003 6.6% 4.5%
OtherTaxes 6,792,824 7,161,652 6,177,489 6,297,095 6,425,210 6,075,921 6,375,976 -3.5% 4.9%
Lic.and Permits 2,777,238 3,317,561 2,284,347 2,386,376 2,248,445 2,612,987 2,680,077 9.5% 2.6%
Intergovt Revenue 7,609,008 8,810,594 8,884,785 8,950,764 8,953,835 8,495,401 7,775,027 -5.1% -8.5%
Charges for Svcs 7,033,969 7,698,333 6,922,351 6,718,240 6,917,511 6,859,855 7,013,658 2.1% 2.2% ,
Court Fines 2,110,973 1,494,000 3,817,008 3,577,193 3,438,022 3,170,351 3,214,156 -11.4% 1.4%
Miscellaneous Revenue 1,001,758 1,169,016 851,732 657,200 542,250 698,730 653,730 6.3% -6.4%
General Fund Operating Rev 92,197,420 100,189,362 95,958,500 96,779,511 95,375,122 96,809,655 98,907,907 0.09/. 2.2%
Transfers 350,259 517,174 578,206 560,000 7,267,078 734,947 756,323 31.2% 2.9% '
Grants 1,139,428 160,492 805,345 499,187 725,718 677,324 1 399,324 35.7% -41.0%
Subtotal Other Sources 1,489,687 677,666 1,383,552 1,059,187 7,992,796 1,412,271 1 1,155,647 33.3% -18.2%
Total Rev/0the r Svcs 93,687,107 100,867,028 97,342,052 97,838,698 103,367,918 98,221,926 100,063,554 0.4% 1.9% '
Expenditures by Dept:
Legislative $ 245,441 $ 269,779 $ 247,225 $ 267,957 $ 259,345 $ 277,834 $ 286,842 3.7% 3.2%
Executive 1,738,038 2,421,537 2,318,239 2,602,501 2,378,182 2,417,175 2,459,688 -7.1% 1.8%
Court Services 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4% '
City Attorney 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Community&Economic Devl. 6,005,065 7,134,829 6,650,034 6,313,470 6,502,320 6,158,044 6,455,274 -2.5% 4.8%
Finance&Information Tech. 1,909,652 2,037,717 1,969,936 1,964,890 2,214,458 1,909,797 1,999,714 -2.8% 4.7%
Human Resources 981,306 1,035,009 1 853,063 913,669 861,221 948,554 955,833 3.8% 0.8% '
Police 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 28,189,266 28,802,620 2.1% 2.2%
Fire&ES 21,762,751 21,290,636 20,317,284 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6%
Public Works 9,441,817 10,138,853 9,847,381 8,995,378 9,143,059 8,747,323 9,010,122 -2.8% 3.0% ,
Communty Services 16,412,847 17,535,705 16,604,050 14,258,275 13,505,211 14,236,803 13,572,316 -0.2% -4.7%
Other City Services 4,622,865 4,828,385 4,370,376 4,792,981 4,834,296 3,120,946 3,146,248 -34.9% 0.8%
1-Time/Capital Projects 487,634 865,000 1 947,052 164,000 284,000 2,462,229 - 1401.4% -100.0%
Debt Service 4,263,739 4,590,381 4,176,822 4,494,945 11,320,584 4,715,035 5,731,373 4.9% 21.6% '
General Fund Operating Rev 95,171,399 101,568,854 97,203,328 1 97,838,698 103,916,084 1 98,934,407 99,348,329 1.1% 0.4%
Beginning Fund balance 12,956,374 11,138,630 11,816,5611 8,363,429 11,955,285 1 10,051,189 1 9,338,707 1 20.2% -7.1%
Ending Fund Balance 11,472,082 1 10,436,804 11,955,285 1 8,363,429 11,407,119 1 9,338,708 1 10,053,932 1 11.7%1 7.7%
Executive Summary-Long Range Plan 1-50 ,
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
General Fund Long Range Projection
Total Remx.r2 ism Tod Fvenditure ♦F"Balance
-
i
M $BKO)
i
I
$60
i
0
n
$40
S
$13 -
Adu l AdLd Admi Adopted Adopted Rr ed Projected Projected Rojected
2003 20M 207D 2011 2012 20B 2014 2915 2016
2003 2009 20].0 2011 2012 2013 2014 2015 201.6
Surm y Actt.al Adual Acl al Adopted Adopted Projected Projected Projected Projected
Total Ftwme 93,687,107 97,34Za2 10367,918 93,221,926 100,063,554 101,847,814 1(X>y777,836 107,461960 11Q233,274
Total FVa-ditLre 95,179,277 97,243,780 10B 9196EB 93,914407 99,354,329 110ZCEE�496 1MC97,769 107,892,562 1A9CR631
f\bt 0-arW in Fund M I (1,492,170) 98,272 I (5D,747) MIE)l 709,225 (185682) (319,933) (430,602 (62Q
FundBda-ce I 11,464,203 1 11914,534 11401,538 9,33Z7081 10,047,9321 9,aP,2511 954Z3171 9,111716 $441,358
The City's fiscal policy requires the City to prepare a long-term projection for General Governmental and other
funds as deemed necessary. The City prepares projections for tax supported General Governmental funds as
well as rate supported utilities. The purposes are similar: to insure operations are sustainable by the taxes'
revenues and utility rates can sustain the operation and replacement of utility system infrastructures. These
"glimpses" 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 Forecast is an integral part of planning the City's future financial strategy. Revenues are projected
conservatively over the period and are compared to cost increase estimates in payroll, operating expenditures,
and capital outlay. The City's fiscal policy requires a balanced budget in the ensuing budget years (2011-2012),
with current year operating costs covered by current year operating revenues. While the policy does not require
a balanced budget in the projected period beyond the current budget years, the intent is to size the current
operations at a sustainable level within the projection horizon.
As shown in the summary table above, there is be a slight gap, roughly 1% in 2016, between General Fund
operating revenues and operating expenditures based on the above general projection assumptions. The City
managed through the Great Recession with relative small drawdown of fund balances by actively adjusting
Executive Summary-Long Range Plan 1-51
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
costs. The 2010 year end actual include a bond refinancing that increased both revenue and expenditure by
$6.6 million. The $1.5 million deficit in 2008 was a planned deficit for the implementation of the Benson Hill
Annexation. Similarly the deficit in 2011 is primarily due to the planned outlay of$2.4 million of Renton's share
of the startup cost for the regional South Correctional Entity (SCORE) to replace our municipal jail and many jail ,
service contracts starting September 2011.
Overall revenue projection assumes a modest growth in sales tax (3.5% and 5.5%) and construction activities '
(10% and 15%) over the next two years. New construction property tax and small annexations are assumed to
provide 1% total of property tax growth on top of the 1% general growth allowed by the state statute. The
overall revenue growth is projected to be around 2%each year over the next two years. ,
The expenditure projection shows a slower growth trend as well with only 1% overall general fund expenditure
increase and 0.5% increase in 2012. The Great Recession has a positive impact on our costs with a negative or '
nearly zero rate of inflation in the last two years. Wage increases have slowed since its peak in mid-2007 due to
roll back and/or unpaid furloughs. The City is able to negotiate new 3-year contracts (2010-2012) with four of
the five bargaining unions for no wage increase in 2010, and a modest increase of 1% and 2.5% for 2011 and '
2012, respectively; and a multi-year, progressively increasing employee contributions towards the City's self
funded health benefit plan. In addition, the City's health plan is seeing a reduced utilization in 2010 which
allowed us to lower our base for medical cost projection in 2011 and beyond. With these structural changes
occurring in 2010, the City is able to balance the 2011/2012 biennial budget with fewer adjustments, and more
importantly, have manageable deficits in future years.
The future projection assumes labor costs to increase by 0.5% above the rate of inflation at around 2.5%; ,
medical cost, after increase in employee cost sharing, to grow at around 8%, and the projected pension cost is
based on the state actuary's projected rates. '
MAJOR REVENUES
Seventy-six (76/) percent of our General Fund 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.
VOTER INITIATIVES
A majority of the City's General Fund resources either has limited growth potential or is economically sensitive
and generally grows at a rate below inflation, while the City's service costs, driven by personnel pay and '
benefits, tends to escalate faster than the rate of inflation. This is a common fiscal structural issue that faces all
government entities 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. ,
1 The$2.5 million is calculated based on the difference between 1%and the rate of inflation as measured by CPI-W. The '
loss is over$8 million a year if calculated on 6%statute limit prior to the passage of 1-747.
Executive Summary-Long Range Plan 1-52 ,
i CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
There are a number of initiatives/ballot measures on the November 2010 ballot, if passed, that will have
different effects on the City's budget in the 2011/2012 biennium and beyond.
Initiative 1053 concerns tax increases imposed by state government. This Initiative restates existing statutory
requirements that legislative actions raising taxes must be approved by two-thirds legislative majorities or
receive voter approval, and that new or increased fees requires majority legislative approval. Although the
measure would not directly impact cities, the Association of Washington Cities anticipates significant secondary
impacts given the constraints this initiative will place on the state's revenue generating ability. This initiative
was passed.
Initiatives 1100 and 1105 relate to the privatization of liquor. If approved by voters, Initiatives 1100 and 1105
each impact a significant revenue stream for state and local government. While both initiatives close state liquor
'r'■ stores and privatize the sale and distribution of liquor,the measures have different effective dates and different
impacts. Both initiatives eliminate liquor profits. 1-1100 maintains the liquor tax; 1-1105 eliminates the liquor tax
effective April 1, 2012.
r
Initiative 1100 1105
Date private liquor distribution begins 1/1/2011 10/1/2011
Private liquor stores open 6/1/2011 11/1/2011
State liquor stores close—according to OFM fiscal note 6/15/2011 11/15/2011
State liquor distribution and liquor profits end (OFM fiscal note) 6/15/2011 11/15/2011
State liquor stores must close 12/31/2011 4/1/2012
State liquor distribution must end and liquor profits end 12/31/2011 4/1/2012
State liquor taxes end N/A 4/1/2012
The City of Renton's assumptions about financial impact are that if both initiatives pass, 1-1100 would be
effective in mid-2011,and 1-1105 effective in early 2012, and there will be no other tax adjustments on liquor.
rr
This would mean a partial (one-third) reduction to liquor profits distribution that Renton now receives for the
year 2011, and a loss of approximately $600,000 beginning in 2012 and ongoing into the future. Since 1-1105
presumes the reinstatement of excise taxes on liquor, it is unclear how or when that might occur and given the
potential change under Initiative 1053, our current estimates of approximately $425,000 in liquor excise taxes
would be eliminated beginning in 2012 and ongoing into the future, and therefore a total revenue loss of nearly
$1 million on an ongoing basis if both measures are approved.
Under 1-1105, if excise tax is removed then liquor sales will be automatically subject to sales tax and it is unclear
how much would be generated from that source since the basis of that tax is sales, and not volume as with the
excise tax. It is possible that the Legislature could resolve conflicts between the two initiatives by amending
either or both measures with a two-thirds vote. Failing that, the courts would be tasked with resolving the
differences. These initiatives did not pass.
Initiative 1082 concerns industrial insurance. The Initiative allows private insurers to compete with the state
Department of Labor & Industries (L&I) to offer employer workers' compensation coverage, effective July 1,
2012. Also eliminates the worker-paid share of medical-benefit premiums, shifting costs to the employer.
Washington is one of four states that do not allow private companies to offer workers' compensation insurance,
although employers may self-insure under guidance from L&I. Proponents of 1-1082, critical of L&I's
management of the system, say the added competition would bring about efficiencies and lower workers'
compensation premium costs. Opponents, led by organized labor and the trial lawyers' association, argue that
_ Executive Summary-Long Range Plan 1-53
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
introducing the profit motive to the system would actually drive costs up and result in less protection for injured ,
workers.
The City of Renton as a self-insured employer may need to pay the worker-paid share of medical-benefit
premiums if this Initiative passes, costs totaled $58,000 in 2009 and projected to be $65,000 in 2010. This
initiative did not pass.
Initiative 1098 relates to the state income tax. The measure proposes taxes on "adjusted gross income" above ,
$200,000 (individuals) and $400,000 (joint-filers), reduces state property tax levies, reduces certain business and
occupation taxes,and directs any increased revenues to education and health. This initiative did not pass. ,
Initiative 1107 reverses certain 2010 amendments to state tax laws. This measure ends sales tax on candy;
ends temporary sales tax on some bottled water; ends temporary excise taxes on carbonated beverages; and
reduces tax rates for certain food processors (backed by the American Beverage Association). The Department
of Revenue estimated that revenues from the section of E2SSB 6143, enacted by the Legislature in 2010, that
suspend the sales and use tax exemptions for bottled water, candy, and gum from June 1, 2010 through July 1,
2013 would generate $23.7 million for cities and counties.
The City of Renton's current assumption about this Initiative is that the current sales tax on candy and bottled '
water has had a minimal revenue impact and effects would be negligible if reversed. The State of Washington
estimates a 0.3% loss in sales tax collections if the measure is approved. This initiative was passed.
King County Proposition 1 authorizes an additional sales and use tax of two-tenths of one percent pursuant to ,
RCW82.14.450 for criminal justice, fire protection, and other general governmental purposes, with proceeds
split between the county (60%) and cities (40%). One-tenth of one percent of the proposed sales tax increase '
would sunset after three years. The second one-tenth of one percent would sunset in 20 years to allow the
County to sell long-term debt to finance the construction of the Youth Justice Center.
If approved, the estimated financial impact of Proposition 1 to the City of Renton for 2011-12 would be
distributions of $1.28 million in 2011, and $1.83 million in 2012. The population based distributions would not
represent an ongoing stable revenue source for Renton because of the sunset provisions. It is most likely the ,
City will dedicate these "limited term" resources to capital investments. This proposition did not pass.
Renton Proposition 1 is the proposed annexation of the Fairwood area to the City of Renton. The Renton City
Council received a petition to annex property to the City of Renton and passed a resolution calling for the
question by Fairwood voters. The measure authorizes the annexation of the property to the city. Historically the
City's position on annexation has been neutral, allowing residents in the annexation area to decide their
governance future and welcoming areas who want to annex while maintaining services to current residents.
The current assumptions about the Fairwood annexation are that the financial impact of the annexation on
Renton's operating budget would be neutral, with an annual operating cost to serve the Fairwood area of
approximately $13.1 million, and revenues roughly the same, which includes both the tax base generated from
the annexation area combined with a 10-year credit on the state share of the retail sales tax that yields $2-2.5
million to help fund the service costs of the annexation. Costs to provide surface water management in the
enterprise funds equal the revenues available. Long-term capital costs will be phased and funding in keeping
with city-wide capital improvement and infrastructure needs. And one-time equipment and transition costs will
be purchased and repaid through short-term borrowing from internal city resources.
Executive Summary-Long Range Plan 1-54 i
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
The amount of money a typical Fairwood household would pay in taxes will remain the same or be slightly lower
with property taxes decreasing because the city rate is lower than the combined county and fire district rates;
and the city utility tax would be new to residents so individual tax experiences will vary based on consumption
by household. This proposition did not pass.
PROPERTY TAX(RCW 84.52)
Assessed Renton
Property tax is the largest revenue source and is used for general Value Property Tax %
governmental operations. The table to the right shows past and Year (millions) Revenue change
projected annual property tax levies. New construction has 2007A S 8,333 5 23.47 4 6.4%
contributed to substantial growth in the City's property tax base 2008 Actua
j 11,671 .7ao
2009 13,174 30,660,522 5.5%
over the past five years which are added to the 1% base levy 2010 Actual 11,840 31,497,128 2.7%
growth limit. The 23.7% increase in 2008 reflects the annexation of 2oll Bud2et 11.386 32 046.525 1.7%
2012 11,84132.475.452 1.3%
the Benson Hill area. Pr 12,315 32,962,584
4 Proo, 12,807 33,457,023 °0
1. The 101%growth limit in the property tax revenue: 2015 Pro'. 13,320 33,958,878 1.5%
2016 Pro'. 13,852 34,468,261 1.5%
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 tax rate cap. This growth 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 can be added to the levy base
permanently for future years if the intent is clearly stated in the ballot measure.
The 2% growth budgeted for 2011 includes 0.6% of new construction and 0.4% of various small annexations
that occurred in 2010 plus the 1%growth limit provided by the state law.
2012 and future projections assumes a 0.5% new construction value each year.
2. The$3.60 Cap:
In addition to the 1% growth limit, the state constitution establishes the maximum regular property tax levy
for all taxing districts combined at 1%, or $10 per $1000 market value of the property. This cap is further
divided by the RCW to the various taxing districts, with the maximum regular property tax levy for most
cities at $3.375 per thousand dollars assessed valuation (AV). Cities with the Firemen's Pension Fund can
levy an additional $0.225 per thousand dollars AV, resulting in a maximum levy of $3.60 per thousand
dollars AV. This amount is allocated $0.5 for library districts, $1.50 for fire districts that do not assess the
fire benefit charge, or$1.0 for fire districts with the fire benefit charge, with the remaining amount available
to cities. Renton's regular levy rate is subject to the $3.1 limit in 2011 due to our annexation to the King
County Library System.
Executive Summary-Long Range Plan 1-55
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
This levy cap can only be exceeded with 60% voter
approval (excess levy). Future property tax projections 2011 Property Tax Distribution
are based on 1% 1-747 limit plus new construction. KCLS
40� Renton
City Tax School
Average City on VMC#1
5% �-���- '� District
Home Total Tax Average' 33%
Year Value Tax Rate Rate Home Port of State
2007 Actual $293,400 $10.94 $2.82 $ 827 Seattle School
2008 Actual 335,500 9.78 2.49 835 2/ Fund
2009 Actual 357,000 9.95 2.33 831
2010 Actual 293,500 11.12 2.71 796 19%
2011 Budget 282,240 12.21 2.83 799
2012 Budget 268,128 12.82 2.97 797
2013 Proj. 278,854 12.31 2.85 796
2014 Proj. 290,008 1 11.82 2.74 795 EMS '
2015 Proj. 301,608 11.35 2.63 794 2%
2016 Pro'. 313,672 1 10.89 2.53 1 792
Most properties in Renton pay $11.11 per $1000 AV in 2010, of which 24% or $2.71 goes to City services. The
remaining goes to the Renton School District (34%), King County (12%) for regional services, 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 Past and Projected Sales Tax
taxing source for Renton $30
Annexaction Credit ■Criminal Justice- �SaTesTax
representing 23% of General $25
Fund revenue. Similar to $20 '
property tax, the City only $15
receives approximately 10% of $10
sales tax generated within $5
Renton, the remaining 90% goes $-
to other government entities and 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
to support transit and public Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
facility agencies.
In addition to the local sales tax, the City also receives a distribution of voter approved criminal justice sales tax,
and a 0.1%annexation sales tax for the annexation of Benson/Cascade in 2008.
j Renton's economy generates over $200 million in
Sales Tax by Agency
sales tax. The portion the City receives, including
State I
the 0.1% of annexation credit, represents around
10% of the total. 90% of the tax is levied and
distributed to other taxing entities.
Criminal ,
KC Tranii-t-,
Justice Transit
1% '
KC General
3%
_._---------
Executive Summary-Long Range Plan 1-56
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
Criminal Justice Sales Tax (RCW 82.14.340). This is a
Base Sales Annexaction Criminal
0.1% voter-approved optional sales tax in King Year Tax %change Credit justice
County, collected countywide and distributed based 2007 Actual 20,342,171 8.8% - 1,445,095
rll� 2008 Actual 20,956,089 3.0% 789,683 1,755,469
on population. Because it employs a more diverse 2009 Actual 17,995,836 -14.1% 2,132,110 1,650,350
tax base and different distribution formula than 201OActual 17,198,220 -4.4% 2,025,660 1,620,479
+�► regular sales taxes, this source is typically more 2011 Budget 17,759,600 3.3% 2,119,680 1,804,005
2012 Budget 18,736,341 5.5% 2,236,262 1,903,225
stable and is projected to grow by the inflationary 2013 Proj. 19,579,476 4.5% 2,336,894 1,988,870
plus population growth. 2014 Proj. 20,264,758 3.5% 2,418,685 2,058,481
sr 2015 Proj. 20,974,025 3.5% 2,503,339 2,130,527
2016 Proj. 21,708,115 3.5% 2,590,956 2,205,096
Annexation Sales Tax Credit. A tool the State is
�wr
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 there is no -- ------ -----net impact on taxpayers. The credit will last 10 years Sales Tax Composition
.. and is intended to help cities who annex large urban
areas to pay for service costs that exceeded revenue Other Retail Manuf.
generated in the area. 3% 4%
The composition of the City's sales tax is relatively Auto
diverse with General Retail representing the largest 180Services
portion at 35%. Service industry continues to expand
Contracting
.. and is currently 21.6% of the total. The two areas that
were hit by the economy hardest are the Auto and
Contracting sectors. We saw their shares decreased
from 20%each in 2008 to 17.7%and 13%, respectively Wholesale
in 2010. The remaining 12.6% is made up by 5%
Wholesale(big-box retail), Manufacturing, and other miscellaneous activities.
Like many other cities in the state, Renton's sales tax is one of the hardest hit revenue sources by the Great
Recession. We anticipate 2010's collection to show another 4.7% decline from 2009's level, for a cumulative
decrease of 18%from the peak of 2008. We are projecting a 3.5%growth in 2011 and another 5.5%in 2012.
rrr
UTIUTY TAXES(RCW 82.16) Pastand Projected utilityTaxes
Cities and towns in Washington $��
State are authorized to levy a
..� business and occupation tax on $15 —
public utility businesses based on N $10
revenues they generate within the o
�• city or town, known as a utility tax. .2 $5
The rate of taxes for electric,
phone, and gas utilities are limited $0
.• to 6% without voter approval, with 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
no limitation on other public Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
utilities. The City currently levies ■Elec. ■N.Gas ■City util. ■Phone ■Cell ■Cable a Tr.Station
.r 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.
.r
— Executive Summary-Long Range Plan 1-57
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
Brokered City Transf % ,
Year Electric Natural Gas NG Utilities Cable TV Phone Cell Phone Station Total Change
2007 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 4,580,037 1,565,810 253,377 2,606,786 1,073,168 1,032,048 1,748,147 380,961 13,240,334 15.5%
2009 Actual 4,963,151 1,891,255 242,891 2,871,599 1,263,743 1,037,873 2,027,473 283,985 14,581,971 10.1%
2010 Actual 5,036,907 1,577,756 228,514 2,853,884 1,296,744 1,038,009 2,206,6371 269,912 14,508,363 -0.5%
2011 Budget 4,968,000 1,656,000 258,750 2,937,600 1,366,200 1,000,000 2,592,000 238,050 15,016,600 3.5%
2012 Budget 5,191,560 1,730,520 270,394 3,025,728 1,427,679 1,000,000 2,799,360 248,762 15,694,003 4.5%
2013 Proj. 5,373,265 1,791,088 279,858 3,177,014 1,477,648 1,000,000 2,939,328 257,469 16,295,669 3.8%
2014 Proj. 5,561,329 1,853,776 289,653 3,335,865 1,529,365 1,000,000 3,086,294 266,480 16,922,763 3.8%
2015 Proj. 1 5,755,975 1 1,918,6581 299,791 3,502,658 1 1,582,893 1 1,000,000 3,240,609 275,807 17,576,392 3.9%
2016 Proj. 1 5,957,435 1 1,985,812 1 310,283 13,677,791 1 1,638,2941 1,000,000_J3,402,640 285,4601 18,257,715 1 3.9%
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 be 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 which is anticipated to stabilize at around $1 million a year while
cellular service is expected to continue to grow in data services. The table above shows detail of past and
projected utility taxes.
REAL ESTATE EXCISE TAX(REET)
The State of Washington is authorized to levy a real estate excise tax(REET) on all sales of real estate (measured
by the full selling price, including the amount of any liens, mortgages, and other debts given to secure the
purchase) at a rate of 1.28%. A locally-imposed tax is also authorized. All cities and counties may levy a quarter
percent tax (described as "the first quarter percent of the real estate excise tax" or "REET 1"). Cities and
counties planning under the Growth Management Act (GMA) have the authority to levy a second quarter
percent tax (REET 2). The statute further specifies that if a county is required to plan under GMA or if a city is
located in such a county,the tax may be levied by a vote of the legislative body. If, however,the county chooses
to plan under GMA,the tax must be approved by a majority of the voters.
REET 1(RCW 82.46.010):
Initially authorized in 1982, cities and counties can use the receipts of Year REETRevenue %chap e
REET 1 for all capital purposes. An amendment in 1992 states that cities 2007 Actual 5,086,327 -8.6%
2008 Actual 2,800,103 -44.9% '
and counties with a population of 5,000 or more planning under the GMA 2009 Actual 2,418,456 -13.6%
must spend REET 1 receipts solely on capital projects that are listed in the 2010 Actual 2,464,489 1.9%
capital facilities plan element of their comprehensive plan. Capital 2011 Budget. 2,240,000 -9.1%
2012 Budget 2.400,000 7.1%
projects are: public works projects of a local government for planning, 2013 ProL 2,640,000 10.0%
acquisition, construction, reconstruction, repair, replacement, 2014 Pro'. 2,970,000 12.5%
rehabilitation, or improvement of streets; roads; highways; sidewalks; 2015 Pro'. 2,970,000 0.0%
'street and road lighting systems; traffic signals; bridges; domestic water 2016 Pro'. 2970000 0.0%
systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire
protection facilities; trails;libraries;administrative and judicial facilities.
Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from
this restriction.
rr
Executive Summary-Long Range Plan 1-58
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
REET 2(RCW 82.46.035):
The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and
counties to finance capital improvements required to occur concurrently with growth under the Growth
Management Act. An amendment in 1992 defines the "capital project" as:
Public works projects of a local government for planning, acquisition, construction, reconstruction, repair,
replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting
systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning,
construction, reconstruction, repair, rehabilitation, or improvement of parks.
Because of this amendment, acquisition of park land 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 $2.24 million in 2011 and $2.4 million
in 2012. 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(RCW 9.46.110&9.46.113)
The City levies gambling taxes at their maximum allowed level on all Gambling
activities: 5% for bingo and raffles, 2% for amusement games, 5% for Year Tax %change
punchboards and pull-tabs, and 20% for card rooms (RCW 9.46.110). 2001 Actual 2,207,524 14.8%
Revenues from these activities are required to be used primarily for the 2008 Actual 2,165,153 -1.9%2009 Actual 2,143,073 -1.0%
purpose of gambling enforcement (RCW 9.46.113). Case law has clarified 2010 Actual 1,546,934 -27.8%
that "primarily" means "first be used" for gambling law enforcement 2011 Budget 1,600,000 3.4%
purposes to the extent necessary for that city. The remaining funds may 2012 Budget 1,600,000 0.0%
be used for any general government purpose. The City receipts Gambling 2013 Proj. 1,600,000 0.0%
Tax in the General Fund and identifies the revenue as law enforcement 2014 Pro'. 1,600,000 0.0%2015 Pro'. 1,600,000 0.0%
resources. 2016 Proj. 1,600,000 0.0%
The State Legislature began allowing the - —
operation of "enhanced card rooms" or mini- Gambling Tax
casinos on non-tribal land on a pilot basis in $2.5 - -
1997; regulations were adopted allowing
them on a permanent basis in the spring of
2000. Over the past ten years, mini-casinos $z.o
have proliferated throughout the state and
have become a significant source of tax 2 $1.5
revenue in jurisdictions where gambling
activities are allowed. The permission of non-
tribal casinos has stimulated a wave of new Sl.o
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
and/or expansion of tribal casinos as well. Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
The increased competition and the smoking
ban in non-tribal establishments made it harder for non-tribal gambling businesses 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 $1.6 million a year.
Executive Summary-Long Range Plan 1_S9
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
LODGING TAX(RCW 67.28)
Effective 1998 most cities in King County may levy Hotel Size
a 1% Lodging Tax on short term overnight stays at <60 >-60 '
hotel, motel, campgrounds for tourism promotion Lodging Tax' Rooms Rooms
or for acquisition and operation of tourism-related State sales tax 6.50% 6.50%
facilities. This actual tax paid on overnight lodging Local City/County Sales and Use Tax 3.00% 2.10%
by typical visitors is a combination of sales tax and Convention and Trade Center N/A 2.80%
lodging excise tax at 12.4% (rooms greater or Special Hotel Motel Tax 1.00% 1.00%
equal to 60). The City enacted the 1% lodging tax Total Tax on Lodging 10.50% 12.40%
in 1999 to fund its Tourism Promotion program. 1ForlocationssubjecttoRTAtax.
The program is accounted for in the Lodging Tax Fund with an annual budgeted resource of around $250,000.
Effective April 1, 2009 some lodging businesses located in King County are not subject to the five-tenths of one
percent(.005) increase in the King County Regional Transit Authority Tax (RTA).
ADMISSIONS TAX(RCW 35.21.280)
Washington cities are authorized to levy an admissions tax not to exceed Admissions
5% on admission charges to entertainment venues such as theaters, dance Year Tax %change
2007 Actual 219,768 -0.3%
halls, circus, and other activities where there is an admission charge for 2008 Actual 197,740 10.0%
entering the facility. The higher revenue in 2005 is due to a special 2009 Actual 260,269 31.6%
performance group that had their seasonal performance in Renton. The 2010 Actual 291,399 12.0%
higher projection for 2009 and beyond is due to the new movie theater in 2011 Budget 280,000 -3.9%
the Landing coming online in October 2008. 2012 Budget 300,000 7.1%2013 Proj. 300,000 0.0%
2014 Pro'. 300,000 0.0%
2015 Proj. 300,000 0.0%
2016 Pro'. 300,000 0.0%
LEASEHOLD TAX(RCW 82.29A)
In addition to the above taxes, the City also receives a minimal amount of Year Leasehold Tax %change
revenue from the 4% leasehold tax (RCW 82.29A). Leasehold tax is on 2007 Actual 190,644 49.6%
lease income from private business activities on tax-exempt properties in 2008 Actual 136,322 -28.5%
lieu of property taxes. The leasehold tax is the lower of 12.84% or the 2009 Actual 146,002 7.1%
2010 Actual 138,830 -4.9%
equivalent property tax rate. Of the total tax rate, 4% comes to the City 2011 Budget 145,000 4.4%
and 2% goes to King County. The City receives around $100,000 a year 2012 Budget 145,000 0.0%
from this tax and uses it for general operations purposes.
2013 Proj. 145,000 0.0%
2014 Proj. 145,000 0.0%
2015 Proj. 145,000 0.0%
2016 Proj. 145,000 0.0%
LICENSES AND PERMITS
BUSINESS LICENSE FEE
This revenue source is a license fee based upon the number of employees a company has within Renton's city
limits. In 1988, the City of Renton implemented its per-employee based business license fee with the rate set at
$55 per full-time equivalent employee in response to transportation infrastructure needs in Renton. Non-profit
and government entities are exempt from paying this fee. The $55 per employee rate remained constant up to
this point and is generating $2.2 million annually. The City has dedicated 80% of the revenue to transportation
improvement projects, with the remaining 20% allocated to the General Fund. In addition to providing the
needed resource for infrastructure improvements, the employment information in the business license system
also provides the City with important economic condition indicators both in general economy as well as its
diversity.
Executive Summary-Long Range Plan 1-60 ,
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
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 fees collected,the core local based jobs
remained relatively stable in 2009.
Employment 2003 2004 2005 2006 2007 2008 2009 2010
+� Boeing FTE 12,377 10,448 9,912 11,770 13,047 13,199 13,169 12,913
All other FTE 24,165 25,151 26,016 29,363 26,613 30,599 30,777 28,358
Total FTE 36,542 35,598 35,929 41,134 39,660 43,798 43,946 41,271
No.of License 4,394 4,324 3,475 4,102 3,987 4,029 4,052 3,734
PERMIT AND DEVELOPMENT FEES
.w
Past and Projected Development Fees Building& Plan %
Year Fire Permits Review Total change
$6 ■ Building&Fire Permits ■ Plan Review 2007 Actual 3,368,184 1,743,821 5,112,004 47%
$5 2008 Actual 2,283,063 903,768 3,186,830 -38%
$4 2009 Actual 1,659,016 677,955 2,336,970 -27%
$3 2010 Actual 11519,407 883,235 2,402,641 3%
$2 2011 Budget 1,909,665 766,379 2,676,044 11%
$1 2012 Budget 1,966,955 789,370 2,756,325 3%
2013 Proj. 2,025,964 813,051 2,839,015 3%
$0 2014 Proj. 2,086,743 837,443 2,924,185 3%
i 2007 2008 2009 2010 2011 2012 2013 2014 2015 20162015 Pro'. 2,149,345 862,566 31011,911 3%
Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
2016 Pro'. 1 2,213,825 1 888,443 1 3,102,268 3%
r It The City has 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 roughly 80% of the average of the
comparable jurisdcitions. The 2010 revenue projection reflects both rate increases and projected improvements
in activity level.
ow
FRANCHISE FEES
.w Franchise fees are charges levied on private ----- - - ---
utilities to recoup the City's costs of their use $2.0 Past and Projected Franchise Fee
of city streets and other public properties to
.. place utility infrastructure and costs of $1.5
administering the franchise. The franchise o $1.0
fees on light, natural gas, and telephone
aw utilities are limited by statute to the actual E $0.5
administrative expenses incurred by the City
$ i4ftflln
-
directly related to receiving and approving
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
permits, licenses, or franchisees. Cable TV Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
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
r 5%of gross revenues,which is the source of the City's franchise fee revenue.
r
Executive Summary-Long Range Plan 1-61
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
The City's franchise fee revenue is primarily generated from cable franchise. The increase in 2008's and 2009's
collections reflect the annexation activities. Long term projection is based on projected rate increases and
population growth.
INTERGOVERNMENTAL REVENUES
Intergovernmental revenues include state-
shared revenues, governmental grants and Past and Projected Intergovernmental Revenue
miscellaneous transfers, and inter- S10 ---- ---
governmental service contracts such as the Fire $8 -
and Emergency Services contracts with Fire
Districts 25 and 40. The following information $6
is primarily intergovernmental revenues in the $4 .
City's operating funds. There are also
$2
substantial grants in capital project funds
particularly in transportation improvement $0
projects. 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
■State Shared Revenue Grants&M isc. ■Contracts
The state-shared revenues are from taxes and
fees collected by the State and disbursed to municipalities State Shared Grants&
based on population or other criteria. In the past,the Year Revenue Misc. Contracts
primary sources of these shared revenues are fuel tax(tax on 2007 Actual 1,667,332 896,303 1,435,271
gasoline consumption), liquor sales profit, and excise tax. 2008 Actual 2,031,516 1,689,870 5,027,051
This resource once provided 14%of the City's operational 2009 Actual 2,336,441 1,484,491 5,869,198
funds, but has decreased to less than 7%, mainly due to the 2010 Actual 2,475,327 1,951,348 5,252,877
2011 Budget 2,070,439 1,161,324 5,940,962
elimination Of the MVET and the King County vehicle license 2012 Budget 1,269,833 883,324 6,021,194
fee. The remaining intergovernmental revenues are fuel 2013 Proj. 1,288,880 484,000 6,201,830
taxes, liquor tax and profit, and the criminal justice 2014 Proj. 1,308,214 1 484,000 6,387,886
distribution. 2015 Proj. 1,327,837 484,000 6,579,521
2016 Proj.7—f 1,347,754 1 484,000 6,776,907
The increase in 2008's 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's grants and miscellaneous transfers includes the transfer from King County Library System
and a $705,000 equipment grant the Fire Department received. The projected 2010 through 2012's grants
include the 3-year COPS Rehiring Grant the City received as part of the stimulus package.
CHARGE FOR SERVICES
The charge for services is revenues generated from services provided to the general public (including recreation
fees, building permit fees, land use fees, and surface water fees). This source is projected to generate
$5.7 million each year.
Police and
POLICE AND COURT SERVICES Year Court Services %change
Police and court services' revenue includes private security, jail, electric 2007 Actual 691,960 -45.0%
home detention, passport processing, and miscellaneous services. 2008 Actual 701,515 1.4%
2009 Actual 709,205 1.1%
Projected 2010 revenue decreases primarily reflects the decrease in 2010 Actual 691,098 -2.6%
private security service for construction projects, lower passport 2011 Budget 657,299 -4.9%
processing volume from reduced service hours, and reduced probation 2012 Budget 667,158 1.5%
revenue from the reduction of probation clerk positions. 2013 Proj. 677,165 1.5%
2014 Proj. 687,323 1.5%
2015 Proj. 697,633 1.5%
2016 Proj. 708,097 1.5%
Executive Summary-Long Range Plan 1-62
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
r PARKS AND RECREATION FEES
Overall, recreation fees are generated from recreation classes, athletic Parks and
Recreation
programs, leagues and field rentals, senior activity center, community Year Services %change
rr center, and aquatic center fees and rentals. The revenue is projected at 2007 Actual 2,302,702 -36.8%
$2.3 million for 2010, which is 2% under 2009's budget, but is consistent 2008 Actual 2,355,736 2.3%
with anticipated 2009's actual. The reduction in recreation revenues is 2009 Actual 2,309,446 -2.0%
2010Actual 2,152,270 -6.8%
due to the reduction in service hours and programs as part of the 2011 Budget 2,327,415 8.1%
adopted budget reduction. Long term projection is based on projected 2012 Budget 2,362,327 1.5%
population increases. 2013 Proj. 2,397,762 1.5%
aw 2014 Proj. 2,397,762 0.0%
INTER-FUND SERVICES 2015 Proj. 2,433,728 1.5%
2016 Proj. 2,470,234 1 1.5%
The inter-fund service charges represent reimbursements from Interfund
enterprise fund's (utilities, golf course, airport, etc.) operations for Year Services %chap e
accounting, human resources, records management, legal, and 2007 Actual 2,944,768 -19.2%
administration expenses. The charge is determined through an indirect 2008 Actual 3,072,950 4.4%
cost allocation model using transaction volume, full-time employees, 2009 Actual 3,225,745 5.00
2010 Actual 3,190,908 -1.1%
and size of budget as determining factors. 2011 Budget 3,108,762 -2.6%
2012 Budget 3,194,803 2.8%
�r The revenue is projected at $3 million for 2010, which is 10% below 2013 Pro'. 3,290,647 3.0%
2009's budget due to the formation of facilities and communications 2014 Pro'. 3,389,367 3.0%
Pro. 3,491,047 3.0%
internal service funds that recover costs from all City's operations, not 2012015 5 Pro'. 3,595,779 3.0%
just enterprise operations. This resulted in a reduction in the amount of
the General Fund cost and recovery. Future projection is based on the projected general City's operating cost
increases.
FINES AND FORFEITS
Fines and forfeits account for civil and
criminal penalties as authorized by the Past and Projected Fines and Forfeits
state and adopted by the City code and $5aw ---�-
collected through the Renton Municipal $4
Court.
o $3 -
The City implemented the Photo- — Z
` Enforcement system at the high collision $
intersections and at school zones during $1 —the fall of 2008, and 2009 revenue reflects $
the first full year's operation of the system. 2007 zoos 2009 2010 2011 2012 2013 2014 2015 2016
The fines and forfeiture revenue declined Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
by 8% in 2010 from 2009, which is - -
"' primarily attributable to reduced photo enforcement revenue as local residents and businesses become more
aware of the enforcement zones and have shown reduced speed and red-light violations.
11w Executive Summary-Long Range Plan 1-63
OVERVIEW CITY OF RENTON 2011-2012 BIENNIAL BUDGET
MISCELLANEOUS REVENUES
Miscellaneous revenues includes interest income, cellular tower site Year Miscellaneous %change
rentals, donations, sales of documents, etc. The majority of the revenue is 2007 Actual 196,951 62.6%
investment interest income. With the tightened lending criteria, higher 2008 Actual 265,848 35.0%
FDIC insurance fees, and the increase of the state's public deposit 2009 Actual 247,400 -6.9%
collateral requirement, banks in the State of Washington do not need, and 2010 Actual 214,692 -13.22%
2011 Budget 221,000 2.9%
are not willing to pay much for deposits from public entities. Some banks 2012 Budget 176,000 -20.42%
are not accepting new public deposits at all. As a result, we anticipate the 2013 Proj. 176,000 0.02%
future miscellaneous revenues will remain at a lower level than what we 2014 Proj. 176,000 0.0%
have experienced in the past few years. 2015 Proj. 176,000 0.0%
2016 Proj. 176,000 0.0%
Enterprise • i
UTILITY RATES (A)Allied waste
Water and Sewer Rates - The $160.00 Monthly Utility Bill Comparasion (WM)Waste Management
water, sewer, and storm sewer $140.00 $137.46
rates fund most of the costs $120.00
associated with providing these $96.63 $99.44
services as well as necessary capital $100.00 $83 74$82.22 $81.05 $78.42
replacements in our community.
Other sources include hookup fees, $60.00
other development charges, grants, $40.00
etc. are also available but are $20.00
restricted for capital purposes only. $0.00 -
Due to the increased costs to Renton Kent Auburn Tukwila Redmond Seattle Bellevue
maintain the systems, regulatory (WM) (A) (WM) (WM) (WM) (WM&A) (A)
requirements, and higher general 0 Water ■Sewer Storm m Solid Waste(32 G.can)
operating costs, the City is
reviewing the policies guiding these rates.
Utility Revenue&Rate
Increases 2006 2007 2008 2009 2010 2011 2012
Water Revenue 9,373,079 9,963,700 9,404,319 10,179,419 10,469,182 13,299,987 15,457,090
Rate Increase 3.0% 5.0% -19.0% 4.0% 10.0% 18.0% 16.0%
Sewer Revenue 3,700,099 4,789,616 5,070,751 5,193,271 5,482,958 8,169,671 8,591,403
Rate Increase 4.0% 5.0% 6.0% 4.0% 4.0% 42.0% 5.0%
Storm Revenue 2,556,698 3,059,712 4,254,293 4,854,426 4,855,428 6,971,580 7,800,361
Rate Increase 3.0% 3.0% 30.0% 0.0% 0.0% 40.0% 11.0%
Garbage Revenue 9,710,697 10,052,197 10,483,597 13,864,919 14,917,646 14,781,685 14,781,685
Rate Increase 0.0% 0.0% 0.0% 37.0%7 4.0% 0.0% 0.0%
Rate Related Fiscal Policy:
Rate studies conducted in 2006 recommended adjustments to 2007 rates as well as future years to maintain
services and provide capital investments. As a result, the City adjusted the utility rates over the past three years
but not to the degree recommended by the study. During the summer of 2010, the City Council
affirmed/adopted a set of fiscal policies to guide future rate setting which includes:
Executive Summary-Long Range Plan 1-64
CITY OF RENTON 2011-2012 BIENNIAL BUDGET OVERVIEW
1) Establish combined operating and rate stabilization reserve at 12% for each of the piped utilities, and
fixed dollar amount for solid waste and the pass-through Metro sewer treatment charge based on actual
cash flow requirements;
2) Maintain debt service reserve based on the highest one-year debt service payment requirement;
3) Establish capital financing policy that:
a. Uses rate revenue to finance system replacement;
b. Only uses bond financing for system and capacity expansion, major transmission, and storage
system improvements.
Of these policies, the new capital financing policy will have the most important long term effect on the system's
financial integrity and sustainability and would require a substantial rate increase to provide for consistent
system replacement/reinvestment. The resulting preliminary rate adjustments have been approved by the
Council in October 2010, and even with the adopted increases Renton's utility rates continue to compare
favorably among our peer cities. The rate comparison chart illustrates Renton's adopted 2011 rate for a typical
Ilia single-family residence compared with similar service costs in neighboring jurisdictions.
In addition to the adopted City's rate increases, King County Metro that provides sewer treatment is proposing a
13%rate increase in 2011 and no increase in 2012.
~ Golf Fees — The City's Maplewood Golf Course
Fund was created by Ordinance 3884 in 1985. Pastand Projected Green Fees Revenue
Maplewood Golf Course is owned and operated $2.5
by the City. The golf course is also a water utility $2.0
resource as it is the location of city wells that
provide drinking water to our community. Theo $1.5
use of this space as a golf course helps preserve
the quality of the well water for future $1.0
generations. $0.5
The course is managed by the Community $0.0
Services Department and is operated as a 2007 zoos 2009 2010 2011 2012 2013 2014 2015 2016
r� Actual Actual Actual Actual Budget Budget Proj. Proj. Proj. Proj.
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. The City decided to retire the remaining balance of$1.85 million on December 1,
2010 with an interfund loan at the true interest cost of 2.24%. This would reduce the annual debt service from
$460,000 to around $430,000 per year, for the next five years. This also eliminates the requirement of providing
debt service reserve or debt service coverage ratio of 1.25 that the Golf Course has not been able to maintain.
The comparative rates chart to the right illustrates that
the Renton course rates are comparative with the 201018-Hole Weekend Rates Comparison
market. These rates are weekend rates for 18 holes of
golf. The adopted increase would bring the City's rate Riverbend 39
to $37, in line with the other courses in the South King Foster JJJ F$32County area.
Bellevue Auburn 39
Renton 5
1W
$0 $10 $20 $30 $40 $50
Executive Summary-Long Range Plan 1-65
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Executive Summary-Long Range Plan 1-66
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 biennial budget, make spending decisions within the parameters of the
approved budget, enter into contractual agreements, make capital asset purchase decisions
and make decisions regarding the allocation of expenses within designated parameters. Unless
otherwise specified in this document, principal responsibility for complying with the directives
enumerated herein shall be vested in the Mayor.
4. Each Department Administrator has the authority to expend City funds within approved budget
authority and in accordance with procedures prescribed by the Mayor's Office, and to
recommend spending requests within the parameters of the approved budget process to the
Mayor.
Executive Summary-Financial Management Policies 1-67
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.
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.
Executive Summary-Financial Management Policies 1-68
a. General Government
i. The City shall maintain reserves in the General Government Funds at least 8% of
total budgeted operating expenditures with a target of 12%.
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 and will be replenished within three (3) years.
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, Wastewater, and Surface Water Utility Fund: 12% of total budgeted
operating expenses
ii. King County Wastewater Treatment: $380,000 (approximately 3% of total
operating expenses)
iii. Solid Waste: $400,000
iv. Golf Fund: 25% of total budgeted operating expenses.
v. 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:
i. 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 biennial budget that is consistent with:
i. state law;
ii. the long-term financial planning model;
iii. these policies; and
Executive Summary-Financial Management Policies 1-69
iv. industry best practices.
b. The City of Renton's biennial 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 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. I
viii. Balanced budget should comprise of funding recommendations for the operating
and capital budgets that do not exceed the estimated resources.
ix. The City Council conducts public hearings on the proposed budget in
conformance with state law.
x. The City Council sets the City's property tax levies.
xi. The City Council adopts the final budget ordinance.
xii. The Final Budget Document is published and posted to the City website.
c. Budget amendments should be presented for consideration when the need arises.
i. 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.
4. Expenditures
a. Priority shall be given to expenditures that will improve productivity.
5. Capital Improvements
Executive Summary-Financial Management Policies 1-70
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.
4. The City shall use system development charges, grants and low interest loans to fund
capital projects where possible. Overall, the utilities should maintain a debt to equity ratio
of 60/40.
Executive Summary-Financial Management Policies 1-71
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.
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.
Executive Summary-Financial Management Policies 1-72
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 1-73
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City Funds and Fund Structure
Key Report 1
000 General A E
001 Community Services (formerly 101) A 1 (000) ,
003 Streets (formerly 103) A I (000)
004 Community Development Block Grant A 1 (000)
005 Museum (formerly part of 006 and 106) A 1 (000)
006 Library (formerly 106) A I (000)
009 Farmers Market A 1(000)
010 Fire and Emergency Services Memorial A 1 (000)
011 Fire and Emergency Services Health and Wellness A 1 (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 i
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)
i
Executive Summary-Financial Management Policies 1-74
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 Technology 1 (501)
504 Facilities 1 (501)
505 Communications 1 (501)
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
' Executive Summary-Financial Management Policies 1-75
Cit Funds and Fund Structure continued '
City (continued)
910 General Fixed Assets la ,
950 General Long Term Debt Account Group la
990 SCORE PDA DEBT SERVICE la '
991 SCORE OPERATING la
998 SCORE DEBT SERVICE la '
999 SCORE Capital 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
Executive Summary-Financial Management Policies 1-76
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2 RENTON RESULTS
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Renton Results Overview 2-1
Summary Listing of Offers by City Service Area 2-5
Safety and Health Request for Results 2-15
Representative Government Request for Results 2-23
Livable Community Request for Results 2-32
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Mobility Request for Results 2-39
40
Utilities and Environment Request for Results 2-45
Internal Support Request for Results 2-54
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A GOVERNMENT ACCOUNTABILITY PROGRAM
iiwmobi
Results
Health
Representative
Internal . .
Support Government RESULTS
Livable
P Community Environment
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.
Renton Results-Renton Results Overview 2-1
2011-2012 Budget Development Framework
We took the Renton Results initiative to its next step by inviting community members to help with the
2011-2012 budget priorities. This newly formed Community Budget Advisory (CBA) group is tasked with
providing advisory recommendations to the Mayor in the following areas:
• Do the core services provided by the City meet the community's
priorities?
• As a customer of city services, which of the services
we provide do you view as most and least ,
important?
• Is the City pursuing the "right" results for tooR trs
the Renton community?
In addition, six Service Area Teams made up of 62 mid-
management staff regrouped to review and revise the
desired results, identify the strategies services to focus on ,
to achieve these results, and refine the key result
indicators to help us to measure how well we are
achiveing these results. An added task this year is for the ,
teams to review performance measures for each service program proposal
to ensure the program level performance measurers are constinte with the desired results for the area.
Advisory Team Recommendations
Overall the CBA group's recommendation is very consistent with the internal prioritizations used in prior r
budget developments. They also identified a number of specific areas, both for short term and longer-
term resource conservation considerations: '
• Reduce administrative and overhead functions and costs wherever possible;
• Implement a process improvement program to identify cost saving and efficiency improvement '
opportunities;
• Focus on total cost of compensation in personnel costs; and when applicable, include private
sector comparisons in setting compensations.
Resources Allocation by Service Area ,
Renton Results program expenses are presented as consolidated costs across departments and funds.
Within Renton Results, we have adjusted for transfers and interfund transactions when double counting
occurs in traditional "Fund" based budgeting. As a result, the dollar amounts for Renton Results and the
traditional budget are not the same. For example, the costs of the City's internal service funds are
shown under "Internal Support" category and are also included in the direct service areas by those that
use these internal services. To compensate for this, we are deducting the amount that has been '
accounted for in direct services at the bottom line level to show the net operating and capital budget
only in the Renton Results section. The Budget by Department and by Fund sections, however, would
Renton Results-Renton Results Overview 2-2
include such transfers and inter-fund transactions. Therefore, a reconciliation is shown to reconcile the
SIN Renton Results resources to the total "legal appropriations" in the Budget by Fund section.
Also important to note is that we have included city-wide obligations in the internal support service
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area. For the 2011 programs, these include $4.7 million in general obligation debt service payments,
$2.2 million in post retirement medical benefits for retirees in Law Enforcement and Fire Fighters I
pension system (LEOFF 1) and $.44 million of city-wide payroll tax and benefit costs that are not
allocated into budgeted positions. Without these costs, the overall 2011 Internal Support costs are
2.61%of the$149.9 million operating budget and 2.05%of the$191.1 million total budget.
The following charts describe the percent of City resources dedicated to each of these service areas,the
r.r
percent of operating City resources (excluding CIP, Transfers and Interfund Transactions) dedicated to
each of these service areas, and the adopted staffing levels of each of the service areas.
r
2011 Total Resources by City Service 2011 Operating Resources by City
Area:$191.1 million Service Area:$149.9 million
Safety andr
Health
irternal
Support 0% Rep Internal Safely and',,,
Rep
r Government Support Health
Government
4
3% %
Utilities and 12%
M Environment
Utilities and Mob
34% Livable 4WIN.,
Community Environment Livable
IL L
ommunity
2012 Total Resources by City Service 2012 Operating Resources by City Service
Area:$186.9 million Area:$150.9 million
internal Safety and
Rep I Support Health Internal Salely and
Rep
Government
VF Support Health
Government
4% 4%
Renton Results-Renton Results Overview 2-3
Staffing(FTE's)by City Service Area
Safety and Health 2012,333.50
2011,334.50
Mobility 2012,58.65
2011,58.65
Livable Community 2012,64.42
2011,64.42
Utilities and Environment 2012,99.75
2011,99.75
Representative Government %2011'2012,42.90
44.02
Internal Support2012,82.73
2011,82.73
0.00 100.00 200.00 300.00 400.00
r
Per Capita Service Cost �+
The Chart below shows a comparison of the per capita operating cost at the 2011 adopted service level
and the 2012 adopted service level. The operating cost at the 2011 adopted level totals $1,738 per
person per year vs. $1,724 at the 2012 adopted level, based on 2010's population count. Without the
debt service, retiree medical obligation, and separation benefits, the per capita internal support cost
.r
would be at around $45.4 per year for 2011 and $36.5 per year for 2012.
.rt
Safety and Health 2012, $640
2011, $657
Mobility 2012, $113
2011, $111
Livable Community61
2012, $1 0119
2 , $159
Utilities and Environment 2012, $604
2011, $608 '
Rep Governmento
2012, $73
2011, $72
Internal Support 2012, $133
2011, $131
$- $100 $200 $300 $400 $500 $600 $700 $800
Renton Results-Renton Results Overview 2-4
The table below summarizes the resource allocations by service area.
City Service Area Summary
2011 Adopted 2012 Adopted
City Service Areas(CSA) FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$_
Operating
Safety and Health 334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123
Representative Government 44.02 6,211,543 3,059,732 42.90 6,395,854 3,097,240
Livable Community 64.42 13,679,103 3,515,368 64.42 14,128,391 3,552,662
Mobility 58.65 9,642,867 840,777 58.65 9,933,154 772,522
Utilityand Environment 99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452
Internal Support 82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144)
Total Operating FTE&$ 684.07 149,939,985 69,611,249 681.94 150,889,565 72,037,855
CIP
Livable Community - 14,714,000 13,210,000 - 8,959,000 8,467,000
Mobility 14,451,023 13,461,023 14,715,603 14,285,934
Utilityand Environment 11,940,000 11,940,000 11,980,000 11,950,000
Internal Support 30,000 - 307,000 247,000
Total CIP$ 41,135,023 38,611,023 35,961,603 34,949,934
Total Operating and CIP FTE&$ 684.07 191,075,008 108,222,272 681.94 186,851,168 106,987,789
Other
Transfers and Interfund Transactions - 33,788,228 32,449,689 - 33,080,832 33,486,178
Non-Program specific Taxes/Revenue Transfer - 78,906,667 - 80,685,949
Total Other$ 33,788,228 111,356,356 33,080,832 114,172,127
The following tables provide a list of service offers and their associated resources for each of the six
service areas.
Renton Results-Summary Listing of Offers by City Service Area 2-5
t
Safety and Health Proposed Service Offers
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ I FTE Tot Exp$ Tot Rev$
Safety and Health
100002.0010 Probation 1.00 93,495 120,000 1.00 97,677 120,000
100004.0004 Business Licensing and Passports 1.10 88,199 75,000 1.10 93,399 75,000
100006.0002 City Attorney Prosecution 6.00 563,545 - 6.00 611,003 -
100007.0003 Code Enforcement program 4.00 417,395 - 4.00 435,881 - ow
100007.0004 Building Permits&Inspection Program 12.50 1,332,898 2,488,266 12.50 1,399,428 2,561,642
100008.0036 Police Administration 5.00 2,960,513 - 5.00 2,995,398 -
100008.0037 Harbor Patrol/Mercer Island PD Contract - 39,060 - 39,060
100008.0038 Valley Communications - 1,619,466 - 1,619,466
100008.0039 Investigations 21.00 2,611,575 - 21.00 2,675,063 -
100008.0045 Special Operations 18.00 2,571,521 180,693 18.00 2,648,685 180,693
100008.0049 Administrative Services 7.00 1,176,447 - 7.00 1,191,153 -
100008.0050 Patrol Services 12.00 2,233,713 785,465 12.00 2,266,932 807,367
100008.0051 Auxiliary Services-Jail - 4,353,320 - - 4,502,305 -
100008.0052 Electronic Home Detention Program 2.00 324,509 116,000 2.00 330,372 116,000
100008.0054 StaffServices 14.40 1,272,448 - 14.40 1,339,330 -
100008.0056 Patrol Operations 66.00 8,406,579 - 66.00 8,549,689 -
100008.0058 COPS Hiring Recovery Program 6.00 620,117 548,000 6.00 645,167 270,000
100009.0012 Administrative Services for F&ES 8.50 2,880,935 - 8.50 2,940,264 -
100009.0013 EMS and Fire/Rescue Svcs for COR 78.00 9,650,275 963,421 78.00 10,298,468 1,020,476
100009.0014 Emergency Management forthe COR 2.00 295,702 35,000 2.00 310,836 35,000
100009.0015 Community Risk Reduction 8.00 935,648 310,255 8.00 979,965 313,305
100009.0016 EMS and Fire/RescueSvs for KCFD#25 18.50 2,514,158 1,313,339 18.50 2,598,528 1,353,114
100009.0017 EMS and Fire/RescueSvs for KCFD#40 28.00 3,992,858 4,344,200 28.00 4,115,463 4,374,526
100009.0018 F&ES Health&Wellness Fund - 25,000 25,000 - 25,000 25,000
100009.0021 Safety&Support Services 9.00 1,751,339 - 9.00 1,786,620 -
100020.0010 Serving vul nera ble/low income 3.41 928,071 30,000 3.41 953,786 30,000
100020.0011 CDBG 1.59 281,768 304,000 1.59 299,825 304,000
150002.0003 Add 0.5 FTE Probation Officer 0.50 53,286 40,000 0.50 57,269 40,000
150008.0002 SCOREJail Startup Costs - 2,462,229 - - - -
150009.0001 Fire Hydrant Charge - 150,000 150,000 - 150,000 150,000
150020.0001 CDBG Facilities Technician Position 1.00 22,232 (0.00) 4,175
150020.0002 Huma n Svcs Consolidated Pla n - 24,000 - - - - ,
Total Safety and Health$ 334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123
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Renton Results-Summary Listing of Offers by City Service Area 2-6
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Representative Government Proposed Service Offers
2011 Adopted 2012 Adopted
Package# Description I FTE Tot Exp$ Tot Rev$ 1 FTE Tot Exp$ Tot Rev$
Representative Government
200001.0006 Legislative Operations 8.00 277,834 8.00 286,842
200002.0009 Court Administration 2.00 622,637 2.00 640,339
200002.0010 Infraction Processing 5.00 477,587 2,074,443 5.00 496,199 2,096,346
200002.0011 Criminal Case Processing 8.00 823,948 285,750 8.00 858,831 285,750
200003.0012 Executive Operations 4.50 1,035,538 - 4.50 1,063,628 -
200003.0013 Cable Communication Fund - 85,674 85,000 - 85,674 85,000
200003.0014 Court Public Defenders 369,224 - 369,224 -
200003.0015 Grant Writing - 50,000 50,000 - 50,000 50,000
200003.0017*Citywide Communications 5.00 565,483 561,539 5.00 591,608 577,144
200006.0002 City Attorney Civil 3.75 515,577 - 3.75 546,497 -
200007.0002 Intergovernmental Relations 0.25 153,674 0.25 155,661
200011.0004 Hearing Examiner 1.12 171,929 (0.00) 71,025
200012.0009 City Clerk 4.50 790,484 4.50 835,811
200020.0004 Community Engagement 1.90 237,955 3,000 1.90 247,515 3,000
250002.0001 CourtAudio Recording System Replacement - 18,000 27,000
250002.0002 Court Video Arraignment 16,000 -
250012.0001 Increased Elections Costs - - 70,000
Total Representative Government$ 44.02 6,211,543 3,059,732 1 42.90 6,395,854 3,097,240
• Note: *Services provided through internal business units(Internal Service Fund).
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Renton Results-Summary Listing of Offers by City Service Area 2-7
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Livable Community Proposed Service Offers 4
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ I FTE Tot Exp$ Tot Rev$
Livable Community
300007.0014 Long Range Planning 4.33 520,489 - 4.33 549,217
300007.0015 Current Planning 6.33 658,694 89,095 6.33 696,000 98,896
300007.0016 Hotel Motel Fund - 245,000 245,000 - 265,000 265,000
300007.0017 Arts&Culture 0.50 54,007 - 0.50 56,928 -
300007.0018 Farmers Market - 47,875 52,500 - 49,150 60,500
300007.0020 Economic Development 3.25 432,219 - 3.25 453,098 -
300007.0021 1%for the Arts - 50,000 15,000 - 50,000 15,000
300007.0023 CED Administration 2.00 928,729 - 2.00 958,050 -
300020.0030 Museum 1.00 208,407 - 1.00 215,502 -
300020.0031 Parks and Trails Progra m 22.80 3,859,876 78,454 22.80 4,007,291 78,454
300020.0032 Com Relations and Events 0.65 204,840 90,000 0.65 208,674 90,000 ow
300020.0033 Aquatics 1.00 731,701 688,000 1.00 737,571 688,000
300020.0034 CarcoTheater 1.25 215,946 60,000 1.25 221,368 60,000
300020.0035 Recreation Services 6.25 2,256,721 666,886 6.25 2,317,465 699,263
300020.0036 Renton Community Center 6.30 1,363,202 660,500 6.30 1,391,241 655,500 r
300020.0037 Senior Activity Center 3.25 559,030 125,000 3.25 576,121 125,000
300020.0038 Leased Facilities 1.50 614,457 744,933 1.50 622,232 717,049
300020.0046 Administration/Com Svcs 2.00 412,476 - 2.00 426,747
300020.0060 Neighborhood Program 1.50 243,918 1.50 252,595 W
350020.0001 Libra ry Facility Maintenance - 30,000 - 30,000
350020.0002 Reinstate Sec 11 Position/Community Svcs 0.50 41,515 0.50 44,141 -
TotalOperating$ 64.42 13,679,103 3,515,368 1 64.42 14,128,391 3,552,662
Livable Community CIP
300007.0024 Sunset SubArea Plan - 584,000 - - - -
300020.0039 Henry Moses Aquatic Center 120,000 120,000 30,000
300020.0040 Grant Matching Program 100,000 150,000 -
300020.0042 Tree Maintenance 150,000 150,000
300020.0043 Capital Project Coordinator 70,000 72,000
300020.0044 Pathway,Side,Patio&Boardwalk 100,000 - - -
300020.0045 Golf Course MM 100,000 100,000 100,000 100,000
300020.0047 Disaster Repairs 200,000 - - -
300020.0049 KC Proposition 2 Cap Exp Levy Fund 160,000 160,000 160,000 160,000
300020.0050 Parks General Major Maintenance 490,000 400,000 250,000 250,000
300020.0052 Ball Field Renovation Program 60,000 - - -
300020.0053 Sports Court Repairs 20,000 20,000 -
300020.0054 200 Mill Bldg Restroom/ADA Improvements - - 127,000 127,000
300020.0055 Accessible Playground 750,000 750,000 - -
300020.0056 New Libraries Development 11,800,000 11,800,000 7,800,000 7,800,000
300020.0057 Highlands Library Natural Area 10,000 - 10,000 -
Total CIP$ 14,714,000 13,210,000 8,959,000 8,467,000
Total Livable Community$ 1 64.42 28,393,103 16,725,368 1 64.42 23,087,391 12,019,662
Renton Results-Summary Listing of Offers by City Service Area 2-8
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Mobility Proposed Service Offers
�I.
2011 Adopted 2012 Adopted
Package# Description I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Mobility
400015.0002 Public Works Administration 3.00 454,179 3.00 473,685
400016.0060 Transit Coordination/Com mute Trip Reduction 0.70 120,630 0.70 125,136
400016.0061 Sidewalk Progra m 0.05 6,701 0.05 6,935
400016.0062 Buildingthe Mobility Network 7.41 952,263 7.41 1,000,292
400016.0063 Bridges and Guardrails 0.33 36,346 0.33 38,427
400016.0065 Trans Operations Maintenance Section 10.90 2,203,570 10.90 2,262,888
400016.0066 Trans Operations Engineering Section 3.20 367,675 3.20 386,762
r 400016.0067 Airport Operations 5.01 969,956 479,775 5.01 998,625 398,793
400016.0104 Transportation Systems Admin 2.50 680,112 - 2.50 703,377 -
400019.0003 Street Maintenance 18.10 2,728,450 204,563 18.10 2,764,082 209,885
r 400019.0004 Public Works Maintenance Administration 6.45 965,852 - 6.45 1,006,309 -
450016.0001 Airport Position Upgrade - 2,680 2,680 - 2,680 2,680
450016.0002 Public Works/Airport New PTSeasonal Staff - 41,209 41,209 - 41,209 41,209
450016.0003 Airport CIP Capital Project Coordinator 1.00 113,245 112,550 1.00 122,748 119,955
ow Total Operatin g$ 58.65 9,642,867 840,777 58.65 9,933,154 772,522
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rin Renton Results-Summary Listing of Offers by City Service Area 2-9
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Mobility Proposed Service Offers 4
2011 Adopted 2012 Adopted
Package A Description FTE Tot Exp$ Tot Rev$ I FTE Tot Exp$ Tot Rev$
Mobility CIP
400016.0068 TCIPStreet Ove rlay 751,000 751,000 786,000 786,000
400016.0069 TArterial Rehabilitation Program 342,000 342,000 358,000 358,000
400016.0070 TRainierAve lmpr-GradyWaytoS2 St 8,164,617 7,644,617 7,191,744 7,141,744
400016.0071 TSW 27th St/Stra nder Blvd Connect 32,202 32,202 - -
400016.0072 T NE 3rd/NE 4th Corridor Improvements 223,000 223,000 206,656 206,656
400016.0076 TWalkway Program 280,000 160,000 150,000 150,000
400016.0077 TSidewalk Rehab&Replacement Prgm 250,000 - - -
400016.0078 TBridge Inspection&Repair Prgm 150,000 110,000 70,000 70,000
400016.0079 TlntersectionSafety&Mobility Prgm 250,000 250,000 200,000 200,000
400016.0080 TTransit Prgm 40,000 40,000 37,000 37,000
400016.0081 TTransportation Demand Management Prgm 65,000 65,000 65,000 65,000 ow
400016.0082 T Bicycle route Development Prgm 100,000 90,000 40,000 40,000
400016.0083 TBarrier FreeTransition Plan Implement 50,000 50,000 25,000 25,000
400016.0084 TProj Develop&Redesign Prgm 150,000 150,000 100,000 100,000
400016.0085 TArterial Circulation Prgm 160,000 160,000 160,000 160,000
400016.0086 TTransportationConcurrency/LOS Prgm 10,000 10,000 30,000 30,000
400016.0087 TEnvironmental Monitoring Prgm 20,000 20,000 20,000 20,000
400016.0088 TWSDOT Coordination Prgm 63,000 63,000 40,000 40,000
400016.0089 TGIS-Needs Assess&Data Develop 15,000 15,000 15,000 15,000
400016.0090 T1%for the Arts Prgm 15,000 15,000 15,000 15,000
400016.0092 AStorm WaterSystem Rehabilitation 300,000 300,000 50,000 50,000
400016.0093 AMajorFacility Maintenance 130,000 130,000 130,000 130,000
400016.0094 AMaint Dredging/Shoreline Mitg. 1,440,000 1,440,000 - -
400016.0096 ALowerBlast Fence(Rwy34) 40,000 40,000 400,000 400,000
400016.0097 ATabwayRenumbering/SignReplace 380,000 380,000 2,079,000 2,100,000
400016.0099 TS.Renton Burnett Park Neighborhood St.Imp 275,000 275,000 - -
400016.0100 TTraffic Safety Prgm 40,000 40,000 20,000 20,000
400016.0101 T Preservation ofTraffic Op Devices Prgm 62,000 62,000 62,000 62,000
400016.0102 T Intelligent Tra nsportation Systems Prgm 50,000 50,000 50,000 50,000
400016.0103 A Renton Gateway Utilities 105,204 105,204 105,203 105,204
400016.0106 A608 Ha ngar Expansion - - 1,050,000 1,050,000
400016.0107 AUS Customs Facility 50,000 50,000 - -
400016.0108 A622 Hangar-Rehabilitation - - 1,100,000 699,330
400016.0109 AAirportOffice Renovation 175,000 175,000
400016.0110 A5-02 Building Rehab 25,000 25,000 - -
400016.0111 A Mower Replacement - - 40,000 40,000
400016.0112 AAirport Sustainability Program 158,000 158,000 - -
400016.0113 TDuvallAve NE-NE7thSt.ToSunset Blvd NE - - 100,000 100,000
400016.0114 TMontereyAve NE-NE20th St-Wall Replace 40,000 40,000 - -
400016.0115 TRoadway Safety And Guardrail Program 50,000 - 20,000 20,000
Total CIP$ 14,451,023 13,461,023 - 14,715,603 14,285,934
Total Mobility$ 58.65 24,093,890 14,301,800 58.65 24,648,757 15,058,456
Note: The first letter in the CIP description title identifies the type of project.
A=Airport,T=Transportation
Renton Results-Summary Listing of Offers by City Service Area 2-10 ,
Utility and Environment Proposed Service Offers
2011 Adopted 2012 Adopted
Package# Description I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
.. Utility and Environment
500004.0002 Utility Billing and Cashiering 4.90 574,363 - 4.90 597,871
500007.0002 Public Works Permits and Inspections 10.00 1,124,036 63,230 10.00 1,179,493 70,174
500018.0046 Wastewater Enginee ringandPIanning 4.50 1,790,627 4,876,399 4.50 1,824,962 5,833,834
500018.0047 Water Education 0.20 17,793 - 0.20 18,396
500018.0048 Water Engineeringand Planning 5.80 2,302,916 9,669,123 5.80 2,344,165 11,094,894
500018.0049 Surface Water NPDES Education 0.20 22,347 - 0.20 24,042 -
500018.0050 Surface Water Engineering and Planning 9.80 1,993,852 5,144,453 9.80 2,075,500 5,458,523
11� 500018.0051 Solid Waste Collection 1.25 14,260,357 14,973,466 1.25 14,254,217 14,962,216
500018.0052 Solid Waste Education 0.75 112,841 37,784 0.75 116,536 37,784
500018.0053 Utility Systems Administration 3.00 727,250 - 3.00 749,649 -
aw 500018.0054 Waterworks Revenue Bond Debt - 3,648,432 - 3,651,829
500018.0055 Public Works Trust Fund Loan Debt 960,970 - 952,380
500018.0056 King County Metro Fund - 13,156,760 13,156,760 - 13,209,387 13,209,387
500019.0006 Wastewater Maintenance 6.95 1,347,239 19,740 6.95 1,293,282 19,740
No 500019.0007 Solid Waste Litter Control 1.00 276,030 4,692 1.00 287,914 4,692
500019.0008 Surface Water Maintenance 11.20 1,784,566 10,700 11.20 1,767,016 10,700
500019.0009 Water Maintena nce 25.30 4,993,608 10,078 25.30 5,136,407 10,078
500020.0005 Golf Course 9.50 2,057,154 2,483,545 9.50 2,106,781 2,483,545
No 500020.0006 Parks Planning,Urban Forestryand Na Res 3.40 610,145 - 3.40 633,299 -
500020.0007 Golf Course Debt Service - 447,584 - - 435,423 -
550007.0001 Rainier Ave Project Inspections 2.00 207,766 205,891 2.00 225,113 219,397
550018.0001 Surface Water King County Assessment Fees - 7,000 - - 7,000 -
Uw 550018.0003 Water Position Conversion 1,488 1,488 1,488 1,488
550020.0001 Contract Landscape Maintenance New Sites - 5,000 - 5,000
TotalOperating$ 99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452
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No Renton Results-Summary Listing of Offers by City Service Area 2-11
Utility and Environment Proposed Service Offers
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2011 Adopted 2012 Adopted
Package q Description FTE Tot Exp$ Tot Rev$ I FTE Tot Exp$ Tot Rev$
Utility and Environment CIP
500018.0058 W New Reservoirs&Pump Stations 80,000 80,000 400,000 400,000
500018.0059 W Sply Dvlp&Wtr glty Impr 100,000 100,000 50,000 50,000
500018.0060 W Water Main Replc 1,700,000 1,700,000 1,700,000 1,700,000
500018.0061 W Automatic Meter Reading Conversion 1,500,000 1,500,000 1,000,000 1,000,000
500018.0062 W Wtr Utly MM 320,000 320,000 230,000 230,000
500018.0063 W Regulatory Compliance 400,000 400,000 220,000 220,000
500018.0064 WW Summerwind/Stonegate LS Replacement 1,600,000 1,600,000 - -
500018.0065 WW Miscella neous/Emergency Projects 100,000 100,000 100,000 100,000
500018.0066 WW Ea rlington Sewer Replacement - - 750,000 750,000
500018.0068 WW East Renton Lift Station Elimination 140,000 140,000 600,000 600,000
500018.0069 WW Lake Washington Beach LS Elim/Rehab 450,000 450,000 - -
500018.0070 SW SpringbrookCrk Wetland&Habitat Mit 100,000 100,000 150,000 150,000
500018.0071 SW Green River Ecosystem Restoration 200,000 200,000 - -
500018.0072 SW Small Drainage Projects Program 200,000 200,000 250,000 250,000
500018.0073 SW Miscella neous/Emergency Storm Projects 50,000 50,000 50,000 50,000 !
500018.0074 SW Lower Cedar River Sediment Mgmt Pro] 450,000 450,000 600,000 600,000
500018.0075 SWTalbot Hill ArMosquito Abatement Prgm 50,000 50,000 50,000 50,000
500018.0076 SW Stream Flow&Wtr OJty Monitoring Prgm 10,000 10,000 10,000 10,000
500018.0077 SW Surface Water Utility GIS 100,000 100,000 100,000 100,000
500018.0078 SW Storm Sys Field Mapping Proi(NPDES) 100,000 100,000 - -
500018.0079 SW Surface Water Utility System Plan 50,000 50,000
500018.0080 SW Renton Storm Water Design Ma nual 10,000 10,000 - -
500018.0082 SW Madsen Crk Sedimentation Mntc 50,000 50,000 50,000 50,000
500018.0083 SW Hardie Ave.SW Underpass Storm Sys Improv 500,000 500,000 1,000,000 1,000,000
500018.0084 WW Sanita ry Sewer Hydraulic Model - - 100,000 100,000
500018.0085 WW Telementry Upgrade - - 150,000 150,000
500018.0086 WW WSDOT1-405 Relocations 20,000 20,000 - -
500018.0087 WW Westview Lift Station Rehabilitation 100,000 100,000 - -
500018.0088 WW Lind Avenue Lift Station Replacement - - 250,000 250,000
500018.0089 WW Airport Lift Station Reha bilitation - - 200,000 200,000
500018.0090 WW President Park Sewer Replacement 1,130,000 1,130,000 1,100,000 1,100,000
500018.0091 WW Cascade Interceptor Restoration 175,000 175,000 - -
500018.0092 WW Wastewater Operation MasterPlan 75,000 75,000 - -
500018.0093 W Groundwater Under Influence CT Piping 200,000 200,000 1,200,000 1,200,000
500018.0094 W RainierAvenue South Utility Improvements 200,000 200,000 400,000 400,000
500018.0095 SW NE 5th St&Edmonds Ave Storm Sys Improve 200,000 200,000 1,040,000 1,040,000
500018.0096 SW Maplewood Creek Basin Storm Improvemen - - 200,000 200,000
500018.0097 SW Lake Ave S/Rainier Ave Storm System 680,000 680,000 - -
500018.0099 SW Elliott Spawning Channel Repair 800,000 800,000
500018.0100 SW Maplewood Creek Sedimentation Facility 100,000 100,000 -
500020.0008 Irrigation Automation and Consery - - 30,000 -
Total CIP$ 11,940,000 11,940,000 - 11,980,000 11,950,000
Total Utilityand Environment$ 99.75 64,370,123 62,597,349 1 99.75 64,877,150 65,366,452
Note: The first letter in the CIP description title identifies the type of project.
W=Water,WW=Wastewater,SW=Surface Water
Renton Results-Summary Listing of Offers by City Service Area 2-12
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Internal Support Proposed Service Offers
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2011 Adopted 2012 Adopted
Package# Description I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
r Internal Support
600003.0006*Com munication-Print a nd Ma il Services 1.50 392,263 392,402 1.50 399,408 397,163
600004.0023 Ass et,De bt,a nd Trea s u ry Ma nage me nt 0.90 175,283 - 0.90 181,247 -
600004.0024 Payroll 2.00 172,524 2.00 179,201
rr 600004.0025 Budgetingand Financial Planning 3.30 318,908 3.30 334,754
600004.0026 Accountingand Auditing 1.30 214,377 1.30 221,728
600004.0027 Finance Operations 5.00 439,550 5.00 466,207
600004.0028 Finance Administration 1.50 435,569 1.50 454,378
600004.0032 General Government Debt - 4,715,035 270,923 - 5,731,373 281,054
600004.0033*IT Administration 2.50 309,306 306,946 2.50 323,447 314,392
600004.0034*Applications and Database Services 4.00 1,020,328 1,021,364 4.00 1,043,501 1,036,006
600004.0035*IT Capital 3.00 1,440,756 1,007,893 3.00 1,250,168 1,045,090
600004.0036*Se rvi ce Des k Su pport 2.00 526,047 519,236 2.00 538,896 527,388
600004.0037*System Services 4.00 598,246 569,077 4.00 620,745 584,092
600004.0038*Telecommunications 1.00 423,744 406,779 1.00 429,401 409,371
MW 600004.0040*Enterprise GIS 2.00 195,034 193,369 2.00 203,069 196,834
600005.0018 Other City Svc-Employee Sepa ration Pay - 436,152 - - 436,152 -
600005.0019 LEOFF 1 Medical Obligation 2,205,684 2,205,684
600005.0020 Association Dues and Contracted Services 329,110 329,412
tl� 600006.0003 City Attorney Administration 2.00 521,409 - 2.00 538,342 -
600007.0003 Technical and Property Services 2.33 280,263 2.33 297,255
600014.0021 HR/RM Administration 5.00 946,308 5.00 953,573 -
600014.0023*Risk Management 2.25 3,020,837 3,128,883 2.25 2,932,359 3,137,593
600014.0024*Benefits 1.75 13,106,401 13,386,641 1.75 14,259,292 14,152,424
600016.0002 Trans Operations Interna ISupport Services 1.90 230,588 - 1.90 241,061 -
600019.0005*Fleet Services Operation&Maintenance 9.00 2,023,267 2,042,770 9.00 2,065,156 2,070,381
600019.0006*Fleet Services Capital Recovery - 1,172,000 1,118,631 - 470,000 959,512
600020.0018*Custodial Services 15.00 1,240,836 1,244,572 15.00 1,303,780 1,275,444
600020.0019*Facilities Technical Maintenance 9.50 2,398,749 2,382,424 9.50 2,426,180 2,400,071
600020.0020*Operational Facilities MM - 137,000 137,000 - 137,000 137,000
No 600020.0021*Public Facilities MM 361,000 361,000 361,000 361,000
600020.0022*Public Works Shops Upgrades 118,000 - 28,000
600020.0023*Community Services Mtn Shops Rehab 200,000 -
650005.0001*Medical/Dent Premium Adjustment - 25,000 (50,000)
err 650005.0002*Federal Healthcare Reform - - - -
650020.0001*CITY HALL HVAC CONTRACT 87,000 87,000 87,000 87,000
650020.0002*Energy Rate Increase 31,677 31,677 64,474 64,472
*Internal Service Fund/InterfundTransactions only (28,899,203) (28,899,203) (29,963,431) (29,963,431)
VW Total Net Operating$ 1 82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144)
Note: *Services provided through internal business units(Internal Service Funds). Both revenues and expenditures are
deducted to show the net impact on City's resources.
to
Internal Support CIP
600020.0014 Leased Facilities - 127,000 127,000
WN 600020.0015 City Wide Security System Upgrades 30,000 60,000 -
600020.0017 Public Restrooms Renovations - 120,000 120,000
Total CIP$ - 30,000 - 307,000 247,000
Total Internal Support$ 82.73 11,354,048 (290,616) 82.73 11,881,810 (330,144)
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r• Renton Results-Summary Listing of Offers by City Service Area 2-13
Other Service Offers—Transfers, Interfund Transactions, and Reconciliation
2011 Adopted I 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Transfers and Interfund Transactions
700005.0003 Fire Pension 565,475 300,000 550,475 300,000
700005.0004 IndirectCost TransferMultiDepts - 2,180,486 - 2,242,747
750020.0001 LibraryTransferto Fund 316 2,000,000 200,000 1,000,000 200,000
700009.0003 Fire Impact Mitigation Fund 529,056 - 536,926 -
700014.0008 Transferfrom 502 to 317 275,000 - - -
700016.0003 Arterial Street Fund 620,000 620,000 630,000 630,000
700016.0004 Transportation Impact Mitigation Fund 499,494 250,000 400,000 150,000
700020.0005 Community Development Impact Mitigation Furl 400,000 - - -
*Internal Service Fund/InterfundTransactions only 28,899,203 28,899,203 29,963,431 29,963,431
Total Interfund Transactions$ 33,788,228 32,449,689 33,080,832 33,486,178
Citywide Revenue Estimate
900005.0003 General Governmental Fund Revenues - 78,644,566 - 80,423,465
900005.0004 Non-GG Fund Revenues 262,101 262,484
Total CW Revenue Estimate$ - 78,906,667 - 80,685,949
TOTAL FTE&$$ 1 684.07 224,863,236 219,578,628 1 681.94 219,932,000 221,159,916
Reconcilation to Budget by Fund and Department
Tota I Operations(excluding debt) 684.07 140,167,964 69,340,326 681.94 140,118,560 71,756,801
Tota ICIP - 41,135,023 38,611,023 - 35,961,603 34,949,934
Total Debt 9,772,021 270,923 10,771,005 281,054
Total Interfund$(below the line) 33,788,228 32,449,689 33,080,832 33,486,178
Total Citywide Revenue Estimate - 78,906,667 - 80,685,949
TOTAL FTE&$$ 1 684.07 224,863,236 219,578,628 681.94 219,932,000 221,159,916
Renton Results-Summary Listing of Offers by City Service Area 2-14 t
City of Renton
2011-2012 Request for Results
Safe and Healthy Community
Desired Results
I want Renton to be a safe and healthy community.
UW
PURCHASING STRATEGIES PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
(HOW WE KNOW) (WHAT WE MEASURE)
1W 1. Ensure that public and private • Timely response to complaints. a 1,a2,a3, b2,d1
infrastructure is developed and . Inspection Results.
maintained to local laws. (code)
r 2. Increasing feeling of • Preparedness plan that identifies a 1,a2,a3
community and individual risks to the community.
safety. • /of Citizens surveyed that feel safe.
Im 3. Timely responsiveness and • Ability to meet standard response a 1,a2,a3,d3
"Projection of effort". times.
4. Well maintained public spaces. . Park access. a 1,a2
Im • %of Citizens surveyed that feel
public spaces are well maintained.
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r Renton Results-Safety and Health Request for Results 2-15
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.
Timely, Effective
Well prepared •
response to request
•
for service
Perception of a Services that
crime free support •
communityand
sense ofI want security - • • environmental and
• protection
•-
healthy
•
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 be self sufficient as well
as programs that promote prevention and education.
Renton Results-Safety and Health Request for Results 2-16
• Organize and support of community based prevention, self sufficiency, and recovery
assistance programs.
• 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 aid in recovery and restoration for individuals and
businesses after disaster strikes.
• Provide temporary shelters.
• Programs that would help individual and businesses be more self sufficient 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.
• Connect residents with needed services.
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.
7. Innovative and creative results with an emphasis on cost effectiveness are encouraged.
Renton Results-safety and Health Request for Results 2-17
2011-2012 Program Offer Feedback Form
Safety and Health
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1)Monitor probationers regarding their opinions of
the probation process for them. Is it a good use of
their time,does it help them stay in compliance,
were they referred to proper treatment,etc. Strive
for 70%positive responses.
2)Through utility billing,survey public regarding
knowledge of and expectations for probation and
100002.0010 other criminal justice functions. Study responses
Probation and adopt usable suggestions and if necessary 4 N,Y #'s 1,2 and 3 need to be measurable
increase public knowledge of probation purpose
and activities.
3)Survey various treatment agencies regarding
differences in patient/client behavior in those on
probation in Renton vs.other cities and patients
and clients not on probation. After a comparative
baseline is established in 2011,set goals to
improve"success."
1)Improve compliance through development of
100004.0004 audit procedures.
Business Licensing and 2)Identify process improvements to improve the 4 Y Y #'s 1&2?How would you collect
Passports timing of new license issuance. measure 3?#4,good
3)Contact businesses prior to expiration date to
minimize expired licenses.
1)Prepare complete and adequate discovery in all
cases. Current Year:99%;Proposed Year:99%.
2)Be prepared for hearings and trials in all cases,
100006.0002 when possible. Current Year:95%
City Attorney Prosecution Proposed Year:95%. 4 Y,Y How would you measure 1,2 and 3?
3)Increase the scope and extent of electronic
exchanges of information,including full discovery
with defense attorneys. Current Year:N/A
Proposed Year:50%.
1)Average time to achieve compliance:3 weeks.
2)Site remains in compliance after enforcement
100007.0003 #1,good.How would you measure 1
Code Enforcement Program action. 95%of prior violation sites. 1,4 Y,Y &2?Why is the%so low on 3?
3)Compliance achieved through voluntary action
70%of cases or more.
1)Permit review times for single family
100007.0004 applications: 2 weeks or less.
Building Permits and 2)Permit review times for commercial applications 1,4 Y,Y Need a%on#1.How would you
Inspection Program 4 weeks or less. measure 2&3?
3)Response time for inspection requests: 95%
within 24 hours.
1)UCR Class I crime rate per thousand population. #1,how would you measure and what
100008.0036 2)Fiscally responsible as measured by budget 4 Y,Y is the comparable?#2,what is being
Police Administration expenditures. measured?#3,what is this and how is
3)Department-wide service delivery. it measurable?
1)Calls-for-service.
100008.0037 #'s 1,2&3 what is the comparison?
Harbor Patrol/Mercer Island 2)Time spent in Renton. 1,2,4 Y,Y #4,consider safety stops vs.other
3)Citations/arrests.
PD Con contacts.
4)Boating stops.
1)Calls-for-service. #1,what is the comparable?#2,
100008.0038 2)Time of call vs.time of dispatch for Priority 1 2,3 Y,Y consider stating the acceptable range.
Valley Com(911 service) calls. #3,what is the measurable and how
3)Customer service. would you capture?
Renton Results-Safety and Health Request for Results 2-18
err
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1)Cases Assigned.
■I 2)Cases Filed.
3)Cases Cleared Exceptional.
4)Cases Unfounded.
5)Case Clearance Ratio(Filed+
Exceptional/Assigned-Unfounded). Investigations:#'s 1,2,3,&4,what is
being measured?#5,should the
100008.0039 Evidence: 1,4 Y,Y previous measures stats be included in
Investigations 1)Property submitted. this measurable?Evidence:#'s 1,2&3
2)Property disposed. what is being measured?DVA#1,
OD 3)Auction income. good.#2,what is the comparable?
Domestic Violence
1)Victims assisted.
2)Successful prosecutions.
1)Identify,target,and incarcerate prolific
offenders.
Mlnt 100008.0045 2)Recognize and address crime patterns. 4 Y,Y #1,what is being measured?#2&3,
Special Operations 3)Provide SWAT Services. how and what?#4,clarify measure.
4)Increase solvability rate of UCR Class I crimes to
25%.
■Ir 1)All members receive 30 hours minimum training
annually.
100008.0049 2)Increase Block Watch/Business Watch by 10%.
Administrative Services 3)All vacancies filled within 60 days of notice. 1 #'s 1 thru 9,what is being measured?
+�r 4)Changes to manuals inserted within 30 days of
receipt.
5)Successful completion of annual CJTC train.
1)Handle 80%of collisions reported during our
hours of service so that patrol operations resources #1,consider eliminating the sentence
are freed up to be reallocated to meet their
100008.0050 mission. 4 after the word service.#'s 2,3&4 how
Patrol Services would you measure?#3,what does
2)Manage safety camera violation approval
this measure mean?
va queues so that zero percent of violations are
rejected.
1)Average Daily Booking Renton Jail
7.2 10.8
2)Average Daily Population Renton Jail
51 60
3)Average Monthly/Daily Population King County
Jail
100008.0051 1)Track billable inmates at King County Jail.
2)Audit inmate housing bills from other agencies Did not review,as it is now SCORE.
Auxiliary Services-Jail to ensure RPD is billed for the correct number of
days.
3)Invoice ILA's for housing and incurred medical
expenses.
4)Pay all invoices for Aux Svc and Staff Svc
Divisions.
5)Manage Renton City Jail population.
VW 1)The EHD program reduces the cost of housing of
inmates,medical expense and food expense. All #2,how would you measure?#1,how
100008.0052 offenders who are placed on the program are would you collect the data and it really
Electronic Home Detention closely supervised by EHD Officers.This program 4 N,N isn't a measurement,it's more of a
Program pays for the staffing required to maintain it and
statement.
generate revenue for the City.
2)Reduce inmate housing costs.
r Renton Results-Safety and Health Request for Results 2-19
I
Relates to Is it I
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1)Annual ACCESS audit errors.
2)After hours call out for City administrators.
3)Enter/verify Renton Municipal Court arrest
#'s 1,3,5&6,what is the measurable?
100008.0054 warrants. 4 Y,Y #'s 2&4,don't mean anything to the
Staff Services 4)Records Management System report entry for
crime statistical analysis. group.
5)15,000 case report entries.
6)Response to C.
1)Calls-for-service.
2)Response times. 40
3)Arrests.
100008.0056 4)Bookings. 4 N,N #'s 1 thru 7,what is the comparable
Patrol Operations 5)Citations issued. measurement?
6)Reports.
7)UCR Class I crime rate per thousand population 40
as compared to other South King County cities.
100008.0058
COPS Hiring Recovery TBD Y,Y Did not review as there are no
Program
measurements.
1)90%of the annual work plan goals are
completed within the calendar year.
2)Percentage of customer concerns that are #1,what is the measurable and how
100009.0012 contacted within one business day. does this help the public understand?
Administrative Services for 3)Responses to internal service requests that are 2 Y,Y #2, is good.#3,How would you
Fire and Emergency Services filled solely through department resources are measure and does it matter?#4,how
made within one business day 90%of the time. would you measure?
4)Number of public appearance requests that the
department is able to meet.
1)Percentage of CPR incidents with patients
transported to a hospital.
2)Provide a response time for the first arriving
unit of better than 7 minutes 30 seconds 90%of #1,would help if it was stated better,
100009.0013 the time.
EMS and fire/Rescue Services 3)Provide a response time goal for a first alarm 2 Y,Y and maybe compared to witnessedcollapses.#'s 2&3,are good.#4,is an
for C assignment with a minimum of 15 personnel to a output.
working fire incident of better than 12 minutes
and 0 seconds 90%of the time.
4)Increase of calls for service from previous year:
2008-12,402 2009-12840 2010-
1)Amount of money brought into the City through
grant writing and disaster cost recovery efforts.
100009.0014 2)Number of hours spent in emergency planning #1,what is the measurable and goal of
Emergency Management for and outreach for vulnerable populations1,3 the measurement?#2,what is the
.
the COR measurable?#3,is good. !�
3)Number of volunteers trained in disaster
response assignments.
1)Number of permits issued.
2)Percentage of inspections performed out of total #1,it is an output,maybe if it was
possible. compared in a time frame.#2,what is
100009.0015 3)Percentage of plans reviewed and construction 4 Y,Y the measurement?Response time?#3,
Community Risk Reduction permit issued within 15 days. is good.#4,what is the measurement
4)Number of fires investigated that involve and why are we collecting it?
suspicious circumstances,fatality or injury,or
property loss exceeding$10,000.
1) Percentage of CPR incidents with patients
within Fire District 25 transported to a hospital.
2) Provide a response time goal for the first #1,would help if it was stated better,
100009.0016 arriving unit of 7 minutes 30 seconds to an and maybe compare to witnessed
EMS and Fire/Rescue Services emergency scene of better than 90%of the time. 2 Y,Y
for KCFD 25 3) Provide a response time goal for a first alarm collapses.#'s 2&3,are good.#4,is an
output.
assignment with a minimum of 15 personnel to a �
working fire incident of better than 15 minutes and
0 seconds 90%of the time.
1�
Renton Results-Safety and Health Request for Results 2-20
WN
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1) Percentage of CPR incidents with patients
within KCFD#40 transported to a hospital.
100009.0017 2) Provide a response time for the first arriving #1,would help if it was stated better,
unit to an emergency scene of better than 7 2 Yand maybe compare to witnessed#'
Fire/Rescue Services for KCFD minutes 30 seconds 90%of the time. 'Y collapses. s 2&3,are good.#4,is an
40 3) Provide a response time for a minimum of 15 output.
yrs
personnel to a working fire incident of better than
15 minutes and 0 seconds 90%of the time.
100009.0018
Fire and Emergency Services NA 1 Y,Y This needs work.No measures.
Health&Wellness Fund
Logistics-2011
Safety-ensure that 100%of personnel are SCBA fit
to tested in the calendar year and all SCBA packs are
flow tested per NFPA standards. By August 1st,
ensure that 100%of personnel have the required
primary and secondary sets of PPE. Ensure that
100%of personnel have an annual physical per
9W WAC standards by August 31st.
Equipment-100%of Hose(60,000 feet)and
Ladders(870 feet)tested per NFPA standards by
certified personnel by October 31st.
YM Facilities-100%of requests from Station Captains
are processed within 30 days from receipt.
Apparatus-New aerial ladder purchased/equipped
and operational by July 31st.
AW Logistics:#'s 1 thru 6,are good.#7,
100009.0021 Training-2011 what is this measuring?Training:#'s 1
Safety and Support Services Emergency Medical Technician(EMT)Training 1,2,3 Y,Y thru 5,are good.#6,what is the
The following assumptions were made using 129 measurable and why is it being
i EMT's we have registered with the WA State: measured?
96 hours of Paramedic Instruction (this
includes Infectious Disease class).
387 hours of CBT written test(based off of a 30
min test,6 tests each for every EMT).
774 hours of CBT practical testing(based off of
a total time of 1 hour practicals).
516 hours of Defibrillation testing(using a 1
hour test time).
11 387 hours of Annual Recertification Required
for EMTs(using a 3 hour CPR class time).
In addition,the Safety and Training Division
delivers over 7,000 hours of training in the areas of
'" firefighting,rescue,management,supervisory,
administrative support.
1)The percentage of Housing Repair clients that
are satisfied or greatly satisfied by the repairs done
on their homes will be at least 80%of the
100020.0010 #1,is good.#'s 2&3,can they be
completed surveys.
Serving Vulnerable/Low 2)Output:number of health and safety repairs for 1,2,3 restated to be measurable and not an
Income output?
Housing Repair: 900.
3)Output:number of resource directories
distributed:35,000.
irr
Renton Results-Safety and Health Request for Results 2-21
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1)The percentage of Housing Repair clients that
are satisfied or greatly satisfied by the repairs done
on their homes will be at least 8%of the completed
surveys. #1,is good.#'s 2,3&4,can they be
100020.0011 2)Output Number of health and safety repairs for 1,2,3 restated to be measurable and not an
CDBG Housing Repair:900. output?
3)Output 18 Renton families will be helped by the
Institute for Family Development.
4)Output 116 families will be helped by the Multi
Service Center Emergency Services.
1)Hold defendant intake office visits and
interviews within two weeks of being given
150002.0003 probation by the court.
Add 0.5 FTE Probation Officer 2)Respond to judicial requests for pre-sentence 4 #'s 1,2&3,are good.
investigations within one week.
3)Open and file all mail within three days of
receipt.
1)Keep the prosecution work load up to date.
150006.0004 2)Be able to file,prosecute,and try cases to the
New Legal extent necessary. 4 #1,what is being measured?#2,how
would you measure this?#3,is bad.
Assistant/Prosecution 3)Give the City Attorney his administrative
assistant back full time.
SCORE .0002 NA Did not review.
SCORE
150009.0001
NA Did not review.
Fire Hydrant Charge
1)Do approximately 50%of the 900 health and
150020.0001 safety repairs planned for 20aa,which equates to
3 ,
2,
CDBG Facilities Technician
450 per year. 1 #1,what is the measurable?#2,what
,
2)To increase the number of evening and weekend data is being collected?
Position appointments in 2011 to serve more of the working
poor who may not be available during the day.
150020.0002
Human Services Consolidated Completion of the plan by July 15,2011. N,N Did not review.
Plan
33
r
4W
r
Renton Results-Safety and Health Request for Results 2-22
•r
City of Renton
2011-2012 Request for Results
Representative Government
Desired Results
I want Renton to be a responsible and responsive government.
PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
PURCHASING STRATEGIES WHAT WE MEASURE)
HOW WE KNOW)
1. Policy and program decisions • %of community surveyed indicates a1, b4, c1
reflecting community values. policy/program decisions reflect
rr
community values.
• Number of complaints.
• Number of concerns.
rs
• Number of language presentations.
2. Provide opportunities for the public to • Items sent out,press releases, a3,d1
a�
be engaged in operations, attendance at Council,and other
understand,and influence City meetings,surveys-do they feel they
government. influence decisions,complaints vs.
population,correspondence,web
analytics, response to notifications, use
of referendums and initiatives.
.,. 3. Advocate community interest in • Legislative agenda items accomplished. c1,c2,c3
regional,state,and federal forums.
4. Provide open,accessible,and Mission
consistent decision processes.
5. Provide clear and effective e1,e3,c3
communications that uses a variety of
it channels and supports and values
dialogue with our community.
6. Provide policy and fiscal • Balance budget,bond rating, al,a3, b4,e2,c1
accountability to stakeholders. meaningful and transparent,survey
questions,code of ethics, meet legal
mandates, number of lawsuits and
vir
claims against the City.
7. Leverage partnerships with members • Report pride and positive image, a3,c1,d1,d2,e2
of the public, business community, number of volunteers and volunteer
non profits,and faith based time,amount of money or in-kind
organizations,to increase capacity services leveraged/donated,and
.�. and assist with or offset the cost of number of partnerships.
providing services.
low
ow Renton Results-Representative Government Request for Results 2-23
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.
Advocacy Transparency
Community
Communication
Engagement
10
-I I want
Renton to be
responsivea responsible and
Reflective 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.
Renton Results-Representative Government Request for Results 2-24
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.
• 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.
Renton Results-Representative Government Request for Results 2-25
Purchasing Strategy 5. 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.
• 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.
Renton Results-Representative Government Request for Results 2-26
+r► 2011-2012 Program Offer Feedback Form
Representative Government
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1)Residents experience timely response to The link to purchasing strategies 3
information requests. and 7 should be referenced in offer.
VW 2)Residents experience timely decision making For the performance measures,
that reflects their concerns. please provide more specifics? Data
3)Public trust survey ratings good or excellent to be collected?How are they
200001.0006 -The job Renton government does to welcome 1,2,3,4,5, See measuring? How are you defining
Legislative Operations citizens'involvement. (Measured at 42%in 2008. 6,7 comments timely? Please include info for 2011
Target 50%in next survey.) and 2012.
-The job Renton government does listening to
citizens.(Measured at 29%in 2008. Target 40%
in next survey.)
Im
1)Administration must monitor court compliance The offer could make a stronger link
with annual expenditure and revenue budgets. to purchasing strategy#6. The
Do not exceed appropriated amount. Meet performance measures could reflect
revenue goals. striving for efficiency and innovation.
2)Track cost per case using National Center for Performance measure#3 is not a
200002.0009 State Courts criteria. Establish baseline in 2010, See legitimate performance measure.
Court Administration monitor and seek to improve(lower)cost in 2011, 4,6,7 comments
2012.
3)The Municipal Court Judge must stand for
election every four years. The citizens will vote,
indicating their satisfaction with his
14W administrative abilities.
1)Track infractions dismissed due to court Performance measure#1 is
oversight such as failure to schedule a timely measurable. Please provide
hearing or misplaced file. Strive to maintain an historical numbers for tracking
we annual number of no court triggered dismissals. success. Performance measure#2,
2)Measure resident's satisfaction with timeliness please clarify"residents"is it
and completeness of information requested from residents or customers?
200002.0010 the court by including a short questionnaire with 1,4,6,7 Yes
to Infraction Processing the court response to the requestor. Plan to keep
satisfaction rating above 90%.
3)Request information from participants
regarding their ability to get court access and
10 understand the court process as a participant or
observer,etc. A rating above 80%favorable is
targeted.
1)The court will monitor the time from when the Perhaps a couple more performance
IV defendant's are arraigned on a charge until the measures could be included-one for
charge is adjudicated. Our goal is to maintain the combining court calendars,and one
national standard of 90 days. for commencing court on time?
2)Measure resident's satisfaction with timeliness
= 200002.0011 and completeness of information requested from
Criminal Case Processing the court. The court expects to maintain a 1,4,6,7 Yes
minimum of 95%for timeliness and
completeness.
3)Ongoing Juror Survey's reflect the satisfaction
and understanding of the jury experience by non-
criminal citizens of Renton. We will continue to
survey them and strive for a 90%approval rating.
Renton Results-Representative Government Request for Results 2-27
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1. Residents experience timely response to This should also reflect purchasing
2.Residents experience timely decision making. strategies 2 and 4. Please provide
Target:at least 30%that reflects their concerns. more elaboration. Please update
3.Those who have received Renton city offer so it no longer contains the
government services find Renton accessible, alternative offer and reflects 2011-
responsive,and well-managed. 2012 goals. For the performance r
4.Public trust survey ratings good or excellent measures:What are the
(2008). measurement tools? How do you
- Value of services for the taxes paid to Renton define timely?
200003.0012 45% 45% See
1,3,6,7
Executive Operations - The overall direction that Renton is taking comments
60% 60%
- The job Renton government does to welcome
42% 50%
Citizen involvement:
- The job Renton government does listening to
citizens
29% 40%
Level of satisfaction with live coverage of City Consider two-way communication
Council meeting and related video. using new technologies,hotlines,
etc. For performance measures:
200003.0013 Survey results to demonstrate Renton's residents' What are we striving for?What to
Cable Communication
awareness and viewership of City's channel 21 2,4,7 See measure?What would you like to
Fund and its utilization as a source of information. comments see? How to measure—percentage,
usage,target numbers?
Number of key campaigns and programs that are
communicated via channel 21 and integrated with
multi-media platforms.
%of appointed cases reporting they are fairly How are we defining,"fairly"? What
200003.0014
represented by the contract defense attorney See are the targets and the methods
Court Public Defenders
regardless of the outcome of the case. 4 comments being used to measure? General
Comments: Are we renegotiating
contract? W
This service should be,at a minimum,self funded Performance measures could include
by an increase in grant revenue. target dollar amount for grants,
percentage of grants applied for and
200003.0015 received. General Comments: This
Grant Writing and 3,6,7 No could be coordinated with
Reporting Intergovernmental Relations offer
package. Please add information to
link to purchasing strategies and
collaboration with other
departments.
•
Renton Results-Representative Government Request for Results 2-28
WL Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1.Percentage of City's key programs and
initiatives that are communicated to various
target audiences via media relations,community
relations,website,electronic communications,
Channel 21 and City publications:
70% 70%
2.Number of unique visitors and page views to
the website:
500k/mo 500k/mo Please provide more specifics on
cost savings mentioned in the
3.Percentage of the City's media relations efforts Program Description"What". How is
that gets coverage in local and regional media: the cost savings determined? The
news media two-way communication could be
70% 70% stronger. How is performance
200003.0016 2,3,4,5,6, See measure#4 data collected and how
Citywide Communications 4.Percentage of satisfactorily completed cross 7 comments is"creative"defined? No
departmental requests for professional,creative, performance measure goal is listed
110 concise,and informative pieces designed, for#6. The CSA Team would
Produced and delivered to target audience: recommend working on listening
75% 75% and integrate that into outgoing
communications. It is hard to
11110. 5.Survey results to demonstrate Renton decipher the performance measures.
residents'awareness and use of City's website as
a source of information:
60% 65%
VW
6.Survey results to demonstrate Renton's
residents'awareness and readership of City's
newsletter and community paper as a source of
,W information:
60% 65%
1. Routine legislation and contract review will Performance measures#1 and 2 are
be performed within one week of receipt. good. However,#3 is not a
Ur Current Year:95% Proposed Year:95% performance measure.
2. Attorneys are available within the week to
200006.0002 meet with any department or division needing
City Attorney Civil legal assistance. 4,5,6 Y
Current Year:95% Proposed Year:95%
us 3. The number of pre-approved contracts,
legislation,and code compliance forms and
pleadings is expanded appreciably.
Current Year:N/A Proposed Year:N/A
Accomplishment or significant progress made on This offer is hard to measure due to
each of the top priorities in the state legislative the nature of the offer. Would it be
200007.0002 agenda. viable to use the number of times
State and federal funding increased 5%. See we go to the table or the percentage
Intergovernmental Avoidance of significant devolution of 3,4,6,7 comments of grants applied for vs.receive?
Relations responsibility of service delivery and General Comments: The numbers at
infrastructure costs as county,state,and federal the end of the performance
governments face significant budget deficits. measures are confusing.
r Percentage of participants in the appeal process Please identify what will be the
surveyed report that their matter was handled target for the performance
fairly regardless of the outcome. measures,also what type of
200011.0004 Not measured now. Begin measuring in 2010 to 2,4,5,6 See methods will be used? Please
Hearing Examiner set baseline. comments update the performance measures
and the Business Process so they are
current budget cycle.
Renton Results-Representative Government Request for Results 2-29
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
Percentage of time the Agenda is published and What are the targets for the
available four days before the Council meeting. performance measures? What are
Percentage of time the minutes are published and the methods—surveys,on-line
available within four days after the regular surveys,and standard users'survey?
200012.0009 Council meeting. 2,4,5,6,7 See
City Clerk Percentage of customer survey cards received comments
each month that are positive.
Percentage of ordinance summaries published
the first Friday after Council adoption.
Number of paid Notary Services performed.
1. Output Volunteer hours leveraged: Performance measure#5 needs
Current/ 60,229 Proposed/61,000 more information regarding how it
2. Output number of citizens engaged as will be measured. General
volunteers: Current/4,119 Proposed/4,500 Comments: This collaboration could 4W
200020.0004 3. Output leveraged dollars/volunteers: See also include engaging businesses by
P osed 1
Current/1,255,170 Pro 260,000 2,4,5,7 working Community Engagement / , comments g with CED, Communications,
4. Output of number of business engaged as etc.
partners: Current/36 Proposed/30
5. Evaluation of services/or experience:
NA 80%satisfaction or better
Performance measure is not really
measurable or collectible. General
250002.0001 Sound System must perform as needed prior to Comments: Please make the reason
Sound System acceptance of work by vendor. 4,5,6 No more compelling. Is the system
currently able to provide the
necessary transcripts to help satisfy
disclosure requests?
Performance measure#1 can be
1) In order to take highest advantage of this separated into three measures:
new system,a baseline of numbers of hearings Number of hearings,time spent per
250002.0002 conducted and time spent per hearing will be 5,6 See hearing,and goals to improve
Video Conferencing established. Subsequently comments efficiency. General Comments: This
q y goals to improve
efficiency of usage will be set. is listed as an ongoing offer,but only
funding for one year. Should it be
listed as a one-time only offer?
Unclear as to what will be used as a
baseline?Are these being measured
now? General Comments: Should
250002.0003 1) Decrease calendar preparation time by 30%. this offer be submitted to Internal
Courtroom PCs for 2) Cut requests for copied material for court 4,5,6 See Support? If this is supporting a grant
Prosecutor/Public hearings by 90%. comments funded project,it would be helpful
to list that in the narrative. This is
listed as an ongoing offer,but only
funding for one year. Should it be
listed as a one-time only offer?
What is the target for#1,if we have
them? Maybe we don't need a 1W
target for this offer and we should
list historical voting numbers. What
are we striving for active registered
Percentage of active voters participating. voters in the City? General
250012.0001 See Comments: In the Business Process
Increased Elections Costs Number of Special Elections Held. 2,4,6 comments section,please clarify the reason for
Number of Active Registered Voters in the City. the additional costs are due to the
population increases associated with
the annexations. This is listed as an
ongoing offer,but only funding for
one year. Should it be listed as a
one-time only offer?
r
Renton Results-Representative Government Request for Results 2-30
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
The performance measure listed
r should be moved under Program
For local agencies,more and more court cases Description"Why". Included in the
seem to involve public records and public "Why"could be the new laws
250012.0002 disclosure,as can be read on the MRSC website regarding public disclosure requests
Add.5 FTE Records
under Court Decisions. Public records not 4,6 N and what we need to do so we are in
�
Management Specialist handled properly can be very costly. If the compliance. Also would be helpful
addition of this half-time position helped prevent to add a comparison of public
even one lawsuit for the City,it would more than disclosure requests from year to
pay for itself. year showing the magnitude of
requests. Need performance
measures.
The performance measure listed
should be moved under Program
To be a responsible and responsive government, Description"Why'. Included in the
cities must maintain their public records "Why"could be the new laws
according to the rules and schedules set by the regarding public disclosure requests
250012.0003 State of Washington. Use of City resources to and that we are no able to refer
hire an Imaging/Microfilm Records Management them to our website,and what we
Add 1 FTE Specialist in the City Clerk office that would 416 N need to do so we are in compliance.
Scanning/Microfilming enable the City to comply with records'laws, Also would be helpful to add a
Specialist provide more efficient responsiveness to the comparison of public disclosure
11I� needs of Council,Mayor,staff and the public,and requests from year to year showing
allow the City Clerk to perform requirements of the magnitude of requests. Need
the office. performance measures. The title
should be changed from Scanning to
Imaging for clarity.
650003.0003
Reclass Communication Specialist I to II/Annual Did not review,moved from Internal
Reclass Communication
performance review. Support.
Specialist I
vie 650003.0004 Reclass Form/Graphic Tech to Web/E- Did not review,moved from Internal
Reclass Form/Graphic Tech Communication/Annual performance review; Support.
to Web/E-Communication web analytics.
22
rr
i
sr
7� Renton Results-Representative Government Request for Results 2-31
City of Rentdn
2011-2012 Request for Results
LIVABLE COMMUNITY
Desired Results
1 want high quality facilities, services, and public resources to make Renton a
place where people choose to live, learn, work, play, and visit.
PURCHASING STRATEGIES PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
(HOW WE KNOW) (WHAT WE MEASURE)
1. Create a vibrant and diverse local • No single employment sector exceeds A4, B1,E1-E4
economy. 40%of the total number of jobs in the
City.
• Annual sales tax growth rate exceeds as
the King County average.
2. Support managed growth that balances • GMA/King County growth targets met. A2,A3,A5, 61-B4,C2, D2 1r
community needs. • Meet established benchmarks for
timely processing of land use and
building permits. AW
• Meet established standards in
Parks/Transportation.
3. Provide avenues for residents to meet • Attendance at community programs, A2, 132,B4,D1-D4, E1 TAV
their social,educational,personal,and activities,and events.
professional needs and foster • Community satisfaction with arts,
community engagement and dialogue. culture,parks, recreation,and events
(surveys).
• Funds raised through public-private
partnerships.
• Volunteer hours.
4. Provide opportunities for learning and • Participation in learning and A2, D4, E1
enrichment. enrichment opportunities.
• Community satisfaction (as measured
by program and City-wide surveys)
• Percentage of natural and cultural
resources assessed and maintained.
5. We are seeking proposals that create • Community satisfaction (survey). A2, 62, D3, D4, D1
clean,safe, healthy,well-maintained, • Maintain compliance with codes,
and accessible places. standards,and certifications.
• Number of communication pieces
accessible to non-English speakers.
Renton Results-Livable Community Request for Results 2-32
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.
Sense of
Community
Learning and
Managed Growth Enrichment
Opportunites
p1w i --7-1 t-1
ant high quality
facilities, services and Clean, safe,
Vibrant and public resources
, - healthy, well-
Diverse Economy make nton - place maintained and
where people choose
to live, learn, work, accessible places
play and visit.
llhhh��
Influences
Influences are the factors that are important contributors to the desired result.The primary influences
that are critical to making Renton a place where people want to live, learn, work, play and visit include:
• 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.
Renton Results-Livable Community Request for Results 2-33
Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy.
Specifically proposals for/that:
.r
• 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.
• Provide opportunities for individual professional development and support partnerships to
strengthen workforce development.
Purchasing Strategy 2. We are seeking proposals that support managed growth that balances
community needs.
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.
Renton Results-Livable Community Request for Results 2-34
i
v. • 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
VM informational needs of the public.
• Incorporate public art into the design and creation of community spaces and maintain it.
„�. • Support formal education, life-long learning and personal growth.
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
r. 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.
r
6. Leverage external resources.
7. Show innovation and creativity in approach to delivery of results.
r S. Ensure communication with internal and external stakeholders.
aw
Renton Results-Livable Community Request for Results 2-35
2011-2012 Program Offer Feedback Form
Livable Community
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
Insure all planning laws(GMA,SMA,EPA,and Utilize timelines for performance
Subdivision)are current and meet the City's measures that are consistent with
objectives 100%. state laws or can be easily quantified
300007.0014 Process all requests for annexation within and measured.
Long Range Planning established timelines 75%. 1,2,3,4,5
Streamline and update code annually 75%.
Implement at least two items on Council
Business Plan annually(Community Plans...)
75%.
Complete 80 percent or more of pre-application Define time(example#of weeks)for
requests within three weeks. permit processing.
Review 80% of new single-family permit
applications within two weeks and 80%of new
300007.0015 commercial permit applications within five
Current Planning weeks. 1,2,4,5
Process 80%or more of land use decisions
requiring a decision by the Hearing Examiner
within 12 weeks of receipt of complete
application.
The City convenes stakeholder groups regularly Identify target and add to offer.
to discuss the outcomes of their marketing and
plan future efforts.A brand awareness survey
300007.0016 which has been conducted in recent years
Hotel/Motel Fund showed that Renton's"Ahead of the Curve" 1
brand had widespread regional recognition and
respondents generally had positive impressions
of Renton.
300007.0017 Increase grant and intergovernmental revenues Change language from increase to
Arts and Culture for Arts Commission to implement programs. 3,4 sustain.
$7,000
Increase vendor numbers,while striving for
variety: (goal: 50) 60
300007.0018 Increase average market attendance: 1,3,4
Farmers Market (goal:10%per year) 3,750
Increase revenues for market vendors:
(goal:5%per year) $18,000
Increase households served by recognized
neighborhood associations: Approx.55%.
300007.0019 Increase the number of attendees at
Neighborhood Program neighborhood picnics(goal:3%per year) 3,4,5
Approx.3%.
Maintain a balanced ratio of expended grant
dollars per capita(goal:1-to-1) 1 to 1
Annual sales tax growth at rate higher than King
County: (goal:2%or more); 2%higher
300007.0020 Increase annual property tax revenue associated
Economic Development with new construction: (goal:5%or more); 0% 1,2
No single employment sector exceeds 50%of
total number of jobs in City. 35%Aerospace
300007.0021 Successfully implement a 1%for Art project.1 3,4
1%for the Arts project.
300007.0023 All funds end the year at or under budget.
CED Administration 3,4
Number of visitors and people served by
outreach: 5200 5200
300020.0030 Percentage of visitors expressing high
Museum satisfaction: 80% 85% 1,3,4
Timeliness in responding to research and photo
orders: 5-10 days 5-7 days
Renton Results-Livable Community Request for Results 2-36
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1.Overall customer satisfaction rating is good to
excellent in cleanliness and appearance:
80 80
300020.0031 2.Customers surveyed feel safe in parks: 1,2,3,4,5
Parks and Trails Program 8 80
3.Customer satisfaction with park amenities and
types:
80 80
1. Satisfaction levels expressed by participants:
Current/NA Proposed 75%satisfaction or
arr
better.
300020.0032 2. Number of public/private in-kind or funding
Community Relations and partnerships: Current/60 Proposed 60 1,2,3,4
Events 3. Average cost to produce major events offset
UO by sponsor partner support: Current 65%
sponsor/partnership; Proposed 67%
sponsored/partnership.
1. The number of pool patrons served: Review revenue budget-should be
w 70,000 80,000 consistent with proposed year.
2. Percent of patrons who express an overall
300020.0033 "great"or"good"rating with the pool in our 1,3,4,5
Aquatics annual pass card survey:
up 98% 98%
3. Amount of aquatic revenues generated:
650,000 $688,000
1. Rental and Program Revenues: Review revenue budget-should be
300020.0034 $60,000 $60,000 3,4,5 consistent with proposed year.
Carco Theater 2. Yearly attendance:
35,000 35,000
1. Yearly attendance of free drop-in recreation Review revenue budget-should be
300020.0035 programs: consistent with proposed year.
Recreation Services 17,000 17,000 3,4,5
2. Amount of program and rental revenues:
$450,000 $450,000
1. The number of people served through the Review revenue budget-should be
Community Center: consistent with proposed year.
162,000 162,000
300020.0036 2• The amount of program and rental
Renton Community Center revenues: 3,4,5
$660,500 $660,500
3. The number of registrations taken at the
Community Center:
15,000 15,000
1. Daily attendance:
300020.0037 300 300 4,5
Senior Center 2. The amount of program and rental revenues:
$125,000 $125,000
300020.0038 N/A No performance measures listed.
Leased Facilities
Update of department wide Strategic Plan on an
annual basis and manage national accreditation
for Department.
300020.0046 Budget Management- efficiency monitoring -
Community Services-Admin Annual.
Serve on local,regional,and state boards to
.� support grant and educational opportunities.
(Minimum 4)
350020.0001 Library Construction/Debt Service/Library. No information provided/non-City
Library Construction/Debt service area,construction/debt
r Service service only.
OW
VW Renton Results-Livable Community Request for Results 2-37
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
Provide 90%satisfaction on timely responses to
350020.0002 requests.
Reinstate SEC II Position No late fees in processing of invoices
Current information on web site
20
Renton Results-Livable Community Request for Results 2-38
City of Renton
2011-2012 Request for Results
Mobility
Desired Results
Safe and efficient access to all desired destinations, now and in the future.
PURCHASING STRATEGIES PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
(HOW WE KNOW) WHAT WE MEASURE)
rrr 1. Comprehensive mobility • Monitoring of project progress and • A2,a3
network that connects to the fiscal status. • 61,b2, b3, b4
public to desired . Customer surveys. • C2,c3
destinations. . Percentage/Number of households • D3,d4
within a quarter mile of a transit stop. . E4
• Number of linear feet of trails
planned/constructed.
• Increase accessibility to Parks.
• Logical and well defined truck routes.
2. Well-maintained condition of • Pavement condition. • A1,a2, a3,a5
the mobility infrastructure. • Square feet of ROW landscape • 61, b2
maintained. • D4
• City-wide bridge sufficiency rating. • E4
• Modern signal system.
IIS. • Square feet sidewalks/trails
constructed/re-constructed.
3. Efficient and safe operation • Incident reports,accident data,speed • A2,a3,
%W of mobility infrastructure. reports,violations,and customer . D3, D4
surveys.
• Pedestrian safety.
"'' • Boeing aircraft delay.
�r.
r
wv
Renton Results-Mobility Request for Results 2-39
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.
maintainedWell
linked,
comprehensive F EFFICIENTACCESS Efficient and
network TO ALL DESIRED 40 safe utilization
DESTINATIONS,
NOW, AND IN THE 16-
FUTURE
Influences
• A linked, comprehensive network.
• Well maintained.
• Efficient 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
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
comprehensive network of regional,community,and neighborhood streets,sidewalks,trails, and
airport that connect the public to desired destinations in a coordinated, safe,and accessible manner.
(Meets Renton Business Goals 1, 2, 3,4, and 5)
Specifically, proposals should:
• Meet basic core needs for business, personal travel, movement of goods, and recreation.
• Meet the growth needs of the community.
Renton Results-Mobility Request for Results 2-40
VW
Ono • 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.
,. Purchasing Strategy 2. We are seeking proposals that provide well-maintained mobility
infrastructure(streets,sidewalks,trails,transit,and airport). (Meets Renton Business Goals 1, 2,and
4)
Specifically, proposals should:
• Consider life-cycle costs.
• Minimize disruptions to existing system use.
• Maintain the infrastructure.
• Reduce unsafe conditions.
Purchasing Strategy 3. Efficient and safe utilization of a mobility network(streets,sidewalks,trails,
transit,and airport). (Meets Renton Business Goals 1 and 4)
Specifically, proposals should:
• Optimize the utilization of the existing network.
• Account for aesthetic s and the environment .
• Maximize safety without the use of enforcement.
0 Utilize enforcement to proactively achieve compliance for safety.
• Where applicable, manage demand for the mobility infrastructure through heavier
"f 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.
r 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-Mobility Request for Results 2-41
2011-2012 Program Offer Feedback Form
Mobility
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1.Completion of department budget:
100% 100% 100%
400015.0002 2.Completion of CIP projects:
1,2,3 Y,Y
Public Works Administration 80% 80% 80%
3.Compliance with business plan,etc.:.
100% 100% 100%
1. Percentage of Single Occupancy(SOV)
commuters citywide:
400016.0060 72.3% 70.1% 67.1%
Transit Coordination/ 2. Average Vehicle Miles Traveled(VMT): 1,3 Y,Y
Commute Trip Reduction 14.6 13.8% 12.9
3. Citywide Park and Ride Utilization:
82% 84% 86%
1. Number of square feet of sidewalk
constructed:
3000 sq.ft. 5000 sq.ft. 5000sq.ft
400016.0061 2. Number of barriers removed and curb ramps 1,3 Y,Y Need 3 measures,only 2 stated.
Sidewalk Program installed: -comment addressed
77 70 70
3. Review and revise priority array:
0% 100% 100%
1. Construct projects within 10%of contract
bid:
100% 100% 100%
400016.0062 2• Complete consultant tasks and deliverables
Building the Mobility on schedule:100% 100% 100% 1,2,3 Y,Y
Network
3. Advance all projects in the TIP:
95% 100% 100%
4. Establish a GIS position:
0 0 0
1.Percentage of Bridges inspected on time: r
100% 100% 100%
2.Initiate design standards for City of Renton:
0 50% 50%
3.Establish maintenance schedule for all
bridges:
0 100% 100%
4. Establish warrants:
0 100% 100% Consider changing measures 3
400016.0063 5. Complete database for existing guardrail 2,3 Y,Y through 8 as"a percentage of."
Bridges and Guardrails installations:
comment addressed
0 100% 100%
6. Complete database for roadside hazards:
0 50% 50%
7. Complete database for hazard reduction
projects:
0 0 0
8. Complete prioritized for hazard reduction
projects.
0 0 0
1. Response time for replacement of damaged
devices: it
400016.0065 1 hour 1 hour 1 hour Consider changing measures 3
Trans Operations 2• Conversion of 55 traffic signals from 1,2,3 Y,Y through 5 as"a percentage of."
Maintenance Section incandescent lamps to LED type units: -comment addressed
10 signals 25 signals 20 signals
a. Signal maintenance savings:
$1,150 $2,875 $2,300
Renton Results-Mobility Request for Results 2-42 Ir
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
b. Accident reduction:
30 75 60
c. Energy savings:
$4,500 $11,250 $9,000
3.Work order completion:
5,000 5,500 6,000
4. Number of devices repaired/installed:
12,000 13,500 15,000
5. Perform preventative maintenance on
traffic signals:
15 15 15
6. Install painted pavement marking:
120 miles 120 miles 120 miles
7. Install new traffic signals by intersection:
{' 1 0 1
8. Install uninterruptible power supply(UPS)
systems for critical signalized intersections:
6 6 6
1. Response time to citizen inquiries:
4 weeks 4 weeks 4 weeks
2. Number of signals optimized:
16 20 24
400016.0066 3. Travel time and speed studies completed:
2 18 24
Trans Operations Engineering 41Improve vehicle travel time on City's arterial 2,3 Y,Y
Section streets by updating signal timing using SYNCHRO
traffic model:
5% 10% 15%
5. Citizen requests investigated with responses:
400 450 500
1.Zero bird strikes and FOD damage.
J 400016.0067 2.Zero delays annually for Boeing 1,3 Y,Y Consider rewording measure 3.
Airport Operations arrivals/departures. -comment addressed
3.One parcel leased out at market rate/year.
r
Transportation system invoices,contracts,and
documents are processed in a timely manner:
100% 100% 100%
400016.0104 Requests for information are answered in a Consider rewording measures with
Transportation Systems timely manner: 1,2,3 Y,Y percentages.
Admin 100% 1009'0 100% -comment addressed
Assurance of compliance with City's Six-Year TIP:
ern 100% 100% 100%
1. With no future annexations,maintain an
OCI rating of 70 or above:
70 70 70
a.
2. Be able to respond to all emergencies
including snow/ice storms within the first hour Consider including sidewalks
400019.0003 of receiving the call,limiting the hazards to our narrative. Consider changing
Street Maintenance citizens,and providing mobility during all 2 Y,Y measure 2 as"a percentage of."
weather conditions: Consider deleting comment
regarding annexations in measure 1.
Yes Yes Yes
r
3. Maintain current low level of road damage
related insurance claims against the City:
6 6 10
r
r
Renton Results-Mobility Request for Results 2-43
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1. Request for services are answered personally
during core service hours 11 out of 24 hours on
weekdays:
Yes Yes Yes
2. All data and records are kept up to date for
400019.0004 Consider changing measures as"a
Public Works Maintenance all dispatches,employees,schedules,and 2 N,Y percentage of."
Administration payroll entries:Yes 90% -comment addressed
3. All inventory are kept up to date,supplies
ordered as scheduled,and vehicles ordered in a
Ili
timely manner:
Yes Yes 90%
1.Maintain equity among transportation
supervisor positions: J
450016.0001 0% 100% 100% Need different results in measures.
Airport Position Grade 2.Improve employee retention: 1,3 N,N Results are the same as base
Upgrade 75% 100% 100% package.
3.No FAA referral complaints: -comment addressed
100% 100% 100%
1.Assure grass areas are mowed weekly:
75% 100% 100% Need different results in measures.
450016.0002 2.Inspect runways for foreign object debris Results are the same as base
Public Works/Airport New PT twice daily: 1,3 Y,Y
Seasonal Staff 50% 100% 100% package.
comment addressed
3.Perform preventative maintenance tasks:
50% 100% 100%
1.Provide weekend staff coverage on-site:
0% 100% 100% Need different results in measures.
450016.0003 2.Provide project management capability: 1,3 Y,Y Results are the same as base
Airport CIP CE-II Position 0% 100% 100% package.
3.Update GIS mapping: -comment addressed
0% 100% 100%
14
N
i
Renton Results-Mobility Request for Results 2-44
City of Renton
2011-2012 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.
PURCHASING STRATEGIES PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
(HOW WE KNOW) (WHAT WE MEASURE)
1. Well-maintained . Quality,cleanliness,and appearance of a1, a2, a3,a5
r
neighborhoods, environment: b1, b2, b4
properties,and ✓ Customer survey. d1,d2,d3,d4
environments. ✓ Number of complaints. e3,e4
2. Manage solid waste. • Quality,cleanliness,and appearance of a1,a2,a3
environment: d1,d3
✓ Number of litter complaints.
• Increased recycling:
✓ Collections at recycling events.
✓ Amount of recycling/diversion rate.
3. Operate and maintain • Sustainable utility rates: a1,a2,a3,a5
piped utility • Renton water/sewer/garbage rate for b4
infrastructure. average residential user compared to c2
other local jurisdictions. d3
• Number/amount of paid claims against Utility e4
Systems infrastructure:
• Number of claims submitted and dollar
+. amount of claims.
4. Environmental, • Reduction in peak water use: a1,a2,a3,a5
conservation education, ✓ Peak day and week water usage. b1, b2, b4
and outreach. ✓ Irrigation volume. d1,d3
• Program compliance with NPDES permit.
• Increase recycling.
• Decreasing disposal tonnage.
i
VW
W
low Renton Results-Utilities and Environment Request for Results 2-45
5. Compliance with • Code compliance cases completed: a2,a4,a5
environmental standards • Number of open cases compared to b1, b2
and laws. completed/closed cases. d2,d4
• Number of voluntary compliance cases e4
completed.
• Use of appropriate protection measures for
development:
• Number of complaints.
• Inspection log.
• Review of land use actions.
6. Protection of open • Satisfaction score on open space distribution: a1,a2,a3,a5
space/acquisition. • Customer survey. b2,b4
• Acquire open space: c2
• Number/amount of open space acquired. d1,d2,d3,d4
Renton Results-Utilities and Environment Request for Results 2-46 fi
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.
Well-maintained
spaces/acquisitionproperties and *xe
environment
two
Environmental Operate and
education/outreach
maintain utility
infrastructure
IF"'IPA clean, green,
• protected
Compliance environment
environmental • Operate solid
standards and affordable waste program
laws L
L utility service
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.
.� Renton Results-Utilities and Environment Request for Results 2-47
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 has well-maintained neighborhoods, properties,and
environments.
• 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.
• 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 5. Develop a program for the City's piped utility infrastructure.
• 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.
Purchasing Strategy 6. Develop a program to efficiently manage the City's solid waste.
• 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-Utilities and Environment Request for Results 2-48
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.
s
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.
wr
MW
..
MW
NMI
r
r
Renton Results-Utilities and Environment Request for Results 2-49
2011-2012 Program Offer Feedback Form
Utility and Environment
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feed back to
Program Performance Measure Strategy... /Collectible? Department
1.Respond to phone calls efficiently to reduce
hold time and increase customer satisfaction.
500004.0002 2.Respond to email inquiries within one 2,3 N Y Measure 1 and 3 needs to be
Utility Billing and Cashiering business day. measurable.
3.Improve collection procedures to reduce
delinquent balances.
Permit review times for construction permits
500007.0002 three weeks or less.
Public Works Permits and Long term maintenance costs: 1,3,5 Y,Y Consider rewording measure 2 to
Inspections
80%satisfaction. include"what"and"who."
Prompt corrections for erosion control:
80%within 48 hrs.
Capital Program Expenditures estimated cash
flow:
Current Year-85%, 2011-90%, 2012-90%
500018.0046 Sewer Availabilities are completed with 5
Wastewater Engineering and working days: 3,5 Y,Y Consider rewording measure 1 as"a
Planning Current Year-95%, 2011-95%, 2012-95% percentage of."
FOG/Industrial Waste program reduces number
of claims: Current Year-5%, 2011-10%,
2012-10%
Percentage of average annual water use
reduction per customer account:
0.5% 0.5%, 0.5%
500018.0047 Percentage of surveyed customers who have
Water Education reduced outdoor water uses: 4 Y,Y
30%, 20%, 20%
Percent of surveyed customers who have
installed water saving devices:
30%, 20%, -20%
Capital program expenditures estimated cash
flow:
500018.0048 70%, 70%, 75%
Water Engineering and Plan review/water availabilities completed in 3,5 Y,Y Consider rewording measure 1 as"a
Planning five days: percentage of."
90%, 90%, 90%
Number of cross-connection control incidents:
0, 0, 0
Number and location of storm drain markers
installed:
500 500 500
500018.0049 Number of flyers and brochures distributed:
Surface Water NPDES 1,000, 1,000, 1,000 4 Y Y Measures might change as program
Education Surveys taken by storm drain marker volunteers, develops. Alt
regarding their understanding of the water
quality message and behavioral changes they
plan as a result of the message:
25, 50 50
l�
Renton Results-Utilities and Environment Request for Results 2-50 so
an
int Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
80%of the Capital Investment Program
spending plan is achieved:
80%, 80%, 80%
Meet all NPDES Permit compliance
requirements:
r 500018.0050 100%, 100%, 100%
Surface Water Engineering Maintain the City's FEMA Community Rating 3,5 Y,Y Consider rewording measure 1 as"a
and Planning System Class 6 rating: percentage of."
100% 100%, 100%
Update Storm System GIS to include 100%of
new constructed infrastructure upon receipt of
as-built plans:
100% 100% 100%
Increase residential recycling collection tonnage
am by 3%each year.
500018.0051 Increase residential organics collection tonnage 2 Y Y
Solid Waste Collection by 3%each year.
Decrease solid waste tonnage disposed by 2%
10 each year.
Increase residential recycling tonnage by 3%
each year.
Increase commercial recycling tonnage by 2%
500018.0052 each year. 5 Y,Y
Solid Waste Education Residents participating in Natural Yard Care
Workshops will pledge to practice two or more
strategies presented:
>! 80% 80% 80%
Utility Systems invoices,contracts,and
documents are processed in a timely manner:
Yes, Yes, Yes
r 500018.0053 Staff rates the availability of necessary tools, Consider rewording measures as"a
Utility Systems equipment or materials satisfactory or better: 2,3 Y,Y percentage of."
Administration Yes, Yes, Yes
Requests for information are answered and
processed in a timely manner:
Yes, Yes, Yes
500018.0054
Waterworks Revenue Bond N/A Did not review.
Debt
500018.0055
Public Works Trust Fund N/A Did not review.
Loan Debt
i 500018.0056
King County Metro Fund N/A Did not review.
1. The cost of pipe system and lift station
preventative maintenance is within 5%of the
previous 3-year average:
Yes Yes Yes
500019.0006 2. City risk is minimized by maintaining the 3,5 N,N Consider rewording measures 1 and
Wastewater Maintenance number of paid claims at five per year or less: 2 to be more clear.
Yes Yes Yes
3. Response to emergencies in 45 minutes or
less:
Yes Yes Yes.
1. Crew gets through the entire city once every
two months:
3 months 3 months 3+months
500019.0007 2. All rights-of-way basically kept clean of litter: 2 Y,Y
Solid Waste Litter Control 50%of the time 50%of the time 10%of the
r' time
3. Illegal dumpsites are quickly removed:
One week One week 2 weeks+
r
! Renton Results-Utilities and Environment Request for Results 2-51
Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
1. The cost of pipe system and lift station
preventative maintenance is within 5%of the
previous 3-year average:
Maintaining Maintaining 10%
500019.0008 2. City risk is minimized by maintaining the 3,5 N,N Consider rewording measures 1 and
Surface Water Maintenance number of paid claims at five per year,at 34- 2 to be more clear.
inches of rain annually:
Yes Yes 6-10 claims
3. Emergency response is 45 minutes or less:
Yes Yes Yes
1. Water quality to meet or exceed
federal and state regulatory requirements:
Yes Yes Yes
2. Restore water service within four hours
during emergency shut downs 98%of the time:
Yes Yes Yes
3. Drop-in meters are installed within five
working days from the customer's request 98%
500019.0009 of the time:
3,5 Y,Y
Water Maintenance Yes Yes Yes
4. New water service meters were installed
within three weeks from the customer's request
98%of the time:
Yes Yes Yes
5. Respond to customer requests for service on
water leaks within three working days 98%of
the time:
Yes Yes Yes
1. Overall condition of the golf course is rated
good to excellent in customer satisfaction
survey: 85%--85%
500020.0005 2• Overall value of driving range facility is rated
Golf Course good to excellent in customer satisfaction 1,6 Y,Y
survey: 100%---100%
3. Level of service in pro shop is rated good to
excellent in customer satisfaction survey:
100%--100%
Customer satisfaction surveys rate the quality of
ROW landscaping as average or higher:
N/A 50% 50%
Percentage of tree request work orders
completed:
N/A 50% 50%
Customer satisfaction surveys rate the
distribution(location)of parks as good or
higher:
500020.0006 N/A 75% 75%
Parks Planning,Urban Customer satisfaction surveys rate the 1,4,5,6 Y,Y
Forestry and Na Res range/type of park amenities offered as good or
higher:
N/A 75% 75% �
Customer satisfaction surveys rate the level or
trail connectivity and access in Renton as good
or higher.
N/A 0% 70%
Customer satisfaction surveys rate the
cleanliness and appearance of Renton's open
space and natural areas as good or higher:
N/A 75% 75%
500020.0007
Golf Course Debt Service N/A Did not review.
Renton Results-Utilities and Environment Request for Results 2-52
M
we Relates to Is it
Program-Level Purchasing Measurable? CSA Team Comment/Feedback to
Program Performance Measure Strategy... /Collectible? Department
550007.0001 Project constructed correctly,within budget and
MW Public Works Permits and schedule. 113,5 Y,Y Consider adding one more measure.
Inspections Documentation completed in compliance with
grant funding requirements.
550018.0001 Ensure 100%payment of assessment of fees and
Surface Water Kin Count charges against Surface Water Utility owned
King y properties to prevent delinquency of payment: 3 Y,Y Consider adding two more measures.
Assessment Fees
100% 100%, 100%
Water:
Updates to the geographic information system,
r enterprise asset management system,and
hydraulic model completed within 30 days of
the date that the physical assets are added to
the water system:
av 35%, 80%, 80%
Unbilled water utility services are identified to
Utility Billing within 60 days of the start of
service date:
a� 10%, 90%, 90%
550018.0002 Water production data from the SCADA system
Water and Wastewater database are extracted and analyzed for 3 Y,Y
ES III-GIS Position omissions,errors, and anomalies within 30
ww dates of the end of the month:
5%, 60%, 60%
Wastewater:
Number of side sewers posted to database:
r•r 01 500 500
Percentage of hydraulic modeling systems
analysis requests in-house:
0%, 25%, 25%
Linear feet of new system inventoried in new
geo-database/EAM system:
4000 5000 5000
Percentage of average annual water use
reduction per residential customer account:
0.5%, 0.5%, 0.5%
550018.0003 Percentage of surveyed customers who have
Water Position Conversion reduced outdoor water uses and/or have 3,4,5 Y,Y
from PS to ESII installed water saving plumbing fixtures:
10%, 20%, 20%
Percentage of reduction of unaccounted water
and infrastructure leakage:
17%, 14%, 14%
VW Keep 17,330 meter change outs on schedule
over the next five years:
95% 95% 95%
550019.0001 Keep 17,330 billing records accurate: Consider expanding on measure 3 to
.a. Upgrade MW III to Lead 95% 95% 95% 3 Y,Y be more specific.
Water Meter Technician Reduce customer complaints:
90% 90% 90%
Reduce non-billable water loss:
r 5% 5% 5%
550020.0001 Number of contract landscape maintenance
Contract Landscape areas: 1 N,N Consider rewording measure. Need
two additional measures.
Maintenance New Sites 32 35
ow 26
v
rt Renton Results-Utilities and Environment Request for Results 2-53
City of Renton
2011-2012 Request for Results
Internal Support
Desired Results
Provide City departments with the means to operate efficiently and
effectively in a safe and sustainable manner.
PURCHASING STRATEGIES PERFORMANCE INDICATORS LINK TO BUSINESS PLAN
(HOW WE KNOW) (WHAT WE MEASURE)
1. Highly qualified, healthy,well . Citywide productivity loss due to disability a4
trained, and productive and sick leave:
workforce. ✓ Disability and sick leave usage at hourly
rate.
✓ Healthcare costs.
2. Functional work environment. . Facility cost per square feet: a2
✓ Offices maintenance and operations
and major maintenance cost per square
feet.
3. Fiscal Support and • Debt financing: a1,a2,a3
Accountability. ✓ Legal Debt Margin.
✓ Pledged-Revenue Coverage.
• Price of government: Total city taxes and
fees per capita.
4. Safeguard public interests and 0 Number of civil claims reaching litigation. a1, a4,
assets. 0 Total number of internal trainings.
5. Equipment and data that is • Information technology cost/employee. a1,a2,a3
reliable and accessible. . Fleet cost per vehicle.
• Online services availability.
• On-line mapping, permits, and billing.
• Records management cost per department.
1�
Renton Results-Internal Support Request for Results 2-54
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.
supportFiscal
•
Highlyqualified accountability
Reliable •
accessiblehealthy, well
trained and L
'
4M productive
• • •
ta
workforce
• �
Provide City
depa
• •-
•-•.
Functional • •
Protection of
••- ' •
environment
lic interests
• effectively in a • assets
L safe • sustainable
manner. L
La.— —.,WA
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 support and 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 relationships.
• Quality and cost effective solutions(consider centralized vs. decentralized and contracting
•.r
service models).
Renton Results-Internal Support Request for Results 2-55
Purchasing Strategies
ies
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(Meets Renton Business Plan 5,6,and A):
• 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: (Meets Renton
Business Plan 5, 6, and A)
• New buildings and retrofits built to LEED/Energy Star certification standard.
• Reasonable environment (temperature, air/water quality, clean) 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: (Meets Renton Business Plan 2, 6,and A)
• Cost effective government services.
• Transparent, timely, and accurate fiscal processes and financial information.
• Clean audit.
• Strong bond rating. i
Purchasing Strategy 4: Programs safeguard public interests and assets: (Meets Renton Business Plan 6
and B)
• 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.
Renton Results-Internal Support Request for Results 2-56
Purchasing Strategy 5: Programs provide equipment,data, and support that are reliable,accessible,
and secure: (Meets Renton Business Plan 6 and A)
w • Appropriate equipment for service delivery.
• Technology for efficient communication and operation.
• Efficient storage,archival, indexing, and retrieval of data and records.
• Own, operate, and maintain various data sets,software applications, and user applications
for city-wide use.
• Mapping product services across all City departments from multiple agencies and resources.
• Standardization of equipment and software applications.
_ • 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 that align with the Renton Business Plan.
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.
r
Iwo
r Renton Results-Internal Support Request for Results 2-57
2011-2012 Program Offer Feedback Form
Internal Support
Purchasing Measurable
Offer Number Performance Measures Strategies /Collectible Comments/Feedbacks
Track outgoing mail quantities(1st Class,Utility
bills,and Bulk).
Track outgoing mail quantities(1st Class,Utility
600003.0006 bills,and Bulk).
Communication-Print and 5 Y,Y
Mail Services Customer satisfaction(timeliness,etc.).
Track year over year departmental usage
through quarterly report.
1.Perform physical inventories of at least one
600004.0023 (1)asset type per year.
2.Maintain or improve the City's credit rating.
Asset,Debt,and Treasury 3,4,5 Y,Y
Management 3.Maintain a rate of return on the City's
investment portfolio that exceeds its
benchmark.
1.Complete processing of all payrolls two days
600004.0024 before payday.
Payroll 2•Receive"Excellent"rating on overall 3,4 Y,Y
employee satisfaction with Payroll Services as
measured through a department survey.
1."High"or"excellent"rating for customer
satisfaction as measured through a Department
600004.0025 survey.
2.Financial status reports produced monthly,
Budgeting and Financial 3,4 Y,Y
Planning quarterly,and yearly for City Council review
within three weeks after final data is available.
3.Completion of Preliminary Budget by October
1st and the Final Budget by February 28th.
1.Timeliness of the monthly close process,so
information can be available to customers by
the 10th day of each month.
2.Timeliness of the annual financial report,so
information is audited within 150 days after
year-end.
600004.0026 3.Accuracy of the Financial Statements which 3,4 Y,Y
Accounting and Auditing are free from material misstatements as
interpreted by auditors at year-end.
4.High quality presentation of the
Comprehensive Annual Financial Report(CAFR)
as measured by receipt of the Government
Finance Officers Associations Award of
Excellence in Financial Reporting.
1."High"or"excellent"rating for customer
satisfaction as measured through a Department
survey.
2.Customers are billed and vendors are paid
600004.0027 accurately as measured by a reduction in
Finance Operations correcting journal entries. 3,4 N,Y
3.Vendors are paid timely as measured by
reductions in late payment penalties.
4.Active management of the City's accounts
receivable as measured by aging reports and low
turnover to collections.
3
Renton Results-Internal Support Request for Results 2-58
Purchasing Measurable
Offer Number Performance Measures Strategies /Collectible Comments/Feedbacks
1."High"or"excellent"rating for customer
satisfaction as measured through a department
600004.0028 survey. 3 Y,Y
Finance Administration 2."High"or"excellent"rating for customer
satisfaction as measured through a customer
survey.
600004.0032
General Government Debt Maintain Bond Rating at Al/AA Did not review.
1.Meet or exceed overall departments'
expectations of City's IT administration.
2.Meet or exceed overall departments'
expectations of IT support and services.
3.Meet or exceed departments satisfaction with
IT's effectiveness in supporting the City's
600004.0033 goals. Consider making the last
ti IT Administration 4.Participate effectively in 80%or better of 11 2,5 Y,Y performance measure measurable.
comments addressed
regional and inter-local projects.
5.Meet or exceed responsive and effective
communication
6.Maintain 95%or better accuracy in IT
inventory,best price/performance purchasing
and cost allocation.
1. Meet or exceed departments'satisfaction in
support of their business applications and
needs.
2. Meet or exceed in overall business processes
improvements in support of City goals.
3. Meet or exceed in increased customer service
and reduction in staff time through
600004.0034 automation.
Applications and Database 4. Meet or exceed overall collaboration and 1,2,5 N,Y Consider making the last two
Services effective communication with customers and performance measures measurable.
lrrf IT staff.
5. Perform exceedingly involved in
troubleshooting and problem solving with
otherlT staff.
rr 6. Meet or exceed staff satisfaction with
responsiveness,and projects timeline and
budget.
1.Meet or exceed overall customer satisfaction
on major project.
2. Meet or exceed the department's business
needs,project goal,and objectives.
3. Meet or exceed in communicating effectively
600004.0035 with each project's stakeholders and users. Consider rewording to include
IT Capital 4. Meet or exceed 90%of each project's 1,2,5 Y,Y survey.
milestones.
5. Provide monthly status reports on major
aa, projects.
6. Meet or exceed expectations in effective use
of public funds,due-diligence,and meeting
City's goals.
OII
_ Renton Results-Internal Support Request for Results 2-59
Purchasing Measurable
Offer Number Performance Measures Strategies /Collectible Comments/Feedbacks
1.Meet or exceed overall customer satisfaction
with service desk responsiveness.
2.Responds to 90%of support calls within two
business hours or less.
3.Resolves or escalates 90%of service requests
within 1 day or less.
600004.0036 4.Attend minimum of two classes or seminars Consider putting the last
Service Desk Support on new technology per year. 1,2,5 Y,Y performance measure in parenthesis.
5.Perform exceedingly in troubleshooting and
problem solving with other IT staff.
6.Log and update 95%of the requests and
services through service request.
7.Provide a user friendly web passed customer
support request options for service desk
requests.
1.Meet or exceed overall systems performance
and services satisfaction.
2.Meet or exceed overall collaboration and
effective communication with customers and
IT staff.
3.Meet or exceed overall systems design,
enhancements,and implementation
expectations.
4.Monitor,maintain,and enhance network
600004.0037 Consider combining the first three
System Services access/security with 99%uptime. 1,2,5 Y,Y performances together as a survey.
5.Monitor,maintain,and enhance storage
spaces with no less than 25%capacity at all
6.times.
7.Monitor and maintain network access/active
directory with 95%accuracy or better.
8.Provide 100%recovery of files,folders,and
databases lost or corrupted within 24 hours.
9.Perform exceedingly in troubleshooting and
problem solving with other IT staff.
1.Meet or exceed overall customer satisfaction
with telecom systems and services.
2.Respond and resolve minor phone issues
within four hours.
3.Respond to phone adds,moves,and changes,
600004.0038 and repairs within 48 hours. 1,2,5 Y,Y Consider combining the third and last
Telecommunications 4.Meet or exceed expectations in a cost measure with the first one.
effective transition to a much improved
phone system.
5.Provide 99%uptime for PBX systems and
Electronic Voice Messaging.
6.Reduce phone services costs by 10%or better.
1.Meet or exceed enterprise GIS phase 1 plan
objectives.
2.Provide quarterly City wide update on
enterprise GIS activities.
3.Provide a centralized portal for all City GIS
information and self-served services.
600004.0040 4.Participation in 80%or better of inter-local
GIS and regional GIS projects. 2,5 Y,Y
5.Provide 2-3 GIS capabilities awareness
programs internally and externally.
6.Develop 1-2 integration between GIS and
other City business systems.
7.Attend minimum of two classes or seminars
on new technology per year to maintain
technical competency in the GIS field.
600005.0018
Other City Services- N/A Did not review.
Employee Separation Pay
Renton Results-Internal Support Request for Results 2-60
Purchasing Measurable
Offer Number Performance Measures Strategies /Collectible Comments/Feedbacks
600005.0019 N/A Did not review.
LEOFF 1 Medical Obligation
600005.0020 List benefits received as a result of memberships
Association Dues and Did not review.
Contracted Services and associations.
1. The Civil Section meets it performance
measures.
Current Year:N/A Proposed Year:N/A
600006.0003 2. The Prosecution Section meets it
City Attorney Administration performance measures. 4 Y,Y
Current Year:N/A Proposed Year:N/A
3. The staff is trained and cross trained and
performance evaluations are timely performed.
Current Year:N/A Proposed Year:N/A
600007.0003 Survey network is current and accurate: 70%.
Development Reviews are processed on time:
Technical and Property 50� 4,5 Y,Y
Services ROW Acquisitions Meet WSDOT criteria:70%
1.Customer Satisfaction Survey:
No data Overall 60%satisfaction
2.Average time to complete employment
recruitment:
600014.0021
<90 Days <90 Days
HR/RM Administration 3.Percentage of new hires successfully 1,4 Y,Y
completing probation:
90% 90%
4.Annual employee turnover related to
compensation/labor issues:
1.7%in 2009 <5%
1.Increased contact with injured workers
85%contacted. 100% contacted.
2.Assure full compliance with state safety
mandates:
600014.0023 50% 100% Consider making the third measure
Risk Management 3.Insurance reviews completed within five days: 114 Y,Y measurable.
100% 100% -comments addressed
4.100%of applicable employees trained on all
state mandated programs:
50% 100%
1.Employee satisfaction survey:
n/a 80%Satisfaction
600014.0024 2•Healthcare costs continue to be less than
Benefits national trends: 1 Y,Y
5%less 5%less
3.Increase Wellness participation by employees:
7% 10%
1. Internal customer satisfaction:
600016.0002 Fair Good Very Good
Trans Operations Internal 2. Backlog of repairs: 2,5 Y,Y
Support Services 6-14 days 5-7 days 2-5 days
3. Number of devices repaired and/or installed:
100-120 120-135 135-150
rr 1. City vehicles and motorized equipment
"uptime":
600019.0005
90%. 90% Possible 80%
2. Unscheduled repairs:
Fleet Services Operation and >1Un >10r 15% 1,2,5 Y,Y
Maintenance
3. Maintenance cost is maintained at 25%
below local private vendors:
25%below 25%below 25%below
600019.0006 1. City vehicles and motorized equipment Need performance measure for
Fleet Services Capital "uptime"is 90%. 1,2,5 Y,Y package.
Recovery -comments addressed
Renton Results-Internal Support Request for Results 2-61
Purchasing Measurable
Offer Number Performance Measures Strategies /Collectible Comments/Feedbacks
1. IFMA 60th percentile employees of coverage:
18,000 20,424
600020.0018 2. Employee satisfaction survey%positive: 2,4 Y,Y
Custodial Services 70% 78%
3. Unscheduled restroom closures annual total:
78 days 78 days
1. Customer satisfaction-turnaround time:
74% 74%
600020.0019 2. Customer satisfaction-timeliness of
Facilities Technical response: 2,4 Y,Y
Maintenance 75% 75% 1
3. Number of Helpdesk projects complete:
1,945 1,653
600020.0020 2,4 N N Need performance measure for
Operational Facilities MM package.
600020.0021 2,4 N N Need performance measure for
Public Facilities MM package.
650005.0001 Cost of Living Adjustment Did not review. 1
COLA
650005.0002 Medical-Federal Healthcare Reform Did not review.
Federal Healthcare Reform
This Decision Package will increase the ability of
the HRRM Department to meet the
650014.0001 performance measure goals for 2011-2012 as
HRRM Add 1 FTE Secretary II stated in the Department's three other Decision 1,4 Y,Y
Packages:HR Administration,Benefits and Risk
Management.Please see the Performance
Measure.
650020.0001 Reduction of the backlog of maintenance and Need to reference main package(s) 1
City Hall HVAC Contract repair items to an acceptable level will show 2,4 N,N performance measures that new
that reallocation of resources is effective. program is related to.
650020.0002 Accurately forecasting energy increased Need to reference main package(s)
Energy Rate Increase demands to show effectiveness of new program. 2,4 N,N performance measures that new
program is related to.
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Renton Results-Internal Support Request for Results 2-62
3 BUDGET BY DEPARTMENT
Legislative 3-1
Executive 3-7
City Attorney 3-21
Court Services 3-25
Community and Economic Development(CED) 3-31
Community Services 3-47
Finance and Information Technology(FIT) 3-73
Fire and Emergency Services 3-81
Human Resources and Risk Management(HR&RM) 3-91
Other City Services 3-99
Police 3-101
Public Works (PW) 3-117
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Legislative
-----__ _.-
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TerrieBriere Randy Corman Marcie Palmer King Parker Don Persson Greg Taylor RichZwicker
Councilmember Councilmember Councilmember Councilmember Councilmember Councilmember Councilmember
Council Liaison
Budget by Department-Legislative 3-1
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 Terms
Councilmember Term Term Expires 2011 Committee Chair Committee Meeting Days Time
Don Persson 4 years 12/31/2011 Finance 1st, 2nd,3rd,4th Mondays 4:00pm '
Randy Corman 4 years 12/31/2013 Transportation/Aviation 2nd and 4th Thursdays 4:00pm
King Parker 4 years 12/31/2011 Planning and Development 2nd and 4th Thursdays 2:00pm '
Marcie Palmer 4 years 12/31/2011 Community Services 2nd and 4th Mondays 5:00pm
Terri Briere 4 years 12/31/2013 Committee of the Whole 1st, 2nd,3rd,4th Mondays 6:00pm
Greg Taylor 4 years 12/31/2011 Public Safety 1St and 3rd Mondays 5:00pm
Rich Zwicker 4 years 12/31/2013 Utilities 2nd and 4th Thursdays 3:00pm '
2008 2009 2009 2010 2010 2011 2012 Change Change ,
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 245,441 269,779 247,225 267,957 259,345 277,834 286,842 3.7% 3.2%
Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.01
List of Legislative Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200001.0006 Legislative Operations 8.00 277,834 8.00 286,842 -
Total 8.00 $ 277,834 $ - 8.00 $ 286,842 $ -
1
Budget by Department-Legislative 3-2
Legislative Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Policy and program decisions Residents experience timely o
N/A N/A 60/
reflecting community values response to information requests
Provide opportunities for the
Residents experience timely
public to be engaged in
decision making that reflects their N/A N/A 50%
operations,understand,and
concerns
influence City government
Advocate community interest in
Public trust survey ratings good or o
regional,state,and federal excellent N/A N/A 50%
Representative Government forums
Provide open,accessible,and The job Renton government does to 0 0
N/A 50% 50/
consistent decision processes welcome citizen involvement
Provide clear and effective
communications that uses a
variety of channels and supports The job Renton government does N/A 40% 40%
listening to citizens
and values dialogue with our
community
Highlight of Budget Changes:
• Personnel Benefits increased in 2012 by$6k due to increases in overall city-wide healthcare costs.
• Interfund Payments increased in 2011 by$8k due to increased internal service fund costs for Insurance,
information technology,and communication costs.
Expenditure Budget by Division-Legislative
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Sala ries 145,479 151,264 148,286 151,032 150,582 151,316 152,977 0.2% 1.1%
Personnel Benefits 53,885 60,306 59,974 57,683 58,716 59,168 65,303 2.6% 10.4%
Supplies 4,475 2,244 1,444 5,000 2,397 5,000 5,000 0.0% 0.0%
Other Services &Charges 10,508 21,231 3,369 10,000 3,978 10,000 10,000 0.0% 0.0%
Interfund Payments 31,095 34,734 34,152 44,242 43,672 52,350 53,562 18.3% 2.3%
Total 245,441 269,779 247,225 267,957 259,345 277,834 286,842 3.7% 3.2%
Staffing Levels by Division-Legislative
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%
Budget by Department-Legislative 3-3
2009/2010 Accomplishments
Approved the following:
• An agreement with King County Transit for enhanced services for Metro Route 110 beginning in 2013.
• The amended Shoreline Master Program and directed its forwarding to the Department of Ecology.
• The Upper Springbrook Reach Restoration Project Partnership Agreement with the Army Corps of Engineers.
• A three-year contract for Police Department in-car video systems.
• An interlocal contract to accept grant funding to purchase three electric hybrid vehicles.
• A contract to develop the Parks, Recreation,Open Space,and Natural Resources Plan.
• The 2011-2016 Transportation Improvement Program and 2010 Arterial Street Plan.
• A contract for the Sunset Area Community Investment Strategy.
• The Sierra Heights Elementary School Annexation and zoning.
• The Maplewood Heights Elementary School Annexation.
• A Special Events Ordinance providing for the issuance of permits to regulate special events.
• A new long-term lease of Airport property with The Boeing Company.
• The Cavalla preliminary plat;49 lots on 9.4 acres.
• The Liberty Gardens preliminary plat;36 lots on 8.95 acres.
• The first round of 2010 neighborhood grants in the amount of$74,357.
• A 41-month lease with Iron Mountain Information Management, Inc.for the 4th floor of City Hall.
• The 2010-2011 One Card for All(ORCA) Business Passport agreement for City employees.
• A contract for design and construction services for the Stonegate II-Lift Station and Conveyance Design project.
• A sales and use tax as a credit against the State sales and use tax, relating to annexations.
• A contract amendment to accept$181,755.50 for tenant improvements at Fire Station 11. ,
• A contract to administer the Visitor Information and Downtown Assistance (VIDA) program.
• An interlocal agreement with Fire District 25 for fire and emergency services through 2020.
• A five-year lease extension with the King County Sexual Assault Resource Center for space at the 200 Mill building. ,
• A contract to complete the Draft and Final Environmental Impact Statements for the Quendall Terminals
development project.
• A Library Advisory Board for issues related to the services provided to Renton residents by the King County Library
System.
• A six-month moratorium on the permitting of Adult Entertainment businesses.
Accepted the following:
• An FAA grant of$150,000 to develop an Airport Sustainabilty Plan.
• A Department of Ecology grant of$297,940 to implement requirements associated with the National Pollutant &
Discharge Elimination System (NPDES) Phase II Stormwater Permit.
• $226,076 in grant funds from King County Solid Waste Division for the 2010-2011 Waste Reduction and Recycling
Grant program.
• $121,546 in Department of Homeland Security Emergency Management Performance Grant funds from the
Washington State Military Department.
• $217,762 in grant funds from the Federal Aviation Administration for the Taxiway Bravo Repaving/Reconstruction
project at the airport. '
• Grant funds in the amount of $35,000 for the Maintenance Dredging and Shoreline Mitigation project at the
Airport.
• $34,741.88 from Seattle/King County Public Health Department for Renton's 2010 Hazardous Waste Management
Program.
• A$500,000 grant to be used for the Rainier Ave.S. (SR 167),S. Grady Way to S. 2nd St. project.
• A$30,000 Department of Ecology grant for in-house recycling and composting efforts. ,
• A $240,000 Federal Congestion Mitigation and Air Quality (CMAQ) grant for the Highlands to Landing Pedestrian
Connection project.
Budget by Department-Legislative 3-4
• A$1.7 million grant from the Washington State Public Works Board for infrastructure improvements related to the
Hawk's Landing development.
Adopted the following:
• Changes to City Code regarding Unfit Building Regulations.
• The 2010 Arts and Culture Master Plan.
• Revised Parks Rules and Regulations regarding trail safety.
• A resolution supporting The Boeing Company's pursuit of the United States Tanker Program.
• The 2011-2016 City of Renton Business Plan.
• A biennial budget process.
Position Listing- Legislative
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Legislative Services/City Council
E09 City Council Members (Elected) 7.00 7.00 7.00 7.00 7.00 7.00 7.00
M17 City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Legislative Services 8.00 8.00 8.00 8.00 8.00 8.00 8.00
Budget by Department-Legislative 3-5
This page is intentionally left blank
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Budget by Department-Legislative 3-6
�. Executive
MAYOR
Denis Law
16.63 FTEs
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++ CHIEF ADMINISTRATIVE
OFFICER
Jay Covington
15.63
r
r
ASSISTANT CAO Communications
Marty Wine Preeti Shridhar
8.13 6.5 FTEs
r
Mayor's Office City Clerk Hearing Examiner
Media Relations
1.5 FTE s 4.5 FTEs 1.13 FTEs
r
Mayor Support Records Management and Appeals Graphic Design/Multi-Media
Microfilming
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Strategic Leadership and Legislative and Land Use Regulatory Codes Website
Direction Administration Support Application
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Comprehensive Plan and Public Information Services Print and Mail
NO Annual Budget Oversight
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Voter Registrations and Cable Channel 21
Elections
Budget by Department-Executive 3-7
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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3536378 -7.2% 2.2%
Position Summary 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.8% -6.8%
List of Executive Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200003.0012 Executive Operations 4.50 1,035,538 - 4.50 1,063,628
200003.0013 Cable Communication Fund - 85,674 85,000 - 85,674 85,000
200003.0014 Court Public Defenders 369,224 - 369,224 -
200003.0015 Grant Writing - 50,000 - 50,000
200003.0017 Citywide Communications 5.00 565,483 561,539 5.00 591,608 577,144
200011.0004 Hearing Examiner 1.12 171,929 - - 71,025 -
200012.0009 Ci ty CI e rk 4.50 790,484 4.50 835,811
250012.0001 Increased Elections Costs - - - 70,000
600003.0006 Communication -Pri nt a nd Mail S, 1.50 392,263 392,402 1.50 399,408 397,163
Total Operating 16.62 3,460,595 1,038,941 15.50 3,536,378 1,059,307
Total 16.62 $ 3,460,595 $ 1,038,941 15.50 $ 3,536,378 $ 1,059,307
I
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Budget by Department-Executive 3-8
Executive Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Residents experience timely
r
response to information N/A N/A N/A
Policyand program decisions requests
ref IectingcommunityvaIues Residents experience timely
+ decision making that reflects N/A 30% 30%
theirconcerns
Provide opportunities forthe Percentage of time the Agenda
publicto be engaged in is published &available 4days 100% 100% 100%
operations,understand,and before the Council meeting-
influence Citygovernment Target 100%
Those who have received
Renton ci ty gove rn me nt s e rvi ce s N/A N/A N/A
Advocate community interest find Renton accessible,
in regional,state,and responsive and well-managed
federal forums
Public trust survey ratings good
or excellent:Value of services 45% 45% 45%
forthe taxes paid to Renton
Percentage of time the Minutes
Representative Government are published and available 3
or more days prior to the next 99% 100% 100%
regular Council meeting -
Target 100%
Percentage of participants in
Provide open,accessible,and the appeal process surveyed
consistent decision reportthat their matterwas N/A N/A N/A
handled fairly regardless of the
processes
r outcome. Target is 50%
%of appointed cases reporting
theyare fairly represented by
the contract defense attorney N/A N/A N/A
regardless of the outcome of
the case. Target is 50%
r
Provide clearand effective
communications that uses a Percentage of completed
varietyof channels and customer survey cards received 100% 100% 100%
each month that are positive or
supports and values
dialogue with our community complimentary Target 100%
�r
Budget by Department-Executive 3-9
i
Program Area Strategies Performance Measures 2010 2011 2012 j
Public trust survey ratings good
orexcellent:The overall 60% 60% 60% i
direction that Renton is taking
Public trust survey ratings good
Provide policyand fiscal orexcellent:The job Renton
accountabilityto government does to welcome N/A N/A N/A
stakeholders citizen involvement. Target is
50%
Percentage of ordinance
summaries published the first 100% 100% 100%
Representative Government Friday after Council adoption -
Target 100%
Leverage partnerships with Numberof keycampaigns and
members of the public, programs that are
business community,non communicated via channel 21 N/A N/A N/A
profits,and faith based and integrated multi media
organizations,to increase
platforms
capacityand assist with or Public trust survey ratings good
offset the cost ofrovidin or excellent:The job Renton ° °
p g government does listening to 29/° 29/° 29%
services
citizens
Percentage of City's key
programs and initiatives that
Highly qualified, healthy, are communicated to various
well trained,androductive target audiences via media ° °
p reIations,communityreIations,
70% 70/ 70%
workforce
website,electronic
communications,Channel 21
and city publications
Number of unique visitors and
Internal Support Functional work environment page views to the website per 500,000 500,000 500,000
month
Track outgoing mail quantities
(1st Class,Utility bills,and N/A N/A N/A
Bulk).
Equipment and data that is Customer satisfaction N/A N/A N/A
reliable and accessible (timeliness,etc.)
Track yearoveryear
departmental usage through N/A N/A N/A
quarterly report
Highlight of Budget Changes:
• Intergovernmental services decreased in 2011 by$164k due to lower projections for election costs.
Intergovernmental services increased in2012 by$87k due to the election costs of the proposed annexation of
West Hill.
• Interfund payments decreased in 2011 by$107k due to a change in calculating Communications Internal Service
Fund charges for 2011.
• The Hearing Examiner's Office is transitioning to contract status in this biennium due to a reduction in workload.
r
Budget by Department-Executive 3-10 r
Expenditure Budget by Division-Executive
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Mayor's Office 966,373 1,489,887 1499,747 1,635,047 1,578,526 1,454,762 1,482,852 -11.0% 1.9%
City Clerk 627,957 817,996 681,805 1016,688 839,256 876,158 991,485 -13.8% 13.2%
Hea ri ng Exa mi ne r 166,820 199,328 171,911 200,440 174,447 171,929 71,025 -14.2% -58.7%
Communications 0 0 669,126 877,560 920,227 957,746 991,015 9.1% 3.5%
Total 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3,536,378 -7.2% 2.2%
Expenditure Budget by Category-Executive
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regu I a r Sa la ries 1067 696 1,165,789 1 300 590 1,372,883 1,407,054 1,391,069 1,324,372 1.3% -4.8%
Part-Time Salaries 22,718 0 51,049 0 3,609 0 0 N/A N/A
Overtime 3,159 0 11,731 0 8,867 0 0 N/A N/A
Personnel Benefits 322,857 408,744 423,670 427,288 428,401 444,302 474,444 4.0% 6.8%
Supplies 11893 20,717 79,879 90,454 54,356 90,206 89,464 -0.3% -0.8%
Other Services and Charges 160,363 592,087 752,674 826,897 713,117 793,959 819,685 -4.0% 3.2%
Intergovernmental Services 55,040 92,250 91,556 317,000 215,202 153,000 239,500 -51.7% 56.5%
Capital Outlay 0 40,000 0 40,000 29,408 40,000 40,000 0.0% 0.0%
Interfund Payments 117,424 187,624 311,440 655,213 652,443 548,059 548,913 -16.4% 0.2%
Total 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3,536,378 -7.2% 2.2%
Staffing Levels by Division-Executive
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Mayor's Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0%
City CI e rk 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0%
Hearing Examiner 2.00 1.50 1.50 1.50 1.50 1.13 0.00 -25.0% -100.0%
Communications 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0%
Total FTE 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.8% -6.8%
Temp/Intermit Pay&Ben $ 24,799 $ - $ 58,806 $ - $ 4,279 $ - $ - N/A N/A
Budget by Department-Executive 3-11
i '
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.
2009/2010 Accomplishments
• Supported the Mayor and Council, with input from departments, in continuous refinement of the city's business
plan.
• Addressed citizen concerns in an accurate,sensitive,and timely manner.
• Ensured achievement of the city's goals and objectives by appropriately placing authority, assigning accountability,
and monitoring performance.
• Provided strategic leadership and oversight for the city's annual budget, comprehensive plan, and business and
operational plans to be implemented in 2010.
• Assessed the character of city services and programs and prepare recommendations to City Council to guide
decisions on level of effort and resource allocation.
• Delivered a balanced funding plan for the Fairwood annexation area, and began the development of a long-term
funding plan for the West Hill annexation area.
• Supported 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.
• Developed a community involvement approach for Renton Results, a community accountability effort designed to
creating a results-oriented performance measurement of city services.
2011/2012 Goals
• Support the Mayor and Council, and coordinate input of Department Administrators, in continuous refinement of
the city's business plan.
• Ensure achievement of the city's goals and objectives by appropriately placing authority, assigning accountability,
and monitoring performance.
• Provide strategic leadership and oversight for the city's annual budget, comprehensive plan, and business and
operational plans through 2012.
• Assess the character of city services and programs and prepare recommendations to City Council to guide
decisions on level of effort and resource allocation.
• Depending on election outcomes, manage the implementation and impacts of major annexations.
• Continue development of a funding partnership with King County to provide information about the future service
impacts of growth and annexations,and funding to facilitate potential transition.
• Develop and measure city service outcomes 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.
Budget by Department-Executive 3-12
Expenditure Budget by Category-Mayor's Office
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
RegularSaIaries 651,038 714,146 636,172 524,940 529,574 531,192 543,924 1.2% 2.4%
Part-Time Salaries 20,643 0 0 0 0 0 0 N/A N/A
Personnel Benefits 178,531 212,578 177,134 117,281 122,232 127,260 145,316 8.5% 14.2%
Supplies 2,577 2,430 2,423 1,736 3,417 1,736 1,736 0.0% 0.0%
Other Services and Charges 57,980 453,414 443,930 466,634 403,191 426,634 426,634 -8.6% 0.0%
Interfund Payments 55,604 107,319 240,087 524,457 520,112 367,940 365,242 -29.8% -0.7%
Total 966,373 1,489,887 1,499,747 1,635,047 1,578,526 1,454,762 1,482,852 -11.0% 1.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Mayor's Office
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0%
Total FTE 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 22,419 $ - $ - $ - $ - $ - $ - N/A N/A
Budget by Department-Executive 3-13
City Clerk
Mission Statement
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 Council, and city administrative
staff.
2009/2010 Accomplishments
• Responded to increased number of complex records requests.
• Implemented new city-wide electronic agenda bill system.
• Developed and implemented revised contract and bidding policy and procedure.
• Supported implementation of new city-wide Small Public Works Project Roster system.
• Implemented use of new email search software system.
• Held training sessions on the agenda process,contract&bidding process, and records management.
• Integrated a number of King County land use files into the City records system.
• Updated city records retention schedules to reflect state changes.
• Updated Councilmember desk manuals.
• Fulfilled filing requirements for holding the Fairwood Annexation area election.
• Took custody and stored an increased amount of paper records from all city departments.
2011/2012 Goals
• Implement records management component of city-wide electronic content management system and support
implementation of Municipal Court module.
• Make more public records accessible via the City web site.
• Continue internal training on agenda process,contracting and bidding, records management, imaging,and public
records disclosure
• Stay informed on changing laws and technology updates.
• Streamline the public records request and exemption/redaction processes.
• Index, label and file microfilm backlog.
• Audit historical files for required transfer or disposition.
• Continue to support City Council and provide timely, accurate agendas and minutes.
• Update policies and procedures as needed.
• Fulfill filing requirements for the West Hill annexation area election.
• Provide information and assistance to staff and the public.
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Budget by Department-Executive 3-14 j
Expenditure Budget by Category-City Clerk
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula r Sala ries 289,561 321,044 265,004 276,518 282,094 289,938 304,297 4.9% 5.0%
Part-Time Salaries 2,075 0 23,903 0 998 0 0 N/A N/A
Overtime 2,229 0 11,237 0 6,533 0 0 N/A N/A
Personnel Benefits 116,530 165,181 121,486 135,264 117,777 119,293 134,778 -11.8% 13.0%
Supplies 9,131 17,297 4,453 17,296 4,866 17,296 17,296 0.0% 0.0%
Other Services and Charges 100,451 111,640 102,234 111,073 94,466 102,573 98,573 -7.7% -3.9%
Intergovernmental Services 55,040 92,250 91,556 317,000 215,202 153,000 239,500 -51.7% 56.5%
Capital Outlay 0 40,000 0 40,000 0 40,000 40,000 0.0% 0.0%
Interfund Payments 52,940 70,584 61,932 119,537 117,321 154,058 157,041 28.9% 1.9%
Total 627,957 817,996 681,805 1,016,688 839,256 876,158 991,485 -13.8% 13.2%
Staffing Levels(Full-Time Equivalent Employees-FTE)-City Clerk
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0%
Total FTE 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 2,380 $ - $ 26,492 $ - $ 1,162 $ - $ - N/A N/A
Budget by Department-Executive 3-15
Hearing Examiner
Mission Statement
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.
2009/2010 Accomplishments and 2011/2012 Goals
• Consider and apply land use regulatory codes.
• Hear appeals regarding SEPA or administrative decisions.
Expenditure Budget by Category-Hearing Examiner
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
RegularSalaries 127,097 130,599 131,769 134,088 134,222 107,125 0 -20.1% -100.0%
Overtime 930 0 75 0 57 0 0 N/A N/A
Personnel Benefits 27,796 30,985 29,459 27,110 27,880 23,301 0 -14.0% -100.0%
Supplies 186 990 105 990 104 742 0 -25.1% -100.0%
Other Services and Charges 1,932 27,033 1,081 27,033 1,148 20,274 50,000 -25.0% 146.6%
Interfund Payments 8,880 9,721 9,421 11,219 11,036 20,487 21,025 82.6% 2.6%
Total 166,820 199,328 171,911 200,440 174,447 171,929 71,025 -14.2% -58.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Hearing Examiner ,
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 2.00 1.50 1.50 1.50 1.50 1.13 0.00 -25.0% -100.0%
Total FTE 2.00 1.50 1.50 1.50 1.50 1.13 0.00 -25.0% -100.0%
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Budget by Department-Executive 3-16 i
low Communications
Mission Statement
.� • Provide Renton residents with critical and relevant information on a timely basis.
• 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.
• 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.
2009/2010 Accomplishments
• Develop and implement comprehensive communications strategies on key issues.
• Implement citywide prioritization of print jobs;streamline print operations and use of technology to make print
operations more efficient and sustainable given current resources.
• Implement web upgrades and multi-media features.
• 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.
up • Implement video-technology plan for channel 21 and 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.
• Produce and distribute emergency preparedness videos to non-English speaking communities.
• Completed Communications and Design Manual and implemented consistent branding and design elements for
city communications;working on communications and design guidelines manual.
• Green River Potential Flooding Communications Planning and Implementation.
• Completed Communications Continuity of Operations Plan;working on Emergency Communications Operations
Plan.
.r • Continue to create and distribute citywide newsletter to nearly 45,000 Renton residents several times a year
• Collaborate with Community and Economic Development Department to maintain and enhance Renton's social
media presence
• Showcase city-wide informational display at neighborhood picnics and several community events.
• Achieve cost-savings at every level while providing high-level communications support.
• Encourage training and professional development opportunities for staff.
2011-2012 Goals
• Create long term web plan; implement web changes in 2012.
• Expand electronic communications.
r • Continue to streamline print operations and move toward more effective electronic communications by reducing
the number of non-essential printed materials.
• Develop e-newsletter for Community Services that can be delivered through the govdelivery system.
• Enhance Channel 21 operations and productions for more robust cable-programming and video-streaming.
• Continue to implement unified graphic design standards"branding"throughout all city departments and
modernize look of all city publications.
.. • Develop and launch city-wide electronic newsletter for distribution to the public via email and other social media.
• Develop and implement strategic communication strategy for public outreach for key issues such as Rainier
Avenue construction,parks and Recreation Master Plan,Annexation,CED projects, Fire&Emergency Services,key
programs for Community Services and more.
• Continue to prepare and train for possible large-scale emergencies.
Budget by Department-Executive 3-17
• Maintain good communication with the general public via newsletters,website, local and regional media, and
other social media outlets.
• In conjunction with utility billing, implement needed updates to utility bill (barcodes and format)to facilitate
banking and postal discount requirements.
• Continue to provide high-quality printed material in timely, cost-efficient manner
• Provide effective mail delivery(and counseling services)to all city staff,while ensuring cost effective outgoing mail
service
Expenditure Budget by Category-Communications
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 0 0 267,645 437,337 461,163 462,814 476,151 5.8% 2.9%
Part-Time Salaries 0 0 27,146 0 2,611 0 0 N/A N/A
Overtime 0 0 419 0 2,277 0 0 N/A N/A
Personnel Benefits 0 0 95,590 147,634 160,512 174,448 194,349 18.2% 11.4%
Supplies 0 0 72,897 70,432 45,970 70,432 70,432 0.0% 0.0%
Other Services and Charges 0 0 205,429 222,157 214,312 244,478 244,478 10.0% 0.0%
Interfund Payments 0 0 0 0 3,974 5,574 5,605 100.0% 0.6%
Total 0 0 669,126 877,560 920,227 957,746 991,015 9.1% 3.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Communications
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0%
Total HE 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0%
Temp/Intermit Pay&Ben $ - $ - $ 32,314 $ $ 3,117 $ - $ N/A N/A
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Budget by Department-Executive 3-18
Executive Department Position Listing
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Mayor's Office
E10 Mayor(Elected) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M53 Chi ef Admi ni stra tive Offi ce r 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M45 Assistant Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M38 Communications Director 1.00 1.00 0.00 0.00 0.00 0.00 0.00
M21 Communications Specialist 11 1.00 1.00 0.00 0.00 0.00 0.00 0.00
M17 Executive Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N07 Secretaryll 1.00 1.00 1.00 0.50 0.50 0.50 0.50
Total Mayor's Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50
City Clerk Division
M30 City Clerk/Cable Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M17 Deputy CityClerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Multimedia/Records Specialist 1.50 1.00 1.00 0.00 0.00 0.00 0.00
A11 Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Records Management Specialist 2.50 1.50 1.50 1.50 1.50 1.50 1.50
Total City Clerk Division 7.00 5.50 5.50 4.50 4.50 4.50 4.50
Hearing Examiner Services Division
M35 Hea ri ng Exa mi ner 1.00 1.00 1.00 1.00 1.00 0.75 0.00
A07 Hearing Examiners Secretary 1.00 0.50 0.50 0.50 0.50 0.38 0.00
Total Hearing Examiner Division 2.00 1.50 1.50 1.50 1.50 1.13 0.00
Communications
M38 Communications Director(from Executive) 0.00 0.00 1.00 1.00 1.00 1.00 1.00
M21 Communications Specialist ll (from Executive) 0.00 0.00 1.00 1.00 1.00 1.00 1.00
A21 Communications Specialist II (from Fire&ES) 0.00 0.00 1.00 1.00 1.00 1.00 1.00
A13 Print&Mail Coordinator(from FIT) 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Al2 Communications Specialist I(from Community Svcs) 0.00 0.00 2.00 1.00 1.00 1.00 1.00
A10 Form/Graphic Technician(Tnsffrom FIT) 0.00 0.00 1.00 1.00 1.00 1.00 1.00
A07 Print&Mail Operator(Tnsf from FIT) 0.00 0.00 1.00 0.00 0.00 0.00 0.00
A01 Office Assistant 1 0.00 0.00 0.00 0.00 0.50 0.50 0.50
Total Communications Division 0.00 0.00 8.00 6.00 6.50 6.50 6.50
Total Executive Department 16.00 14.00 20.00 16.50 17.00 16.63 15.50
Note:The Communication Division is a new division with FTEs transferred from different departments into Executive.Historycan be
found in the other department sections.
Budget by Department-Executive 3-19
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Budget by Department-Executive 3-20
City Attorney
CITY ATTORNEY
I Larry Warren
11.75 FTEs
Administrative Support
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1.0 FTE
Civil Criminal
3.75 FTEs 6 FTEs
Budget by Department-City Attorney 3-21
City Attorney
Mission Statement
Provide quality legal representation to the City and its employees in a timely, effective, and positive manner.
Description
The City Attorney Department provides legal advice to the City Council,administration, and boards and commissions,
prepares legislation, brings and defends lawsuits,and prosecutes cases in the municipal court.
I
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Position Summary 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.01
List of City Attorney Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100006.0002 City Attorney Prosecution 6.00 563,545 6.00 611,003
200006.0002 City Attorney Civil 3.75 515,577 3.75 546,497
600006.0003 City Attorney Administration 2.00 521,409 2.00 538,342
Total 11.75 $ 1,600,531 $ 11.75 $ 1,695,841 $ -
Budget by Department-City Attorney 3-22
.,. City Attorney Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Prepare complete adequate 99% 99% 99%
discoveryin all cases.
Be prepared for hearings and
95% 95% 95%
Encourage the communityto trials in all cases.
+r Safetyand Health complywith local,state and Increase the scope and extent
federal laws of electronic exchanges of
information,including full N/A 50% 50%
�Ir discovery with defense
attorneys.
Provide open,accessible,and Attorneys are available within
un consistent decision the week to meet with any 95% 95% 95%
processes
department or division needing
legal assistance.
Provide clear and effective The numberof pre-approved
communications that uses a contracts, legislation and code
Representative Government varietyof channels and compliance forms and 50% 60% 75%
supports and values pleadings will be timely
r dialogue with ourcommunity updated.
Provide policyand fiscal Routine legislation and
accountabilityto contract review will be 95% 95% 95%
+tee
stakeholders performed within one (1)week
of rece i pt.
The Civil Section meets it
95% 95% 95%
performance measures.
The Prosecution Section meets 95% 95% 95%
Equipment and data that is it performance measures.
Internal Support reliable and accessible The staff is trained and cross
trained and performance °
95% 95/ 95%
evaluations are timely
performed.
Highlight of Budget Changes:
• Personnel Benefits increased in 2012 by$43k due to increases in overall city-wide healthcare costs.
i0 Supplies decreased in 2011 by$20k due to city-wide budget reductions.
• Other Services and Charges decreased in 2011 by$18k due city-wide budget reductions.
200912010 Accomplishments
• Successfully defended the photo enforcement cases.
• Reviewed City code for changes from criminal citations to civil penalties.
+ • Drafted necessary changes to the enforcement provision in the code.
• Trained staff for redundancy in skills, particularly legislation.
• Aggressively defended and prevailed on administrative appeals.
„! • Reduced reliance on paper by using technology,where possible.
• Switched to electronic files for municipal court case management.
• Handled the increased caseload in Renton Municipal Court created by the Benson Hill Annexation.
,W • Finalized the Boeing lease.
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am Budget by Department-City Attorney 3-23
2011/2012 Goals
• Successfully defend the appeal of the photo enforcement cases.
• Review City code for changes to massage parlor regulations.
• Successfully defend the Nicholson appeal of the Shoreline permit.
• Train staff for redundancy in skills.
Expenditure Budget by Division-City Attorney
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
City Attorney 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Total 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Expenditure Budget by Category-City Attorney
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSaIaries 0 890,900 882,004 984,815 966,769 993,823 1,043,123 0.9% 5.0%
Part-Time Salaries 0 0 36,540 0 3,260 0 0 N/A N/A
Overtime 0 1,000 0 1,000 0 1,000 1,000 0.0% 0.0%
Personnel Benefits 0 486,075 268,970 273,042 290,085 290,889 333,918 6.5% 14.8%
Supplies 9,228 42,000 14,356 36,500 7,559 16,500 16,500 -54.8% 0.0%
Other Services and Charges 1,648,945 239,200 39,209 60,536 34,768 43,036 43,036 -28.9% 0.0%
Capital Outlay 0 25,000 0 0 0 0 0 N/A N/A
Interfund Payments 3,052 11,921 7,301 265,403 263,157 255,283 258,264 -3.8% 1.2%
Total 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 -1.3% 6.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-City Attorney
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.0%
Total FTE 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.0%
Temp/Intermit Pay&Ben $ - $ - $ 42,256 $ - $ 3,763 $ - $ - N/A N/A
City Attorney Department Position Listing
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
City Attorney
M49 City Attorney 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M42 Senior AssistantCity Attorney 0.00 2.00 2.00 2.00 2.00 2.00 2.00
M35 As s i sta nt City Atto rn ey 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M35 Chief Prosecuting Attorney 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M29 Prosecuting Attorney 0.00 2.00 2.00 2.00 2.00 2.00 2.00
A17 Paralegal 0.00 0.75 0.75 0.75 0.75 0.75 0.75
N14 Administrative Assista nt 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A07 Legal Assistant 0.00 3.00 3.00 3.00 3.00 3.00 3.00
Total City Attorney Department 0.00 11.75 11.75 11.75 11.75 11.75 11.75
Budget by Department-City Attorney 3-24
Court Services
MUNICIPAL COURT JUDGE
Terry L.Jurado
16.5 FTEs
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COURT SERVICES
Joseph McGuire
-- 15.5 FTEs
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Infraction Processing Criminal Case Processing Probation
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5.0 FTEs 8.0 FTEs 1.5 FTE
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am Budget by Department-Court Services 3-25
Program Area Strategies Performance Measures 2010 2011 2012
Measure resident's satisfaction with
timeliness and completeness of
information requested from the
court by including a short 90% 90% 90%
questionnaire with the court
Policy and program decisions response to the requestor. Plan to
reflecting community values keep satisfaction rating above 90%.
The Municipal Court Judge must
stand for election every four years.
The citizens will vote,indicating N/A N/A >50%
their satisfaction with his
administrative abilities.
The court will monitor the time
from when the defendant's are
arraigned on a charge until the
90 Days 90 Days 90 Days
charge is adjudicated. Our goal is to
maintain the national standard of 90
Representative Government Provide open,accessible,and days.
consistent decision processes
Request information from
participants regarding their ability to
get court access and understand the
80% 80% 80%
court process as a participant or
observer,etc. A rating above 80%
favorable is targeted.
Measure resident's satisfaction with
timeliness and completeness of
information requested from the 95% 95% 95%
court. The court expects to
maintain a minimum of 95%for
Provide policy and fiscal timeliness and completeness.
accountability to stakeholders
Track cost per case using National
Center for State Courts criteria.
Establish baseline in 2010,monitor $125 $125 $125
and seek to improve(lower)cost in
2011,2012.
Highlight of Budget Changes:
• Regular Salaries and Personnel Benefits increased in 2011 by$80k due to addition of 0.5 Probation Officer.
Personnel Benefits increased in 2012 by$49k due to increased overall city medical costs.
• Part-Time Salaries increased in 2011 by$81k due to Pro Tem Judges being process through payroll instead of Other
Services and Charges.
• Transfers increased in 2011 by$8k due to the new program request of the Court Audio Recording System
Replacement.
Budget by Department-Court Services 3-28
2009/2010 Accomplishments
• 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
• 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.
2011/2012 Goals
• Continue growth in use of Renton Results for meaningful budgets and recognizable results.
• Continue ongoing staff training to keep pace with changes in laws,ordinances and court rules and advances in
technology the court is able to implement.
• Increase usage of Electronic Content Management System and LawBase Probation case management system to
lessen the slow manual burden of using only paper records.
• Pursue opportunities to"do more with less" into the future.
Expenditure Budget by Division-Court Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Court Services 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4%
Total 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4%
Expenditure Budget by Category-Court Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Sala ries 979,737 1,037,875 1,033,164 1,021,922 1,026,182 1,070,993 1,099,485 4.8% 2.7%
Part-Time Salaries 19,498 16 16,835 0 69,421 81,000 81,000 100.0% 0.0%
Overtime 20,085 9,948 32,676 29,964 20,428 29,964 29,964 0.0% 0.0%
Personnel Benefits 365,169 426,772 406,569 385,221 385,474 416,216 465,233 8.0% 11.8%
Supplies 11,264 7,700 8,244 7,700 9,311 7,700 7,700 0.0% 0.0%
Other Services and Charges 197,633 168,357 204,275 218,358 155,291 137,358 137,358 -37.1% 0.0%
Interfund Payments 150,735 128,444 117,968 348,228 341,493 353,722 356,575 1.6% 0.8%
TransferOut 0 0 0 0 0 8,000 0 100.0% -100.0%
Total 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4%
Staffing Levels by Division-Court Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Co u rt Se rvi ce s 17.50 17.00 17.00 16.00 16.00 16.50 16.50 3.1% 0.0%
Total FTE 17.50 17.00 17.00 16.00 16.00 16.50 16.50 3.1% 0.0%
Temp/Intermit Pay&Ben $ 21,631 $ 36 $ 18,567 $ - $ 78,879 $ 81,000 $ 81,000 100.0% 0.0%
Budget by Department-Court Services 3-29
Court Services Department Position Listing
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Ong Bdgt Authorized Ong Bdgt Authorized Adopted Adopted
Court Services
E11_ Municipal Courtludge(Elected) 1.00 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 1.00
A18 Probation Officer 1.50 1.00 1.00 1.00 1.00 1.50 1.50
A15 Judicial Specialist(Lead) 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A10 Judicial Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A08 Judicial Specialist 10.00 10.00 10.00 10.00 10.00 10.00 10.00
A10 Probation Clerk 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Court Services Division 17.50 17.00 17.00 16.00 16.00 16.50 16.50
Budget by Department-Court Services 3-30
Community and Economic Development
ADMINISTRATOR
Alex Pietsch
47.5 FTEs
Administrative Support Hotel/Motel Advisory
1 FTE Committee
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Development Services Planning Economic Development
Neil Watts Chip Vincent Suzanne Dale Estey
28.50 FTEs 13 FTEs 4 FTEs
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Economic Development Intergovernmental
Development Engineering Current Planning p Relations
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Building Inspections and
Permits Long Range Planning Renton Farmers Market
Code Compliance r Technical Services
I , Municipal Arts Commission
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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.
Core Businesses and Services
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 residents, the
business community and other community organizations 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.
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. In 2011, the Neighborhood Program was moved to the Community Services
Department.
Coordination amongst the three CED divisions and its 14 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 related to the work of CED's
programs.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 6,438,793 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770274 -2.4% 4.9%
CIP Budget Summary 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0% -100.0%
Position Summary 67.10 60.50 60.50 48.00 48.00 47.50 47.50 -1.0% 0.0%
Budget by Department-Community and Economic Development 3-32
List of Community and Economic Development Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100007.0003 Code Enforcement program 4.00 417,395 4.00 435,881
100007.0004 Building Permits &Inspection Pro 12.50 1,332,898 2,488,266 12.50 1,399,428 2,561,642
200007.0002 Intergovernmental Relations 0.25 153,674 - 0.25 155,661 -
300007.0014 Long Range Planning 4.33 520,489 - 4.33 549,217 -
300007.0015 Cu rre nt PI a n n i ng 6.33 658,694 89,095 6.33 696,000 98,896
300007.0016 Hotel Motel Fund - 245,000 245,000 - 265,000 265,000
300007.0017 Arts &Culture 0.50 54,007 - 0.50 56,928 -
300007.0018 Farmers Market - 47,875 52,500 - 49,150 60,500
300007.0020 Economic Development 3.25 432,219 - 3.25 453,098 -
300007.0021 1%for the Arts - 50,000 15,000 - 50,000 15,000
300007.0023 CED Administration 2.00 928,729 - 2.00 958,050 -
500007.0002 Public Works Permits and Inspect 10.00 1,124,036 63,230 10.00 1,179,493 70,174
550007.0001 Rainier Ave Project Inspections 2.00 207,766 205,891 2.00 225,113 219,397
600007.0003 Technical and Property Services 2.33 280,263 - 2.33 297,255 -
700005.0004 Indirect Cost Transfer Multi Depts - - 524,843 - - 540,319
Total Operating 47.50 6,453,044 3,683,825 47.50 6,770,274 3,830,928
300007.0024 Sunset SubArea Plan - 584,000 - - - -
Total CIP - 584,000 - - - -
Total 47.50 $ 7,037,044 $ 3,683,825 47.50 $ 6,770,274 $ 3,830,928
Budget by Department-Community and Economic Development 3-33
Community and Economic Development Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Permit review times for single family
Timely responsiveness and <3 weeks Q weeks <2 weeks
"Projection of effort"when the applications
community cannot help itself Response time for inspection 75% 95% 95%
Safety and Health requests(within 24 hours)
Encourage the community to
comply with local,state and Compliance achieved through 70% 70% 70%
voluntary action at a set percentage
federal laws
Advocate community interest in
Accomplishment or significant
Representative Government regional,state,and federal progress made on each of the top N/A N/A N/A
forums priorities in the state and federal
legislative agendas
Annuals sales tax growth at rate >2% >2% >2%
Create a vibrant and diverse local higher than King County
economy
Increase annual property tax
revenue associated with new >3% >1% >1.5%
construction
Process land use decisions requiring
a decision by the Hearing Examiner
67% 80% 80%
within 12 weeks of receipt of
Support managed growth that complete application
balances community needs
Ensure all planning laws(GMA,
SMA,EPA and Subdivision)are
current and meet the city's N/A 100% 100%
objectives
Livable Community
Community funding leveraged to
support arts and culture activities >$8,000 >$7,000 >$7,000
Provide avenues for residents to Increase total revenue to the
meet their social,educational, market through vendor fees and $18,000 $63,000 $65,000
personal,and professional needs sponsorships
and that foster community Percentage of previous calendar
engagement and dialogue year's Lodging Tax collection
deployed toward tourism-related 100% 100% 100%
(business and leisure)marketing
activities
We are seeking proposals that
create clean,safe,healthy,well- Successfully implement 1%for Art 1 project 1 project 1 project
maintained,and accessible places Project(s)
Compliance with environmental Permit review times for
Utilities and Environment <3 weeks <3 weeks <3 weeks
standards and laws construction permits
Equipment and data that is Technical reviews of development
Internal Support reliable and accessible proposals processed within two 80% 80% 80%
weeks
Budget by Department-Community and Economic Development 3-34
Expenditure Budget by Division-Community&Economic Development
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Administration 383,033 566,786 534,983 795,312 873,047 1,174,263 1,223,584 47.6% 4.2%
Economic Development 1,879,427 1,392,340 1,246,425 1,327,641 1,343,747 737,775 764,837 -44.4% 3.7%
Planning 0 1,626,602 1,525,460 1,499,834 1,774,508 1,459,446 1,542,472 -2.7% 5.7%
Development Services 4,178,031 3,844,101 3,615,129 2,985,683 2,946,413 3,081,560 3,239,380 3.2% 5.1%
Operating Total 6,440,491 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770,274 -2.4% 4.9%
CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0% -100.0%
Total 6,597,837 7,514,829 7,053,384 6,708,470 7,397,178 7,037,044 6,770,274 4.9% -3.8%
Expenditure Budget by Category-Community&Economic Development
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 3,820,271 4,292,787 4,037,416 3,679,999 3,667,333 3,648,024 3,768,201 -0.9% 3.3%
Part-Time Salaries 57,462 66,333 35,731 30,857 83,372 46,145 46,145 49.5% 0.0%
Overtime 57,490 36,755 46,412 36,658 51,468 34,929 34,929 -4.7% 0.0%
Personnel Benefits 1,301,371 1,641,755 1,406,131 1,156,729 1,218,955 1,235,605 1,395,803 6.8% 13.0%
Supplies 33,545 52,615 23,512 56,590 18,585 47,222 47,322 -16.6% 0.2%
Other Services and Charges 896,500 883,221 930,544 891,015 1,179,924 665,547 686,121 -25.3% 3.1%
Intergovernmental Services 65 0 0 0 44 0 0 N/A N/A
Capital Outlay 11,400 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0%
Interfund Payments 213,608 456,363 440,001 706,623 696,291 725,573 741,753 2.7% 2.2%
Transfer Out 48,780 0 0 0 0 0 0 N/A N/A
Operating Total 6,440,491 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770,274 -2.4% 4.9%
CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0% -100.0%
Total 6,597,837 7,514,829 7,053,384 6,708,470 7,397,178 7,037,044 6,770,274 4.9% -3.8%
Staffing Levels by Division-Community&Economic Development
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Administration 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Economic Development&N 17.50 7.00 7.00 5.50 5.50 4.00 4.00 -27.3% 0.0%
Planning 0.00 16.00 16.00 14.00 14.00 13.00 13.00 -7.1% 0.0%
Development Services 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0%
Total FTE 67.10 60.50 60.50 48.00 48.00 47.50 47.50 -1.0% 0.0%
Temp/Intermit Pay&Ben $ 63,590 $ 81,155 $ 39,707 $ 36,111 $ 96,466 $ 51,399 $ 51,399 42.3% 0.0%
Highlight of Budget Changes:
• Regular/Part-time Salaries,and Personnel Benefits changed due to the following:
o Neighborhood Program moved to Community Services resulting in an decrease of 1.5 FTE (Neighborhood
Coordinator(-1 FTE)and Neighborhood Program Assistant(-0.5 FTE))
o Addition of construction inspectors dedicated to Rainier Avenue Improvement Project(2 FTE-Limited Term)
o Reduction of Property Services Specialist position (-1 FTE)
• CIP increased by$484k as a result of funding for the Sunset SubArea Redevelopment plan for 2011 only
Budget by Department-Community and Economic Development 3-35
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.
2010 Accomplishments
• Closely monitored expenditures and revenues to keep within budget even though revenues were significantly
lower than 2009.
• Maintained extremely high level of service and exceeded most performance goals despite a staff reduction of 12.5
FTE. It
2011/2012 Goals
• Continue to work within CED and all city departments to maximize employee satisfaction and performance and
find additional organizational and system improvements and efficiencies.
Expenditure Budget by Category-Administration
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
RegularSalaries 0 205,299 201,196 210,792 210,787 212,793 217,940 0.9% 2.4%
Overtime 0 0 0 1,729 0 0 0 -100.0% N/A
Personnel Benefits 0 66,487 64,074 61,254 63,270 65,121 73,720 6.3% 13.2%
Other Services and Charges 382,969 295,000 269,714 245,000 293,652 245,000 265,000 0.0% 8.2%
Intergovernmental Services 65 0 0 0 0 0 0 N/A N/A
Interfund Payments 0 0 0 276,537 305,339 651,349 666,924 135.5% 2.4%
Operating Total 383,033 566,786 534,983 795,312 873,047 1,174,263 1,223,584 47.6% 4.2%
CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0% -100.0%
Total 540,380 651,786 666,370 895,312 1,332,510 1,758,263 1,223,584 96.4% -30.4%
Staffing levels by Division-Administration
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Total FTE 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.01
Budget by Department-Community and Economic Development 3-36
Economic Development Division
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.
2009/2010 Accomplishments
Livable Community
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.S%), compared with other cities in the Puget Sound region. Successfully recruited new
employers and assisted with openings, including DHL Global (220 jobs), Integra Telecom (200 jobs), Schwartz
Brothers Bakery and new tenants to Cedar River Corporate Park, Downtown, Southport, Cascade Village and
Renton Village.
• Helped recruit and then launch Waterways Cruises new daily and charter events on Lake Washington, bringing
over 7,000 visitors to Renton in its first year of operation.
• In partnership with the Renton Community Marketing Campaign, Renton Chamber of Commerce and Renton
Reporter, continued to execute the "Shop Renton, Buy Ahead of the Curve" program and effectively used the
related CurveCard tool to support local businesses. More than 100,000 CurveCards were distributed and over 220
businesses are participating in the program. Executed business outreach programs, including promotion of Shop
Renton, in all neighborhood business districts 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 Small Business Fair and "Survive and
Thrive"workshops.
• Continued to foster redevelopment efforts in the South Lake Washington area, including working with the
property owners and other City departments in this emerging district. 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. Landing retailers' sales have increased over 8% over 2009 and 6 restaurants' sales have increased
31% over 2009. Assisted with development of first annual community events, including the first and very
successful Seahawks 12K at The Landing. Supported completion of and leasing of Fairfield apartments, which will
be 50%leased by end of 2010.Supported sale by Boeing of Lakeshore Landing property south of The Landing.
• Spearheaded media campaign and community mobilization surrounding Seattle Seahawks' second Training Camp
in Renton,which grew to bringing over 22,000 visitors to Renton.
• Worked with developer on land use submission for significant redevelopment of Quendall Terminals.
• Supported completion and opening of Valley Medical Center's $200 million expansion project and continued to
nurture strong health services sector, including Providence Health &Services continued growth.
• Supported successful initial implementation of Sunset Area Investment Strategy and the Highlands Task Force II
recommendations and promote a public and private capital investment in the area. Supported Renton Housing
Authority's progress on redevelopment of Sunset Terrace and the Renton School District plans to develop a "family
village" and early learning center at the Hillcrest Elementary property. Supported opening and successful leasing
of Harrington Square Apartments, successful inaugural Renton International Festival at the Hi-Land Shopping
Center,the development and opening of Grocery Outlet,a$1 million investment in this area,and the development
of new neighborhood associations in this area.
• Supported completion of Compass regional Veterans Center and development of Habitat for Humanity's La
Fortuna affordable housing project.
• Strengthened communication and coordination with Renton aerospace companies and the statewide Aerospace
Futures Alliance. Continued to facilitate strong relationship with The Boeing Company, including ongoing
interdepartmental coordination to ensure seamless interfaces with City. Boeing signed a 20 year lease for the
Budget by Department-Community and Economic Development 3-37
Renton Municipal Airport, continues to have over 2,000 outstanding 737 orders (worth more than $157 billion)
and announced it intends to increase 737 production rates from 31.5 per month to 38 by 2013.
In partnership with community stakeholders, continued to promote Renton as the "Center of Opportunity"
through the use of updated promotional video, print advertising, proactive e-mails and strategic use of social
media, event sponsorship and speaking engagements.
Renton Farmers Market
• Facilitated record setting vendor participation, increased diversity of goods for sale and record attendance of 55
vendors and 4,000 visitors each week.
• Developed and implemented a plan to make the market financially self-sustaining by increasing market revenues
and private sponsorships and a Friends of the Market donation program.
• Successfully extended market season and implemented new advertising techniques to increase attendance.
• Continued to increase beneficial connections between the Market and Renton businesses.
Neighborhood Program
• Strengthened and expanded the Neighborhood Program, which now serves 63 recognized neighborhoods, with
volunteer city staff liaisons assigned to each neighborhood, and held 23 neighborhood picnics (from 43
neighborhoods)serving nearly 5,300 people.
• Successfully promoted the Neighborhood Grant Program and funded$83,000 toward grant projects.
• Developed new quarterly leadership workshops to regularly provide tools and information to neighborhood
leaders to ensure their success.
Arts&Culture
• Completed a five-year Arts & Culture Master Plan, which will 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.
• 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.
• Successfully worked with Public Works to fund and develop a 1%for Art project along Logan Avenue North.
• Executed successful third annual Renton FilmFrenzy, increasing participation and strengthening Curvee Awards
Gala and Downtown FilmWalk.
Representative Government
Intergovernmental Relations
• Successfully advocated for the City's adopted State and Federal Legislative Agendas:
o Helped organize regional coalition which secured $44 million for repairs to Howard Hanson Dam.
o Secured $1.25 million in state funding and $5 million in future state freight mobility funding for
Strander/SW 27`h Street.
o Secured$12 million in Local Revitalization Financing for South Lake Washington.
o Helped build broad coalition and stimulate future legislative action on managed lane/tolling as a strategy
to fund the expansion of the heavily congested 1-405 corridor.
o Established long-term and sustainable funding for Renton Small Business Development Center.
o Secured funding for Renton Avenue business district improvements in West Hill/Skyway and secured
utility taxing authority for water-sewer districts in city to help close the annexation funding gap with
intergovernmental and private/non-profit funding and begin to revitalize this community.
o Passage of legislation to preserve Brokered Natural Gas taxing authority, saving approximately $400,000
for Renton.
o Passage of legislation to address risks of potential flooding and facilitate insurance coverage by
businesses,as well as liability immunity for City in flood situations.
Budget by Department-Community and Economic Development 3-38
2011/2012 Goals
Livable Community
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. Successfully
engage in relocation process of the Federal Aviation Administration and support its potential expansion in Renton.
• 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 new owners of Boeing's recently sold Lakeshore
Landing property 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
extension of Park Avenue from The Landing to Southport.
• Assist with successful construction of Hawks Landing hotel and related infrastructure projects in this area.
Continue to support and help spark Environmental Protection Agency's clean up efforts and redevelopment of
Quendall Terminals.
• Help spark continued development of Boeing property at Longacres.
• Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and
strengthened neighborhood business districts throughout the City. Support establishment of commercial business
district organizations and ongoing meetings and events in Downtown, Sunset/Highlands and the Benson/Cascade
areas.
• Assist with successful initial implementation of Sunset Area Investment Strategy, including pursuit of
intergovernmental funding for infrastructure and other needs and funding for Renton Housing Authority's efforts,
supporting progress on redevelopment of Sunset Terrace and mixed-use redevelopment of these properties in the
future and Renton School District's plans for Hillcrest Elementary School site. Encourage maximizing leveraging
and coordination of City-wide resources and investments in this area.
• Pursue West Hill/Skyway assistance package to help close the annexation funding gap with intergovernmental and
private/non-profit funding and begin to radically revitalize this community.
• Capitalize on opportunities involved in public works projects such as the Rainier Avenue Improvements Project,
and help execute effective business 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
jobs.
• Support development of City's Clean Economy Strategy and identify opportunities to attract clean technology
companies and use rollout of electric vehicle program to create investment opportunities in Renton.
• Better promote Renton's tax and fee competitiveness and economic development incentives through collateral
and website.
• Utilize existing incentives to continue to foster a diverse array of increased housing opportunities in Renton.
• Continue to strategically and aggressively seek partnerships and assistance from State Department of Commerce,
enterpriseSeattle and regional economic development efforts such as the Prosperity Partnership.
Renton Farmers Market
• Run a financially self-sustaining market
• Continue to increase private sponsorship funding and community donations to the Renton Farmers Market.
• Continue to strengthen the Market's systems and documentation of procedures and volunteer recruitment.
• Continue to increase beneficial connections between the Market and Renton businesses.
Budget by Department-Community and Economic Development 3-39
• Successfully execute expansion of the Market to Valley Medical Center.
Neighborhood Program
Note: In 2011, the Neighborhood Program was reorganized in to the Community Services Department. Please see
Community Services section for the program's 2011/2012 goals
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 arts and culture throughout city.
• Successfully implement a 1%for Art project.
• Effectively begin implementation of the Arts & Culture Master Plan to help the City and community increase and
direct resources to ensure arts and culture are an integral part of the Renton community.
• Lead successful Renton Film Frenzy IV and inaugural SIFF-Renton(Seattle International Film Festival).
Representative Government
Intergovernmental Relations
• Advocate for the City's adopted State and Federal Legislative Agendas,with specific focus on:
o Promoting Renton's interests and pursue funding opportunities for infrastructure and economic
development in partnership with the City's county,state,and federal representatives.
o In coalition with Green River Valley cities and King County,secure funding and establish long-term funding
programs for upgrades and FEMA certification of Green River levee system.
o Passage of legislation to proceed with recommendation of the WSDOT's Eastside Corridor Tolling Study to
address the heavily congested 1-405 corridor.
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.
Expenditure Budget by Category-Economic Development
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 965,941 509,162 467,724 450,339 456,707 343,869 354,519 -23.6% 3.1%
Part-Time Salaries 35,422 50,788 35,179 15,300 30,292 30,600 30,600 100.0% 0.0%
Overtime 2,891 500 167 500 0 500 500 0.0% 0.0%
Personnel Benefits 337,417 228,993 165,721 143,051 143,409 112,122 127,232 -21.6% 13.5%
Supplies 14,276 12,618 8,632 12,618 8,711 9,200 9,300 -27.1% 1.1%
Other Services and Charges 363,193 271,916 264,751 316,009 379,801 184,481 185,656 -41.6% 0.6%
Capital Outlay 11,400 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0%
Interfund Payments 100,108 318,363 302,001 339,824 303,041 7,004 7,031 -97.9% 0.4%
Transfer Out 48,780 0 0 0 0 0 0 N/A N/A
Total 1,879,427 1,392,340 1,246,425 1,327,641 1,343,747 737,775 764,837 -44.4% 3.7%
Staffing Levels by Division-Economic Development
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Ong Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 17.50 7.00 7.00 5.50 5.50 4.00 4.00 -27.3% 0.0%
Total FTE 17.50 7.00 7.00 5.50 5.50 4.00 4.00 -27.3% 0.0%
Temp/Intermit Pay&Ben $ 39,047 $ 60,142 $ 39,070 $ 15,300 $ 34,816 $ 30,600 $ 30,600 100.0% 0.0%
Budget by Department-Community and Economic Development 3-40
i
lop 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.
2010 Accomplishments
Livable Community
ti..
Long Range Planning
• Completed the City Center Community Framework Plan.
• Completed the state-mandated update to the City's Shoreline Master Program.
• Worked in coordination with Fire,Community Services,and Public Works Departments,and school districts to
begin development of an impact fee program.
• Continued to update the City Comprehensive Plan to meet the state-mandated seven-year review.
• Continued 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.
• Processed three annexations,Sierra Heights Elementary, Maplewood Elementary and Kendall which together
added 52 acres to the City
• Supported implementation of the Sunset Area Community Investment Strategy. Worked with the Renton Housing
Authority in its efforts to redevelop the Sunset Terrace housing development and initiate a programmatic,
neighborhood-level Planned Action Environmental Impact Statement in partnership with Community Services
(Parks)and Public Works(Transportation and Utilities)staff.
Current Planning
• Met established time line performance measures for: pre-application requests, new commercial&single family
reviews,administrative decisions and decisions requiring Hearing Examiner review.
• Completed the environmental analysis for the proposed Port Quendall mixed use development project which is
.. currently a designated Superfund site.
• Completed Planned Urban Developments(PUD)for Eagle Ridge,Chelan Creek and Springbrook.
• Conducted 52 development pre-application requests.
• Processed 91 SEPA/Land Use Permit.
Property/Technical Services
_ • Continued to inventory and catalog the City's monuments and survey network.
• Development reviews were processed within established timelines.
• Completed a new ortho layer for the City's GIS system.
• Updated the City's GIS Land Info data source.
• Continued participation in the County's TNET consortium.
2011/2012 Goals
Livable Community
Long Range Planning
va • Continue to update the City Comprehensive Plan to meet the state-mandated seven-year review.
• Complete and present for the City Council's consideration the City Center Community Plan and complete at least
one additional community plan.
r • 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.
• Process annexations as residents and property owners express a desire to become a part of Renton.
Ow
ON Budget by Department-Community and Economic Development 3-41
• Support implementation of the Sunset Area Community Investment Strategy. Work with the Renton Housing
Authority in its efforts to redevelop the Sunset Terrace housing development and implement a programmatic,
neighborhood-level Planned Action Environmental Impact Statement in partnership with Community Services
(Parks) and Public Works(Transportation and Utilities)staff.
• Work with City departments to create a clean economy energy strategy.
• Provide support and assistance to Community Services for the update of the Parks and Open Space Plan.
Current Planning
• Meet or exceed department goals for timely review of pre-application requests, permit applications,and land use
decisions.
Property/Technical Services
• Maintain a current and accurate survey network.
• Meet or exceed department goals for timely review of development applications.
• Ensure that all right of way(ROW)acquisitions meet WSDOT criteria.
• Develop and maintain GIS databases and other data and information sources to support ongoing operations within
CED.
• Continue participation in the County's TNET consortium.
Expenditure Budget by Category-Planning
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 0 1,042,964 912,923 957,594 1,021,506 951,016 989,256 -0.7% 4.0%
Part-Time Salaries 0 0 0 12 8,070 0 0 -100.0% N/A
Overtime 0 6,140 5,171 6,395 4,844 6,395 6,395 0.0% 0.0%
Personnel Benefits 0 397,220 335,155 306,930 343,393 329,330 374,116 7.3% 13.6%
Supplies 0 11,999 3,136 18,950 3,829 11,500 11,500 -39.3% 0.0%
Other Services and Charges 0 168,279 269,075 209,954 392,866 161,205 161,205 -23.2% 0.0%
Total 0 1,626,602 1,525,460 1,499,834 1,774,508 1,459,446 1,542,472 -2.7% 5.7%
Staffing Levels by Division-Planning
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Ong Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 0.00 16.00 16.00 14.00 14.00 13.00 13.00 -7.1% 0.0%
Total FTE 0.00 16.00 16.00 14.00 14.00 13.00 13.00 -7.1% 0.0%
Temp/Intermit Pay&Ben $ - $ - $ - $ 12 $ 9,263 $ - $ - -100.0% N/A
i
Budget by Department-Community and Economic Development 3-42
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.
2010 Accomplishments
Safe and Healthy Community:
Building Permit Review and Inspection
• Exceeded department goals by responding to building requests within 24 hours more than 97%of the time.
• Exceeded department goals by completing building permit applications for new single-family houses in two weeks
or less more than 95%of the time.
• Completed reviews for commercial and multi-family building permits completed in three weeks or less in for all
submittals.
Code Compliance
• Made contact with the customer requesting assistance from code enforcement within one working day of
receiving the request 90 percent of the time.
• Exceeded department goals by achieving resolution to code compliance requests through voluntary action more
than 90%of the time.Code compliance resolution was achieved within 15 days from complaint on average.
• Continued 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 were checked at least
every three months to verify continued compliance.
Utilities and Environment:
Public Works Plan Review and Inspection
• Achieved the department goal by completing public works plan review for construction permits in 10 days or less
more than 80%of the time.
• Completed review comments for land use submittals and pre-application submittals on time for all submittals.
2011/2012 Goals
Safe and Healthy Community:
Building Permit Review and Inspection
• Meet or exceed departmental goals for timely review of building applications.
• Convert Renton's permitting system to a new web-based permitting and inspection system to allow for more
efficient business processes and enhanced communications with our citizens. This new system will allow for
improved on-line permitting, improved status and permitting information for customers and citizens, and
electronic submittal of permit plans and applications
Code Compliance
• Meet or exceed departmental goals for timely response to customer complaints.
• Meet or exceed departmental goals for timely resolution of code compliance complaints and voluntary
compliance.
• Remain 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 were checked at least every three
months to verify continued compliance.
Utilities and Environment:
Budget by Department-Community and Economic Development 3-43
Public Works Plan Review and Inspection
• Meet or exceed departmental goals for timely review of public works plan review of construction permits,and land
use and pre-application submittals.
• Ensure timely and thorough inspections of the Rainier Avenue Improvement Project to facilities on budget and on
schedule completion. Provide inspection-related documentation for the project in compliance with grant reporting
requirements.
Expenditure Budget by Category-Development Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Sala ries 2,854,329 2,535,362 2,455,574 2,061,274 1,978,334 2,140,346 2,206,486 3.8% 3.1%
Part-Time Salaries 22,040 15,545 552 15,545 45,010 15,545 15,545 0.0% 0.0%
Overtime 54,600 30,115 41,074 28,034 46,624 28,034 28,034 0.0% 0.0%
Personnel Benefits 963,954 949,055 841,181 645,494 668,884 729,032 820,735 12.9% 12.6%
Supplies 19,269 27,998 11,744 25,022 6,045 26,522 26,522 6.0% 0.0%
Other Services and Charges 150,339 148,026 127,005 120,052 113,606 74,861 74,260 -37.6% -0.8%
Interfund Payments 113,500 138,000 138,000 90,262 87,911 67,220 67,798 -25.5% 0.9%
Total 4,178,031 3,844,101 3,615,129 2,985,683 2,946,413 3,081,560 3,239,380 3.2% 5.1%
Staffing Levels by Division-Development Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0%
Total FTE 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0%
Temp/Intermit Pay&Ben $ 24,544 $ 21,013 $ 636 $ 20,799 $ 52,387 $ 20,799 $ 20,799 0.0% 0.0%
Budget by Department-Community and Economic Development 3-44
Community&Economic Development Position Listing(1 of 2)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 Economic Development Administrator 0.00 1.00 1.00 1.00 1.00 1.00 1.00
N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration Division 0.00 2.00 2.00 2.00 2.00 2.00 2.00
Economic Development Division
M49 Economic Development Administrator 1.00 0.00 0.00 0.00 0.00 0.00 0.00
M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M38 Planning Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00
M33 Long Range Planning Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00
M32 Community Dev Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A25 Neighborhood Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00
A24 Sr.Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A24 Senior Planner 2.00 0.00 0.00 0.00 0.00 0.00 0.00
A20 Associate Planner 2.00 0.00 0.00 0.00 0.00 0.00 0.00
A20 Economic Development Specialist 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A18 Neighborhood Program Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A16 Neighborhood Program Assistant 0.00 1.00 1.00 0.50 0.50 0.00 0.00
A16 Assistant planner 1.00 0.00 0.00 0.00 0.00 0.00 0.00
N14 Administrative Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A09 Admin Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Planning Technician 1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Secretaryl 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Total Economic Development Division 17.50 7.00 7.00 5.50 5.50 4.00 4.00
Planning Division
M38 Planning Director 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M33 Current Planning Manager 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A29 Mapping Coordinator 0.00 0.00 0.00 1.00 1.00 1.00 1.00
A24 Senior Planner 0.00 3.00 4.00 3.00 3.00 3.00 3.00
A23 Property Services Specialist 0.00 0.00 0.00 1.00 1.00 0.00 0.00
A20 Associate Planner 0.00 5.00 4.00 3.00 3.00 3.00 3.00
A16 Assistant planner 0.00 2.00 2.00 1.00 1.00 1.00 1.00
A15 Planning Technician 11 0.00 0.00 1.00 1.00 1.00 1.00 1.00
A09 Admin Secretary 1 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Planning Technician 1 0.00 2.00 1.00 0.00 0.00 0.00 0.00
A05 Secretaryl 0.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Planning Division 0.00 16.00 16.00 14.00 14.00 13.00 13.00
Development Services Division
Administration
M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
AO.9_ Administrative Secretary1 1.00 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 2.00
Code Enforcement
M33 Current Planning Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A24 Senior Planner 3.00 0.00 0.00 0.00 0.00 0.00 0.00
A22 Lead Code Compliance Inspector 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A20 Associate Planner 3.00 0.00 0.00 0.00 0.00 0.00 0.00
A19 Code Compliance Inspector 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A16 Assistant Planner 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Budget by Department-Community and Economic Development 3-4S
Community&Economic Development Position Listing(2 of 2)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A09 Planning Technician 1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Secretary1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Code Enforcement 13.00 4.00 4.00 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 1.00
A27 Civil Engineer 111 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A25 Civil Engineer 11 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A24 Lead Building Inspector 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A23 Engineering Specialist III 2.00 4.00 0.00 0.00 0.00 0.00 0.00
A23 Plan Reviewer 0.00 0.00 5.00 2.00 2.00 2.00 2.00
A21 Construction Inspector 11 (2 LT) 9.00 6.00 6.00 4.00 4.00 6.00 6.00
A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A18 DevServices Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A08 Lead Office Assistant 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Development Engineering 19.00 16.00 16.00 10.00 10.00 12.00 12.00
Building Inspections and Permits
M32 Bu i I d i ng Offi ci a 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A23 Building Plan Reviewer 2.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A21 Building Inspectors/Combination 5.00 5.00 5.00 3.00 3.00 3.00 3.00
A19 EnrgyPlns Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A10 Permit Technician 2.60 2.50 2.50 2.50 2.50 2.50 2.50
A07 Secretary 11 2.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Building Inspections and Permits 15.60 13.50 13.50 10.50 10.50 10.50 10.50
Total Development Services Division 49.60 35.50 35.50 26.50 26.50 28.50 28.50
Total Community&Economic Development 67.10 60.50 60.50 48.00 48.00 47.50 47.50
Budget by Department-Community and Economic Development 3-46
a. Community Services
w
r
ADMINISTRATOR
Terry Higashiyama
93.30 FTEs
Administrative Support
1 Parks Commission
1 FTE
Librarygoard
Recreation Parks andGolfCourse', Parks Planning and Facilities
Natural Resources
Tim S:illiams Kelly Beymer PeterRe nner
Leslie Betlach
33 FTEs
18.30 FTEs 3 FTEs 26 FTEs
Recreation5ervices Parks Maintenance urban Forestry and FacilRizs6l Services ices ance
NaturalRzsources
Planning,Aquisftion,
RzntonConronunity Golf Course and Development Leased City Properties'
Center
Capital Investment Capital Investment
Renton SeniorActivity Projects Capitallnvestment
Projects
Center Projects Projects
a
Senior Advisory Board
Neighborhoods,
Human Services Renton History Museum! ! Resources and Events
r
Karen Bergsvik Elizabeth Stew art Bc.nnieRerecich
6 FTEs 1 FTE
4 FTEs
HousingRepair Renton Historical Special Events
Board Committee
Societ
Assistance Program Society
Board
Davalopment Block
G rant(CDBG)
Human Services
Advisory Committee
r
Budget by Department-Community Services 3-47
Community Services
Mission
Promote and support a more livable Renton community by providing recreation, museum, human services programs,
neighborhood and special events opportunities,golf course and modern parks and facilities,and undisturbed natural areas.
Core Businesses and Services
Recreation
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.
Parks and Golf Course
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.
Parks Planning and Natural Resources
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.
Facilities
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.
Human Services
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.
Renton History Museum
The Renton History Museum is the City's only organization dedicated to the preservation, documentation and education
about the city's heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over
90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs,
publications,and classroom outreach about local history
Neighborhoods,Resources and Events
Provide leadership,guidance,and resources which connect and engage residents, neighborhoods, businesses, and the City
through diverse opportunities for partnerships,volunteers,special events,sister cities and neighborhood programs.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 -2.2% -1.1%
CIP Budget Summary 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6% -37.8%
Position Summary 114.50 113.00 111.80 106.30 92.30 93.30 92.30 -12.2% -1.1%
Budget by Department-Community Services 3-48
List of Community Services Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100020.0010 ServingvuInerable/lowincome 3.41 928,071 30,000 3.41 953,786 30,000
100020.0011 CDBG 1.59 281,768 304,000 1.59 299,825 304,000
150020.0001 CDBG Facilities Technician Positic 1.00 22,232 - (0.00) 4,175 -
150020.0002 Human Svcs Consolidated Plan - 24,000 - - - -
200020.0004 Community Engagement 1.90 237,955 3,000 1.90 247,515 3,000
300020.0030 Museum 1.00 208,407 - 1.00 215,502 -
300020.0031 Parks and Trails Program 22.80 3,859,876 78,454 22.80 4,007,291 78,454
300020.0032 Com Relations and Events 0.65 204,840 90,000 0.65 208,674 90,000
300020.0033 Aquatics 1.00 731,701 688,000 1.00 737,571 688,000
300020.0034 Carco Theater 1.25 215,946 60,000 1.25 221,368 60,000
300020.0035 Recreation Services 6.25 2,256,721 666,886 6.25 2,317,465 699,263
300020.0036 Renton Community Center 6.30 1,363,202 660,500 6.30 1,391,241 655,500
300020.0037 Senior Activity Center 3.25 559,030 125,000 3.25 576,121 125,000
300020.0038 Leased Facilities 1.50 614,457 744,933 1.50 622,232 717,049
300020.0046 Administration/Com Svcs 2.00 412,476 - 2.00 426,747 -
300020.0060 Neighborhood Program 1.50 243,918 1.50 252,595
350020.0001 Library Facility Maintenance - 30,000 - 30,000
350020.0002 Reinstate Sec II Position/Commu 0.50 41,515 0.50 44,141 -
500020.0005 Golf Course 9.50 2,057,154 2,483,545 9.50 2,106,781 2,483,545
500020.0006 Parks Planning, Urban Forestryan 3.40 610,145 - 3.40 633,299 -
500020.0007 Golf Course Debt Service - 447,584 - 435,423
550020.0001 Contract Landscape Maintenance - 5,000 - - 5,000 -
600020.0018 Custodial Services 15.00 1,240,836 1,244,572 15.00 1,303,780 1,275,444
600020.0019 Facilities Technical Maintenance 9.50 2,398,749 2,382,424 9.50 2,426,180 2,400,071
600020.0020 Operational Facilities MM - 137,000 137,000 - 137,000 137,000
600020.0021 Public Facilities MM 361,000 361,000 361,000 361,000
650020.0001 CITY HALL HVAC CONTRACT 87,000 87,000 87,000 87,000
650020.0002 Energy Rate Increase 31,677 31,677 64,474 64,472
750020.0001 LibraryTransferto Fund 316 2,000,000 200,000 1,000,000 200,000
700020.0005 Community Development Impact r 400,000 - - -
900005.0003 General Governmental Fund Reve - 10,671,817 9,996,288
900005.0004 Non-GG Fund Revenues - 60,000 60,000
Total Operating 93.30 22,012,260 21,109,808 92.30 21,116,186 20,515,086
300020.0039 Henry Moses Aquatic Center - 120,000 - - 120,000 -
300020.0040 Grant Matching Program 100,000 150,000
300020.0042 Tree Maintenance 150,000 150,000
300020.0043 Capital Project Coordinator 70,000 72,000
300020.0044 Pathway,Side, Patio &Boardwalk 100,000 - -
300020.0045 Golf Course MM 100,000 100,000 100,000 100,000
300020.0047 Disaster Repairs 200,000 - - -
300020.0049 KC Proposition 2 Cap Exp Levy Func 160,000 160,000 160,000 160,000
300020.0050 Parks General Major Maintenance 490,000 - 250,000 -
300020.0052 Ball Field Renovation Program 60,000 -
300020.0053 Sports Court Repairs 20,000 20,000
Budget by Department-Community Services 3-49
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
300020.0054 200 Mill Bldg Restroom/ADA Imp - 127,000 127,000
300020.0055 Accessible Playground 750,000 - -
300020.0056 New Libraries Development 11,800,000 1,800,000 7,800,000 800,000
300020.0057 Highlands Library Natural Area 10,000 - 10,000 -
500020.0008 Irrigation Automation and Conser - 30,000 -
600020.0014 Leased Facilities - 127,000 127,000
600020.0015 City Wide Security System Upgrade 30,000 60,000 -
600020.0017 Public Restrooms Renovations - 120,000
600020.0022 Public Works Shops Upgrades 118,000 28,000
600020.0023 Community Services Mtn Shops Re 200,000 - - -
Total CIP 14,478,000 2,060,000 - 9,324,000 1,314,000
Total 93.30 $ 36,490,260 $ 23,169,808 92.30 $ 30,440,186 $ 21,829,086
Budget by Department-Community Services 3-50 '
M
M Community Services Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Complete contracts with agencies
Timely responsiveness and by the end of the first quarter of
Safety and Health "PN/A 80% 80%
rojection of effort" the first year of the two-year
funding cycle.
M Leverage partnerships with
members of the public,business
community,non profits,and
Representative Government faith-based organizations,to Output leveraged 1,273,628 1,260,000 1,260,000
increase capacity and assist with dollars/volunteers
or offset the cost of providing
services.
Satisfaction levels expressed by
N/A N/A 80%
participants
The number of people served N/A 162,000 162,000
through the Community Center
Percent of patrons who express an
overall"great"or"good"rating
with the pool in our annual pass N/A 98% 98%
Provide avenues for residents to card survey
M meet their social,educational,
personal,and professional Daily Attendance at Senior Center N/A 310 320
needs and that foster
Yearly attendance at Carco
community engagement and N/A 35,000 35,000
Livable Community dialogue Theatre
Yearly attendance of free drop-in
N/A 17,000 17,000
recreation programs.
Increase number of households
served by recognized 3% 3% 3%
neighborhood associations
Number of Museum visitors and
people served by outreach N/A 4,500 4,800
We are seeking proposals that
Overall customer satisfaction
create clean,safe,healthy,well-
maintained,and accessible rating is good to excellent in N/A 80% 80%
cleanliness and appearance
places
Well-maintained Overall condition of the golf
' neighborhoods,properties,and course is rated good to excellent in N/A 85% 85%
environments customer satisfaction survey
Utilities and Environment
Customer satisfaction surveys rate
Protection of open the cleanliness and appearance of
N/A 75% 75%
space/acquisition Renton's open space and natural
areas as good or higher
' Functional work environment Number of HelpDesk Projects N/A 1,945 1,653
Internal Support complete
Safeguard public interests and IFMA 60th percentile employee sf N/A 18,000 20,424
' assets coverage
rBudget by Department-Community Services 3-51
Highlight of Budget Changes:
• Regular/Part-Time Salaries,and Personnel Benefits include the following changes:
o Reinstate Secretary II position (Increased from.50 to 1 FTE), Facilities Technician(1 FTE funded by CDBG
grant for 2011 only)and Recreation Supervisor(decreased by 1 FTE). so
o Neighborhood program moved to Community Services resulting in an increase of 1.5 FTE(Neighborhood
Coordinator(1 FTE)and Neighborhood Program Assistant(.5 FTE)) '
• Overtime by$8k due to overall budget reductions.
• Other Services and Charges include:
o Reinstatement of HVAC contract for City Hall for$87k annually '
o Human Services Consolidated Plan contract for$24K(2011 only)
• Intergovernmental services reflects a decrease due to annexation of Renton Libraries to King County Library
System(KCLS)
• Transfer out increase mainly attributed to construction funding for two new library sites amounting to$1.8.million
during 2011-2012.
e
Budget by Department-Community Services 3-52 '
w Expenditure Budget by Division-Community Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Administration 1,043,884 4,536,773 4,459,381 958,648 1,063,011 412,476 426,747 -57.0% 3.5%
Facilities 4,427,222 5,295,406 5,577,533 4,758,150 5,616,149 4,372,719 4,757,666 -8.1% 8.8%
Neigh,Res,and Events 367,627 419,915 348,185 355,694 331,222 678,584 700,612 90.8% 3.2%
Park Maintenance 3,912,788 4,369,147 3,894,745 3,775,171 3,421,424 3,921,721 4,072,152 3.9% 3.8%
r Recreation Services 4,318,933 4,623,247 4,374,668 4,718,836 4,433,420 5,147,357 5,265,837 9.1% 2.3%
Human Services/CDBG 1,162,553 1,307,231 1,194,142 1,165,599 1,326,778 1,256,071 1,257,786 7.8% 0.1%
Library 1,943,874 2,138,268 2,321,878 2,544,263 2,289,692 2,030,000 1,030,000 -20.2% -49.3%
Museum 83,339 151,124 140,801 194,120 191,090 208,407 215,502 7.4% 3.4%
Golf Course 2,389,432 2,478,369 2,291,928 2,566,837 4,154,039 2,504,738 2,542,204 -2.4% 1.5%
Parks Plan and Nat Res 0 0 0 545,943 448,574 582,186 603,681 6.6% 3.7%
Operating Total 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 -2.2% -1.1%
CIP 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6% -37.8%
Total 26,462,961 31,084,654 35,067,793 23,386,716 25,176,430 36,490,260 30,440,186 56.0% -16.6%
Expenditure Budget by Category-Community Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
+� Regular Salaries 6,379,070 7,111,288 6,876,667 6,901,652 6,049,261 5,975,474 6,201,579 -13.4% 3.8%
Part-Time Salaries 2,235,323 2,114,057 2,008,001 1,772,556 1,605,607 1,684,108 1,674,108 -5.0% -0.6%
Overtime 72,305 67,467 53,934 40,948 36,715 32,948 32,948 -19.5% 0.0%
Personnel Benefits 2,677,414 3,018,195 2,858,601 2,686,934 2,458,733 2,630,357 2,879,739 -2.1% 9.5%
Supplies 1,342,473 1,383,852 1,165,399 1,212,034 914,767 1,090,444 1,090,444 -10.0% 0.0%
Other Services and Charges 3,977,080 4,389,232 4,176,587 4,509,474 3,935,857 3,965,060 3,985,008 -12.1% 0.5%
Intergovernmental Services 138,897 178,500 454,571 278,000 1,926,718 0 0 -100.0% N/A
Capital Outlay 90,561 103,120 80,682 100,000 935,684 100,000 354,000 0.0% 254.0%
Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 -3.2% -2.7%
Interfund Payments 1,703,138 1,613,616 5,591,844 3,469,075 2,967,663 3,088,286 3,118,937 -11.0% 1.0%
r Transfer Out 571,000 4,877,374 870,540 150,000 106,805 2,100,000 1,100,000 1300.0% -47.6%
Operating Total 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 -2.2% -1.1%
CIP 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6% -37.8%
Total 26,462,961 31,084,654 35,067,793 23,386,716 25,176,430 36,490,260 30,440,186 56.0% -16.6%
q0
Staffing Levels by Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Facilities 30.00 30.00 30.00 26.00 26.00 26.00 26.00 0.0% 0.0%
Neigh,Res,and Events 2.50 2.50 2.50 2.25 2.25 4.00 4.00 77.8% 0.0%
Park Maintenance 27.00 26.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0%
Recreation Services 21.50 20.50 19.30 19.05 19.05 18.30 18.30 -3.9% 0.0%
Human Services/CDBG 6.50 6.00 6.00 5.00 6.00 6.00 5.00 20.0% -16.7%
Library 14.00 15.00 15.00 15.00 0.00 0.00 0.00 -100.0% N/A
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Golf Course 10.00 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0%
Parks Plan and Nat Res 0.00 0.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Total FTE 114.50 113.00 111.80 106.30 92.30 93.30 92.30 -12.2% -1.1%
Temp/Intermit Salaries and Ben( $2,591,708 $2,439,238 $2,337,979 $2,081,299 $ 1,872,824 $1,974,981 $1,964,981 -5.1% -0.5%
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up Budget by Department-Community Services 3-53
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. '
2009/2010 Accomplishments
Livable Community
• Promoted and marketed the Veterans Memorial Park.
• Formulated and adopted Expulsion Ordinance.
• City-wide Special Event Ordinance established. '
• Established new Library Board.
• Updated Park Rules and Regulations.
2011/2012 Goals-
Implement new Memorial Policy.
• Complete National Re-accreditation (CAPRA).
• Re-organization of Community Resources and Special Events Division to incorporate Neighborhood
program.
• Complete Parks Recreation Open Space Plan.
• Re-define level of service to coincide with 2011 and 2012 budget.
• Manage marketing and website improvements.
• Finalize Emergency Management Plan for the department.
Expenditure Budget by Category-Administration Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 199,950 206,081 206,877 211,800 211,791 213,969 219,116 1.0% 2.4%
Part-Time Salaries 9,414 0 0 0 0 0 0 N/A N/A
Personnel Benefits 48,094 52,579 49,641 46,821 48,014 50,657 57,853 8.2% 14.2%
Supplies 8,862 7,880 6,090 7,000 5,578 7,000 7,000 0.0% 0.0%
Other Services and Charges 36,802 27,347 26,659 5,744 11,381 5,744 5,744 0.0% 0.0%
Intergovernmental Services 0 0 1,349 0 0 0 0 N/A N/A
Interfund Payments 740,763 201,802 4,168,764 687,283 786,247 135,106 137,034 -80.3% 1.4%
Transfer Out 0 4,041,084 0 0 0 0 0 N/A N/A
Operating Total 1,043,884 4,536,773 4,459,381 958,648 1,063,011 412,476 426,747 -57.0% 3.5%
CIP 6,655,380 5,615,174 10,342,785 1,653,454 1,769,090 15,276,000 9,468,000 823.9% -38.0%
Total 7,699,264 10,151,947 14,802,165 2,612,102 2,832,101 15,688,476 9,894,747 500.6% -36.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 10,217 $ 7 $ - $ $ - N/A N/A
Budget by Department-Community Services 3-54
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.
2009/2010 Accomplishments
Internal Support
• Implemented streamlined custodial work teams.
• Improved energy performance at 200 Mill Building, Public Works Garage, and Renton City Hall.
• Obtained FEMA and PSE Grants for CIP projects to upgrade Fire Station 11 and 200 Mill buildings.
• Completed 90%of the City Hall Space Plan.
• Replaced components in several facilities,verified condition on City Hall, performed deck repairs at City
Hall and Garage.
• Strategic planning to reallocate resources due to budget cuts.
• Served on construction committee for SCORE facility.
• Collected data for FS17 seismic and building upgrades.
• Modified pool drain assemblies at Aquatic Center.
2011/2012 Goals-
Internal Support
• Research and evaluate labor saving tools, methods, and technologies. Implement to enhance
productivity for the Technical and Custodial workforce.
• Continue the training of staff on the Enterprise Asset Management System.
• Identify areas to improve energy efficiency related to building systems. Utilize grant programs.
• Renovation of Facilities and Park Maintenance shops.
• Revise Facilities Service Survey to align more with IFMA bench standards and accreditation (CAPRA).
• Complete City Hall Lobby remodel.
• Redesign jail area after SCORE opening.
• Senior Center lounge area remodel.
• Take leadership role in department Emergency Management Program.
• Installation of public access electric vehicle recharging stations.
Budget by Department-Community Services 3-55
Expenditure Budget by Category-Facilities Division '
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012 '
Regular Salaries 1,539,748 1,693,802 1,674,205 1,526,111 1,531,910 1,548,891 1,594,137 1.5% 2.9%
Part-Time Salaries 97,564 69,559 79,179 34,779 54,453 44,779 34,779 28.8% -22.3%
Overtime 17,641 10,000 12,810 10,000 12,868 10,000 10,000 0.0% 0.0%
Personnel Benefits 625,989 717,355 697,212 569,444 603,001 647,414 716,914 13.7% 10.7% '
Supplies 205,432 142,063 139,318 154,504 268,953 134,718 134,718 -12.8% 0.0%
Other Services and Charges 1,452,248 1,828,961 2,095,144 2,392,543 2,291,079 1,891,450 1,918,934 -20.9% 1.5%
Capital Outlay 0 0 26,150 0 783,028 25,000 279,000 100.0% 1016.0% '
Interfund Payments 102,600 262,876 262,726 70,769 69,205 70,467 69,184 -0.4% -1.8%
Transfer Out 386,000 570,790 590,790 0 0 0 0 N/A N/A
Total 4,427,222 5,295,406 5,577,533 4,758,150 5,616,149 4,372,719 4,757,666 -8.1% 8.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Facilities
2008 2009 2009 2010 2010 2011 2012 Change Change ,
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 30.00 30.00 30.00 26.00 26.00 26.00 26.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 114,838 $ 84,528 $ 94,677 $ 42,264 $ 64,856 $ 52,264 $ 42,264 23.7% -19.1%
Budget by Department-Community Services 3-56
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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.
2009/2010 Accomplishments
Livable Community
• Continued installation of Sentinel units for automated irrigation in parks.
+• • Continued to assist with tree pruning, removal,and replacement program to promote healthy trees.
Continued to provide interdepartmental support for ongoing activities.
• Provided training for staff certification and licensing.
• Support City-wide events.
• Completed update and replacement of park signage.
,,. • Implemented Cedar River Trail Safety enhancements,trail striping,reduced speed limit and dismount zones.
• Continued Aquatics Lease negotiations for Gene Coulon Memorial Beach Park.
• Participated in City Team to finalize Expulsion in Parks Ordinance.
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2011/2012 Goals-
Livable Community
• Update certifications policy and job descriptions.
• Complete Aquatics Lease negotiations for Gene Coulon Memorial Beach Park
• Continue installation of Sentinel units for automated irrigation in parks.
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• Continue Customer Satisfaction Surveys and achieve an 80% good to excellent rating for cleanliness and
appearance in both developed Parks and Trails.
• Continue to assist with tree pruning, removal and replacement program to promote healthy trees.
• Continue to provide training for staff certification and licensing.
• Complete review and update of Parks Maintenance manual.
• Support the accreditation(CAPRA)process.
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10 Budget by Department-Community Services 3-57
Expenditure Budget by Category-Park Maintenance
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012 ,
Regular Salaries 1,416,111 1,759,014 1,546,042 1,378,482 1,267,121 1,354,094 1,446,393 -1.8% 6.8%
Part-Time Salaries 335,963 314,918 355,184 290,683 307,125 290,683 290,683 0.0% 0.0%
Overtime 31,174 13,076 23,514 13,076 13,549 13,076 13,076 0.0% 0.0%
Personnel Benefits 593,594 710,603 637,783 568,967 532,915 586,804 652,252 3.1% 11.2% '
Supplies 301,190 233,639 167,649 194,839 132,150 294,839 294,839 51.3% 0.0%
Other Services and Charges 796,056 860,897 672,852 499,571 357,339 399,571 399,571 -20.0% 0.0%
Intergovernmental Services 0 0 223 0 604 0 0 N/A N/A
Interfund Payments 403,700 361,500 371,500 829,554 803,815 982,655 975,338 18.5% -0.7%
Transfer Out 35,000 115,500 120,000 0 6,805 0 0 N/A N/A
Total 3,912,788 4,369,147 3,894,745 3,775,171 3,421,424 3,921,721 4,072,152 3.9% 3.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Park Maintenance
2008 2009 2009 2010 2010 2011 2012 Change Change '
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 27.00 26.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 396,546 $ 368,170 $ 421,948 $ 337,848 $ 358,472 $ 337,848 $ 337,848 0.0% 0.0%
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Budget by Department-Community Services 3-58
Parks and Golf Course Division— Maplewood Golf Course
Mission Statement
.. Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's enjoyment of active and
passive recreational opportunities along with natural resource and wildlife preservation and stewardship.
2009/2010 Accomplishments
Utilities and Environment
• Promoted and ran seven Junior Golf Camps throughout the year.
+•� • Commenced repair and major maintenance to the irrigation pumps in pump house.
• Sustained Audubon Cooperative Sanctuary Certification.
• Continued to follow Best Management Practices to maintain a quality golf course.
• Completed the installation of new drainage and synthetic turf repair in the driving range.
• Implemented major maintenance projects as needed to provide quality product and standards for customers
including room air-door repair,banquet prep kitchen floor replacement and#3 tee box renovation.
r. 2011/2012 Goals-
Utilities and Environment
• Finalize repair to irrigation pumps in pump house.
• Continue to sustain Audubon Cooperative Sanctuary Certification.
• Continue to follow Best Management Practices to maintain a quality golf course.
• Implement major maintenance projects as needed to both golf course and clubhouse buildings to continue to
+� provide a quality facility and product for customers, including but not limited to: cart path patching, retaining
walls,clubhouse carpet replacement.
• Continue Customer Satisfaction Surveys and achieve an 85% good to excellent rating for golf course condition,
,r value of driving range,and level of in Pro Shop.
• Implement major maintenance projects as needed to both golf course and clubhouse buildings to continue to
provide a quality facility and product for customers, including but not limited to: cart path patching, retaining
_ walls,clubhouse carpet replacement.
• Finalize update and review of Golf Course Operations Manual and job descriptions.
• Continued timely updates to website and lobby signage to include activities,projects,events,and promotions.
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VW Budget by Department-Community Services 3-59
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Expenditure Budget by Category-Golf Course
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 570,856 578,787 586,609 624,037 614,665 611,720 627,644 -2.0% 2.6%
Part-Time Salaries 255,731 294,941 208,521 294,941 213,261 294,941 294,941 0.0% 0.0%
Overtime 1,349 1,020 638 1,020 813 1,020 1,020 0.0% 0.0%
Personnel Benefits 281,343 293,412 280,756 288,204 288,551 320,205 349,213 11.1% 9.1% '
Supplies 319,448 285,533 224,741 285,533 249,265 310,333 310,333 8.7% 0.0%
Other Services and Charges 146,065 175,988 184,176 189,588 121,883 151,890 151,890 -19.9% 0.0%
Capital Outlay 87,542 100,000 54,485 100,000 42,475 75,000 75,000 -25.0% 0.0% '
Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 -3.2% -2.7%
Interfund Payments 114,709 135,909 135,567 170,925 175,240 192,045 196,740 12.4% 2.4%
Transfer Out 150,000 150,000 150,000 150,000 100,000 100,000 100,000 -33.3% 0.0%
Operating Total 2,389,432 2,478,369 2,291,928 2,566,837 4,154,039 2,504,738 2,542,204 -2.4% 1.5%
CIP 157,930 150,000 121,748 150,000 131,942 100,000 100,000 -33.3% 0.0%
Total 2,547,362 2,628,369 2,413,676 2,716,837 4,285,981 2,604,738 2,642,204 -4.1% 1.4%
StaffingLevels(Full-Time Equivalent Employees-FTE)-Golf Course '
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012 ,
Total FTE 10.00 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 301,747 $ 341,747 $ 246,204 $ 341,747 $ 252,158 $ 341,747 $ 341,747 0.0% 0.0%
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Budget by Department-Community Services 3-60
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.
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2009/2010 Accomplishments
Utilities and Environment
• Commenced update to the Parks, Recreation,Open Space and Natural Resources Plan.
• Developed Tree Conservation and Management Regulations in partnership with interdepartmental team.
• Participated on regioral design team for Lake to Sound Trail section located within the City of Renton.
• Executed final Interlocal Agreement with Seattle Public Utilities for broodstock collection facility.
• Continued to coordinate with FEMA and other agencies to secure funding authorization to complete damage and
repair projects in parks associated with the January 2009 flood event.
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• Commenced negotiations for two property acquisitions.
• Completed Tree City USA Recertification and received Tree City USA Growth Award.
• Administered Parks major maintenance capital Improvement projects to maintain integrity of existing assets.
• Leveraged City funds through receipt of local and state grants.
2011/2012 Goals-
Utilities and Environment
• Complete Parks, Recreation,Open Space and Natural Resources Plan for Council adoption.
.. • Complete Encroachment Policy.
• Commence Forestry Ordinance development in partnership with interdepartmental team and as identified in the
Urban and Community Forestry Development Plan.
• Secure Federal funding authorization to complete damage and repair projects in parks associated with the January
2009 flood event.
• Complete the Parks Impact Mitigation Fee update in partnership with Transportation, Fire, and as administered by
CED.
• Complete Tree City USA recertification and Growth Award.
• Administer parks major maintenance capital Improvement Projects to maintain integrity of existing assets.
• Complete Forestry Ordinance in partnership with interdepartmental team and as identified in the Urban and
Community Forestry Development Plan.
• Support the accreditation(CAPRA)process.
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�r Budget by Department-Community Services 3-61
Expenditure Budget by Category-Parks Planning and Natural Resources
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 0 0 0 289,224 280,050 290,893 300,126 0.6% 3.2%
Personnel Benefits 0 0 0 84,348 81,819 89,405 101,431 6.0% 13.5%
Supplies 0 0 0 22,000 300 21,800 21,800 -0.9% 0.0%
Other Services and Charges 0 0 0 150,371 86,406 155,898 155,571 3.7% -0.2%
Interfund Payments 0 0 0 0 0 24,190 24,753 100.0% 2.3%
Total 0 0 0 545,943 448,574 582,186 603,681 6.6% 3.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Parks Planning and Natural Resources
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012 '
Total FTE 0.00 0.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
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Budget by Department-Community Services 3-62
Recreation Division
Mission Statement
r 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.
2009/2010 Accomplishments
Livable Community
• Completed the Virginia Graeme Baker Pool&Spa Act compliance at the Henry Moses Aquatics Center.
• Complied with payment card industry(PCI)practices on transactions.
• Launched Egov. Delivery Services and My Parks and Recreation.com marketing mediums.
• Completed compliance with the State of Washington gender equity legislation.
• Increased partnership with the Renton Housing Authority on voucher and scholarship programs.
• Established design for remodeling of library area at Senior Center using legacy funds.
2011/2012 Goals-
Livable Community
• Continue to work with the Renton School District to improve current agreements,future
partnerships/collaborations and opportunities.
• Execute a plan to utilize funds held by the Renton Community Foundation.
• Ensure compliance with the Lysted Head Injury Act for programs with school districts, Human Resources and Risk
Management.
• Increase on-line registration by ten per cent(10%).
r. • Initiate on-line picnic shelter reservations.
• Initiate steps to enable satellite class registrations.
• Implement a plan in making the Front Desk at the Community Center ADA Compliant.
• Increase surveys to determine the needs for the community.
• Seek partnerships to utilize the park buildings for programs and activities.
• Complete Cost Recovery Model and Program Pricing Plan guidelines
r.. • Support the accreditation (CAPRA)process
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vne Budget by Department-Community Services 3-63
Expenditure Budget by Category-Recreation Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 1,248,311 1,314,677 1,323,278 1,326,777 1,295,266 1,245,238 1,281,281 -6.1% 2.9%
Part-Time Salaries 1,316,237 1,202,435 1,149,456 996,959 976,555 1,024,311 1,024,311 2.7% 0.0%
Overtime 12,242 12,852 12,447 11,852 8,956 8,852 8,852 -25.3% 0.0%
Personnel Benefits 657,378 689,994 657,263 629,720 621,646 662,000 717,775 5.1% 8.4%
Supplies 150,692 358,846 294,636 272,209 203,780 272,209 272,209 0.0% 0.0%
Other Services and Charges 767,875 572,430 443,514 519,270 405,890 513,270 513,270 -1.2% 0.0%
Intergovernmental Services 138,897 178,500 175,000 0 43,569 0 0 N/A N/A
Interfund Payments 27,300 293,513 319,073 962,049 877,758 1,421,478 1,448,139 47.8% 1.9%
Total 4,318,933 4,623,247 4,374,668 4,718,836 4,433,420 5,147,357 5,265,837 9.1% 2.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Recreation Services '
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 21.50 20.50 19.30 19.05 19.05 18.30 18.30 -3.9% 0.0%
Temp/Intermit Salaries and Ben( $1,521,207 $1,389,599 $ 1,332,553 $1,181,883 $1,135,851 $1,209,235 $1,209,235 2.3% 0.0%
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Budget by Department-Community Services 3-64
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.
err 2009/2010 Accomplishments
Safety and Health
• Provided support, as needed,to the churches that started a three-day-a-week hot meal program for the
hungry and homeless in Renton.
• Worked with community organizations that serve the homeless and interested residents, helped
coordinate the One Night Count of the homeless.
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• Worked with egovalliance on an electronic funding application for agencies for the 2011/2012 funding
cycle.
• Worked with Habitat and Housing Authority.
• Provided current resource information on Human Services web pages and promoted 211 telephone
services.
_ 2011/2012 Goals
Safety and Health
• The Human Services Division will work with community organizations and others that serve the
homeless,on the One Night Count,Ten-Year Plan to end Homelessness,the Renton Community Supper,
and ARISE rotating shelter.
• To provide current resource information on Human Services via the Renton Community Resource
Directory, web-pages and promotion of 211.
• The Human Services Division will work on housing related projects that include working with Planning
Staff on housing data;work with Renton Housing Authority on proposed projects; and participate on the
interdepartmental Affordable Housing Committee.
• In collaboration with Renton School District, Human Services will continue to look at increasing and
improving the summer lunch program.
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• Survey the agencies that Human Services funds to measure their client satisfaction.
• Support accreditation (CAPRA) process.
Expenditure Budget by Category-Human Services/CDB6
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 338,824 382,266 375,818 333,384 397,719 341,622 353,197 2.5% 3.4%
+� Overtime 155 1,000 0 0 0 0 0 N/A N/A
Personnel Benefits 115,915 135,112 141,168 121,757 147,076 148,746 146,019 22.2% -1.8%
Supplies 28,477 32,250 28,824 38,430 27,909 29,295 29,295 -23.8% 0.0%
_ Other Services and Charges 595,846 685,125 592,831 603,488 574,423 646,366 637,157 7.1% -1.4%
Interfund Payments 83,335 71,478 55,500 68,540 69,468 90,043 92,118 31.4% 2.3%
Total 1,162,553 1,307,231 1,194,142 1,165,599 1,326,778 1,256,071 1,257,786 7.8% 0.1%
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Staffing Levels(Full-Time Equivalent Employees-FTE)-Human Services/CDB6'
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 6.50 6.00 6.00 5.00 6.00 6.00 5.00 20.0% -16.7%
Temp/Intermit Pay&Ben $ 15 $ - $ 13 $ - $ 20 $ - $ - N/A N/A
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Budget by Department-Community Services 3-65
Library Division ,
In March 2010,the King County Library System(KCLS)took over operations of the Main and the Highlands Libraries as a
result of a voter-approved annexation.The City o . _nton retains ownership of the Main and Highland Library facilities and
continues to be responsible for capital repairs and improvements to the current Main and Highlands Library facilities.
Capital repairs and improvements are those single repairs or improvements with a project cost of$5,000 or more. In
addition,the City is responsible for the acquisition, development, and construction of replacement facilities for both the
Main and Highlands Libraries on other properties within the City to be donated to KCLS.
Expenditure Budget by Category-Library
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 825,014 923,806 913,611 961,955 199,849 0 0 -100.0% N/A '
Part-Time Salaries 208,389 194,615 188,806 125,800 33,810 0 0 -100.0% N/A
Overtime 9,744 29,519 4,525 5,000 530 0 0 -100.0% N/A
Personnel Benefits 303,518 342,617 323,647 312,211 59,771 0 0 -100.0% N/A
Supplies 314,352 305,243 295,362 218,519 16,563 0 0 -100.0% N/A
Other Services and Charges 67,143 94,531 66,696 53,990 12,082 0 0 -100.0% N/A
Intergovernmental Services 0 0 278,000 278,000 1,870,593 0 0 -100.0% N/A
Capital Outlay 3,019 3,120 47 0 0 0 0 N/A N/A
Interfund Payments 212,696 244,817 241,433 588,788 96,494 30,000 30,000 -94.9% 0.0%
Transfer Out 0 0 9,750 0 0 2,000,000 1,000,000 100.0% -50.0%
Total 1,943,874 2,138,268 2,321,878 2,544,263 2,289,692 2,030,000 1,030,000 -20.2% -49.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Library
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
TotaIFTE 14.00 15.00 15.00 15.00 0.00 0.00 0.00 -100.0% N/A
Temp/Intermit Pay&Ben $ 232,802 $ 212,485 $ 212,051 $ 143,670 $ 37,815 $ - $ -100.0% N/A
Budget by Department-Community Services 3-66
.. Neighborhoods, 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
r for Renton citizens.
2009/2010 Accomplishments
Representative Government
.. Neighborhoods Resources and Events
• Increased volunteer opportunities by implementing networking strategies with outside agencies
• Established web-based opportunity to receive comments about impacts following special events.
• Coordination of multi-agency National Day of Service; provided over 3,000 hours of service.
• New Memorial Day Event at Veteran's Park established with community partners.
• Continued work with City departments identifying volunteer capacity to enhance services.
• Adopted Special Event Ordinance, new permitting process and established interdepartmental Special Event
Committee.
• Planned and produced annual City Volunteer Recognition Banquet.
• Facilitated strategic planning and goal-setting with Sister City committees.
• Completed advanced level NIMS trainings; assisted with department completion requirement of Continuity of
Operations Plan (COOP)for Emergency Management Federal compliance.
Livable Community
Community Relations&Events
.. • Directed Eighth Annual 4th of July at Gene Coulon Memorial Beach Park; Incident Action Plan completed and it was
National Incident Management System(NIMS)compliant.
• Directed 25th Annual Renton River Days Community Festival; consolidated programming for more efficient use of
City resources;new activities expanded partnerships and increased exposure to area businesses.
• Implemented work plan for essential volunteer committee descriptions and master task list with timelines to
improve and sustain event management.
• Recruited or retained over fifty event sponsoring partnerships; new volunteers to support growing needs.
2011/2012 Goals-
Representative Government
Neighborhoods Resources and Events
• Continue working with City Departments to develop volunteer solutions which meet service needs.
• Support community volunteer efforts through coordination of resources and facilitation of information to
maximize efforts.
• Coordinate Special Event permitting process;enhance use of website, and internal/external communication.
• Coordinate use of"Celebration Event Trailer"for City activities.
• Assist volunteer Sister City Committee members with new initiative to establish independent Sister City
Association;serve as liaison for City-based support and participation.
• Assess,track and facilitate department responsibilities and employee training requirements associated with
Emergency Management objectives.
Budget by Department-Community Services 3-67
j
Livable Community
Community Relations& Events
• Evaluate and sustain event logistics and safety in collaboration with City departments; maintain event appeal to
both attendees and sponsors.
• Complete National Incident Management System(NIMS)-compliant Renton River Days Incident Action Plan.
• Review and evaluate event emergency and evacuation plans.
• Be responsive to event activities which reflect public interest and participation, and support economic
opportunities.
Neighborhood Program
• Serve as resource to City departments for communicating with neighborhoods on emerging issues.
• Continue to provide tools and information to neighborhood leaders to ensure their success and help foster vibrant,
positively engaged and connected communities including leadership workshops,and access to elected officials.
• Increase the number of households served by recognized neighborhood associations.
• Increase the number of attendees at neighborhood picnics; when appropriate, match picnic with educational,
informational program,or volunteer opportunity.
• 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 participation in this process.
• In partnership with existing neighborhood associations identify joint membership of larger community areas that
can reflect the Community Planning initiative and their need for self-identification and autonomy.
• Support the accreditation(CAPRA) process.
Expenditure Budget by Category-Neighborhoods,Resources,and Events
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 176,435 183,792 180,942 175,474 176,483 295,646 304,043 68.5% 2.8%
Part-Time Salaries 12,025 18,573 11,474 18,573 11,333 18,573 18,573 0.0% 0.0%
Personnel Benefits 50,102 56,834 52,276 47,738 57,762 106,165 116,811 122.4% 10.0%
Supplies 14,021 18,398 8,779 19,000 10,271 20,250 20,250 6.6% 0.0%
Other Services and Charges 115,044 142,318 94,715 94,909 75,373 200,871 202,871 111.6% 1.0%
Interfund Payments 0 0 0 0 0 37,080 38,064 100.0% 2.7%
Total 367,627 419,915 348,185 355,694 331,222 678,584 700,612 90.8% 3.2%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Neighborhoods,Resources,and Events
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 2.50 2.50 2.50 2.25 2.25 4.00 4.00 77.8% 0.0%
Temp/Intermit Pay&Ben $ 13,487 $ 21,478 $ 12,842 $ 21,478 $ 13,009 $ 21,478 $ 21,478 0.0% 0.0% ,
Budget by Department-Community Services 3-68 i
Renton History Museum
Mission Statement
The Renton History Museum is the City's only organization dedicated to the preservation, documentation and education
about the City's heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over
90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs,
publications, and classroom outreach about local history.
2009/2010 Accomplishments
Livable Community
• The Museum completed formulation of a Museum Master Plan and began planning for its implementation.
• The Museum organized and mounted temporary exhibits in collaboration with the ESL program of Renton
Technical College, Renton River Days Board of Directors,and the Renton High School Centennial Committee.
• The Museum served over 700 students with its new classroom curriculum about the Duwamish people.
• The Museum launched a Capital Campaign Planning Initiative, involving the Museum's Board of Trustees and
community members.
• The Museum enhanced its visibility by serving as a local leader among museums utilizing social media; by
authoring blog posts, book chapters, and other publications; by training museum professionals; and by
participating in collaborative digital initiatives.
2011/2012 Goals
Livable Community
• Host Smithsonian Institution Traveling Exhibit Service exhibit Journey Stories in autumn 2011.
• Complete its Capital Campaign Planning Initiative and assess prospects for a capital campaign in the near-or short-
term future.
• Strengthen educational content on its web site by making local history curricular materials available for teachers
and parents.
• Re-examine its membership program,consistent with the earned income goals of the Museum Master Plan.
• Enhance its visibility by creating a new brand and identity consistent with the Museum Master Plan.
• Support the accreditation (CAPRA) process.
Expenditure Budget by Category-Museum
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 63,822 69,063 69,284 74,408 74,407 73,402 75,643 -1.4% 3.1%
Part-Time Salaries 0 19,016 15,380 10,821 9,070 10,821 10,821 0.0% 0.0%
Personnel Benefits 1,482 19,689 18,856 17,724 18,177 18,962 21,471 7.0% 13.2%
Other Services and Charges 0 1,635 0 0 0 0 0 N/A N/A
Interfund Payments 18,035 41,721 37,281 91,167 89,436 105,222 107,567 15.4% 2.2%
Total 83,339 151,124 140,801 194,120 191,090 208,407 215,502 7.4% 3.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Museum
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 850 $ 21,231 $ 17,684 $ 12,409 $ 10,643 $ 12,409 $ 12,409 0.0% 0.0%
Budget by Department-Community Services 3-69
Community Services Position Listing(1 of 3)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration Division
M49 Community Services Administrator 1.00 1.00 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 1.00
Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Facilities Division
Facilities
M38 Facilities Director 1.00 1.00 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 1.00
A2S Facilities Coordinator 1.00 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 1.00
A19 HVACSystems Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A17 Custodial Services Supervisor 2.00 2.00 2.00 1.00 1.00 1.00 1.00
A13 Facilities Technician 1 4.50 4.50 4.50 3.50 3.50 3.50 3.50
All Lead Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 7.00 8.00 8.00 6.00 6.00 6.00 6.00
A07 Secretaryll 1.00 1.00 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 1.00
A01 Custodian 6.00 6.00 6.00 6.00 6.00 6.00 6.00
Total Facilities Division 27.50 28.50 28.50 24.50 24.50 24.50 24.50
Leased City Properties
A13 Facilities Technician I 0.50 0.50 0.50 0.50 0.50 0.50 0.50
A01 Custodian 2.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Leased City Properties 2.50 1.50 1.50 1.50 1.50 1.50 1.50
Total Facilities Division 30.00 30.00 30.00 26.00 26.00 26.00 26.00
Parks and Golf Course Division
Parks
M38 Parks Director 1.00 1.00 0.00 0.00 0.00 0.00 0.00
M38 Parks and Golf Course Director 0.00 0.00 0.50 0.50 0.50 O.SO 0.50
M32 Parks Maint Mgr/City Forester 1.00 1.00 0.00 0.00 0.00 0.00 0.00
M32 Golf Course Manager 0.00 0.50 0.00 0.00 0.00 0.00 0.00
A25 Capital Project Coordinator 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A25 Capital Project Coordinator(LT) 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A16 Lead Park Maintenance Worker 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Al2 Park Maintenance Worker 111 15.00 12.00 12.00 12.00 12.00 10.00 10.00
A08 Park Maintenance Worker 11 2.00 5.00 5.00 5.00 5.00 7.00 7.00
A07 Secreta ry I I 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Parks 27.00 26.50 23.50 23.50 23.50 23.50 23.50
Golf Course
Golf Course Administration
M38 Parks and Golf Course Director 0.00 0.00 O.SO 0.50 0.50 0.50 0.50
M32 Golf Course Manager 1.00 0.50 0.00 0.00 0.00 0.00 0.00
A08 Golf Course Operations Specialist 1.00 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 1.00
Total Golf Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50
Budget by Department-Community Services 3-70
Community Services Position Listing(2 of 3)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Golf Course Maintenance
M21 Golf Course Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A16 Lead Golf Course Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Golf Course Maintenance Workerlll 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Golf Maintenance 4.00 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 1.00
N11 Assistant Golf Professional 1.00 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 1.00
Total Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Total Golf Course 10.00 9.50 9.50 9.50 9.50 9.50 9.50
Total Parks and Golf Course Division 37.00 36.00 33.00 33.00 33.00 33.00 33.00
Parks Planning and Natural Resources Division
M38 Parks and Natural Resources Director 0.00 0.00 1.00 1.00 1.00 1.00 1.00
M32 Urban Forestryand Natural Resources Mgr 0.00 0.00 1.00 1.00 1.00 1.00 1.00
A25 Capital Project Coordinator 0.00 0.00 1.00 1.00 1.00 1.00 1.00
Total Parks Planning and Natural Resources Division 0.00 0.00 3.00 3.00 3.00 3.00 3.00
Recreation Division
Recreation Services
M38 Recreation Director 0.30 1.00 1.00 1.00 1.00 1.00 1.00
M28 Recreation Manager 0.30 1.00 1.00 1.00 1.00 1.00 1.00
M23 Recreation Supervisor 0.00 2.00 0.00 2.00 2.00 1.00 1.00
A18 Recreation Program Coordinator 2.00 4.00 2.00 4.00 4.00 4.00 4.00
A14 RecreationSpecialistll 4.00 0.00 4.00 0.00 0.00 0.00 0.00
A07 Secretaryll 1.50 0.50 0.50 0.25 0.25 0.50 0.50
Total Recreation Services 8.10 8.50 8.50 8.25 8.25 7.50 7.50
Community Center,Carco Theatre&Aquatics
M38 Recreation Director 0.50 0.00 0.00 0.00 0.00 0.00 0.00
M28 Recreation Manager 0.70 0.00 0.00 0.00 0.00 0.00 0.00
M25 Recreation Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00
M23 Recreation Supervisor 1.00 1.00 0.80 0.80 0.80 0.80 0.80
A18 Recreation Program Coordinator 2.00 3.00 3.00 3.00 3.00 3.00 3.00
A14 Recreational Specialist 11 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Al2 Desktop Publishing Operator 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A09 Recreation Systems Technician 0.00 2.00 2.00 2.00 2.00 2.00 2.00
A08 Lead Office Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Office Assistant III 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A07 Secretaryll 1.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Community Center 10.20 9.00 7.80 7.80 7.80 7.80 7.80
Renton Senior Activity Center
M38 Recreation Director 0.20 0.00 0.00 0.00 0.00 0.00 0.00
M23 Recreation Supervisor 0.00 1.00 0.00 1.00 1.00 1.00 1.00
M20 Senior Services Coordinator 1.00 0.00 1.00 0.00 0.00 0.00 0.00
A18 Recreation Program Coordinator 0.00 1.00 0.00 1.00 1.00 1.00 1.00
A14 Recreation Specialist II 1.00 0.00 1.00 0.00 0.00 0.00 0.00
A07 Secretaryll 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Senior Activity Center 3.20 3.00 3.00 3.00 3.00 3.00 3.00
Total Recreation Division 21.50 20.50 19.30 19.05 19.05 18.30 18.30
Neighborhoods,Resources&Events Division
M25 CS Resource&Funding Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M22 Community Relation &Events Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Budget by Department-Community Services 3-71
Community Services Position Listing(3 of 3) t
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A25 Neighborhood Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 1.00
A16 Neighborhood Program Assistant 0.00 0.00 0.00 0.00 0.00 0.50 0.50
A07 Secretary 11 0.50 0.50 0.50 0.25 0.25 0.50 0.50
Total Neighborhoods,Resources&Events Division 2.50 2.50 2.50 2.25 2.25 4.00 4.00
Human Services Division
Human Services
M29 Human Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A20 Housing Repair Coordinator 0.00 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 1.00
A13 Facilities Technician 1 0.00 1.00 1.00 0.00 1.00 1.00 0.00
A18 CDBG Specialist 0.00 0.44 0.44 0.44 0.44 0.44 0.44
Total Human Services 2.00 4.44 4.44 3.44 4.44 4.44 3.44
Community Development Block Grants(CDBG)
A20 Housing Repair Coordinator 1.50 0.00 0.00 0.00 0.00 0.00 0.00
A18 CDBG Specialist 1.00 0.56 0.56 0.56 0.56 0.56 0.56
A08 Housing RepairTechnician 2.00 1.00 1.00 1.00 1.00 1.00 1.00
Total CDBG 4.50 1.56 1.56 1.56 1.56 1.56 1.56
Total Human Services Division 6.50 6.00 6.00 5.00 6.00 6.00 5.00
Library Division
Library Administration
M38 Li bra ry Di rector 1.00 1.00 1.00 1.00 0.00 0.00 0.00
M27 Assistant Library Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A07 Secretary I1 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Total Library Administration 3.00 3.00 3.00 3.00 0.00 0.00 0.00
Library Services
A22 Libra ria n 3.00 3.00 3.00 3.00 0.00 0.00 0.00
A17 Libra rySupe rvisor 2.00 2.00 2.00 2.00 0.00 0.00 0.00
A22 Librarian(LT) 0.00 1.00 1.00 1.00 0.00 0.00 0.00
A07 Library Technical Assistant 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A03 Li b ra ry As s i s to n t I 4.00 4.00 4.00 4.00 0.00 0.00 0.00
A09 Library Assistant 11 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Total Library Services 11.00 12.00 12.00 12.00 0.00 0.00 0.00
Total Library Division 14.00 15.00 15.00 15.00 0.00 0.00 0.00
Museum Division
M22 Museum Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Department Regular Staffing 114.50 113.00 111.80 106.30 92.30 93.30 92.30
Total Community Services Department 114.50 113.00 111.80 106.30 92.30 93.30 92.30
1
Budget by Department-Community Services 3-72
Aw
wo
Finance and Information Technology
f
ADMINISTRATOR
Iwen Wang
.. 34.5 FTEs
�. !Administrative Support
1 FTE
FINANCE INFORMATION
Gina Jarvis TECHNOLOGY
14.5 FTEs Mehdi Sadri
18 FTEs
Operations Budget&Accounting s Systems Services Application Services Service Desk
j Communication and Application j
Cash Receipting Budget Data Center Implementation End-user Support
Operations Development Support
and Maintenance
Enterprise GIS
Utility Billing* Financial Reporting Network Services Implementation
Development
Support
Payroll L General Accounting
- Accounts Payable
Accounts Receivable
*The budget and positions(4 FTEs)for Utility Billing are managed
by Finance but reported in the Public Works Utility Systems.
rs
Budget by Department-Finance and Information Technology 3-73
Finance and Information Technology
Mission
The Finance and Information Technology Department (FIT) 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.
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 service counters and utility billing services. The department operates on the first and fifth
floors of City Hall.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budgetsummary 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2% -0.4%
Position Summary 37.50 38.50 35.50 32.50 33.50 34.50 34.50 6.2% 0.0%
Core Businesses and Services
Finance
The Finance Division is responsible for a broad range of services and information for both internal and external customers.
Core operational services include cash receipting, utility billing, licensing, passports, payroll,accounts payable,and accounts
receivable. The Finance Division is also responsible for accounting and financial reporting including the development of the
biennial budget and preparation of the City's annual financial statements,which are audited by the Washington State
Auditor's Office.
Information Technoloev
The Information Technology Division is responsible for providing city-wide voice and data communication and technology
services and support. Core services include; improve City services through automation, enterprise network,voice and data
communication,enterprise GIS,application development, user,software and hardware support,systems security,and Wi-Fi
services.
2009/2010 Accomplishments
• Expanded on-line self-help utility billing information and reduced wait time for customer calls.
• Implemented on-line license renewal programs.
• Implemented a biennial budgeting system.
• Maintained strong credit ratings for the City's general obligation bonds(Standard and Poor's AA)and revenue
bonds(S&P AA+).
• Refunded $6,000,000 in outstanding general obligation bonds to achieve net present value savings of$277,042.
• Refunded$1,875,000 in outstanding golf course revenue bonds and replaced with lower interest interfund loan to
benefit both the golf course and general funds.
• Continued to support SCORE(South Correctional Entity) by providing a variety of financial services such as
accounts payable, payroll, budget,and financial reporting.
• Implemented the first phase of the online Employee Services where employees can view their personal payroll/HR
information and print items such as paycheck history and W-2's from prior years.
• Received awards for excellence in financial reporting and budgeting from the Government Finance Officers
Association (GFOA).
• Started implementation of Enterprise GIS program.
• Assisted in the selection of the City's new permit system with electronic permit plan submittal and an on-line
permit application process.
Budget by Department-Finance and Information Technology 3-74
s
.• • Selected an Enterprise Records Management(ERM)system.
• Transitioned live video streaming of official public meetings to in-house from hosted services.
• Provided secure remote access to the City's network to staff for enhanced productivity.
0 Implemented property tax comparison for all potential annexation areas of Renton.
• Implemented Phase I of the Police In-Car-Video project.
• Issued RFP for phone system replacement.
2011/2012 Goals
• Clean financial audit.
• Implement eBill option for utility customers(requires upgrade to the utility billing system).
s • Implement on-line new business and pet licenses applications.
• Smooth transition of solid waste billing and collection functions to Waste Management to improve customer
service by creating a single point of contact and eliminate confusion and inconsistencies.
• Facilitate smooth transition of SCORE(South Correctional Entity)budget and financial operations.
• Achieve one upgrade in bond credit ratings in order to minimize the City's financing costs.
• Consolidate customer service functions for utility billing, licensing,and passports into one location.
tre • Implement a citywide business process improvement and results measurement and reporting system.
• Implement an accurate and reliable capital project reporting mechanism to reduce all City departments'efforts in
compiling reports.
• Facilitate the development of two new libraries with the issuance of general obligation bonds.
• Continue to receive awards for excellence in financial reporting and budgeting from the Government Finance
Officers Association(GFOA).
• Assist the implementation of a new permit system with July 2012 as the go-live date.
• Smooth transition to integration with the new Computer-Aided-Dispatch system at Valley Communications.
• Complete Phase I of enterprise GIS goals:develop standards,synchronize addresses, provide centralized system
administration and support,and enable internal and external users'access to the system.
• Implement Phase I and II of the new VoIP phone system.
• Implement record management function of the ECM system.
• Upgrade audiovisual and broadcasting equipment for the Council Chambers and TV21.
w • Implement fiber connection to the Maplewood Golf Course.
• Improve overall system availability and efficiency by 10%.
yr
r.
err
r
Budget by Department-Finance and Information Technology 3-75
List of FIT Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100004.0004 Business Licensingand Passports 1.10 88,199 1.10 93,399 -
500004.0002 Utility Billing and Cashiering 0.90 65,388 0.90 68,801 -
600004.0023 Asset, Debt,and Treasury Manage 0.90 175,283 0.90 181,247 -
600004.0024 Payroll 2.00 172,524 2.00 179,201 -
600004.0025 Budgeting and Financial Planning 3.30 318,908 3.30 334,754 -
600004.0026 Accounting and Auditing 1.30 214,377 1.30 221,728 -
600004.0027 Finance Operations 5.00 439,550 5.00 466,207
600004.0028 Finance Administration 1.50 435,569 1.50 454,378
600004.0033 IT Administration 2.50 309,306 306,946 2.50 323,447 314,392
600004.0034 Applications and Database Servic 4.00 1,020,328 1,021,364 4.00 1,043,501 1,036,006
600004.0035 ITCapital 3.00 1,440,756 1,007,893 3.00 1,250,168 1,045,090
600004.0036 Service Desk Support 2.00 526,047 519,236 2.00 538,896 527,388
600004.0037 System Services 4.00 598,246 569,077 4.00 620,745 584,092
600004.0038 Telecommunications 1.00 423,744 406,779 1.00 429,401 409,371
600004.0040 Enterprise GIS 2.00 195,034 193,369 2.00 203,069 196,834
700005.0003 Fire Pension - 565,475 300,000 - 550,475 300,000
900005.0004 Non-GG Fund Revenues - - 5,000 - - 5,000
Total 34.50 $ 6,988,733 $ 4,329,664 34.50 $ 6,959,415 $ 4,418,173
Budget by Department-Finance and Information Technology 3-76
+. FIT Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
#of employees reported through N/A 100 200
compliance audit procedures.
Encourage the community to Average#of business days to
VW andeacomply with local,state and review and issue new license 10
SafetHlth 8 5
Estimate
federal laws applications.
Contact businesses prior to
Develop
WW expiration date to minimize expired No Process Yes
licenses.
Average customer hold-time(in 8
10minutes)on utility billing phone Estimate <5 <5
calls.
Respond to email inquiries within 95%
Utilities and Environment Operate and maintain utilities one business day. Estimate 100% 100%
an
Average utility billing aged accounts
receivable(over 90 days)as a%of 1.35% <1% <1%
W annual revenue.
Resolves or escalates service N/A 85% 90%
requests within 1 day or less;
Highly qualified,healthy,well Meet or exceed departments'
trained,and productive satisfaction in support of their N/A 90% 90%
workforce business applications and needs.
Respond and resolve desktop issues
N/A 90% 95%
within 4 hours
Respond to phone adds,moves,and
r changes,and repairs within 48 N/A 80% 95%
hours.
Functional work environment Meet or exceed enterprise GIS N/A 90% 90%
W phase I plan objectives
Meet or exceed overall customer
Internal Support satisfaction with service desk N/A 90% 90%
responsiveness;
Complete processing of all payrolls 100% 100% 100%
two days before pay day.
Customers are billed and vendors
are paid accurately as measured by 250
200 150
a reduction in correcting journal Estimate
Fiscal Support and Accountability entries.
Reduction in#of audit
recommendations. 7 3 0
Annual financial report available to
the auditor by April 1,so
June 28 April 1 April 1
information is audited within 150
days after year end.
Budget by Department-Finance and Information Technology 3-77
I
Program Area Strategies Performance Measures 2010 2011 2012
Conduct physical inventory of at ITE Equip Fleet Other
least one asset class each year. q p Equip
General accounts receivable
<1%
average aged balances(over 90 <1% <1%
Safeguard public interests and Estimate
assets days)as a%of annual billing and $26k <$10k <$10k
reductions in annual write-offs.
%difference in rate of return on the
Internal Support City's investment portfolio 0.03% 0.20% 0.20%
compared with its benchmark.
Core systems(LAN,Voice Data)
N/A 98% 99%
uptime.
Serve and support Customers
Equipment and data that is through user friendly web based N/A 75% 80%
reliable and accessible options
Recover files,folders,and databases
N/A 95% 98%
lost or corrupted within 24 hours.
Highlight of Budget Changes:
• Regular salaries and benefits increased in 2011 by$390k due to the addition of one IT Director(previously a
contracted employee),one Permit Technician,and overall city-wide increases in medical costs.
• Overtime decreased in 2011 by$10k due to city-wide cost budget reductions.
• Supplies decreased in 2011 by$52k due to lower cost projections for the annual information technology
equipment replacement program.
• Capital outlay increased in 2011 by$398k due to a new program request related to the Permit System.
• Interfund payments decreased in 2011 by$43k due to lower cost projections for information technology and ar
facilities internal service fund charges.
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Budget by Department-Finance and Information Technology 3-78
Expenditure Budget by Division-Finance and Information Technology
2008 2009 2009 2010 2010 2011 2012 Change Change
Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Finance Division 2,441,808 2,579,993 2,449,850 2,515,365 2,579,758 2,475,272 2,550,189 -1.6% 3.0%
Information Services 4,188,155 4,287,316 3,397,124 3,715,819 3,439,286 4,513,461 4,409,226 21.5% -2.3%
Total 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2% -0.4%
Expenditure Budget by Category-Finance and Information Technology
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 2,287,566 2,421,760 2,296,928 2,151,797 2,223,690 2,358,044 2,437,059 9.6% 3.4%
Part-Time Salaries 100,649 89,151 86,014 43,166 55,155 43,166 43,166 0.0% 0.0%
Overtime 40,927 61,194 39,611 19,113 24,941 9,113 9,113 -52.3% 0.0%
Personnel Benefits 1,285,866 1,353,047 1,207,129 1,179,269 1,054,878 1,372,596 1,471,802 16.4% 7.2%
Supplies 392,760 426,611 437,008 381,130 400,900 329,300 329,300 -13.6% 0.0%
Other Services and Charges 895,520 944,950 945,195 1,316,231 1,460,903 1,381,493 1,370,427 5.0% -0.8%
Capital Outlay 1,328,894 1,295,058 579,621 817,712 500,794 1,215,371 1,013,395 48.6% -16.6%
Interfund Payments 297,781 275,538 255,467 322,765 297,783 279,650 285,153 -13.4% 2.0%
Total 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2% -0.4%
Std ing Levels by Division-Finance and Information Technology
iii 2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Finance Division 20.00 19.00 19.00 16.00 16.00 16.00 16.00 0.0% 0.0%
Information Services 17.50 19.50 16.50 16.50 17.50 18.50 18.50 12.1% 0.0%
Total FTE 37.50 38.50 35.50 32.50 33.50 34.50 34.50 6.2% 0.0%
Temp/Intermit Pay&Ben $ 115,378 $ 99,242 $ 97,916 $ 48,263 $ 62,906 $ 48,263 $ 48,263 0.0% 0.0%
s
Budget by Department-Finance and Information Technology 3-79
Finance and Information Technology Position Listing i
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Finance Division
M49 Finance and Information Svcs Administrator 0.50 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 1.00
M26 Financial Services Manager 2.00 2.00 2.00 1.00 1.00 1.00 1.00
M25 Senior Finance Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A19 Accounting Supervisor 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A17 Grant/Purchasing Coordinator 0.00 0.00 0.00 1.00 1.00 1.00 1.00
N16 Fi na nce Ana lyst 111 2.50 1.50 2.50 2.50 2.50 2.50 2.50
N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N13 Finance Analyst 11 2.00 2.00 1.00 0.00 0.00 0.00 0.00
N13 Lead Payroll Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
All Payroll Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Accounting Assistant IV 3.00 3.00 3.00 3.00 4.00 4.00 4.00
A07 Accounting Assistant 111 0.00 0.00 3.00 2.00 1.00 1.00 1.00
A05 AccountingAssistant ll 3.00 3.00 0.00 0.00 0.00 0.00 0.00
Total Finance Division 20.00 19.00 19.00 16.00 16.00 16.00 16.00
Information Technology Division
M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50
M38 InformationTech nologyDirector 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A32 Network Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A30 Application Support Manager 1.00 1.00 1.00 0.00 0.00 0.00 0.00
M26 GIS Coordinator LT* 0.00 1.00 1.00 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 1.00
A24 Sr.Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A24 Database Technician 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A23 Business Systems Analyst** 2.50 2.50 3.00 3.00 3.00 3.00 3.00
A23 Business Systems Analyst LT** 0.50 0.50 0.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist 111 0.00 0.00 0.00 1.00 1.00 1.00 1.00
A23 GIS An a I ys t 11 LT* 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 GIS Analyst I LT* 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Systems Analyst 1.00 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 1.00
A17 Help Desk Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A13 Print&Mail Coordinator 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A10 Form/Graphic Technician 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A10 Permit Technician LT*** 0.00 0.00 0.00 0.00 1.00 1.00
A07 Accounting Assistant 111 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A07 Print&Mail Operator 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A05 Accounting Assistant ll 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Information Technology Division 17.50 19.50 16.50 16.50 17.50 18.50 18.50
Total Finance and Information Technology 37.50 38.50 35.50 32.50 33.50 34.50 34.50
*Position Proposed in 2009 GIS Capital Project Budget.
**LT position expired and converted to regular position mid-July2009.
***Position Proposed in 2011/2012 Permit Capital Project Budget.
Budget by Department-Finance and Information Technology 3-80
.r.
Fire & Emergency Services
Fire Chief
AW Mark Peterson
152 FTEs
Administrative
Support
1 FTE
r
Administrative
Staff
6 FTEs
AW
Response Operations Safety&Support Services Community Risk Reduction
Emergency Management
Deputy Chief Deborah Needham Deputy Chief Assistant Fire Marshal
Bill Flora Erik Wallgren David Pargas
124 FTEs 2 FTEs 9 FTEs 10 FTEs
Incident Emergency Chaplains/
Incident Response Management Management Volunteers Support Services Hazard Mitigation
Staff
Fire Station
A Staffing and - Fire Suppression Health and Safety
Inspections/ —,
Management Investigations
Pre-Incident y Emergency Training and
Survey Medical Development Plan Review
Logistics
Post-Incident Hazmat
Analysis Technical Rescue (Equipment,
yFacilities, Mitigation
I
Apparatus)
Hazardous
Materials
Planning
ar
y
Budget by Department-Fire and Emergency Services 3-81
�I
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.
Description
The department fulfills its mission through four 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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6%
CIPBudget Summa ry 300,000 300,000 300,000 560,000 519,996 529,056 536,926 -5.5% 1.5%
Position Summary 135.00 157.00 155.00 152.00 152.00 152.00 152.00 0.0% 0.0%
List of Fire&Emergency Services Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100009.0012 Administrative Services forF&ES 8.50 2,880,935 - 8.50 2,940,264 -
100009.0013 EMS and Fire/Rescue Svcs for COR 78.00 9,650,275 963,421 78.00 10,298,468 1,020,476
100009.0014 Emergency Ma nagement for the CI 2.00 295,702 35,000 2.00 310,836 35,000
100009.0015 Community Risk Reduction 8.00 935,648 310,255 8.00 979,965 313,305
100009.0016 EMS a nd Fi re/Rescue Svs for KCFD 18.50 2,514,158 1,313,339 18.50 2,598,528 1,353,114
100009.0017 EMS and Fire/Rescue Svs for KCFD 28.00 3,992,858 4,344,200 28.00 4,115,463 4,374,526
100009.0018 F&ES Health &Wellness Fund - 25,000 25,000 - 25,000 25,000
100009.0021 Safety&Support Services 9.00 1,751,339 - 9.00 1,786,620 -
900005.0003 General Governmental Fund Reve 1,726 - - 1,726
Total Operating 152.00 22,045,916 6,992,941 152.00 23,055,144 7,123,147
700009.0003 Fire Impact Mitigation Fund - 529,056 - - 536,926 -
Total CIP - 529,056 - - 536,926
Total 152.00 $ 22,574,972 $ 6,992,941 152.00 $ 23,592,070 $ 7,123,147
1
Budget by Department-Fire and Emergency Services 3-82
.r. Fire&Emergency Services Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
rr
Number of citizens contacted 947 700 700
Encourage a self reliant through emergency preparedness
community through programs Number of hours spent in
and education emergency planning and outreach 2,088 hours 2,000 hours 2,000 hours
r for vulnerable populations
Timely responsiveness and Provide a response time for first
Safety and Health "Projection of effort"when the arriving emergency unit of better 100% 100% 100%
!' community cannot help itself than 7 minutes 30 seconds 90%of
the time
Recovery and restoration of Number of volunteers trained in 176 150 100
community after a disaster disaster response
Encourage the community to Percentage of plans reviewed and
comply with local,state and construction permits issued within 98% 98% 98%
federal laws 15 days
,nr
Highlight of Budget Changes:
• 2011 there is an increase in the internal service fund transfer of$163,164 and in 2012 the transfer increases
.. $310,367.This change is primarily the due to the increase in the equipment rental reserve charge.
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WO Budget by Department-Fire and Emergency Services 3-83
Expenditure Budget by Division-Fire&Emergency Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Response Operations 16,087,582 15,779,059 15,727,583 16,425,247 15,586,029 15,717,590 16,557,487 -4.3% 5.3%
Safety&SupportServices 4,340,076 3,845,201 3,032,764 4,125,092 4,644,636 5,018,318 5,124,794 21.7% 2.1%
Community Risk Reduction 1,160,035 1,504,152 1,314,537 983,405 1,009,074 1,014,306 1,062,027 3.1% 4.7%
Emergency Management 183,823 177,224 304,007 293,365 315,053 295,702 310,836 0.8% 5.1%
Operating Total 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6%
CIP 300,000 300,000 300,000 560,000 519,996 529,056 536,926 -5.5% 1.5%
Total 22,071,518 21,605,636 20,678,891 22,387,109 22,074,787 22,574,972 23,592,070 0.8% 4.5%
Expenditure Budget by Category-Fire&Emergency Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 12,299,258 13,677,280 13,260,573 13,751,851 13,305,275 13,953,904 14,348,915 1.5% 2.8%
Part-Time Salaries 16,212 0 0 0 0 0 0 N/A N/A
Overtime 2,264,056 724,602 709,420 825,291 861,740 758,467 758,467 -8.1% 0.0%
Personnel Benefits 3,401,347 4,113,832 3,823,126 3,743,682 3,914,180 3,995,634 4,299,584 6.7% 7.6%
Supplies 793,086 267,936 355,706 249,937 515,497 247,882 246,732 -0.8% -0.5%
Other Services and Charges 329,427 460,201 263,427 441,050 305,387 397,878 398,928 -9.8% 0.3%
Intergovernmental Services 271,988 283,050 329,533 283,049 318,976 283,049 283,049 0.0% 0.0%
Capital Outlay 547,111 191,872 18,631 191,872 33,994 231,859 231,859 20.8% 0.0%
Interfund Payments 1,849,032 1,586,863 1,618,474 2,340,377 2,299,743 2,177,243 2,487,610 -7.0% 14.3%
Operating Total 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6%
CIP 300,000 300,000 300,000 560,000 519,996 529,056 536,926 -5.5% 1.5%
Total 22,071,518 21,605,636 20,678,891 22,387,109 22,074,787 22,574,972 23,592,070 0.8% 4.5%
Staffing Levels by Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Response Operations 112.00 125.00 125.00 125.00 125.00 126.00 126.00 0.8% 0.0%
Safety&Support Services 10.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0%
Community Risk Reduction 12.00 16.00 14.00 11.00 11.00 10.00 10.00 -9.1% 0.0%
Emergency Management 1.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Total HE 135.00 157.00 155.00 152.00 152.00 152.00 152.00 0.0% 0.0%
Temp/Intermit Salaries and $ 18,129 $ - $ 53 $ - $ 60 $ - $ N/A N/A
Budget by Department-Fire and Emergency Services 3-84
Response Operations
Mission Statement
To provide efficient and effective response to escalating emergencies.
2009/2010 Accomplishments
• Continue to evaluate options and implement methods to improve efficiencies in deployment models with current
resources.
• Initiated development of a 5-10 year master plan for Response Operations to include a predictive model for future
incident call volume patterns.
• Achieved NIMS compliance on working incidents 92%of the time.
• Changed priorities from heavy rescue vehicle to aerial apparatus and completed specifications and contract for
purchase of a new aerial apparatus.
• Utilized King County pilot RAMPART project to springboard our department's public access defibrillator program to
become a system-wide program by placing 4 units in public accessible areas.
2011/2012 Goals
• Continue work on integration of GIS data with command resources.
• Continue to develop,evaluate and implement methods for reducing response times and improving reliability of
Station first-due coverage.
• Achieve NIMS compliance on working incidents 100%of the time.
Expenditure Budget by Category-Response Operations Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 9,615,630 10,783,730 11,067,324 11,720,857 10,818,150 11,228,636 11,552,050 -4.2% 2.9%
Overtime 2,109,806 621,034 659,831 739,063 809,919 674,623 674,623 -8.7% 0.0%
Personnel Benefits 2,642,444 3,272,523 3,092,563 3,148,135 3,184,890 3,217,484 3,447,431 2.2% 7.1%
Supplies 109,402 75,000 16,519 77,000 219,594 80,000 80,000 3.9% 0.0%
Other Services and Charges 23,206 28,700 33,450 29,100 25,316 32,100 31,050 10.3% -3.3%
Capital Outlay 513,141 146,372 6,116 171,372 4,709 204,709 204,709 19.5% 0.0%
Interfund Payments 1,073,953 851,700 851,781 539,720 523,450 280,038 567,624 -48.1% 102.7%
Total 16,087,582 15,779,059 15,727,583 16,425,247 15,586,029 15,717,590 16,557,487 -4.3% 5.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Response Operations Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Ong Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 112.00 125.00 125.00 125.00 125.00 126.00 126.00 0.8% 0.0%
Budget by Department-Fire and Emergency Services 3-85
Emergency Management
Mission Statement
To work with resident and other agencies to bring about the reduction of risks to our community.
2009/2010 Accomplishments
• Developed and implemented an all-hazards public awareness campaign.
• Implementing a revised damage assessment process to achieve better situational awareness in an emergency.
• Conducted a major disaster exercise-Sound Shake 2010.
• Initiated development of a Local Emergency Planning Committee.
2011/2012 Goals
• Pursue grants to generate new revenue and collect reimbursements for disaster expenditures.
• Increase emergency planning and outreach efforts for vulnerable populations.
• Conduct training for volunteer disaster response assignments.
Expenditure Budget by Category-Emergency Management
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSaIaries 103,345 97,169 162,550 171,311 173,663 175,623 182,756 2.5% 4.1%
Part-Time Salaries 16,212 0 0 0 0 0 0 N/A N/A
Overtime 3,265 0 5,835 5,500 3,453 1,000 1,000 -81.8% 0.0%
Personnel Benefits 37,423 29,055 63,695 60,054 63,130 64,079 72,080 6.7% 12.5%
Supplies 14,227 6,500 6,986 6,500 35,153 3,000 3,000 -53.8% 0.0%
Other Services and Charges 9,352 44,500 64,942 50,000 39,654 52,000 52,000 4.0% 0.0%
Total 183,823 177,224 304,007 293,365 315,053 295,702 310,836 0.8% 5.1%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Emergency Management
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 1.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 18,089 $ - $ - $ - $ - $ - $ - N/A N/A
I
Budget by Department-Fire and Emergency Services 3-88
Fire&Emergency Services Department Position Listing
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Response Operations
M45 Deputy Chief(Response Operations) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
F73 Battalion Chief 3.00 6.00 6.00 6.00 6.00 6.00 6.00
F72 Captain 6.00 6.00 6.00 6.00 6.00 6.00 6.00
F71 Lieutenant 13.00 18.00 18.00 16.00 16.00 15.00 15.00
F70 Firefighter 88.00 93.00 93.00 95.00 95.00 97.00 97.00
Total Commissioned Members 111.00 124.00 124.00 124.00 124.00 125.00 125.00
A09 Administrative Secretaryl 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Response Operations Section 112.00 125.00 125.00 125.00 125.00 126.00 126.00
Safety&Support Services
M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M45 DeputyChief(Response Operations) 0.00 0.00 0.00 0.00 0.00 0.00 0.00
M45 DeputyChief(CommunityRisk Reduction) 0.00 0.00 0.00 0.00 0.00 0.00 0.00
M45 Deputy Chief(Safety and Support Services) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
F73 Battalion Chief 1.00 0.00 0.00 0.00 0.00 0.00 0.00
F72 Captain 1.00 2.00 2.00 2.00 2.00 3.00 3.00
F71 Lieutenant 1.00 2.00 2.00 4.00 4.00 5.00 5.00
F70 Firefighter 0.00 4.00 4.00 2.00 2.00 0.00 0.00
Total Commissioned Members 5.00 10.00 10.00 10.00 10.00 10.00 10.00
N114 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretaryl 0.00 1.00 1.00 1.00 1.00 1.00 1.00
Nll Administrative Secretaryll 0.00 0.00 0.00 0.00 0.00 0.00 0.00
All Communications Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A07 Data Base Systems Technician 0.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Secretary1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Office Assistant 111 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 5.00 4.00 4.00 4.00 4.00 4.00 4.00
Total Safety&Support Services Section 10.00 14.00 14.00 14.00 14.00 14.00 14.00
Community Risk Reduction
M45 Deputy Chief(Community Risk Reduction) 1.00 1.00 1.00 0.00 0.00 0.00 0.00
F73 Battalion Chief 0.00 0.00 0.00 0.00 0.00 0.00 0.00
F72 Captain 0.00 1.00 1.00 1.00 1.00 0.00 0.00
F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Members 2.00 3.00 3.00 2.00 2.00 1.00 1.00
M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M20 EmergencyManagementCoordinator 0.00 1.00 1.00 1.00 1.00 1.00 1.00
M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M23 Assistant Fire Marshal 0.00 0.00 0.00 0.00 0.00 0.00 0.00
A24 Lead Fire Inspector 1.00 2.00 2.00 1.00 1.00 1.00 1.00
A23 Fire Plans Examiner/Fire Inspectorlll 1.00 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 2.00
A19 Fire Inspectorll 1.00 1.00 1.00 1.00 1.00 2.00 2.00
A17 Fire Inspectorl 2.00 2.00 2.00 1.00 1.00 0.00 0.00
A09 Administrative Secretary1 1.00 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 1.00
A21 Communications Specialist II 0.00 1.00 0.00 0.00 0.00 0.00 0.00
Al2 Communications Specialist 0.00 1.00 0.00 0.00 0.00 0.00 0.00
Total Non-Commissioned 11.00 15.00 13.00 11.00 11.00 11.00 11.00
Total Community and Risk Reduction Section 13.00 18.00 16.00 13.00 13.00 12.00 12.00
Total Commissioned Members 118.00 137.00 137.00 136.00 136.00 136.00 136.00
Total Non-Commissioned Members 17.00 20.00 18.00 16.00 16.00 16.00 16.00
Total Fire&Emergency Services Department 135.00 157.00 155.00 152.00 152.00 152.00 152.00
Budget by Department-Fire and Emergency Services 3-89
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t
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Budget by Department-Fire and Emergency Services 3-90
Human Resources and Risk Management
ADMINISTRATOR
Nancy Carlson
9 FTEs
Administrative Employee Training
Support and Development
2 FTE
Investigations and Employee/Labor
Compliance Relations
HUMAN RESOURCES BENEFITS RISK MANAGEMENT
Vacant Maria Boggs Robin Robertson
2.5 FTEs L 1.5 FTEs 2 FTEs
Personnel Benefits.._.,_,
Recruitment and I Property and Liability
Selection
Insurance
Classification and Retiree Benefits Worker's
Compensation Compensation
a
Wellness Program Workplace Health and
Safety
Unemployment ADA Facilities
Compliance
FMLA
Budget by Department-Human Resources and Risk Management 3-91
Human Resources and Risk Management
�j
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/Labor 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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 -12.4% 4.6%
Position Summary 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.0% 0.0%
List of HR&RM Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
600014.0021 HR/RM Ad ministration 5.00 946,308 5.00 953,573 -
600014.0023 Risk Management 2.25 3,020,837 3,128,883 2.25 2,932,359 3,137,593
600014.0024 Benefits 1.75 13,106,401 13,386,641 1.75 14,259,292 14,152,424
900005.0004 Non-GG Fund Revenues - - 147,101 - - 147,484
Total Operating 9.00 17,073,546 16,662,625 9.00 18,145,224 17,437,501
700014.0008 Transfer from 502 to 317 - 275,000 - - - -
Total CIP - 275,000 - - - -
Total 9.00 $ 17,348,546 $ 16,662,625 9.00 $ 18,145,224 $ 17,437,501
Budget by Department-Human Resources and Risk Management 3-92
WM
or HURM Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
rr Annual employee turnover
Highly qualified,healthy, related to compensation/labor N/A <5% <5%
issues
well trained,and productive
Employee satisfaction survey. N/A 60% N/ql
workforce
Insurance reviews completed
Internal Support 100% 100% 100%
within five days
100%of applicable employees
+w Equipment and data that is trained on all state mandated 50% 100% 100%
reliable and accessible programs
Customer Satisfaction Survey N/A 60% N/Ai
.� 1No survey conducted in 2012.
Highlight of Budget Changes:
• Personnel Benefits deceased in 2011 by$2.2 million due to lower cost projections for unemployment and medical.
• Other Services and Charges decreased in 2011 by$609k due to lower cost projections for insurance.
• Interfund Payments increased in 2011 by$99k due to higher costs projections for the information technology
internal service fund.
~ • Transfers increased in 2011 by$225k due to reserved transportation project funds being allocated to the
Transportation Capital Investment Program Fund.
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Budget by Department-Human Resources and Risk Management 3-93
ti
Expenditure Budget by Division-Human Resources and Risk Management
r�
2008 2009 2009 2010 2010 2011 2012 Change Change
Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Administration 981,306 1,035,009 853,063 913,669 861,221 948,554 955,833 3.8% 0.8%
Benefits 10,309,745 13,039,433 11,253,290 14,711,718 10,606,912 13,106,428 14,259,312 -10.9% 8.8%
Risk Management 2,632,300 8,090,273 8,355,528 4,170,106 3,181,738 3,293,564 2,930,079 -21.0% -11.0%
Total 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 -12.4% 4.6%
ti
Expenditure Budget by Category-Human Resources and Risk Management
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 766,536 856,976 850,028 739,038 733,610 748,942 769,706 1.3% 2.87.
Part-Time Salaries 18,737 9,771 7,532 8,102 11,768 8,102 8,102 0.0% 0.0%
Overtime 0 2,754 0 0 0 0 0 N/A N/A
Personnel Benefits 10,520,186 13,340,570 12,024,995 15,867,138 11,611,424 13,695,593 14,754,738 -13.7% 7.7%
Supplies 16,176 19,928 7,971 24,428 14,590 23,828 23,828 -2.5% 0.0%
Other Services and Charges 2,330,895 2,749,598 2,399,788 2,913,419 2,089,657 2,304,524 2,314,805 -20.9% 0.4%
Intergovernmental Services 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0%
Interfund Payments 210,820 181,618 170,290 189,868 186,269 289,057 270,545 52.2% -6.4%
Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0% -100.0%
Total 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 -12.4% 4.6%
Staffing Levels by Division-Human Resources and Risk Management
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Administration 7.50 7.50 7.50 6.00 6.00 5.00 5.00 -16.7% 0.0%
Benefits 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0%
Risk Management 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0%
Total FTE 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 20,346 $ 10,505 $ 8,295 $ 8,102 $ 13,165 $ 8,102 $ 8,102 0.0% 0.0%
1
Budget by Department-Human Resources and Risk Management 3-94
Administration Division
Mission Statement
Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to
employees, residents,and the general public.
OW 2009/2010 Accomplishments
• Implemented online application process
• Negotiated five three-year union contracts for Police, Fire and AFSCME employees
• Trained all employees in a new"Unlawful Discrimination, Harassment and Retaliation" policy
aw • Provided leadership for two Employee Appreciation events:"Party in the Park"and"Popcorn Day"
• Resolved 15 grievances filed by three of five unions
• Arbitrated grievances related to 2009 layoffs
" • Developed expansive layoff materials and programs to assist employees affected by the December 31,2009
layoffs.
• Investigated eight complaints of alleged discrimination,harassment,etc.
2011/2012 Goals
• Train supervisors and managers in employment law, FLSA,ADA and FMLA
.r • Update class specifications
• Implement hiring manager module in NeoGov(online application system)
Expenditure Budget by Category-Administration
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 448,460 523,592 517,537 424,422 456,019 404,000 416,421 -4.8% 3.1%
Part-Time Salaries 18,737 9,771 7,532 8,102 11,768 8,102 8,102 0.0% 0.0%
Overtime 0 2,754 0 0 0 0 0 N/A N/A
Personnel Benefits 151,407 203,368 169,201 126,186 132,107 110,425 124,506 -12.5% 12.8%
,. Supplies 15,702 19,928 5,592 20,428 12,276 19,828 19,828 -2.9% 0.0%
Other Services and Charges 239,365 174,663 62,055 144,663 62,783 144,663 144,663 0.0% 0.0%
Interfund Payments 107,634 100,933 91,147 189,868 186,269 261,537 242,313 37.7% -7.4%
Total 981,306 1,035,009 853,063 913,669 861,221 948,554 955,833 3.8% 0.8%
s
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration and Civil Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 7.50 7.50 7.50 6.00 6.00 5.00 5.00 -16.7% 0.0%
Total FTE 7.50 7.50 7.50 6.00 6.00 5.00 5.00 -16.7% 0.0%
Temp/Intermit Pay&Ben $ 20,346 $ 10,505 $ 8,295 $ 8,102 $ 13,165 $ 8,102 $ 8,102 0.0% 0.0%
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Budget by Department-Human Resources and Risk Management 3-95
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.
2009/2010 Accomplishments
• Received WellCity Award from Association of Washington Cities
• Increased Move More Program participation from 24%to 30%
• Implemented cost cutting strategy by changing premium sharing
• Developed and implemented two successful Health Fairs for all employees
• Conducted 23 `Brown Bag" lunches pertaining to employee health and wellness.
2011/2012 Goals
• Educate employees on Healthcare Reform and the affect on benefits
• Re-establish City-wide Orientation Program
• Continue to enhance Wellness Program and increase participation
Expenditure Budget by Category-Benefits
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 108,507 110,772 111,191 113,688 113,196 152,152 155,844 33.8% 2.4%
Personnel Benefits 9,833,310 12,448,091 10,778,865 14,159,797 10,061,960 12,468,024 13,606,223 -11.9% 9.1%
Supplies 474 0 603 0 0 0 0 N/A N/A
Other Services and Charges 312,997 434,733 320,560 434,733 429,202 455,232 465,513 4.7% 2.3%
Intergovernmental Services 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0%
Interfund Payments 54,457 42,337 40,795 0 0 27,520 28,232 100.0% 2.6%
Total 10,309,745 13,039,433 11,253,290 14,711,718 10,606,912 13,106,428 14,259,312 -10.9% 8.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Benefits
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0%
Total FfE 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0%
Budget by Department-Human Resources and Risk Management 3-96
Risk Management Division
Mission Statement
Provide a safe environment for our employees and citizens, minimize the City's financial risk, and protect the City's financial
assets and create a safe environment for its employees, citizens, and visitors, by identifying, analyzing and implementing
risk prevention and safety programs and developing effective channels of communication through excellent customer
service.
2009/2010 Accomplishments
• Presented five years of Workers' Compensation data to the top four departments/divisions to begin awareness
(Police, Fire, Public Works Shops, and Parks)
• Began drafting safety policies in order to move to full compliance with WISHA
• Increased early return-to-work opportunities while increasing safety education to Shops, Parks, Maintenance, and
Police
• Began aggressive collections program for those who damaged City property, resulting in collection of over
$100,000 in 2010
• Worked with Labor&Industries to reduce fines assessed in 2010
• Trained all applicable employees in Lockout-Tagout; Confined Spaces; Hazardous Materials; Competent Person;
CPR; Respiratory Protection;and Personal Protective Equipment
• Completed fit testing for all employees who require the use of Respiratory Protection gear
2011/2012 Goals
• Create a Risk Management web page
• When the City is not responsible,vigorously collect back monies owed to the City for property damage caused by
accidents
• Improve workplace safety as evidenced by fewer hazards, reduced exposures, and fewer injuries and illnesses
• 100%safety training completion/compliance for all employees
• Develop a mechanism for employees for reporting hazards in our workplace and community so repair can be quick
and therefore reduce future injuries and accidents
• Provide effective, pro-active loss and safety prevention programs, policies and procedures,and ensure compliance
with WISHA standards
Expenditure Budget by Category-Risk Management Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 209,569 222,612 221,300 200,928 164,395 192,791 197,441 -4.0% 2.4%
Personnel Benefits 535,469 689,111 1,076,928 1,581,155 1,417,357 1,117,144 1,024,009 -29.3% -8.3%
Supplies 0 0 1,777 4,000 2,314 4,000 4,000 0.0% 0.0%
Other Services and Charges 1,778,533 2,140,202 2,017,174 2,334,023 1,597,672 1,704,629 1,704,629 -27.0% 0.0%
Interfund Payments 48,729 38,348 38,348 0 0 0 0 N/A N/A
Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0% -100.0%
Total 2,632,300 8,090,273 8,355,528 4,170,106 3,181,738 3,293,564 2,930,079 -21.0% -11.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0%
Total FTE 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0%
Budget by Department-Human Resources and Risk Management 3-97
Human Resources and Risk Management Position Listing
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 0.50 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 1.00
M20 Human Resources Analyst 3.00 3.00 3.00 3.00 3.00 2.50 2.50
N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N13 Risk Management Technician 0.00 0.00 0.00 0.00 0.50 0.00 0.00
N11 Human Resources Systems Technician 1.00 1.00 1.00 0.50 0.00 0.00 0.00
N07 Secretary II 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Administration/Civil Service Commission 7.50 7.50 7.50 6.00 6.00 5.00 5.00
Benefits
M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M22 Senior Employee Benefits Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M20 Human Resources Analyst 0.00 0.00 0.00 0.00 0.00 0.50 0.50
Total Benefits 1.25 1.25 1.25 1.25 1.25 1.75 1.75
Risk Management
M49 H uman Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M30 Risk Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M20 Safety Officer* 1.00 0.00 0.00 0.00 0.00 0.00 0.00
M17 Risk Management Analyst 1.00 1.00 1.00 0.00 0.00 0.00 0.00
N13 Risk Management Technician 0.00 0.00 0.00 0.00 0.50 1.00 1.00
N11 Human Resources Systems Technician 0.00 0.00 0.00 0.50 0.00 0.00 0.00
Total Risk Management 3.25 2.25 2.25 1.75 1.75 2.25 2.25
Total Human Resources and Risk Management 12.00 11.00 11.00 9.00 9.00 9.00 9.00
*Retirement in 2009
Budget by Department-Human Resources and Risk Management 3-98
Other City Services
Mission Statement
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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 9,791,565 10,691,996 9,823 636 9,289,314 16 234220 7,835,981 8 877621 -15.6% 13.3%
List of Other City Services Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description Tot Exp$ Tot Rev$ Tot Exp$ Tot Rev$
150009.0001 Fire Hydrant Charge 150,000 150,000 150,000 150,000
200003.0015 Grant Writing - 50,000 - 50,000
300020.0039 Henry Moses Aquatic Center - 30,000
300020.0050 Parks General Major Maintenance 400,000 250,000
300020.0055 Accessible Playground 750,000 -
300020.0056 New Libraries Development - 10,000,000 - 7,000,000
600004.0032 General Government Debt 4,715,035 270,923 5,731,373 281,054
600020.0017 Public Restrooms Renovations - - - 120,000
650005.0001 Medical/Dent Premium Adjustmei - 25,000 (50,000)
700005.0004 Indirect Cost Transfer Multi Depts 859,566 - 880,895
900005.0003 General Governmental Fund Reve - 58,254,069 - 60,490,148
Total $ 4,865,035 $ 70,734,558 - $ 5,906,373 $ 69,202,097
Highlight of Budget Changes:
• No contingency for salary negotiations which result in a reduction of$500k in Regular Salaries
• Personnel Benefits decreased due to be more aligned with historical costs.
• Intergovernmental Services increased due to the new fire hydrant fee which has revenues to offset.
• 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 costs
for insurance.
• Transfer Outs decreased due to budget reductions in various Capital Investment Programs
Budget by Department-Other City Services 3-99
Expenditure Budget by Division-Other City Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Other City Services 5,003,129 5,578,385 5,126,072 4,792,981 4,834,296 3,120,946 3,146,248 -34.9% 0.8%
Ltd Tax General Obligation 4,788,436 5,113,611 4,697,564 4,496,333 11,399,924 4,715,035 5,731,373 4.9% 21.6%
Total 9,791,565 10,691,996 9,823,636 9,289,314 16,234,220 7,835,981 8,877,621 -15.6% 13.3%
Expenditure Budget b Category-Other City Services
p 9 Y
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 390,163 780,500 224,367 280,500 387,919 280,500 280,500 0.0% 0.0%
Personnel Benefits 1,935,884 2,156,338 1,972,484 4,119,636 1,696,558 2,361,336 2,361,336 -42.7% 0.0%
Other Services and Charges 1,991,901 312,492 637,533 239,220 217,531 254,720 254,720 6.5% 0.0%
Intergovernmental Services 74,116 41,812 65,162 51000 73,226 202,000 202,000 296.1% 0.0%
Capital Outlay 200,000 0 0 0 0 0 0 N/A N/A
Debt Service 4,788,436 5,113,611 4,697,564 4,496,333 13,195,584 4,715,035 5,731,373 4.9% 21.6%
Interfund Payments 30,800 1,137,243 1,070,830 102,625 584,063 22,390 22,692 -78.2% 1.3%
Transfer0ut 380,264 1,150,000 1,155,696 0 79,340 0 0 N/A N/A
Total 9,791,565 10,691,996 9,823,636 9,289,314 16,234,220 7,835,981 8,877,621 -15.6% 13.3%
Budget by Department-Other City Services 3-100
Police
Police Chief
Kevin Milosevich
151.4 FTEs
Administrative
Support Chaplains/
1 FTE Volunteers
Field Operations Bureau Support Operations Bureau
Deputy Chief Deputy Chief
Charles Marsalisi G Tim Troxel
86 FTEs 61.4 FTEs
•
Patrol ---------I-
Patrol
Patrol Services Operations 1 Operations Special I Administrative
Investigations Staff Services
North Sector South Sector Operations
L
Services {
L
.. Animal Control Patrol Officers Police Officers Crime Analyst Detectives Training Records
Parking Directed (School Resource
ttDeLtention
me
Enforcement Enforcement Evidence Officers
Team Program
Special Domestic
Traffic Unit Enforcement Violence Community
Teat Advocate Programs
U, Narcotics
Detectives
.r
Budget by Department-Police 3-101
Pol ice
Mission Statement
The Renton Police Department, in partnership with our community, is dedicated to preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30 651495 28 802,620 11.0% -6.0%
CIPBudget Summa ry 0 3,000,000 856,865 0 0 0 0 N/A N/A
Position Summary 175.20 167.40 169.40 167.40 167.40 151.40 151.40 -9.6% 0.0%
List of Police Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100008.0036 Police Administration 5.00 2,960,513 5.00 2,995,398
100008.0037 Harbor Patrol /Mercer Island PDC - 39,060 - 39,060
100008.0038 Valley Communications - 1,619,466 - 1,619,466 ,
100008.0039 Investigations 21.00 21611,575 21.00 2,675,063
100008.0045 Special Operations 18.00 2,571,521 180,693 18.00 2,648,685 180,693
100008.0049 Administrative Services 7.00 1,176,447 - 7.00 1,191,153 -
100008.0050 Patrol Services 12.00 2,233,713 12.00 2,266,932
100008.0051 Auxiliary Services -Jail - 4,353,320 - 4,502,305
100008.0052 Electronic Home Detention Progra 2.00 324,509 116,000 2.00 330,372 116,000
100008.0054 Staff Services 14.40 1,272,448 - 14.40 1,339,330 -
100008.0056 Patrol Operations 66.00 8,406,579 - 66.00 8,549,689
100008.0058 COPS Hiring Recove ryProgra m 6.00 620,117 548,000 6.00 645,167 270,000
150008.0002 SCORE Jail Sta rtup Costs - 2,462,229 - - - -
900005.0003 General Governmental Fund Reve - - 2,008,567 - - 2,013,344
Total 151.40 $ 30,651,495 $ 2,853,260 151.40 $ 28,802,620 $ 2,580,037
Budget by Department-Police 3-102
Police Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Calls for Service 75,371
Collisions 5,314
Case Reports 14,439
Timely responsiveness and Traffic Stops 17,328
"Projection of effort"when the Average Response Times
community cannot help itself Priority 1 2.99 3 3
Priority II 6.05 7.5 7.5
Priority III 11 12 12
Priority IV 21.21 25 25
UCR Class 1 Violent Crimes
(Homicide,Rape,Robbery,and 282
ML Safety and Health Felony Assault)
Difference from previous year -11.3%
UCR Class I Property Crime
(Burglary,Theft,Auto Theft) 4,311
r� Encourage the community to Difference from previous year -7.1%
comply with local,state and Total UCR Class I Crimes 4,413
federal laws Difference from previous year -7.4%
irr UCR Class I Crimes per 1,000
Population
51.2 50 50
Difference from previous year -10.0%
�. Clearance Ration of UCR Class 1 26.0% 30.0% 30.0%
Crimes
Difference from previous year +3%
i
Highlight of Budget Changes:
• There was a reduction of$157,838 reduction in overtime from 2010 to 2011.
• Internal service fund reduction of$198,097 between 2010 and 2011 due to reduction of the insurance and
equipment rental reserve transfer.
• Due to the transfer of jail services to SCORE,there was an increase of$2,217,059 over the 2010 jail services budget
for the transfer payment to SCORE.The payment to SCORE decreases by$2,313,275 in 2012.
s
+r
r
r Budget by Department-Police 3-103
Expenditure Budget by Division-Police
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Administration 3,101,698 3,578,395 3,450,483 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8%
Patrol Operations 8,630,136 9,501,468 8,575,228 8,960,916 8,779,301 9,160,552 9,333,563 2.2% 1.9%
Special Operations 1249,228 1,718,608 2,327,533 2,448,847 2,429,607 2,333,805 2,402,432 -4.7% 2.9%
Patrol Services 1,730,415 1,621,971 2,410,862 2,196,271 2,241,326 2,233,713 2,266,932 1.7% 1.5%
Investigations 2,689,906 2,882,790 2,992,214 2,752,930 2,812,848 2,722,935 2,790,107 -1.1% 2.5%
Administrative Services 1,763,978 1,518,855 1,424,383 1,341,023 1,638,914 1,176,447 1,191,153 -12.3% 1.3%
Sta ff Se rvi ce s 987,250 980,381 1,039,441 1,044,345 1,199,579 1,044,178 1,099,474 0.0% 5.3%
Au xi I i a ry Se rvi ce s 3,742,288 4,143,347 3,613,612 4,345,205 3,821,908 7,368,328 5,072,532 69.6% -31.2%
Operating Total 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30,651,495 28,802,620 11.0% -6.00/-
CI P 0 3,000,000 856,865 0 0 0 0 N/A N/A
Total 23,894,898 28,945,815 26,690,621 27,610,835 27,485,421 30,651,495 28,802,620 11.0% -6.0%
Expenditure Budget by Category-Police
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSaIaries 12,111,057 13,030,256 13,017,045 13,740,447 13,449,062 12,595,695 12,869,710 -8.3% 2.2%
Part-Time Salaries 26,111 1,000 33,750 13,000 36,291 13,000 13,000 0.0% 0.0%
Overtime 1,242,661 987,833 1,334,348 927,306 1,173,236 693,190 693,190 -25.2% 0.0%
Personnel Benefits 4,340,590 4,884,020 4,865,194 4,762,674 5,087,962 4,385,038 4,696,242 -7.9% 7.1%
Supplies 685,690 679,313 486,869 707,313 563,522 311,172 311,172 -56.0% 0.0%
Other Services and Charges 1,217,298 990,782 1,402,158 1,311,735 1,212,241 1,089,884 1,089,884 -16.9% 0.0%
Intergovernmental Services 2,773,057 3,260,706 2,625,824 3,247,242 3,079,930 8,464,301 6,151,026 160.7% -27.3%
Capital Outlay 0 25,500 7,099 25,500 29,406 25,500 25,500 0.0% 0.0%
Interfund Payments 1,376,434 2,086,405 2,061,469 2,875,618 2,853,771 3,073,715 2,952,896 6.9% -3.9%
Transfer Out 122,000 0 0 0 0 0 0 N/A N/A
Operating Total 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30,651,495 28,802,620 11.0% -6.0%
CI P 0 3,000,000 856,865 0 0 0 0 N/A N/A
Total 23,894,898 28,945,815 26,690,621 27,610,835 27,485,421 30,651,495 28,802,620 11.0% -6.0%
Staffing Levels by Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Administration 5.00 5.00 5.00 6.00 6.00 5.00 5.00 -16.7% 0.0%
Patrol Operations 82.00 67.00 72.00 70.00 70.00 70.00 70.00 0.0% 0.0%
Special Operations 14.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0%
Patrol Services 11.80 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0%
Investigations 17.00 22.00 22.00 21.00 21.00 21.00 21.00 0.0% 0.0%
Admin Services 10.00 11.00 8.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Sta ff Se rvi ce s 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.0% 0.0%
AuxiIiaryServices 21.00 19.00 19.00 18.00 18.00 3.00 3.00 -83.3% 0.0%
Total FTE 175.20 167.40 169.40 167.40 167.40 151.40 151.40 -9.6% 0.0%
Temp/Intermit Salaries and $ 29,300 $ 5,080 $ 39,189 $ 13,000 $ 42,950 $ 13,000 $ 13,000 0.0% 0.0%
Budget by Department-Police 3-104
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.
2009/2010 Accomplishments
• Developed and implemented leadership training for all department supervisors.
• Developed and implemented leadership training for all interested department members who desire to be a
supervisor in the future.
• Continued to prepare for future growth and annexation.
• Awarded national re-accreditation by the Commission for Accreditation for Law Enforcement Agencies.
2011/2012 Goals
• Balance both reactive and proactive police response to criminal activity within budgetary restraints.
• Implement updated video monitoring in the Transit Center.
• Continue to plan and prepare for future annexation.
• Successful implementation of new personnel staffing software-TELESTAFF.
Expenditure Budget by Category-Administration Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Ong Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regu I a r Sa I a ries 476,856 524,452 529,226 543,642 581,616 542,871 556,930 -0.1% 2.6%
Overtime 759 5,814 346 5,814 358 5,814 5,814 0.0% 0.0%
Personnel Benefits 138,884 160,877 160,479 156,139 170,779 155,692 167,478 -0.3% 7.6%
Supplies 12,902 10,659 5,355 10,659 1,496 5,255 5,255 -50.7% 0.0%
Other Services and Charges 278,263 170,962 219,077 27,642 81,991 16,322 16,322 -41.0% 0.0%
Intergovernmental Services 1,583,100 1,651,026 1,531,831 1,651,026 1,634,093 1,651,026 1,651,026 0.0% 0.0%
Capital Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0%
Interfund Payments 610,934 1,029,105 1,004,169 2,100,876 2,091,604 2,209,059 2,218,099 5.1% 0.4%
Operating Total 3,101,698 3,578,395 3,450,483 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8%
CI P 0 3,000,000 856,865 0 0 0 0 N/A N/A
Total 3,101,698 6,578,395 4,307,348 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 5.00 5.00 5.00 6.00 6.00 5.00 5.00 -16.7% 0.0%
Budget by Department-Police 3-105
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. '
2009/2010 Accomplishments
• Identified ways to increase productivity and efficiency. One example is the sharing of personnel between patrol
sectors to reduce overtime. '
• 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.
• Began utilizing in-car video systems in a select group of patrol vehicles.
• In partnership with the City Prosecutor's office and City Parks Department, implemented a trespass ordinance ,
covering city parks.
2011/2012 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: Increase the number of in-car video cameras in patrol cars as well as
SECTOR collision/citation software to speed the processing of routine paperwork and reduce officer court time.
• Establish a transit center expulsion ordinance to assist in dealing with crime and the perception of crime in the
downtown corridor.
Expenditure Budget by Category-Patrol Operations Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSaIaries 5,671,430 6,269,102 5,379,987 6,020,837 5,730,610 6,111,264 6,248,627 1.5% 2.2%
Overtime 512,257 376,278 495,618 376,278 466,012 300,000 300,000 -20.3% 0.0% ,
Personnel Benefits 1,942,930 2,073,681 1,930,210 2,017,207 2,071,184 2,110,580 2,243,245 4.6% 6.3%
Supplies 13,739 35,327 18,037 35,327 7,636 18,435 18,435 -47.8% 0.0%
Other Services and Charges 15,080 17,380 21,675 17,380 16,903 13,080 13,080 -24.7% 0.0%
Interfund Payments 474,700 729,700 729,700 493,887 479,354 607,193 510,176 22.9% -16.0%
Total 8,630,136 9,501,468 8,575,228 8,960,916 8,779,301 9,160,552 9,333,563 2.2% 1.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Operations Division '
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 82.00 67.00 72.00 70.00 70.00 70.00 70.00 0.0% 0.0%
Budget by Department-Police 3-106 '
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.
2009/2010 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 large portion 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 offenders. Examples include the apprehension and conviction of nine prolific
burglars,three prolific Identity theft suspects and two repeat auto theft suspects.
2011/2012 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 focusing our efforts with known gang members,
increasing our 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
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Sala ries 776,260 1,090,143 1,448,932 1,537,524 1,510,072 1,455,026 1,488,410 -5.4% 2.3%
Part-Time Salaries 0 0 7,611 12,000 11,159 12,000 12,000 0.0% 0.0%
Overtime 96,255 121,176 140,779 86,190 157,851 86,190 86,190 0.0% 0.0%
Personnel Benefits 275,064 387,945 547,242 549,896 567,927 526,456 561,699 -4.3% 6.7%
Supplies 7,252 9,184 21,526 37,184 11,282 32,080 32,080 -13.7% 0.0%
Other Services and Charges 94,397 110,160 161,442 226,053 161,417 222,053 222,053 -1.8% 0.0%
Total 1,249,228 1,718,608 2,327,533 2,448,847 2,429,607 2,333,805 2,402,432 -4.7% 2.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Special Operations Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 14.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ - $ - $ 8,680 $ 12,000 $ 12,937 $ 12,000 $ 12,000 0.0% 0.0%
Budget by Department-Police 3-107
Patrol 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
2009/2010 Accomplishments
• Continued to develop and monitor the Traffic Safety Camera Program. Completed a brief analysis in January 2010,
presented information to Council at their planning meeting. Made appropriate recommendations and changes in
the program.
• Coordinated our efforts with other city departments to address chronic traffic problems and concerns.
• Identified new technology that would assist productivity and efficiencies in parking enforcement, budget
prioritization restricted the unit from procuring and implementing the technology.
• Expanded the use of technology used by State of Washington to transfer in-field data from driver's licenses and
vehicle registrations onto required citations and forms.
• Used the media to improve communications citywide by using the city's website to post viable, current
information for the citizens regarding high enforcement areas and traffic safety camera changes, special events
and city celebrations.
• Implemented and documented response to neighborhood traffic concerns.
• Maintained regional influence by taking leadership roles in regional issues and hosting regional traffic related
classes and training. '
2011/2012 Goals
• Make necessary ordinances changes to reflect current costs of impounding and holding animals,seeking to recover ,
costs from animal owners
• Increase the supervisor's ability to be more responsive to field activity by reducing the current span of control in
the division by adding an additional sergeant position and aligning tasks and responsibilities with best practices.
• Continue to improve quality of life for citizens by being responsive to neighborhood complaints and effectively
applying education, engineering and enforcement models to resolving concerns.
• Continue to be a leader in regional issues focusing on comprehensive road safety plans with involvement with '
Target Zero programs.
• Look for funding to obtain the latest technology to increase the productivity and efficiencies of parking
enforcement.
• Look for opportunities to increase the effectiveness of the Traffic Safety Camera programs that play a part in '
making our roads safer.
• Balance the workload activity by adding two additional collision investigation positions in the unit with the added
roles and responsibilities of annexation.
• Effectively direct resources based on collision data provided by Transportation Services to reduce the number of
collisions identified at these high crash areas.
Budget by Department-Police 3-108
Expenditure Budget by Category-Patrol Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula r5aIaries 818,290 777,909 1,010,258 994,423 1,098,205 998,819 1,017,884 0.4% 1.9%
Overtime 173,008 146,379 262,451 146,379 57,082 81,379 81,379 -44.4% 0.0%
Personnel Benefits 321,565 346,941 414,205 372,093 430,575 380,325 408,259 2.2% 7.3%
Supplies 27,301 17,646 16,403 17,646 37,922 17,646 17,646 0.0% 0.0%
Other Services and Charges 195,540 154,932 542,847 508,396 464,582 618,396 618,396 21.6% 0.0%
Intergovernmental Services 16,211 13,464 0 0 0 0 0 N/A N/A
Interfund Payments 178,500 164,700 164,700 157,334 152,961 137,148 123,368 -12.8% -10.0%
Total 1,730,415 1,621,971 2,410,862 2,196,271 2,241,326 2,233,713 2,266,932 1.7% 1.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 11.80 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0%
Budget by Department-Police 3-109
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. '
2009/2010 Accomplishments
• Successful implementation of Evidence on Q data system.
• Utilized Evidence Technicians to respond to crime scenes with patrol to increase efficiency of resources. ,
• Initiated discussions 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.
2011/2012 Goals
• Prepare the evidence areas for movement into current Jail space in late 2011. '
• Work with King County Prosecutor's office to reduce total number of vehicles held for collision investigations in
evidence garage. '
• Develop Cold Case protocol to help solve these cases and ensure all available leads have been followed up on.
• Assist with the numerous background investigations needed to fulfill the hiring needed if Fairwood annexation is
successful.
Expenditure Budget by Category-Investigation Division '
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012 '
Regula rSaIaries 1,756,187 1,878,567 1,961,850 1,889,041 1,861,804 1,879,666 1,908,659 -0.5% 1.5%
Part-Time Salaries 13,761 1,000 26,139 1,000 25,132 1,000 1,000 0.0% 0.0%
Overtime 180,183 142,643 151,430 142,322 136,978 120,068 120,068 -15.6% 0.0% ,
Personnel Benefits 626,673 693,502 688,094 626,794 666,452 640,749 684,345 2.2% 6.8%
Supplies 17,403 24,014 28,140 24,014 28,189 19,080 19,080 -20.5% 0.0%
Other Services and Charges 26,898 27,564 10,869 22,480 21,725 18,668 18,668 -17.0% 0.0%
Intergovernmental Services 0 0 3,094 0 4,514 0 0 N/A N/A
Capital Outlay 0 0 7,099 0 21,804 0 0 N/A N/A
Interfund Payments 68,800 115,500 115,500 47,279 46,251 43,704 38,287 -7.6% -12.4%
Total 2,689,906 2,882,790 2,992,214 2,752,930 2,812,848 2,722,935 2,790,107 -1.1% 2.5% '
Staffing Levels(Full-Time Equivalent Employees-FTE)-Investigation Division
2008 2009 2009 2010 2010 2011 2012 Change Change ,
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 17.00 22.00 22.00 21.00 21.00 21.00 21.00 0.0% 0.0%
Temp/Intermit Salaries and $ 15,918 $ 5,080 $ 30,509 $ 1,000 $ 30,012 $ 1,000 $ 1,000 0.0% 0.0%
Budget by Department-Police 3-110 ,
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.
2009/2010 Accomplishments
• Staffed and provided training for a new Renton Police Department Recruiting Team. Created and distributed
recruiting posters to attract a more diverse class of recruit
• Successfully completed an onsite inspection of the Renton Police Department's policies and practices by the
Commission for Accreditation of Law Enforcement Agencies
• Partnered with the City's Economic Development Department to provide focused law enforcement and other
services to the Downtown, Benson Hill,and Highlands business districts
• Organized and completed a highly attended National Night Out event in the North Renton neighborhood
2011/2012 Goals
• Attract and recruit high quality,diverse personnel to meet future annexation needs
• Develop and conduct a Teen Citizen's Academy
• Develop and implement a more advanced training program for the Renton Police Department Cadets
• Develop and conduct a high quality promotional process for Police Sergeant and Police Commander
Expenditure Budget by Category-Administrative Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalanes 841,225 669,189 777,102 610,059 861,279 608,779 621,445 -0.2% 2.1%
Overtime 120,346 84,919 75,007 59,699 78,589 59,699 59,699 0.0% 0.0%
Personnel Benefits 291,592 315,659 266,988 185,493 300,007 193,543 209,288 4.3% 8.1%
Supplies 394,271 337,256 212,41S 337,256 247,567 186,180 186,180 -44.8% 0.0%
Other Services and Charges 85,443 77,032 58,071 77,032 82,316 56,032 56,032 -27.3% 0.0%
Interfund Payments 31,100 34,800 34,800 71,484 69,157 72,214 58,509 1.0% -19.0%
Total 1,763,978 1,518,855 1,424,383 1,341,023 1,638,914 1,176,447 1,191,153 -12.3% 1.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administrative Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 10.00 11.00 8.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Budget by Department-Police 3-111
i
Staff Services Division '
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. '
2009/2010 Accomplishments
• AEGIS was upgraded to version 8.4.
• The new Washington State Retention Schedule was posted, which reduced the quantity of records required to be '
held prior to case destruction.
• Police Cadets assisted with non-essential record functions and conducted jail visitation escorts.
2011/2012 Goals '
• Upgrade AEGIS to version 9.0.
• Reduce backlog of case destruction by 30%. '
• Implement Staff Services Task desk. Reallocate staffing and resources to improve overall efficiency of Staff Services
Division.
• Upgrade AEGIS Mobile to version 8.0 to work in conjunction with AEGIS 9.0. ,
• Manage increase of case reports and Public Disclosure Requests with re-organization of division staffing levels to
meet department needs.
Expenditure Budget by Category-Staff Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 587,785 567,025 599,153 687,690 677,888 675,272 696,479 -1.8% 3.1%
Part-Time Salaries 12,350 0 0 0 0 0 0 N/A N/A
Overtime 101,349 40,040 140,395 40,040 144,453 40,040 40,040 0.0% 0.0% '
Personnel Benefits 231,915 318,232 246,300 261,531 280,925 273,782 307,871 4.7% 12.5%
Supplies 28,608 19,950 7,952 19,950 59,497 19,950 19,950 0.0% 00%
Other Services and Charges 25,243 35,134 45,642 35,134 36,816 35,134 35,134 0.0% 0.0%
Total 987,250 980,381 1,039,441 1,044,345 1,199,579 1,044,178 1,099,474 0.0% 5.3%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Staff Services Division '
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total HE 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.0% 0.0%
Temp/Intermit Pay&Ben $ 13,382 $ - $ $ - $ - $ - $ N/A N/A
Budget by Department-Police 3-112 '
Auxiliary Services Division
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.
2009/2010 Accomplishments
• South Correctional Entity Regional Jail (SCORE)became an entity of itself.
• The average daily population (ADP) of Electronic Home Detention participants remains at thirty-two despite the
decrease of individuals eligible for participation.
2011/2012 Goals
• Ensure a smooth transition of affected Jailers to SCORE employees
• Designate a liaison representative between the Department and SCORE during the transitional period.
• Identify operational issues that may occur when SCORE assumes the daily operation of the former Renton Jail (i.e.
transport requests,court requests, medical appointments,and emergency medical transport duties) prior to
SCORE relocating to the new facility in Des Moines.
Expenditure Budget by Category-Auxiliary Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regula rSalaries 1,183,023 1,253,869 1,310,538 1,457,231 1,127,589 323,998 331,276 -77.8% 2.2%
Overtime 58,504 70,584 68,322 70,584 131,913 0 0 -100.0% N/A
Personnel Benefits 511,968 587,183 611,677 593,521 600,113 103,913 114,054 -82.5% 9.8%
Supplies 184,214 225,277 177,041 225,277 169,933 12,546 12,546 -94.4% 0.0%
Other Services and Charges 496,434 397,618 342,536 397,618 346,491 110,199 110,199 -72.3% 0.0%
Intergovernmental Services 1,173,746 1,596,216 1,090,899 1,596,216 1,441,323 6,813,275 4,500,000 326.8% -34.0%
Interfund Payments 12,400 12,600 12,600 4,758 4,545 4,397 4,457 -7.6% 1.4%
Transfer Cut 122,000 0 0 0 0 0 0 N/A N/A
Total 3,742,288 4,143,347 3,613,612 4,345,205 3,821,908 7,368,328 5,072,532 69.6% -31.2%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Auxiliary Services Division
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Total FTE 21.00 19.00 19.00 18.00 18.00 3.00 3.00 -83.3% 0.0%
Budget by Department-Police 3-113
t
Police Department Position Listing(1 of 2)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Administration ,
Commissioned Officers
M49 Police Chief 1.00 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 2.00 '
Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Non-Commissioned Personnel
M36 Police Manager 0.00 0.00 0.00 1.00 1.00 0.00 0.00
PN55 Police Administrative Assistant 1.00 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 1.00
Total Non-Commissioned 2.00 2.00 2.00 3.00 3.00 2.00 2.00
Total Administration Division 5.00 5.00 5.00 6.00 6.00 5.00 5.00
Patrol Operations
Commissioned Officers
M36 Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PC61 Sergeant 9.00 8.00 8.00 8.00 8.00 8.00 8.00
PC60 Police Officer-Patrol Z 67.00 53.00 56.00 0.00 0.00 0.00 0.00
PC60 Police Officer-Pa tro 1 3 0.00 3.00 5.00 60.00 60.00 60.00 60.00
PC60 Police Officer-Patrol' 3.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Commissioned Officers 81.00 66.00 71.00 70.00 70.00 70.00 70.00
Non-Commissioned Personnel
PN51 Police Secretary 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Non-Commissioned 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Patrol Operations Division 82.00 67.00 72.00 70.00 70.00 70.00 70.00
Special Operations
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 ,
PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PC60 Police Officer-Patrol 6.00 11.00 11.00 12.00 12.00 12.00 12.00
PC60 Police Officer-Bicycle Patrol 1.00 1.00 1.00 0.00 0.00 0.00 0.00
PC60 PoIiceOfficer-GamblingTaxEnforcement 1.00 0.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer-V N ET 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PC61 Police Officer-Auto Th eft Task Force 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 13.00 17.00 17.00 17.00 17.00 17.00 17.00
Non-Commissioned Personnel
PN61 Crime Analyst 1.00 0.00 0.00 0.00 0.00 0.00 0.00
PN54 Crime Analyst 0.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Special Operations Division 14.00 18.00 18.00 18.00 18.00 18.00 18.00
'Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments to other public
agencies
2Includes 4.0 FTE's unfunded as of 7/1/09
3 Includes 6.0 FTE's funded as of 7/1/09 by the COPS ARRA Grant
Patrol Services
Commissioned Officers
M36 Commander 1.00 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 1.00
PC60 Police Officer-Traffic 6.00 8.00 8.00 8.00 8.00 8.00 8.00
Total Commissioned Officers 8.00 10.00 10.00 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 2.00
PB50 Parking Enforcement Officer 1.80 1.00 1.00 1.00 1.00 1.00 1.00 '
PN50 Traffic Controller 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Non-Commissioned 3.80 3.00 3.00 3.00 3.00 3.00 3.00
Total Patrol Services Division 11.80 13.00 13.00 13.00 13.00 13.00 13.00
Investigations
Budget by Department-Police 3-114 i
Police Department Position Listing(2 of 2)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 2.00 3.00 3.00 3.00 3.00 3.00 3.00
PC60 Police Officer/Detectives 9.00 13.00 13.00 13.00 13.00 13.00 13.00
Total Commissioned Officers 12.00 17.00 17.00 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 1.00
PN53 Evidence Technician 3.00 3.00 3.00 2.00 2.00 2.00 2.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 5.00 5.00 5.00 4.00 4.00 4.00 4.00
Total Investigations Division 17.00 22.00 22.00 21.00 21.00 21.00 21.00
Administrative Services
Commissioned Officers
M36 Commander 1.00 1.00 1.00 2.00 2.00 2.00 2.00
PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer-Youth Programs 0.00 1.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer-SRO2 2.00 2.00 0.00 2.00 2.00 2.00 2.00
PC60 Police Officer-Training 2.00 2.00 2.00 1.00 1.00 1.00 1.00
PC60 Police Officer-OTC Instructor 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Total Commissioned Officers 7.00 8.00 5.00 6.00 6.00 6.00 6.00
Non-Commissioned Personnel
PN54 Police Community Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00 2.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned Personnel 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Total Administrative Services Division 10.00 11.00 8.00 9.00 9.00 9.00 9.00
Staff Services
Non-Commissioned Personnel
PN58 Police Service Specialist Supervisor 2.00 1.00 1.00 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 1.00
PN62 Police Svc Specialist-Gambling Tax Enforcement 1.00 1.00 1.00 0.00 0.00 0.00 0.00
PN62 Police Service Specialist 10.40 9.40 9.40 10.40 10.40 10.40 10.40
Total Non-Commissioned 14.40 12.40 12.40 12.40 12.40 12.40 12.40
Total Staff Services Division 14.40 12.40 12.40 12.40 12.40 12.40 12.40
Auxiliary Services(Jail)
Non-Commissioned Personnel
M36 Police Manager 1.00 1.00 1.00 0.00 0.00 0.00 0.00
PN59 Jail Sergeant 2.00 2.00 2.00 2.00 2.00 0.00 0.00
PN52 Jailer 14.00 12.00 12.00 13.00 13.00 0.00 0.00
PN52 TransportJailer 0.00 0.00 0.00 0.00 0.00 0.00 0.00
PN52 Jailer' 1.00 1.00 1.00 0.00 0.00 0.00 0.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned Personnel 19.00 17.00 17.00 16.00 16.00 1.00 1.00
Total Auxiliary Services(Jail) 19.00 17.00 17.00 16.00 16.00 1.00 1.00
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 2.00
Total Non-Commissioned Personnel 2.00 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 2.00
Total Auxiliary Services Division 21.00 19.00 19.00 18.00 18.00 3.00 3.00
Total Commissioned Officers 124.00 121.00 123.00 123.00 123.00 123.00 123.00
Total Non-Commissioned Personnel 51.20 46.40 46.40 44.40 44.40 28.40 28.40
Total Police Department 175.20 167.40 169.40 167.40 167.40 151.40 151.40
Budget by Department-Police 3-115
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Budget by Department-Police 3-116
Public Works
ADMINISTRATOR
Gregg Zimmerman
143.5 FTEs
Adminstrative Support
2 FTEs
TRANSPORTATION
iMAINTENANCE SERVICES SYSTEUTILITY SYSTEMS*
Michael Stenhouse Richard Perteet Lys Hornsby
78 FTEs 33 FTEs 29.5 FTEs
Street Systems Maintenance Solid Waste
s and Operations
E
Solid Waste Planning and Water
_ Programming
Water Design Wastewater
Wastewater Airport Surface Water
Surface Water
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.. 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 Department-Public Works 3-117
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.
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Operating Budget Summary 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 -2.2% 0.0%
CI P Budget Summa ry 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7%
Position Summary 169.70 161.20 161.20 143.50 143.50 143.50 143.50 0.0% 0.0%
List of Public Works Renton Results Decision Packages:
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
400015.0002 Public Works Administration 3.00 454,179 3.00 473,685
400016.0060 Transit Coordination/CommuteTr 0.70 120,630 0.70 125,136
400016.0061 Sidewalk Program 0.05 6,701 0.05 6,935
400016.0062 Building the Mobility Network 7.41 952,263 7.41 1,000,292
400016.0063 Bridges and Guardrails 0.33 36,346 0.33 38,427
400016.0065 Trans Operations Maintenance Se 10.90 2,203,570 10.90 2,262,888
400016.0066 Trans Operations Engineering Sec 3.20 367,675 3.20 386,762
400016.0067 Airport Operations 5.01 969,956 479,775 5.01 998,625 398,793
400016.0104 Transportation Systems Admin 2.50 680,112 - 2.50 703,377 -
400019.0003 Street Maintenance 18.10 2,728,450 204,563 18.10 2,764,082 209,885
400019.0004 Public Works Maintenance Admin 6.45 965,852 - 6.45 1,006,309 -
450016.0001 Airport Position Upgrade 2,680 2,680 - 2,680 2,680
450016.0002 Public Works/Airport New PTSeas - 41,209 41,209 - 41,209 41,209
450016.0003 AirportCIPCapital ProjectCoordin 1.00 113,245 112,550 1.00 122,748 119,955
500004.0002 Utility Billing and Cashiering 4.00 508,975 - 4.00 529,070 -
500018.0046 Wastewater Engineering and Plar 4.50 1,790,627 4,876,399 4.50 1,824,962 5,833,834
500018.0047 Water Education 0.20 17,793 - 0.20 18,396 -
500018.0048 Water Engineering and Planning 5.80 2,302,916 9,669,123 5.80 2,344,165 11,094,894
500018.0049 Surface Water NPDES Education 0.20 22,347 - 0.20 24,042 -
500018.0050 Surface Water Engineering and PI. 9.80 1,993,852 5,144,453 9.80 2,075,500 5,458,523
500018.0051 Solid Waste Collection 1.25 14,260,357 14,973,466 1.25 14,254,217 14,962,216
500018.0052 Solid Waste Education 0.75 112,841 37,784 0.75 116,536 37,784
500018.0053 Utility Systems Administration 3.00 727,250 - 3.00 749,649 -
500018.0054 Waterworks Revenue Bond Debt - 3,648,432 3,651,829
500018.0055 Public Works Trust Fund Loan Deb 960,970 952,380 -
500018.0056 King County Metro Fund 13,156,760 13,156,760 - 13,209,387 13,209,387
500019.0006 Wastewater Maintenance 6.95 1,347,239 19,740 6.95 1,293,282 19,740
Budget by Department-Public Works 3-118
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
500019.0007 Solid Waste Litter Control 1.00 276,030 4,692 1.00 287,914 4,692
500019.0008 Surface Water Maintenance 11.20 1,784,566 10,700 11.20 1,767,016 10,700
500019.0009 Water Maintenance 25.30 4,993,608 10,078 25.30 5,136,407 10,078
550018.0001 Surface Water King County Assess - 7,000 - 7,000 -
550018.0003 Water Position Conversion - 1,488 1,488 1,488 1,488
600016.0002 Trans Operations Internal Suppor 1.90 230,588 - 1.90 241,061 -
600019.0005 Fleet Services Operation &Mainte 9.00 2,023,267 2,042,770 9.00 2,065,156 2,070,381
600019.0006 Fleet Services Capital Recovery - 1,172,000 1,118,631 - 470,000 959,512
700005.0004 Indirect Cost Transfer Multi Depts 796,077 821,533
900005.0003 General Governmental Fund Reve 7,629,298 7,841,863
900005.0004 Non-GG Fund Revenues 50,000 50,000
Total Operating 143.50 60,981,773 60,382,236 143.50 60,952,612 63,159,147
400016.0068 TCIPStreet Overlay - 751,000 751,000 - 786,000 786,000
400016.0069 T Arte ri a I Rehabilitation Program 342,000 342,000 358,000 358,000
400016.0070 TRainierAve Impr-GradyWayto 8,164,617 7,644,617 7,191,744 7,141,744
400016.0071 TSW 27th St/StranderBlvd Connec 32,202 32,202 - -
400016.0072 T NE 3rd/NE 4th Corridor I mproverr 223,000 223,000 206,656 206,656
400016.0076 T Wa I kway Progra m 280,000 160,000 150,000 150,000
400016.0077 T Sidewalk Rehab &Replacement 250,000 - - -
400016.0078 TBridge Inspection &RepairPrgm 150,000 110,000 70,000 70,000
400016.0079 TlntersectionSafety&Mobility Pr 250,000 250,000 200,000 200,000
400016.0080 TTransitPrgm 40,000 40,000 37,000 37,000
400016.0081 TTransportation Demand Manage 65,000 65,000 65,000 65,000
400016.0082 T Bicycle route Development Prgm 100,000 90,000 40,000 40,000
400016.0083 TBarrier Free Transition Plan Imp 50,000 50,000 25,000 25,000
400016.0084 T Proj Develop &Redesign Prgm 150,000 150,000 100,000 100,000
400016.0085 T Arterial Circulation Prgm 160,000 160,000 160,000 160,000
400016.0086 TTransportation Concurrency/LOS 10,000 10,000 30,000 30,000
400016.0087 T Environmental Monitoring Prgm 20,000 20,000 20,000 20,000
400016.0088 T WSDOT Coordination Prgm 63,000 63,000 40,000 40,000
400016.0089 T GIS-Needs Assess &Data Deve 15,000 15,000 15,000 15,000
400016.0090 T 1%for the Arts Prgm 15,000 15,000 15,000 15,000
400016.0092 AStorm Water System Rehabilitat 300,000 300,000 50,000 50,000
400016.0093 A Major Facility Maintenance 130,000 130,000 130,000 130,000
400016.0094 A Maint Dredging/Shoreline Mitg. 1,440,000 1,440,000 - -
400016.0096 A Lower Blast Fence (Rwy 34) 40,000 40,000 400,000 400,000
400016.0097 A Taxiway Renumbering/Sign Rep 380,000 380,000 2,079,000 2,100,000
400016.0099 TS. Renton Burnett Park Neighbor 275,000 275,000 - -
400016.0100 T Traffic Safety Prgm 40,000 40,000 20,000 20,000
400016.0101 T Preservation of Traffic Op Device 62,000 62,000 62,000 62,000
400016.0102 T Intelligent Transportation Syste 50,000 50,000 50,000 50,000
400016.0103 A Renton Gateway Utilities 105,204 105,204 105,203 105,204
400016.0106 A 608 Hanga r Expa nsion - - 1,050,000 1,050,000
400016.0107 A US Customs Facility 50,000 50,000 - -
400016.0108 A 622 Hangar- Rehabilitation - - 1,100,000 699,330
400016.0109 A Airport Office Renovation 175,000 175,000 - -
Budget by Department-Public Works 3-119
2011 Adopted 2012 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
400016.0110 A 5-02 Building Rehab 25,000 25,000
400016.0111 AMower Replacement - - 40,000 40,000
400016.0112 A Ai rport Susta i na bi I ity Progra m 158,000 158,000 - -
400016.0113 T Duvall Ave NE-NE 7th St.To Sun - - 100,000 100,000
400016.0114 T Monterey Ave NE- NE 20th St-W; 40,000 40,000 - -
400016.0115 TRoadwaySafety And Guardrail P 50,000 - 20,000 20,000
500018.0058 W New Reservoirs &Pump Station 80,000 80,000 400,000 400,000
500018.0059 W S p l y Dvl p&W tr q l ty I m p r 100,000 100,000 50,000 50,000
500018.0060 W Water Main Replc 1,700,000 1,700,000 1,700,000 1,700,000
500018.0061 W Automatic Meter Reading Convf 1,500,000 1,500,000 1,000,000 1,000,000
500018.0062 W Wtr Utly MM 320,000 320,000 230,000 230,000
500018.0063 W Regulatory Compliance 400,000 400,000 220,000 220,000
500018.0064 WW Summerwind/Stonegate LS Ri 1,600,000 1,600,000 - -
500018.0065 WW Miscellaneous/EmergencyPr- 100,000 100,000 100,000 100,000
500018.0066 WW Earlington Sewer Replaceme - - 750,000 750,000
500018.0068 WW East Renton Lift Station Eli mi 140,000 140,000 600,000 600,000
500018.0069 WW Lake Washington Beach LS EI 450,000 450,000 - -
500018.0070 SW Springbrook Crk Wetland &Ha 100,000 100,000 150,000 150,000
500018.0071 SW Green River Ecosystem Restor 200,000 200,000 - -
500018.0072 SW Small Drainage Projects Progr 200,000 200,000 250,000 250,000
500018.0073 SW Miscellaneous/EmergencySto 50,000 50,000 50,000 50,000
500018.0074 SW Lower Cedar River Sediment N/ 450,000 450,000 600,000 600,000
500018.0075 SW Talbot Hill Ar Mosquito Abate 50,000 50,000 50,000 50,000
500018.0076 SW Stream Flow&Wtr Qlty Monit( 10,000 10,000 10,000 10,000
500018.0077 SW Surface Water Utility GIS 100,000 100,000 100,000 100,000
500018.0078 SW Storm Sys Field Mapping Proj( 100,000 100,000 - -
500018.0079 SW Surface Water Utility System P 50,000 50,000
500018.0080 SW Renton Storm Water Design M 10,000 10,000 - -
500018.0082 SW Madsen Crk Sedimentation Mi 50,000 50,000 50,000 50,000
500018.0083 SW Hardie Ave.SW Underpass Stc 500,000 500,000 1,000,000 1,000,000
500018.0084 WW Sanitary Sewer Hydraulic Mo( - 100,000 100,000
500018.0085 WW Telementry Upgrade - - 150,000 150,000
500018.0086 WW WSDOT 1-405 Relocations 20,000 20,000 - -
500018.0087 WW Westview Lift Station Rehabi 100,000 100,000 -
500018.0088 WW Lind Avenue Lift Station Repl; - - 250,000 250,000
500018.0089 WW Airport Lift Station Re habiIita - - 200,000 200,000
500018.0090 WW President Park Sewer Replac( 1,130,000 1,130,000 1,100,000 1,100,000
500018.0091 WW Cascade I nte rce ptor Restorat 175,000 175,000 - -
500018.0092 WW Wastewater Operation Mast( 75,000 75,000 - -
500018.0093 WGroundwaterUncle rInfluence ( 200,000 200,000 1,200,000 1,200,000
500018.0094 W RainierAve nue South Utility lm 200,000 200,000 400,000 400,000
500018.0095 SW NE 5th St& Edmonds Ave Storn 200,000 200,000 1,040,000 1,040,000
500018.0096 SW Maplewood Creek Basin Storn - - 200,000 200,000
500018.0097 SW Lake Ave S/Rainier Ave Storm 680,000 680,000 -
500018.0099 SW Elliott Spawning Channel Rep; 800,000 800,000
Budget by Department-Public Works 3-120
2011 Adopted 2012 Adopted
Package# Description HE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
500018.0100 SW Maplewood Creek Sedimental 100,000 100,000
700016.0003 Arterial Street Fund 620,000 620,000 630,000 630,000
700016.0004 Transportation Impact Mitigation 499,494 250,000 400,000 150,000
Total CIP 27,510,517 26,271,023 27,695,603 27,015,934
Total 143.50 $ 88,492,290 $ 86,653,259 143.50 $ 88,648,215 $ 90,175,081
Budget by Department-Public Works 3-121
Public Works Performance Measures:
Program Area Strategies Performance Measures 2010 2011 2012
Comprehensive mobility Response time for replacement 1 hr 1 hr 1 hr ow
network that connects to the of damaged devices.
publicto desired
destinations o n s tru ct p roje cts within 10%of
contract bid. 100% 100% 100%
c
Perform preventative
maintenance on 15 15 15
traffic signals.
Well-maintained condition Complete consultanttasks and
Mobility of the mobility infrastructure deliverables 100% 100% 100%
on schedule.
Zero delays annuallyfor Boeing
0 0 0
Arrivals/departures
Install new traffic signals by
1 0 1
intersection.
Efficient and safe operation Install uninterruptible power
of mobility infrastructure supply(UPS)
6 6 6
system forcritical signalized
intersections.
Increase residential recycling
collection overthe prioryear's 3% 3% 3%
Annual Tons collected.
Manage solid waste Increase residential organics
collection overthe prior's 3% 3% 3%
Annual Tons collected.
Decrease solid waste tons
2% 2% 2%
disposed.
Restore water service within 4
hours
Yes Yes Yes
during emergency shutdowns
98%of the time.
Utilities and Environment Operate and maintain piped Plan review/water
utility infrastructure availabilities completed in 5 90% 90% 90%
days.
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Sewer Availabilities are
95% 95% 95%
completed with 5 working days.
FOG/Industrial Waste program
5% 10% 10%
reduces number of claims.
Compliance with Meet all NPDES Permit 100% 100% 100%
environmental standards and compliance requirements.
laws Maintain the City's FEMA
Community Rating System Class 100% 100% 100%
6 rating.
Budget by Department-Public Works 3-122
I=
rr Program Area Strategies Performance Measures 2010 2011 2012
Highly qualified,healthy, Maintenance cost is
25% 25% 25%
well trained,and productive maintained below local private
r below below below
workforce vendors.
Internal customer satisfaction. Fair Good Very
Functional work environment Good
6-14
• Internal Support Backlog of repairs. 6- s 5-7 days 2-5 days
Y
Number of devices repaired 100-120 120-135 135-150
and/or installed.
Equipmentand data that is Cityvehicles and motorized 90% 90% 80%
reliable and accessible equipment"uptime" is 90%.
Unscheduled repairs are under 10% 10% 15%
10%.
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Highlight of Budget Changes:
• Adopted the following position reductions for 2011/2012:
+� o 0.5 Office Assistant III and 0.5 Secretary II.
• Adopted the following position additions for 2011/2012:
o 1 Airport CIP Coordinator.
• Part-Time Salaries increased in 2011 by$61k due to budget corrections made to water,wastewater,and surface
water maintenance sections that was not included in the 2010 original budget and increases to the airport
temporary help.
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• Capital Outlay increased in 2011 by$365k but decreased in 2012 by$702k due to the timing of replacing the city's
fleet inventory.
• Transfers decreased in 2011 by$4.3 million due to a different way of accounting for funding sources for capital
investment programs.
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Budget by Department-Public Works 3-123
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Expenditure Budget by Division-Public Works
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Administration 886,867 489,010 463,533 518,399 514,858 454,179 473,685 -12.4% 4.3%
Maintenance Services 27,152,698 27,049,999 25,777,970 24,783,227 25,202,048 28,447,772 27,999,553 14.8% -1.6% r
Transportation Services 6,686,738 7,541,253 7,310,087 6,732,256 6,927,525 6,344,975 6,560,140 -5.8% 3.4%
Utility Systems 40,143,017 30,342,830 32,539,246 30,944,239 31,001,108 26,354,848 26,549,234 -14.8% 0.7%
Operating Total 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 -2.2% 0.0%
CIP 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7%
Total 114,582,153 116,531,671 103,156,001 89,368,093 84,014,413 88,492,290 88,648,215 -1.0% 0.2%
Expenditure Budget by Category-Public Works
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012 r
Regular Salaries 9,261,469 10,670,246 10,166,240 9,907,747 9,751,172 10,078,020 10,405,125 1.7% 3.2%
Part-Time Salaries 204,379 289,877 164,866 135,572 184,301 196,601 196,601 45.0% 0.0%
Overtime 278,193 269,950 348,433 276,639 297,703 264,580 264,580 -4.4% 0.0%
Personnel Benefits 3,460,042 4,394,847 3,886,565 3,601,357 3,624,109 4,000,408 4,459,401 11.1% 11.5%
Supplies 2,791,272 2,638,257 2,541,743 2,317,341 2,609,846 2,523,895 2,523,895 8.9% 0.0%
Other Services and Charges 22,767,914 26,963,848 25,963,582 26,630,195 25,732,515 28,729,341 28,781,968 7.9% 0.2%
Intergovernmental Services 4,052,181 4,064,021 4,450,173 3,954,728 4,614,461 3,954,728 3,954,728 0.0% 0.0%
Capital Outlay 4,670,534 1,157,463 813,521 920,923 842,409 1,285,923 583,923 39.6% -54.6%
Debt Service 4,631,929 4,610,382 5,107,861 4,618,329 4,556,764 4,609,402 4,604,209 -0.2% -0.1%
Interfund Payments 4,948,789 5,839,332 5,628,213 5,743,289 5,887,849 5,338,875 5,178,182 -7.0% -3.0%
Transfer Out 17,802,616 4,524,869 7,019,638 4,872,000 5,544,409 620,000 630,000 -87.3% 1.6%
Operating Total 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 -2.2% 0.0%
CIP 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7%
Total 114,582,153 116,531,671 103,156,001 89,368,093 84,014,413 88,492,290 88,648,215 -1.0% 0.2%
Stang Levels by Division-Public Works
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Administration 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.07.
Maintenance Services 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0%
Transportation Services 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0%
Utility Systems 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0%
Total FTE 169.70 161.20 161.20 143.50 143.50 143.50 143.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 233,035 $ 295,022 $ 187,769 $ 135,472 $ 211,853 $ 199,681 $ 199,681 47.4% 0.0%
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Budget by Department-Public Works 3-124
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.� Administration Division
Mission Statement
y. 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.
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2009/2010 Accomplishments
• Completed the design and property acquisition for the Rainier Avenue Improvements Project.
• Began construction of the Logan Avenue Trail(aka Logan Avenue North Stage 2 Lake Washington Trail).
• Continued to advance the SW 27`h St./Strander Blvd. Project with view to beginning construction in 2011.
• Began planning for potential improvements to the SW 7 1 Street corridor between Rainier Avenue and Grady Way.
• Completed improvements to Shattuck Avenue and opened up railroad underpass early in 2010.
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• Prepared and implemented 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.
Adopted Surface Water Design Manual.
• Negotiated and implemented a new lease for The Boeing Company at the Renton Airport.
• Worked with King County Metro to implement a new bus rapid transit route between Renton and Burien.
• Continued 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.
2011/2011 Goals
Construct the improvements to Rainier Avenue between Grady Way and South 2nd Street.
r' ' Construct Phase 2 of the SW 27`h St./Strander Blvd. Project(bridge under the BNSF tracks and two-lane road into
the Tukwila Sounder Station parking lot).
Complete construction of the Logan Avenue Trail.
s • Continue to work with King County to implement a new bus rapid transit route between Renton and Burien.
• If adopted by City Council,establish a program to take over maintenance of surface water facilities in residential
subdivisions.
• Implement new financial policies for the City utilities.
nr
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Ira
Budget by Department-Public Works 3-125
a
Expenditure Budget by Category-Administration
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual 0rig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 296,943 302,616 293,844 289,117 289,097 292,416 299,505 1.1% 2.4%
Part-Time Salaries 2,268 2,519 5,200 0 0 0 0 N/A N/A
Overtime 454 1,877 0 0 0 0 0 N/A N/A
Personnel Benefits 85,052 96,554 86,237 78,148 80,607 83,642 94,868 7.0% 13.4%
Supplies 3,874 3,200 2,165 3,200 2,399 3,200 3,200 0.0% 0.0%
Other Services and Charges 1,579 5,578 2,134 4,578 855 4,578 4,578 0.0% 0.0%
Interfund Payments 496,697 76,666 73,954 143,356 141,900 70,343 71,534 -50.9% 1.7%
Total 886,867 489,010 463,533 518,399 514,858 454,179 473,685 -12.4% 4.3%
Stang Levels(Full-Time Equivalent Employees-FTE)-Administration
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.017.
Total FTE 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 2,465 $ 2,733 $ 5,645 $ $ $ - $ N/A N/A
Budget by Department-Public Works 3-126
AW-
•t Maintenance Services Division
Mission Statement
.r Support the operating sections of the Public Works Maintenance Division:
• Provide planning, budgeting,goal setting,and management.
• Provide purchasing and inventory support.
ON
• Establish effective liaison and project coordination.
• Perform administrative,customer service contact,and record systems management.
2009/2010 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 70 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.
2011/1012 Goals
Street Maintenance
• Within the resources provided,keep Renton's rights-of-way as clean as possible.
Eighty-five percent of the citizens contacting the division rate our service as satisfactory.
• A Street Overall Condition Index(OCI)rating of 70 is maintained.
.. Water Maintenance
• High quality water is provided in sufficient quantity.
Wastewater and Surface Water Maintenance
• Surface water flooding and sewer overflows are minimized.
Fleet Maintenance
`� • Ensure safe,available,and reliable vehicles and equipment for the City's use.
y..
r
r Budget by Department-Public Works 3-127
Expenditure Budget by Category-Maintenance Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 4,169,820 4,803,261 4,663,203 4,725,466 4,721,015 4,868,239 5,031,158 3.0% 3.3%
Part-Time Salaries 76,894 125,874 57,051 46,364 78,426 89,364 89,364 92.7% 0.0%
Overtime 147,639 160,011 245,216 160,011 191,327 160,011 160,011 0.0% 0.0%
Personnel Benefits 1,756,559 2,175,055 1,983,447 1,865,065 1,922,866 2,115,827 2,346,662 13.4% 10.9%
Supplies 2,403,349 2,372,288 2,299,901 2,079,048 2,310,588 2,329,468 2,329,468 12.0% 0.0%
Other Services and Charges 11,560,442 12,666,356 12,569,940 12,426,899 12,394,578 14,461,931 14,529,558 16.4% 0.5%
Intergovernmental Services 7,921 0 7,456 0 31 0 0 N/A N/A
Capital Outlay 4,668,082 1,157,423 813,409 920,923 842,409 1,285,923 583,923 39.6% -54.6%
Interfund Payments 2,347,170 3,259,731 3,138,348 2,559,451 2,740,809 3,137,009 2,929,409 22.6% -6.6%
Transfer Out 14,823 330,000 0 0 0 0 0 N/A N/A
Total 27,152,698 27,049,999 25,777,970 24,783,227 25,202,048 28,447,772 27,999,553 14.8% -1.6%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Maintenance Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0%
Total FTE 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 88,957 $ 124,511 $ 66,269 $ 47,389 $ 92,089 $ 90,389 $ 90,389 90.7% 0.0%
t
i
f
Budget by Department-Public Works 3-128 t
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.
2009/2010 Accomplishments
Design
• Completed the construction of the Shattuck Avenue Storm Drain Bypass Project and railroad undercrossing and
approaches along with the railroad sacrificial beams.
• Completed the construction of the Shattuck Avenue South/South 3rd Street Intersection Improvements Project.
• Completed right-of-way(ROW)acquisition and design for the Rainier Avenue Improvements Project.
• Designed the SW 27th St./Strander Blvd. Project in coordination with Sound Transit's station project.
• Completed construction of the 2010 Street Overlay and Rehabilitation Programs.
• Completed construction of the 2010 Sidewalk Program.
• Completed design of the Highlands to The Landing/Coulon Park Pedestrian Connection.
• Performed budgeted inspections, repairs,and maintenance for the 2010 Bridge Program.
Operations and Maintenance
• Completed intersection improvements and signal upgrades at South 3rd Street and Shattuck Avenue South.
• Upgraded 50 signalized intersections to light emitting diode(LED)displays.
• Evaluated light emitting diode (LED)technology for street lights.
• Installed a minimum of six uninterruptible power supply(UPS)systems at critical intersections.
• Continued efforts on the Graffiti Abatement Program.
• Installed additional school zone flashers as needed for photo enforcement locations.
• Upgraded Hardie Avenue SW and SW Sunset Blvd.traffic and pedestrian signal heads and pedestrian crossings and
ramps to Americans with Disabilities Act(ADA)standards.
• Completed 15 major preventive maintenance projects.
• Installed 120 miles of painted pavement markings.
• Installed 1,000 new or replacement signs through regular maintenance or work orders.
• Performed scheduled maintenance to replace faded, damaged and missing street signs and renewed pavement
markings.
• Installed 5,000 raised pavement markers(RPMs).
• Maintained and updated traffic signal model (SYNCHRO)control systems within the Traffic Management Center.
Planning and Programming
• Provided project coordination and financial oversight of 40 projects and programs within the 2010-2015 TIP and
provided the planning and programming for the 2011-2016 TIP.
• Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the
region consistent with the Six-Year Business Plan.
• Continued to provide internal and external coordination with the state's 1-405 Stage 1 and Stage 2 projects.
• Initiated and provided project management for the Sunset Corridor Transportation Study and Plan.
Budget by Department-Public Works 3-129
• Participated in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the Black
River Riparian Forest.
• Assisted the Department of Community and Economic Development in developing the City Center Implementation
Plan.
• Updated 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 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.
• Continued to work with the Department of Community and Economic Development to review and potentially
revise Renton's Transportation Mitigation Fees.
• Reviewed and provided comments on development reviews,traffic impact studies,and annexation reviews.
• 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.
• Assisted the Design Section in major project communications and public outreach with emphasis on the Rainier
Avenue Improvements Project construction phase.
• Coordinated with the Technical Services Section and IT Division staff to improve the City's GIS.
• Worked with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints.
• Continued to partner with the Renton School District to improve school walking routes for elementary schools.
Airport
• Completed the Boeing lease renewal.
• Completed Apron C infrastructure improvements for the Renton Gateway Center fixed-base operator(FBO).
• Moved forward with the design of the Seaplane Base Dredging Project.
• Replaced the roof on the Cedar River Hangars.
• Maintained zero claims of foreign object damage and bird strikes on aircrafts.
• Continued to catch up on backlogged maintenance.
2011/2012 Goals
Design
• Proceed with preliminary engineering for improvements to the Duvall Avenue NE/NE 7th Street to
Sunset Blvd in 2012.
• Proceed with preliminary engineering for the 116th Avenue SE Improvements Project in 2012.
• Proceed with the design and construction of Phase 1 of the NE 3rd/4th Street Corridor Improvement Project,which
includes traffic signals in the vicinity of NE 4th Street/Whitman Avenue and at
NE 4th Street/Bremerton Avenue.
• Complete the right-of-way acquisition and design for the Rainier Avenue Improvements Project in the first half of
2011 and construct the project in 2011—2012.
• Complete design and construction of the 2011—2012 Street Overlay and Rehabilitation Programs.
• Complete design and construction of the 2011—2012 Sidewalk Program.
• Complete budgeted inspections, repairs,and maintenance for the 2011—2012 Bridge Program.
• Complete design of the SW 27th St./Strander Blvd. Project in early 2011;construct Phase 2 of the project in 2011-
2012.
Budget by Department-Public Works 3-130
Operations and Maintenance
• Upgrade 50 signalized intersections to light-emitting diode displays per year.
• Complete evaluation of light emitting diode (LED)technology and low power high pressure sodium fixtures for City
street lights,and select optimal system to conserve on future power use.
• Install a minimum of six uninterruptible power supply(UPS)systems per year for signal controllers at critical
intersections.
• Continue participation in Graffiti Abatement Program.
• Complete 15 major preventive maintenance projects per year.
• Install 120 miles of painted pavement markings per year.
• Install 1,000 new or replacement signs per year through regular maintenance and work orders.
• Perform scheduled maintenance to replace faded,damaged and missing street signs and renew pavement
markings.
• Install 5,000 raised pavement markers(RPMs) per year.
• Maintain and update traffic signal model (SYNCHRO)control systems within the Traffic Management Center.
• Provide professional review and response to citizen service requests and traffic complaints.
Planning and Programming
• Provide project coordination and financial oversight of 41 projects and programs within the 2011-2016 TIP and
prepare the 2012-2017 and the 2013-2018 TIPS.
• 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.
• 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 the current 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, ETP,Sound Transit, SCATBd,WSDOT)and other discussions on
transportation funding packages to ensure Renton's interests are presented regionally and achieved.
• 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 26 commute trip reduction (CTR)sites within Renton to implement the state mandated
CTR requirements to reduce single occupancy vehicle(SOV)trips and vehicle miles traveled.
Budget by Department-Public Works 3-131
• Assist the Design Section in major project communications and public outreach with emphasis on the Rainier
Avenue Improvement Project construction phase.
• Continue to work with Metro to implement a new bus rapid transit route between Renton and Burien.
• As part of the Commute Trip Reduction program,continue to issue "Orca" cards to City employees to reduce
employee cars on the roads.
• Coordinate with the FIS Department to improve the City's GIS system.
• Coordinate with King County Metro facilities and service personnel to respond to citizen requests and complaints.
• Continue to partner with the Renton School District to improve school walking routes for elementary schools.
Airport
• Dredge the Seaplane base during the 2011"fish window."
• Repave and renumber Taxiway"Bravo."
• Lower Boeing Blast Fence-Runway 34.
• Continue progress in implementing the Pavement Management Program to repave and rehabilitate pavement
consistent with the 2007 Airport Pavement Management Plan.
• Maintain zero claims of foreign object damage and bird strikes on aircraft.
• Continue to catch up on backlogged maintenance.
Expenditure Budget by Category-Transportation Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 2,597,644 2,756,434 2,740,505 2,550,967 2,534,112 2,576,690 2,657,726 1.0% 3.1%
Part-Time Salaries 114,762 93,212 77,383 86,658 105,810 104,687 104,687 20.8% 0.0%
Overtime 115,105 80,008 90,777 91,932 93,577 80,932 80,932 -12.0% 0.0%
Personnel Benefits 921,389 1,031,541 989,599 852,174 892,409 925,508 1,039,587 8.6% 12.3%
Supplies 357,708 220,821 213,536 216,095 287,237 172,229 172,229 -20.3% 0.0%
Other Services and Charges 1,242,819 1,423,543 1,267,616 1,201,522 1,292,313 1,210,552 1,210,552 0.8% 0.0%
Intergovernmental Services 135 0 437 0 1,080 0 0 N/A N/A
Interfund Payments 612,176 797,273 791,813 1,112,908 1,100,988 654,377 664,427 -41.2% 1.5%
Transfer Out 725,000 1,138,421 1,138,421 620,000 620,000 620,000 630,000 0.0% 1.6%
Operating Total 6,686,738 7,541,253 7,310,087 6,732,256 6,927,525 6,344,975 6,560,140 -5.8% 3.4%
CIP 25,064,905 38,883,579 31,822,833 18,404,973 12,106,088 14,950,517 15,115,603 -18.8% 1.1%
Total 31,751,643 46,424,832 39,132,920 25,137,229 19,033,614 21,295,492 21,675,743 -15.3% 1.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Transportation Services
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0%
Total FfE 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0%
Temp/Intermit Pay&Ben $ 129,849 $ 91,902 $ 87,805 $ 85,533 $ 119,669 $ 106,742 $ 106,742 24.8% 0.0%
Budget by Department-Public Works 3-132 t
.. 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.
2009/2010 Accomplishments
ow Water Utility Engineering
• Awarded contract and begin first phase of the implementation of a fixed network automated meter reading and
meter data management system.
.. • Completed design and construction of the annual water main replacement program.
• Completed a project to recoat the interior and exterior of the West Hill Reservoir and to add a cathodic protection
system, handrails,and security improvements.
• Continued 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.
• Continued to prepare and distribute the EPA required Consumer Confidence Report to all our customers.
• Provided input for the Surface Water Design manual to ensure the City's drinking water supply is protected.
• Completed the repair of the groundwater monitoring wells.
• Began the update of the Water System Plan.
• Continued implementation of Aquifer Protection Program, Water Conservation Education, and
Cross-Connection Control Program.
+� • Continued implementation of Water Use Efficiency Plan.
• Continued to maintain"Green Operating Permit"status from the Department of Health.
• Continued to replace remote telemetry units in the SCADA system.
• Completed the replacement of electrical transformers for Mt.Olivet and Well 8 pump stations.
• Continued 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.
• Provided technical assistance to the Transportation Systems Division for construction of the water improvements
associated with roadway improvements projects.
• Assisted the water maintenance section to receive approval of a management plan from the Department of
Ecology for the Maplewood wellfield.
• Updated the Emergency Response Plan.
• Continued negotiations with Seattle Public Utilities for additional wholesale water.
,r Wastewater Utility Engineering
• Began construction of the Stonegate Lift Station Replacement and Earlington Sewer Replacement projects.
• Completed design and began construction of the Lake Washington Beach Lift Station Replacement and Westview
r Lift Station Rehabilitation projects.
• Began final design for the East Renton Lift Station Elimination Project.
• Developed updated Fats/Oils/Grease Regulations, including revisions to current City code.
UL
Surface Water Utility Engineering
Budget by Department-Public Works 3-133
• Completed the 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, 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.
• Completed the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System Replacement
Project.
• Completed the construction of the Duvall Avenue NE and Union Avenue NE projects as part of the Small Drainage
Problems Program.
• Completed the Madsen Creek Sedimentation Basin Cleaning Project construction.
• Completed the Rainier Avenue South Pump Station Repair Project, including refurbishing two existing 3,250 gallons
per minute vertical shaft pumps.
• Completed the design, permitting and awarded the construction contract in cooperation with the U.S. Army Corps
of Engineers for the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green River Ecosystem
Restoration Program.
• Completed the 2010 Mosquito Abatement Program.
• Conducted the annual Landsburg Gravel Supplementation Project and other required mitigation monitoring for the
Cedar River Section 205 Flood Hazard Reduction Project.
• Completed the first phase of the Storm System Mapping Project and started 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.
• Completed 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.
• Provided technical assistance to WSDOT on its 1-405 improvement projects.
• Continued participation in the regional and City effort 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 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.
• Implemented a residential reuse event and two special recycling events to increase diversion of materials from the
landfill.
• Provided technical assistance to businesses and apartment buildings to educate them about strategies to reduce
waste and increase recycling.
• Expanded in-house recycling opportunities to include composting of food-waste generated within City facilities.
2011/2012 Goals
Water Utility Engineering i
• Complete long-term water supply purchase contract with Seattle Public Utilities.
• Continue phase implementation of Automated Meter Reading system.
• Continue development of 2012 Water System Plan Update.
• Negotiate for purchase of property for new reservoir in the Blackriver Quarry area.
• Complete design and construction of annual water main replacement program.
Budget by Department-Public Works 3-134 t
• Construct Rainier Avenue roadway and utilities improvements.
• Construct utilities improvements for the Hawks Landing Project.
• Design disinfection facilities for water supply wells.
• Continue implementation of Aquifer Protection Program, Water Conservation Education and
Cross-Connection Control Program.
• Continue implementation of Water Use Efficiency Plan and WashWise Rebate Program.
• Continue to maintain and update water system GIS, hydraulic model and enterprise asset management system.
• Continue maintaining"Green Operating Permit"status by Department of Health.
• Continue monitoring of franchise agreement terms with Olympic Pipeline Company, Seattle Public Utilities, and
with various telecommunication companies' leases of City water facilities.
Wastewater Utility Engineering
• Complete design and construction of Phase I of President Park Sewer Replacement in 2011 and Phase II in 2012.
• Complete construction of the Stonegate Lift Station replacement, Westview Lift Station Rehabilitation, and Lake
Washington Beach Lift Station Replacement projects in 2011.
• Complete design of the East Renton Lift Station Elimination Project in 2011 and complete construction in 2012.
• Complete design and construction of the Cascade Interceptor Rehabilitation Project in 2011.
• Begin analysis of 2010 flow data as part of update of the Hydraulic Sewer Model Project in 2012.
• Complete design and begin construction of Phase II of the Earlington Sewer Replacement Project in 2012.
• Complete design and installation of Telemetry System Upgrades.
• Complete design and construction of Lind Avenue Lift Station Upgrade Project.
• Complete design and analysis of the Airport Lift Station Replacement Project.
Surface Water Utility Engineering
• Council adoption in 2011 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 Lake Washington Blvd./Hawks Landing Storm System Improvement Project in
coordination with the Water System Improvement Project, in 2011.
• Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2011 and 2012.
• Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2011.
• Complete Phase 2 of the Storm System Mapping and GIS Project in 2012.
• Complete the construction of the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green
River Ecosystem Restoration Program, in cooperation with the U.S. Army Corps of Engineers,
in 2011.
• Complete the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System
Improvement Project in 2012.
• Complete the design, permitting and start construction of the first phase of the Hardie Avenue SW/SW 7th Street
Storm System Improvements Project in 2012.
• Complete the final design and construction of the Lake Avenue South/Rainier Avenue South Storm System
Replacement Project in 2011.
• Complete the design, permitting and construction of the Elliot Spawning Channel Flood Damage Repair Project in
2012.
• Complete the preliminary design and start permitting needed for the maintenance dredging of the lower 1.25
miles of the Cedar River required as part of the U.S.Army Corps of Engineers Section 205 Cedar River Flood Hazard
Reduction Project, in cooperation with the King County Flood Control District in 2012.
• Complete the annual Small Drainage Problem Projects, the Mosquito Abatement Program and other ongoing
projects.
• Pending decision of the City Council, implement a program to assume maintenance responsibilities for storm water
facilities associated with single family subdivisions.
• Continue to meet the regulatory requirements of Renton's NPDES Permit.
Budget by Department-Public Works 3-135
.�r
Solid Waste Utility r
• Provide two Natural Yard Care workshops per year 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 per year to increase diversion of materials
from the landfill.
• Provide a curbside collection event in 2011.
• Provide technical assistance to businesses and apartment buildings to educate them about strategies to reduce
waste and increase recycling.
• Plan for the eventual assumption of Solid Waste services for Allied Waste customers that have been brought into
the City limits by annexation.
• If approved by the City Council, assist Utility Billing in the transfer of solid waste billing services from Renton to
Waste Management Incorporated.
Expenditure Budget by Category-Utility Systems
2008 2009 2009 2010 2010 2011 2012 Change Change
Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010-2011 2011-2012
Regular Salaries 2,197,062 2,807,935 2,468,689 2,342,197 2,206,947 2,340,675 2,416,736 -0.1% 3.2% r
Part-Time Salaries 10,455 68,272 25,233 2,550 66 2,550 2,550 0.0% 0.0%
Overtime 14,996 28,054 12,440 24,696 12,799 23,637 23,637 -4.3% 0.0%
Personnel Benefits 697,042 1,091,697 827,282 805,971 728,228 875,432 978,284 8.6% 11.7%
Supplies 26,341 41,948 26,140 18,998 9,623 18,998 18,998 0.0% 0.0%
Other Services and Charges 9,963,075 12,868,371 12,123,893 12,997,196 12,044,769 13,052,280 13,037,280 0.4% -0.1%
Intergovernmental Services 4,044,126 4,064,021 4,442,280 3,954,728 4,613,350 3,954,728 3,954,728 0.0% 0.0%
Capital Outlay 2,453 40 112 0 0 0 0 N/A N/A
Debt Service 4,631,929 4,610,382 5,107,861 4,618,329 4,556,764 4,609,402 4,604,209 -0.2% -0.1%
Interfund Payments 1,492,746 1,705,662 1,624,098 1,927,574 1,904,153 1,477,146 1,512,812 -23.4% 2.4% ,
Transfer Out 17,062,793 3,056,448 5,881,217 4,252,000 4,924,409 0 0 -100.0% N/A
Operating Total 40,143,017 30,342,830 32,539,246 30,944,239 31,001,108 26,354,848 26,549,234 -14.8% 0.7%
CIP 14,647,929 12,225,000 5,242,332 7,985,000 8,262,785 11,940,000 11,950,000 49.5% 0.1%
Total 54,790,945 42,567,830 37,781,578 38,929,239 39,263,893 38,294,848 38,499,234 -1.6% 0.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Utility Systems
2008 2009 2009 2010 2010 2011 2012 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010-2011 2011-2012
Regular 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0%
Total FTE 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 11,764 $ 75,876 $ 28,050 $ 2,550 $ 95 $ 2,550 $ 2,550 0.0% 0.0%
i
Budget by Department-Public Works 3-136 t
i
Fund 501 - Equipment Rental Fund
2011-2012 Vehicle Replacements
DeptAssi Assigned Charge Equipment Year 2011 2012
g Code Number Make Model Puchased Life Replacement Replacement
Cost Cost
Police Admin Poo102 A403 FORD TAURUS 2001 3 25,000
Police Admin Poo102 A414 FORD TAURUS 2002 10 25,000
Police Investigations Poo103 B099 CHEV BLAZER 2001 8 30,000
Police Investigations Poo103 8075 FORD WINDSTAR 1998 8 30,000
Police Patrol Poo108 A406 FORD CROWN 2001 3 35,000
Police Patrol Poo108 A416 FORD CROWN 2002 3 35,000
Police Patrol Poo108 A438 FORD CROWN 2005 4 35,000 -
Police Patrol Pool08 A432 FORD CROWN 2005 4 - 35,000
Police Patrol Poo108 A433 FORD CROWN 2005 4 35,000
Police Patrol Pool08 A444 FORD CROWN 2006 4 35,000
Police Animal Control Poolll C222 CHEV SILVERADO 2003 8 30,000
CED Development Services Pool15 8081 JEEP CHEROKEE 1999 8 - 25,000
Public Works Transportation Poo123 C195 CHEV PU 2000 8 30,000 -
Public Works Transportation Poo123 C197 FORD PU 2000 8 30,000
Public Works Maintenance (Street) Poo125 E108 ELGN SWEEPER 2005 4 250,000
Public Works Maintenance (Street) Poo125 5162 CUSH Concrete Saw 1996 10 25,000
PublicWorks Maintenance (Street) Poo125 New N/A Trailer for Saw N/A N/A 6,000 -
PublicWorks Maintenance (Street) Poo125 E112 SCHW SWEEPER 2006 4 - 250,000
Public Works Maintenance (Surface
Poo126 C180 CHEV PU 1997 8 30,000
Water)
Public Works Maintenance (Water) Poo127 C217 FORD F250 2002 8 35,000 -
Public Works Maintenance (Water) Pool27 B105 CHEV ASTRO 2002 8 30,000
Fire Admin Poo138 F421 DODGE VAN 1993 8 21,000 -
Public Works Maintenance
(Wastewater) Poo142 C220 FORD E450 2002 10 210,000
Public Works Maintenance
(Wastewater) Poo142 E107 INTE VACTOR 2004 5 350,000 -
Total:
$ 1,172,000 $ 470,000
r
6 Budget by Department-Public Works 3-137
Public Works Position Listing(Sheet 1 of 5)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Public Works Administration
M49 Public Works Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M24 Principal Finance and Admin Analyst 1.00 1.00 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 1.00
A05 Office Assistant III 0.50 0.50 0.50 0.00 0.00 0.00 0.00
A03 Office Assistant II 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Total Administration Division 4.00 3.50 3.50 3.00 3.00 3.00 3.00
Transportation Systems Division
Administration
M45 Deputy PW Admin-Transportation 1.00 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 1.00 '
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.50 0.50
Total Administration 3.00 3.00 3.00 3.00 3.00 2.50 2.50
Transportation Planning '
M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A29 Program Development Coordinator II 1.00 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 1.50 1.50
A25 Civil Engineer II 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A24 Transportation Planner 2.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Transportation Planning 6.50 5.50 5.50 4.50 4.50 4.50 4.50
Transportation Design
M33 Transportation Design Supervisor 1.00 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 1.00
A28 Civil Engineer 111 3.00 2.00 2.00 2.00 2.00 2.00 2.00
A27 Transportation Design Engineer 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist III 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A21 Civil Engineer 1 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Transportation Design 7.00 5.00 5.00 4.00 4.00 4.00 4.00
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.00 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 1.00
A28 Civil Engineer 111 1.50 1.50 1.50 0.50 0.50 0.50 0.50
A23 Engineering Specialist 111 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A21 Signal/Electronics Sys Tech 111 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A21 Signal/Electronics Sys Tech II 6.00 6.00 6.00 6.00 6.00 6.00 6.00
A17 Signal/Electronics Sys Tech 1 0.00 0.00 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 1.00
A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Traffic Maintenance Worker II 4.00 4.00 4.00 3.00 3.00 3.00 3.00
A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 0.50 0.50
Total Transportation Operations/Maintenance 19.50 18.50 18.50 16.50 16.50 16.00 16.00
Airport
M33 Airport Manager 0.00 0.00 0.00 0.00 0.00 1.00 1.00 '
Budget by Department-Public Works 3-138 '
Public Works Position Listing(Sheet 2 of 5)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
M32 Airport Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00
A25 Capital Project Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 1.00
A23 Assistant Airport Manager 1.00 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 2.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Airport 5.00 5.00 5.00 5.00 5.00 6.00 6.00
Total Transportation Systems Division 41.00 37.00 37.00 33.00 33.00 33.00 33.00
Utility Systems Division
Administration
M38 Utility Systems Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A09 Admin Secretary 1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A07 Secretary II 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A03 Office Assistant II 0.50 0.00 0.00 0.00 0.00 0.00 0.00
A19 Accounting Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 3.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Utility Systems Administration 7.50 0.00 0.00 0.00 0.00 0.00 0.00
Water Utility Systems
M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25
M33 Utility Engr Supervisor 1.00 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 1.00
A28 Civil Engineer III 1.00 2.00 1.00 2.00 2.00 2.00 2.00
A25 Civil Engineer II 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist 111 1.50 0.50 1.50 0.50 0.50 0.50 0.50
A19 Accounting Supervisor 0.00 0.20 0.20 0.20 0.20 0.20 0.20
A19 Engineering Specialist II 1.00 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 0.50
A09 Accounting Assistant IV 0.00 0.60 0.60 0.60 0.60 0.60 0.60
A09 Admin Secretary 1 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A03 Office Assistant I1 0.00 0.14 0.14 0.00 0.00 0.00 0.00
Total Water Utility Systems 7.00 8.69 8.69 7.55 7.55 7.55 7.55
Wastewater Utility Sys and Tech Svcs
M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A29 Mapping Coordinator 1.00 1.00 1.00 0.00 0.00 0.00 0.00
A28 Civil Engineer 111 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A23 Property Services Agent 2.00 2.00 2.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist 111 3.50 3.50 3.50 0.50 0.50 0.50 0.50
A19 Accounting Supervisor 0.00 0.20 0.20 0.20 0.20 0.20 0.20
A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Accounting Assistant IV 0.00 0.60 0.60 0.60 0.60 0.60 0.60
A09 Admin Secretary 1 0.00 0.25 0.25 0.25 0.25 0.25 0.25
' A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25
Budget by Department-Public Works 3-139
Public Works Position Listing(Sheet 3 of 5)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00
Total Wastewater Utility Sys and Tech Svcs 10.50 12.17 12.17 6.05 6.05 6.05 6.05
Surface Water Utility Systems
M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 3.00 4.00 4.00 4.00 4.00 4.00 4.00
A25 Civil Engineer II 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A23 Engineering Specialist III 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Civil Engineer 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A19 Accounting Supervisor 0.00 0.30 0.30 0.30 0.30 0.30 0.30
A19 Engineering Specialist II 0.70 0.70 0.70 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 0.00 0.90 0.90 0.90 0.90 0.90 0.90
A09 Admin Secretary 1 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00
Total Surface Water Utility Systems 9.70 12.77 12.77 11.95 11.95 11.95 11.95
Solid Waste Utility Systems
M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A09 Admin Secretary 1 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25
A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00
A19 Accounting Supervisor 0.00 0.30 0.30 0.30 0.30 0.30 0.30
A09 Accounting Assistant IV 0.00 0.90 0.90 0.90 0.90 0.90 0.90
M25 Solid Waste Coordinator 1.00 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 1.00
Total Solid Waste Utility Systems 2.00 4.07 4.07 3.95 3.95 3.95 3.95
Total Utility Systems Division 36.70 37.70 37.70 29.50 29.50 29.50 29.50
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.45 0.45 0.45 0.45 0.45 0.45 0.45
M26 Waste Water/Special Operations Manager 0.00 0.00 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 1.00
A08 Purchasing Assistant 1.00 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 1.00
A05 Secretary 1 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Maintenance Administration 6.45 5.45 5.45 5.45 5.45 5.45 5.45
Streets/Solid Waste Maintenance Services
M28 Street Maintenance Manager 1.00 1.00 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 1.00
A23 Pavement Mgmt Technician 1.00 1.00 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 2.00
Budget by Department-Public Works 3-140
Public Works Position Listing(Sheet 4 of 5)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Al2 Maint Services Worker III/Street 9.00 6.00 8.00 5.00 10.00 10.00 10.00
A08 Maint Services Worker II/Street 7.00 8.00 6.00 8.00 4.00 4.00 4.00
A04 Maint Services Worker I/Street 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A04 Solid Waste Mtc Worker 2.00 2.00 2.00 1.00 1.00 1.00 1.00
A08 Maintenance Svc Wkr II/Utility Locator 0.10 0.10 0.10 0.10 0.10 0.10 0.10
Total Streets/Solid Waste Maintenance Services 24.10 22.10 22.10 20.10 20.10 20.10 20.10
Wastewater Maintenance Services
M28 Waste Water/Special Operations Manager 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M26 Waste Water/Special Operations Manager 0.00 0.00 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 0.50
A16 Lead Maintenance Services Worker 0.00 1.00 0.00 1.00 1.00 1.00 1.00
A15 Life Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Al2 Maintenance Svc Wkr III(Waste/Surface Water) 5.00 4.00 5.00 3.00 3.00 3.00 3.00
A08 Utility Locator 0.20 0.20 0.20 0.20 0.20 0.20 0.20
Surface Water Maintenance Services
M28 Waste Water/Special Operations Manager 0.20 0.20 0.20 0.20 0.20 0.20 0.20
M26 Waste Water/Special Operations Manager 0.00 0.00 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 0.50
A16 Lead Maintenance Services Worker 2.00 1.00 2.00 1.00 1.00 1.00 1.00
Al2 Maintenance Svc Wkr III(Waste/Surface Water) 2.00 6.00 2.00 6.00 7.00 7.00 7.00
A08 Maintenance Svc Wkr II(Waste/Surface Water) 5.00 2.00 5.00 2.00 1.00 1.00 1.00
A08 Maintenance Svc Wkr II/Utility Locator 0.50 0.50 0.50 0.50 0.50 0.50 0.50
A04 Maintenance Svc Wkr I(Waste/Surface Water) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Surface Water/Waste Water Maint Sery 19.15 19.15 19.15 18.15 18.15 18.15 18.15
Water Maintenance Services
M33 Water Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.10 0.10 0.10 0.10 0.10 0.10 0.10
M26 Waste Water/Special Operations Manager 0.00 0.00 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 1.00
A21 Water Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A19 Water Utility Insp Scada Tech 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A18 Lead Wtr Utility Pump Sta Mech 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A18 Water Maintenance Industrial Instrument Tech 1.00 0.00 0.00 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 3.00
A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A15 Water Utility Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Maintenance Services Worker III 7.00 7.00 6.00 7.00 7.00 7.00 7.00
A08 Maintenance Services Worker II 5.00 4.00 5.00 3.00 3.00 1.00 1.00
A08 Maintenance Svc Wkr II/Utility Locator 1.20 1.20 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 3.00
A04 Maintenance Services Worker 1 0.00 0.00 0.00 0.00 0.00 2.00 2.00
Total Water Maintenance Services 28.30 26.30 26.30 25.30 25.30 25.30 25.30
Equipment Maintenance Services
Budget by Department-Public Works 3-141
Public Works Position Listing(Sheet 5 of 5)
2008 2009 2009 2010 2010 2011 2012
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A19 Lead Vehicle and Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A15 Vehicle and Equipment Mechanic 1 4.00 4.00 4.00 4.00 4.00 4.00 4.00
A11 Fleet Management Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Mechanic's Assistant 2.00 2.00 2.00 1.00 1.00 1.00 1.00
Total Equipment Maintenance Services 10.00 10.00 10.00 9.00 9.00 9.00 9.00
Total Maintenance Services Division 88.00 83.00 83.00 78.00 78.00 78.00 78.00
Total Public Works Department 169.70 161.20 161.20 143.50 143.50 143.50 143.50
Budget by Department-Public Works 3-142
4 DEBT MANAGEMENT
Debt Margin Overview 4-1
Outstanding Debt 4-2
General Obligation Debt Computation of Limitation of Indebtness 4-3
Debt Service to Maturity by Funding Sources 4-3
General Obligation Debt 4-4
Waterworks Debt Summary 4-6
Revenue Bonds 4-6
Public Works Trust Fund Loans 4-9
Golf Course Debt Summary 4-11
1
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DEBT MANAGEMENT
19 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
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 Year) Fitch Moody Standard&Poor's
Water&Sewer Revenue Bonds AA AA+
Limited GO Bonds AA Al AA
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, 2010, there was $49.4 million in principal
outstanding which are: Water/Sewer Revenue Bonds $38.9 million, PWTF Loan $8.3 million, and
Golf Course Cart Leases$32k.
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.
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 2010,the City 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-Debt Margin Overview 4-1
DEBT MANAGEMENT
OVERVIEW
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 01/01/2010 Issued Redeemed 12/31/2010
General Obligation Bonds:
Limited GO
2010 GO Va I ley Comm Refunding(02) 3.00%-4.00% 04/05/1012/01/15 1,065,000 1,253,000 1,065,000 1,274,000 1,044,000
2001 GO Refunding(97)Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 12,700,000 - 1,350,000 11,350,000
2010 GO DT Parking Refunding(01) 3.00%-4.50% 05/11/10 12/01/21 6,170,000 - 6,170,000 140,000 6,030,000
2002 GO FS 12 Construction Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 2,860,000 - 170,000 2,690,000 '
2006 GO S LK WA I nfr I mpv Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 16,920,000 565,000 16,355,000
Subtotal Limited GO 42,615,000 33,733,000 7,235,000 3,499,000 37,469,000
Other Miscellaneous debt
2009 FD 40 Loan for acquisition of FS13 3.75% 03/01/09 09/01/28 6,798,085 6,675,947 - 252,672 6,423,275
2009(A)SCORE LTGO 4.00%-5.00% 11/04/09 01/01/22 2,953,800 2,953,800 - 2,953,800
2009(B)SCORE BABS 3.00%-6.62% 11/04/09 01/01/39 28,090,800 28,090,800 - 28,090,800
Subtotal Miscellaneous 37,842,685 37,720,547 - 252,672 37,467,875
Total General Obligation Debt 80,457,685 71,453,547 7,235,000 3,751,672 74,936,875
Water/Sewer Revenue Bonds:
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 2,320,000 - 625,000 1,695,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 2,665,000 630,000 2,035,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 1,845,000 685,000 1,160,000
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 8,305,000 15,000 8,290,000
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 38,910,000 1,955,000 36,955,000
Water/Sewer Public Works Trust Fund Loans:
Sierra Hts Sewerlmpry 3.00% 10/20/92 07/01/12 888,462 76,926 25,642 51,284 ,
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 453,968 87,483 366,485
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 538,280 134,570 403,710
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 25,515 5,103 20,412 ,
NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 255,540 42,590 212,950
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 817,985 116,855 701,130
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 678,104 96,872 581,232
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 394,856 49,357 345,499
Maplewood WtrTreatment Improvements 0.50% 01/17/02 07/01/21 567,831 363,612 30,301 333,311
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 557,310 42,870 514,440
Maplewood WtrTreatment Improvements 0.50% 07/01/04 06/30/24 5,150,000 4,089,706 272,647 3,817,059 ,
Total Public Works Trust Fund Loans 17,463,590 8,251,802 904,290 7,347,512
Total WaterWorks Obligations 75,693,590 47,161,802 2,859,290 44,302,512
Golf Course Obligations: r
1999 Golf Course Ref.Revenue Bonds 3.25%-5.30% 04/01/99 12/01/15 5,040,000 2,200,000 2,200,000 -
Yamaha Golf Course Carts Lease 5.25% 06/15/07 05/15/11 87,800 33,160 23,127 10,034
Total Golf Course Obligations 5,127,800 2,233,160 2,223,127 10,034
Total Outstanding Debt 161,279,075 120,848,509 7,235,000 8,834,088 119,249,421
Debt Management-Outstanding Debt 4-2
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DEBT MANAGEMENT
OVERVIEW
Computation of Limitation of Indebtness
31-Dec-10
General purpose Parks and Utility
Non-Voted Voted Open Space Purpose
® (Limited GO) (Unlimited GO) Voted Voted
Assessed Valuation(AV)12/31: $ 11,884,728,440 x 1.50% 2.50% 2.50% 2.50%
r Non Voted Debt Limits 178,270,927 (178,270,927)
Voted Limits 297,118,211 297,118,211 297,118,211
Less General Obligation Bonds Outstanding (74,222,280)
r Add Cash on hand for Debt Service 0
Available Debt Capacity by Purpose $ 104,048,646 $ 118,847,284 $297,118,211 $297,118,211
Total Voted Capacity $713,083,706
r
Debt Service Requirement to Maturity Long Term Debt Summary as of December 31,2010(Dollars in Thousands)
General Obligation' Waterworks Revenue Waterworks PWTF Total
Year Total Principal Interest Total Principal Interest Total Principal nterest Total Principal Interest
2011 $ 4,689 $ 2,623 $ 1,958 $ 3,646 $ 2,030 $ 1,616 $ 961 $ 904 $ 57 $ 9,296 $ 5,558 $ 3,631
2012 4,705 2,743 1,869 3,644 2,115 1,529 952 904 48 9,302 5,762 3,446
20131 4,693 2,862 1,753 3,056 1,610 1,446 918 879 40 8,667 5,351 3,238
2014 4,684 2,990 1,632 3,052 1,660 1,392 740 709 31 8,476 5,359 3,056
2015 4,680 3,134 1,501 3,051 1,730 1,321 729 704 25 8,460 5,568 2,847
2016 4,461 3,070 1,362 3,056 1,810 1,246 628 609 19 8,144 5,489 2,627
2017 4,450 3,208 1,233 3,055 1,895 1,160 409 395 13 7,913 5,498 2,406
2018 3,862 2,780 1,091 3,052 1,980 1,072 357 346 11 7,271 5,106 2,174
2019 3,868 2,913 983 3,056 2,070 986 355 346 9 7,279 5,329 1,978
2020 3,878 3,056 869 3,051 2,150 901 354 346 8 7,282 5,552 1,777
2021 3,871 3,190 749 3,053 2,240 813 352 346 6 7,275 5,776 1,568
r 2022 2,213 1,680 623 3,055 2,335 720 320 316 4 5,588 4,330 1,348
2023 1,901 1,449 564 3,054 2,430 624 275 273 3 5,231 4,152 1,191
20241 1,902 1,520 517 3,051 2,540 511 274 273 1 5,227 4,332 1,030
2025 1,904 1,596 467 3,053 2,660 393 - - - 4,958 4,256 861
2026 1,902 1,668 418 3,054 2,785 269 - - - 4,955 4,453 687
2027 1,906 1,750 366 3,053 2,915 138 - - - 4,959 4,665 504
2028 1,734 1,660 311 - - - - - - 1,734 1,660 311
Total $61,303 $43,892 $18,265 $53,092 $36,955 $16,137 $7,623 $7,348 $276 $122,019 $ 88,195 $ 34,678
'Include Inter-govt Loans with Valley Comm and FD40 for the acquisition of Station 13 but exclude SCORE which will be paid as part of Jail Service charge.
Debt Management-General Obligation Debt Computation of 4-3
Limitation of Indebtness&Debt Service to Maturity by Funding Sources
DEBT MANAGEMENT
7GENEELBLIGATION 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 '
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). This debt was refunded March 4, 2010. ,
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 was accounted '
for in Fund (215). The serial bonds were refunded May 11, 2010
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.
2009 (A) South Correctional Entity Facility Development Authority (SCORE) LTGO & 2009 (B) SCORE Build
America Bonds(BABS). Has an average interest rate of 4.50%and 5.85%, respectively. The purpose of these
bonds are to finance a portion of the costs of acquiring,constructing, improving and equipping a consolidated
correction facility to be located in Des Moines,Washington. '
2010 Refunding (refund 2001) Bonds. Has an average interest rate of 3.75% for purposes of advance
refunding the serial bond portion of the 2001 Series B Downtown Parking Facility Bonds with an average
interest rate of 5.11%. This resulted in a positive cash flow difference of$335,632. Debt Service is accounted
for in Fund (215).
2010 Valley Communications Center Development Authority Refunding Bonds issued for the purpose of
refunding the 2000 Valley Communications Center Development Authority Bonds. Has an average interest
rate of 3.50%.
Debt Management-General Obligation Debt 4-4
DEBT MANAGEMENT
GENERAL OBLIGATION DEBT 11
Fire Station Valley Fire Station
NCH 12 S. Lk Wa. Comm 13 DT Parking Proposed
Year Total LTG0 * Development Construction Infrastructure: Refundine Ac uisition Construction New Libraries
• 2011 4,688,945 1,978,375 , 299,345 1,401,175 233,790 500,635 275,625 -
2012 1 4,705,052 1,977,375 317,345 1,401,313 232,910 500,635 275,475 1,000,000
2013 4,692,785 1,975,988 299,145 1,400,813 240,880 500,635 275,325 2,000,000
2014 4,683,930 1,975,663 301,165 1,402,013 229,280 500,635 275,175 2,000,000
2015 4,679,900 1,976,138 297,465 1,396,838 228,800 500,635 280,025 2,000,000
2016 4,460,940 1,977,150 293,343 1,410,088 - 500,635 279,725 2,000,000
2017 4,450,122 1,973,438 293,788 1,402,838 - 500,635 279,425 2,000,000
2018 3,862,380 - 293,558 1,404,088 - 500,635 1,664,100 2,000,000
2019 3,867,930 - 297,633 1,403,338 - 500,635 1,666,325 2,000,000
2020 3,877,597 - 300,750 1,405,588 - 500,635 1,670,625 2,000,000
2021 3,870,747 - 297,750 1,405,588 - 500,635 1,666,775 2,000,000
2022 2,213,222 - 299,250 1,413,338 - 500,635 1,000,000
2023 1,901,472 - - 1,400,838 - 500,635
2024 1,901,872 - - 1,401,238 - 500,635
2025 1,904,385 - - 1,403,750 - 500,635
2026 1,901,635 - - 1,401,000 - 500,635
2027 1,906,135 - - 1,405,500 - 500,635
2028 1,734,411 - - 1,401,750 - 332,661
Totals 15,816,500 1 3,891,5101 26,664,298 1,405,047 9,344,085 8,901,281 20,000,000
*Exclude SCORE Bonds which will be repaid through SCORE jail service charges.
to General Government Debt Service to Maturity
$7.00
$6.00 ...
$5.00 -
$4.00 - i -
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$3.00
$2.00
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3
$1.00
I
$0.00 -
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
■ NCH Development ■Fire Station 12 Construction S.Lk Wa. Infrastructure
■Valley Comm Refunding Fire Station 13 Acquisition DT Parking Construction
■ Proposed New Libraries
�s Debt Management-General Obligation Debt 4-5
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
WATERWORKS DEBT SUMMARY
As of January 1, 2010, the City has $47.2 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 $38.9 million in outstanding ,
principal debt.
• Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington, '
have$8.3 million in outstanding principal debt.
All Water/Wastewater/Surface Water debt service is accounted for in the Waterworks Utility Funds (Water
405,Wastewater 406,and Surface Water 407). '
Debt Service Coverage Ratio:
Per bond covenants, the City must maintain certain debt service coverage as protection of bond holders' ,
interest against default. The City historically maintained a debt service coverage ratio substantially higher
than the required 1.25 times. The adopted budget will continue to meet the debt service coverage ratio.
2011 Debt Service Coverage Ratio Calculation for Waterworks 2012 Debt Service Coverage Ratio Calculation for Waterworks
Total Revenues
Utility Utility '
43,298,741 Total Revenues 46,748,644
Total Expensesl 28,352,316 Total Expensesl 28,666,917
Amount Available for Debt Service 14,946,425 Amount Available for Debt Service 18,081,727
Total DebtService 4,609,402 Total Debt Service 4,604,209 '
DEBT SERVICE RATIO 3.24 DEBT SERVICE RATIO 3.93
'Less debt service and transfers to capital 'Less debt service and transfers to capital
REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds (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.
Debt Management-Waterworks Debt Summary&Revenue Bonds 4-6 ,
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
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.
2008(A) Water/Sewer Revenue Bond(Exempt)(Ordinance#5313)were issued in the amount of$9,975,000
and dated January 1, 2008. The average interest rate is 4.17%. These bonds were issued for the purpose of
providing money to pay part of the cost of construction and acquisition of certain improvements to the
waterworks utility.
2008(B) Water/Sewer Revenue Bond(Taxable)(Ordinance#5313)were issued in the amount of$2,035,000
and dated January 1, 2008. The average interest rate is 4.17%. These bonds were issued for the purpose of
providing money to pay part of the cost of construction and acquisition of certain improvements to the
waterworks utility.
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Debt Management-Revenue Bonds 4-7
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT 11 '
2007 W/S '
Total Revenue 1998 W/S 2003 W/S I Refunding 2008(A)W/S 2008(B)W/S
Year Bonds Refunding 2002 W/S Refunding 2004 W/S 2007 W/S (02) (Exempt) I (Taxable) '
2011 $ 3,646,365 $ 718,535 $ 1,092,425 $ 390,430 $ 507,480 $ 59,200 $ 362,650 $ 415,508 $ 100,138
2012 3,644,260 720,485 1,067,025 412,375 507,480 59,200 362,050 415,508 100,138
2013 3,055,633 369,180 - 422,678 712,480 59,200 366,450 415,508 710,138
2014 3,052,028 - - 735,203 154,200 1,075,650 415,508 671,468
2015 3,051,350 - 741,625 150,400 1,071,450 415,508 672,368
2016 3,055,845 - - 742,250 146,600 1,066,250 895,508 205,238
2017 3,054,658 - 739,250 151,850 1,072,250 1,091,308 -
2018 3,051,858 - - 585,750 301,600 1,231,000 933,508
2019 3,055,708 - - - 634,250 256,200 1,180,000 985,258 -
2020 3,051,058 - - - 685,000 207,200 1,124,400 1,034,458 -
2021 3,052,608 - - - 692,750 194,800 1,119,400 1,045,658 -
2022 3,055,358 - - - 694,500 197,600 1,118,000 1,045,258 -
2023 3,054,158 - - - 1,850,500 - - 1,203,658 - '
2024 3,051,478 - - - 1,848,000 - - 1,203,478 -
2025 3,053,148 - - - 1,852,000 - - 1,201,148 -
2026 3,053,628 - - - 1,852,000 - - 1,201,628 -
2027 31052,665 - - 1,848,000 - - 1,204,665 -
Totals $53,091,800 $1,808,200 $ 2,159,450 $1,225,483 $17,228,518 $1,938,050 $11,149,550 $15,123,065 $2,459,485
$4.00
i
$3.50
$3.00 �.
$2.50 Willi
$2.00
c {
O
$1.50
$1.00
$0.50
$0.00 '
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
■1998 W/S Refunding ■2002 W/S ■2003 W/S Refunding ■2004 W/S
*2007 W/S ■2007 W/S Refunding (02) 2008(A)W/S (Exempt) ■2008(B)W/S (Taxable)
Debt Management-Revenue Bonds 4-8 '
DEBT MANAGEMENT
WATERWORKS UTILITY 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.
lir
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-Public Works Trust Fund Loans 4-9
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
Central NE 27th/ Maplewood
Sierra Renton Aberdeen Corrosion Maplewood Water
Heights Sewer East Dayton Drainage East Honeycreek Control Water Construct Treatment
Total PWTF Sewer Replacement Renton Avenue Improvem Kennydale (Sunset) Treatment Treatment CT Pipeline Impv
Year Loans Repair (Ph I&II) Interceptor NE ents Interceptor Interceptor Facilities Impvs for Wells Construction
2011 960,970 26,668 91,148 138,607 5,511 44,719 123,866 108,497 52,812 31,967 45,442 291,732
2012 95:F380 ' 26,155 90,274 137,261 5,409 44,293 122,697 106,559 52,318 31,816 45,228 290,369
2013 918,148 - 89,399 135,916 �5,307 43,867 121,529 104,622 51,825 31,664 _ 45,013 289,006
2014 740,035 53,0584 - I 5,205 43,442 120,360 102,684 51,331 31,513 44,799 287,643
2015 728,555 52,538 43,016 119,192 100,747 50,838 31,361 !s 44,585 286,279
2016 627,673 - - 118,023 98,809 50,344 31,210 44,370 284,916
2017 408,618 - _ 49,850 31,058 ;_ 44,156 283,553
2018 357,038 - - - 30,907 43,942 282,190 '
2019 355,309 - - 30,755 ; 43,727 280,826
2020 353,580 - - - 30,604 43,513 279,463
2021 351,851 - 30,452 �43,299 278,100
2022 319,821 - - 43,084 276,737 '
2023 275,374 - - - 275,374
2024 274,010 274,010
Totals 7,623,363 52,8231 376,417 411,784 21,433 219,337 725,667 621,918 359,318 343,309 531,157 3,960,199
$1,000 -
$900 -
$800 -
$700
$600 �..
A
$500
0
$400
$300 - --
$200
$100
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 '
Sierra Heights Sewer Repair ■Central Renton Sewer Replacement(Ph I&II)
■East Renton Interceptor ■Dayton Avenue NE
■NE 27th/Aberdeen Drainage Improvements ■East Kennydale Interceptor
U Honeycreek(Sunset)Interceptor Corrosion Control Treatment Facilities
Maplewood Water Treatment Impvs Construct CT Pipeline for Wells
■Maplewood Water Treatment Impv Construction
Debt Management-Public Works Trust Fund Loans 4-10 ,
DEBT MANAGEMENT
GOLF COURSE DEBT
r.
GOLF COURSE DEBT SUMMARY
r.
As of January 1, 2011, the City has no more revenue bonds outstanding for the Golf Course. The city
defeased the bonds and is lending form its General Fund cash and investment pool to the Golf Course. This
internal refinancing allows the Golf Course to save over$40k annually in debt service payment and allows the
General Fund to earn higher than market interest rates on its cash.
.� 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%. Final lease payments in an amount of$10,161 will be made in
2011. The City will review the replacement of these carts and financing options during 2011.
Golf Course Capital Lease-Golf Carts
Fund 404
Interest Rate 0.0525
Principal Payment Date Monthly
Interest Payment Date Monthly
i
Total Annual Principal Interest
2007 14,155 11,726 2,429
2008 24,266 20,919 3,347
2009 24,266 21,995 2,271
2010 24,266 23,127 1,139
apt 2011 10,161 10,034 127
Totals 97,113 87,800 9,313
so Debt Management-Golf Course Debt Summary 4-11
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Debt Management-Golf Course Debt Summary 4-12 '
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5 CAPITAL INVESTMENT PROGRAM
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City Wide Narrative 5-1
City Wide Summary 5-5
General Government 5-7
Internal Service Funds 5-43
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Transportation 5-47
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Airport 5-91
Golf Course 5-113
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Water 5-121
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Wastewater 5-135
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Surface Water 5-163
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' CAPITAL INVESTMENT PROGRAM
2011 through 2016
I. Capital Investment Program Policy
aw
Overview
The Projects listed in the 2011-2012 Capital Budget for funding are consistent with this 2011-2016
Capital Investment Program (CIP). The budget serves to specify the amount of funds available for
capital investment projects by general category (e.g., wastewater utility, streets, surface water utility,
water utility, etc.) during 2011-2012. In addition to identifying specific capital Investment projects, the
` Capital Investment Program includes the annual cost for any capital project debt-financing measures,
as well as the operating budget implications from a capital project. The budget authorizes a series of
potential projects to be considered for funding. As the year progresses, some projects become ready
for construction while others do not, depending on a variety of circumstances. The City Council, in
coordination with city administration, will take action to approve specific projects up to the funding
approved in the budget. If more funds become available, if third party funding can be arranged or
capital projects are carried over into the new fiscal year due to scheduled delays, the budget can be
amended. This approach responds during the year to a host of design and implementation issues, in
the context of our overall financial plan.
Background
,. Renton's businesses and citizens have made a considerable investment for resources in buildings,
parks, streets, sewers, water systems, equipment, and other capital investments. The preservation,
maintenance, and future improvement of these facilities are primary responsibilities of the City.
.. Planning and implementing sound capital investment policies and programs today will help preserve the
investments made in the past, and provide facilities for the future.
Capital Investment Expenditures meet the following criteria:
1. An expenditure classified as a capital asset.
2. An expenditure of$100,000 or more for projects and equipment.
3. A useful life of more than 3 years.
Capital Investment Projects include:
1. New and expanded physical facilities/assets.
2. Large scale renovation and replacement of existing facilities over$25,000.
3. The acquisition of capital facility or assets.
,. 4. The purchase of major pieces of equipment which are not identified in the Equipment Rental/Reserve
Fund or require multiple-year financing.
5. Purchases of equipment associated with newly acquired facilities.
The City's Comprehensive Six-year Capital Investment Plan is consistent with the Comprehensive Plan
and the State Growth Management Act.
Financial analysis of future funding sources is conducted for all proposed Capital Investment Projects.
Capital Investment Program-City Wide Narrative 5-1
Department Heads submit Capital Project proposals.
Each department is responsible for planning and prioritizing all capital project proposals within their
scope of operational responsibility (see Capital Investment Project Evaluation Criteria).
The Mayor, Chief Administrative Officer, and City's Administrators review and evaluate all Capital '
Investment Project proposals.
Upon evaluation and final analysis of all proposed capital investment projects, the Mayor provides the
forthcoming year's Capital Investment Program for the City Council review and adoption.
The Capital Investment Program is prepared, modified and adopted annually.
II. Procedure for Annual Capital Investment Program
1 . Initiation ■
Requesting Department:
1. Creates a list of the various capital investment projects to be considered.
2. Verifies that projects meet the definitions of the previously defined CIP Policy.
3. Prepares a Capital Investment Request for each project.
4. Prioritizes each proposal using the CIP Evaluation Criteria.
5. Submits request to the Finance and Information Services Department.
6. Finance Division submits a preliminary CIP to the Mayor and Chief Administrative Officer. ,
2. Reviews
Mayor/Chief Administrative Officer/ FIS Administrator:
7. Reviews Capital Investment Requests.
8. Prepares an annual Capital Investment Plan recommendation.
9. Formulates an updated Capital Investment Plan.
10. Presents the Budget and Capital Investment Plan to the City Council.
City Council:
11. Conducts a workshop at mid-year preparatory to the development and submittal
of the Mayor's proposed annual budget, to consider any priorities or projects of interest.
12. Holds a public hearing to review the recommended CIP as part of the budget process.
3. Implementation
1
City Council:
13. Conducts workshops to review the Mayor's recommendations and make changes as necessary.
Capital Investment Program-City Wide Narrative 5-2 ,
14. Adopts the Capital Investment Program as part of the annual budget.
Department:
15. Monitors all Capital Investment Projects approved in the City's adopted annual budget.
16. If estimated project cost exceeds appropriation, submits updated project cost information and
justification for increase to the Finance and Information Services Department.
Chief Administrative Officer:
17. Monitors the Capital Investment Plan and budgets and provides periodic status reports to the
City Council.
FIS Administrator:
18. Provides oversight of the accounting and reporting on capital projects.
19. Generates a quarterly Capital Investment Project Summary Report of expenditures and fund
balances for distribution to Mayor, Departments and City Council.
4. Closeout
Department:
20. Submits to FIS Administrator notification of completion of the capital project(s).
FIS Administrator:
21. Reconciles final appropriation and expenditures for each Capital Investment Project.
22. Eliminates Capital Investment Project at year-end from Capital Investment Project Summary Report.
Criteria for Evaluating Projects
■ Preservation of public health and safety.
■ Improvements required as a result of court action or federal or state regulation or to prevent court
action.
■ Reduction of current maintenance expenditures and avoidance of costly future rehabilitation.
■ Preservation of existing facilities.
■ Importance for gaining or retaining industry and jobs, and promoting economic development.
■ Positive impacts (social, political, etc.) on City residents.
■ Grant/loan secured or leveraging of private funds.
■ Grant/loan available.
Capital Investment Program-City Wide Narrative 5-3
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Capital Investment Program-City Wide Narrative 5-4
CAPITAL INVESTMENT PROGRAM
through2011 . .. .
CITY WIDE SUMMARY
.. Proposed Proposed Projected Projected Projected Projected Project
Departments 2011 2012 2013 2014 2015 2016 Total
General Government 14,962 9,097 6,129 11,101 13,853 4,720 59,862
Transportation 11,648 9,762 18,908 16,153 16,348 20,668 93,487
�r Airport 2,803 4,954 2,002 2,615 625 130 13,129
Golf Course 100 100 100 225 580 3,420 4,525
Water Utility 4,500 5,200 5,350 5,250 5,250 5,020 30,570
Wastewater Utility 3,790 3,250 3,250 3,250 3,250 3,250 20,040
Surface Water Utility 3,650 3,500 3,100 3,700 3,000 3,200 20,150
Total 1 41,453 35,863 38,839 42,294 42,906 40,4081 241,763
Projected Projected Projected Projected Projected Projected Project
Resources 2011 2012 2013 2014 2015 2016 Total
User Fee 423 538 531 425 448 455 2,818
+� REET 400 400 - - - - 800
Fuel Tax 620 630 640 650 660 670 3,870
Utility Tax - - - - - - -
Bond Proceeds 10,000 7,000 - - 6,094 1,335 24,429
i Operating 12,263 13,383 12,366 12,880 12,077 14,016 76,985
Grants/Contribution Received 5,203 4,808 - 550 - - 10,561
Mitigation Funds Received 899 400 260 270 350 350 2,529
Grants/Contribution Anticipated 2,022 2,575 3,421 2,149 1,875 275 12,317
r Mitigation Funds Anticipated - - - - - - -
Misc/Transfers 2,000 1,000 - - - - 3,000
Interest Income 268 254 275 331 331 338 1,797
rir Business License Fee 1,630 1,670 1,700 1,740 1,780 1,820 10,340
Other Government Resources In-Hand 2,922 2,203 43 43 43 43 5,297
KC levy transfer 160 160 160 55 5,619 - 6,154
Other Proposed - - 350 308 160 165 983
am Unfunded 13,575 11,612 11,705 17,520 54,413
Fund Balance 1,738 260 - - - - 1,998
Total 40,549 35,281 33,319 31,011 41,140 36,990 218,291
Balance Available/UnfundedNeeds (1,223) (11,435) (23,798) (39,417) (44,333) (55,536) (55,536)
Designated Balance 1,125
r
>• Capital Investment Program-City Wide Summary 5-5
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Capital Investment Program-City Wide Summary 5-6
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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 5-7
CAPITAL INVESTMENT PROGRAM
through2011 . . .. .
SUMMARY
Life to Adjusted Estimated
Date Budget Year end P r o p o s e d P r o j e c t e d Project
#Projects Type Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
1 Highlands SubArea Plan E 209 799 799 584 1,592
2 S.Lake Wash.Redevelopment E 259 33 33 - - - - - - 292
3 Security Upgrades F - 90 80 30 60 90 90 90 90 530
4 Henry Moses Aquatic Center F 35 205 120 120 120 120 120 120 120 875
5 New Maintenance Facility F - 1,104 1,104 - - 3,600 3,000 10,000 - 17,704
6 North Highlands Community Center F - - _ _ _ _ 2,000 - - 2,000 ,
7 Public Works Shops Upgrades F - - _ 118 28 - - - - 146
8 Public Restroom Renovations F - 265 265 - 120 - - - - 385
9 Disaster Repairs F - 200 - 200 - - - - - 200
10 Grant Matching Program P/F - 250 - 100 150 - - - - 250
11 Black River Riparian Forest P _ _ _ _ _ 90 100 200 2,000 2,390 ,
12 Maplewood Community Park P - - - _ _ _ _ _ 225 225
13 Parks,Recreation,&Open Space Plan P 14 225 225 - - - - - 225 464
14 Regis Park Athletic Field Expansion P 94 280 - - - 300 4,400 - 350 5,144
15 Springbrook Trail Missing Link P 629 82 82 - - - 100 2,000 - 2,811
16 Urban Forestry P 143 110 110 - - 100 60 200 200 813
17 Park Master Planning P _ _ _ _ _ 90 90 90 90 360
18 Integrated Pest Management Program P - _ _ _ _ 100 _ _ _ 100
19 KC Proposition 2 Cap Exps Levy Fd P - 444 444 160 160 160 5 - - 929
20 Parks General Major Maintenance P 333 778 754 490 250 470 375 485 740 3,897
21 Irrigation Renovation&Conservation P 352 425 - - - 425 250 250 250 1,527
22 Irrig Automation and Consery P 81 60 60 - 30 60 60 60 60 411
23 Parking Lot and Drive Repairs P 49 90 _ _ _ 90 90 50 50 329
24 Ball Field Renovation Program P _ s0 - 60 - s0 50 75 50 285
25 Pathway,Sidewalk,Brdwk Repairs P 260 180 180 100 - 60 45 65 40 750
26 Sports Court Repairs P - 40 - 20 20 40 120 20 80 300
27 Tree Maintenance P 98 122 122 150 150 70 70 70 70 800
28 Capital Project Coordination P 48 68 69 70 72 74 76 78 80 567
29 Accessible Playground P - - - 750 - - - - - 750
30 Libraries F _ _ _ 11,800 7,800 - - - - 19,600
31 Leased Facilities F - 726 826 - 127 140 - - - 1,093
32 Community Services Maintenance Shops Rehab F - - _ 200 _ _ _ _ _ 200
33 Highlands Library Natural Area I P I _ I _ _ 10 10 - - - - 20
Total 1 2,6041 6,626 5,273 14,962 9,097 6,129 11,101 13,853 4,720 67,739
Life to Adjusted Estimated
Date Budget Year end P r o p o s e d P r o j e c t e d Project
#Resources: Thru 2009 2010 2010 29.111 2012 2013 2014 2015 2016 Total
1 User Fee 120 120 100 127 140 487
2 REET - 400 400 400 400 - - - - 1,200
3 Fuel Tax - - - - - - - - - -
4 Utility Tax - - - - - - - - - -
5 Bond Proceeds - - - 10,000 7,000 - - 5,569 - 22,569
6 Operating 1,451 430 - - - - - - - 1,451
7 Grants/Contribution Received - 50 40 - - - 550 - - 590
8 Mitigation Funds Received 711 - 50 400 - - - 50 - 1,211
9 Grants/Contribution Anticipated 726 - - 350 - - - - - 1,076
10 Mitigation Funds Anticipated - - - - - - - - - -
11 MiscVTransfer&/Fund Balance 4,127 1,195 100 2,000 1,030 - - - - 7,257
12 Interest Income - - - - - - - - - -
13 KC levy transfer 284 160 160 160 160 160 55 5,619 - 6,598
Beginning Fund Balance - - 1,467 748 180 - - - - 2,395
Total 7,419 2,355 2,317 14,058 8,897 300 605 11,237 - 42,438
Balance Availah/elUnfundedNeeds 1 4,8151 544 1,809 905 705 (5,124) (15,620) (29,473) (34,193)1 -
NOTE:E-Economic Development,G-General,P-Parks,F-Facilities
Capital Investment Program-General Government 5-8
i.
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands. .. .
Project Title: Highlands SubArea Redevelopment Project: 1
Project Type: Development and Major Maintenance Project Number: e00140/f200
Project Account Number: 316.070141.007.594.19.63.000
Total Anticipated Project Cost: $ 1,592 Current LOS %Growth %
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.
Life to Adjusted Estimated
CIP Expenditures&Resources Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services 49 799 799 584 - - - - - 1,432
Major Maintenance - - - - - - - - - -
Construction 160 160
Inspection - -
Project Management - - - - - - - - - -
Equipment Acquisition
Contingencies - - - - - - - - - -
Total CIP Expenses 209 799 799 584 - - - - - 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 - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balanc6
Total CIP Resources 1,592 - - - - - - - - 1,592
Balance Available/(Unfunded Needs) 1,383 584 584 - - - - - - -
Designated Balance 1 1,383 584 1 584111111 -
Life to Adjusted Estimated
Impact on Operating Funds Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease I - - -
Net Impact
Capital Investment Program-General Government 5-9
CAPITAL INVESTMENT PROGRAM ..
2011 through 2016 on thousands. dollars)
Project Title: South Lake Washington Redevelopment Project:2
Project Type: Development and Major Maintenance Project Number: e001401f201
Project Account Number: 316.070142.007.594.19.63.000
Total Anticipated Project Cost: $ 292 Current LOS %Growth %
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 21 acres of land is available for redevelopment.Remaining funds will be requested to be carried forward to 2010.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services 259 33 33 - - - - - - 292
Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection
M - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 259 33 33 - - - - - - 292
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating 292 - - - - - - - - 292
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - -
Total CIP Resources 292 - - - - - - - - 292 ,
Balance Available/(Unfunded Needs) 33 - - - - - - - -
Designated Balance 33 - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 20141 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -
Net Impact - - - - - - - - - -
Capital Investment Program-General Government 5-10
CAPITAL INVESTMENT PROGRAM
20 11 through 20 16 (in thousands of dollars)
Project Title: City-Wide Security System Upgrades Project:3
Project Type: Development and Major Maintenance Project Number: NIA
Project Account Number: 316.220031.020.594.18.62.000
Total Anticipated Project Cost: $ 530 Current LOS 100%Growth %
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.
These are moved around the City in response to graffiti hot spots. A web-based access program for the Police Department to access all video cameras via their laptops was
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.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant services - 10 - - - - - - -Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - 80 80 30 60 90 90 90 90 530
Contingencies - - - - - - - - - -
Total CIP Expenses - 90 80 30 60 90 90 90 90 530
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
y' Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - 50 40 - - - - - - 40
Mitigation Funds Received - - - - - - - - - -
GrantslContribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - - 52 - - - - 52
Interest Income - - - - - - - - - -
KClevytransfer - - - - - - - - - -
Beginning Fund Balance - - 40 30 8 - - - - 78
Total CP
Resources - 50 1 80 1 30 1 60
Balance Available/(Unfunded Needs) - (40) - - - 1 (90) (180) (270) (360) (360)
Designated Balance - (40) - - - (90) (180) (270) (360) (360)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-11
CAPITAL INVESTMENT PROGRAM2010
through . . . .. .
Project Title: Henry Moses Aquatic Center Project:4
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number: 316.250003.020.594.18.62.000
Total Anticipated Project Cost: $ 875 Current LOS 100%.Growth %
Project Description
The 5.2 million 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. In 2010,roughly$50,000 was spent on
drain alterations to meet the requirements of the Virginia Graham Baker Act,which was developed to limit the force of suction at the recirculation intake grates. Future
improvements will include a waiting area cover,water features,and a cover for the lap pool.
Adjusted Estimated
CIP Expenditures&Resources Budget Yearend P r o p o s e d P r o j e c t e d Project
2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant services - - - - - - - - - -
Major Maintenance - - - - - - - - - -
Construction 35 205 120 120 120 120 120 120 120 875
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 35 205 120 1 120 120 120 120 120 1 120 875
Resources:
User Fee 120 120 - - - - - - - 120
REET - - - - 30 - - - - 30
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
GrantsrContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - - - - - - -Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 35 120 90 - - - - 245
Total CIP Resources 120 120 35 120 120 - - - - 395
Balance Available/(Unfunded Needs) 85 - - - - 1 (120) (240) (360) (480) (480) '
Designated Balance 85 - - - - (120) (240) (360) (480) (480)
Adjusted Estimated
Impact on Operating Funds Budget Yearend P r o p o s e d P r o j e c t e d Project
2009 2010 2010 20111 2012 2013 201411 2016 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decreaset Impact - - - - - - - - - -
Net - i - - - - - - - - -
Capital Investment Program-General Government S-12
r1
CAPITAL INVESTMENT PROGRAM
2010 through 2015 (in thousands ofdollars)
Project Title: New Maintenance Facility Project:5
Project Type: Development and Major Maintenance Project Number: C20003
Project Account Number: 316.220003.020.594.18.62.000
Total Anticipated Project Cost: $ 17,704 Current LOS 100%Growth %
Project Description
Acquisition,design,and construction of a new maintenance facility and storage yard to replace and consolidate three existing buildings,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. Because of reduced CIP
revenues,this project has been delayed and we will make necessary repairs on the three existing shops sites to keep them in service.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - 1,104 1,104 - - 3,600 - - - 4.704
Consultant Services - - - - - - - - - -
Major Maintenance - - - - - - - - - -
'"` Construction - - - - - - 3,000 10,000 - 13.000
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - 1,104 1,104 - - 3,600 3,000 10,000 - 17,704
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 1,104 - - - - - - - - 1,104
Interest Income - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
TotalClPResources 1,104
Balance Available/(Unfunded Needs) 1,104 - - - - 1 (3,600) (6,600) (16,600) (16,600) (16,600)
Designated Balance 17104 - - - - 1 (3,600) (6,600) (16,600) (16,600) (16,600)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -Net Impact - - - - - - - - - -
Capital Investment Program-General Government 5-13
CAPITAL INVESTMENT PROGRAM
2011 through i . .on
Project Title: North Highlands Community Center Project:6
Project Type: Development and Major Maintenance Project Number: C20002
Project Account Number: 316.220002.020.594.18.62.000
Total Anticipated Project Cost: $ 2,000 Current LOS %Growth %
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 2013 or later depending on funding of voter approved bond
levy.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 20151 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - 2,000 - - 2,000
Inspection - - - - - - - - _ -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - _
Total CIP Expenses - - - - - - 2,000 - - 2,000
Resources:
User Fee - - - - - - - - _ -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax
Bond Proceeds
Operating
Grants/Contnbution Received - - - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - -
Misc/Transfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer
Beginning Fund Balance - - - - - - - - -
Total CIP Resources - - - - - - - - - -
Balance Available/(Unfunded Needs) - - - - - - (2,000) (2,000) (2,000) (2,000) ,
Designated Balance - - - - - - 1 (2,000) (2,000) (2,000) (2,000)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2013 201411 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
1
t
Capital Investment Program-General Government 5-14
CAPITAL INVESTMENT PROGRAM
2011 through thousands. .. .
Project Title: Public Works Shops Upgrades Project:7
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: $ 146,000 Current LOS 100%Growth
Project Description
As equipment and employee numbers have grown at the Public Works Maintenance Shops,the electrical distribution system has not. Costs represent additions
power feeds from PSE,and new distribution panels at the D and E buildings. One of the vehicle service bays does not have water service and we recommend to
extend water and drainage to that shop. We have a spare Nederman system from FD40 FS42 that will provide diesel fume extraction from the main vehicle
service bay,a valuable indoor air quality/safety upgrade. And finally,an oil/water separator has been requested for the fuel island to prevent aquifer
contamination.
Summary of Progress:
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - -Major Maintenance - - - - - - - _ _ _
Construction - - - 118 28 - - - - 146
Inspection - - - - - - _ _ _ _
Project Management
Equipment Acquisition
Contingencies - - - - - - - _ _ _
Total CIP Expenses - - - 118 28 - - - - 146
Resources:
User Fee - - - - - _ _ _ _ _
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - -
GrantslContribution Anticipated
Mitigation Funds Anticipated - - - - - - - - - -
MisGTransfers - - - - 28 - - - - 28
Interest Income - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - 118 - - - - - 118
Total CIP Resources - - - 118 28 - - - - 146
Balance Available/(Unfunded Needs) - - - - - - - - -
Designated Balance - - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impactl - - - - - - - - _
Capital Investment Program-General Government 5-15
l
CAPITAL INVESTMENT PROGRAM
through2011 . . .. .
Project Title: Public Restroom Renovations Project:8
Project Type: Development and Major Maintenance Project Number: NIA
Project Account Number: 316.220015.020.594.18.62.000
Total Anticipated Project Cost: $ 385 Current LOS 100%Growth %
Project Description
Public restrooms are being rehabbed or replaced to comply with ADA standards and access. Most have been completed in the City's ongoing upgrade
program. The Jones Park renovation was budgeted in 2010 but work will be done in 2011($265,000),the Maplewood project is slated for 2012($120,000).
Summary of Progress: Siting and preliminary design for the Jones Park public restrooms was prepared in 2009. An associated sidewalk replacement will occur at the j
same time to limit disruption of service.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant services - - - - - - - - - -
Major Maintenance - 265 265 - 120 - - - - 385
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - 265 265 - 120 - - - - 385
Resources:
User Fee - - - - - - - - - -
REET - 225 225 - 120 - - - - 345
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
GrantsrConhlbution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisclTransfers - 40 - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 40 - - - - - - 40
Total CIP Resources - 265 265 - 120 - - - - 385
Balance Available/(Unfunded Needs) - - - - - - - - - -
Designated Balance - - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease - - - (2) (1) - - - - (3)
Netlmpact - - - (2) (1) - - - - (3)
Capital Investment Program-General Government 5-16
to
+ CAPITAL INVESTMENT PROGRAM
through2011 . .. _
Project Title: Disaster Repairs Project:9
Project Type: Major Maintenance Project Number: NIA
Project Account Number: 316.330033.020.594.76.63.000
Total Anticipated Project Cost: $ 200 Current LOS %Growth %
Project Description
Unpredictable events occur that result in significant repair costs to Parks and Golf Course Division assets and Parks Planning&Natural Resources Division
assets impacting the 001 operating fund.Project funds are used for disaster events whenever 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 introduced in 2010. In 2011/12,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).
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - 200 - 200 - - - - - 200
Construction - - - - - - - - -
Inspection - - - - - - - - -
Project Management - - - - - - - - -Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - 200 - 200 - - - - - 200
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
GrantslContribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - -
Misc/Transfers - 200 - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 200 - - - - - - 200
Total CIP Resources - 200 200 - - - - - - 200
Balance Available/(Unfunded Needs) - - 200 - - - - - - -
uesignated Balance - - 200 1 - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-17
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands. .. .
Project Title: Grant Matching Program Project:10
Project Type: Development and Major Maintenance Project Number: C32011
Project Account Number: 316.332011.020.594.76.61.000
Total Anticipated Project Cost: $ 250 annually Current LOS %Growth %
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 2011/12. 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 received notification for award of a$350,000 grant towards the
purchase of a 3.28 acre parcel along Panther Creek.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - -Major Maintenance - - - - - - - - - -
Construction - 250 - 100 150 - - - - 250
Inspection - - - - - - - _ _ _
Project Management
Equipment Acquisition - - - - - - - - - _
Contingencies - - - - - - - - _ _
Total CIP Expenses - 250 - 100 150 - - - - 250
Resources:
User Fee - - - - - - - - - -
REET
Fuel Tax - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds
Operating
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisclTransfers - 250 100 - - - - - - 100
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 150 - - - - - - 150
Total CIP Resources - 250 250 - - - - - - 250
Balance Available/(Unfunded Needs) - - 250 =0 - - - - - -
Designated Balance - - 250 150 - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 20141 20151 2016 Total
Revenue Increase/Decrease - -
Expenditure lncrease/Decrease - - - - - - - - - -
Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-18
CAPITAL INVESTMENT PROGRAM
'2011 through 2016 (in . . .. .
Project Title: Black River Riparian Forest Project:11
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: $ 2,390 Current LOS %Growth %
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 2013 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 2014. Construction documents will be prepared in 2015 with proposed construction in 2016.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
.,, Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 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 - - - - - - - - - -
GrantslContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -
GrantslContribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisclTransfers - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
r� Beginning Fund Balance - - - - - - - - - -
Total CIP Resources - - - - - - - - - -
Balance Available l(Unfunded Needs) - - - - - I (90) (190) (390) (2,390) (2,390)
esignated Balance - - - - - 1 (90) (190) (390) (2,390)
r
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue lncreaselDecrease - - -
Expenditure Increase/Decrease - - - - - - - - 1215
Net Impactl - - - - - - - 111 15
Capital Investment Program-General Government 5-19
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands of dollars)
Project Title: Maplewood Community Park Project:12
Project Type: Development and Major Maintenance Project Number: NIA
Project Account Number:
Total Anticipated Project Cost: $ 225 Current LOS %Growth %
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
2016,design development,construction document preparation,and bidding in 2017,with phase one development proposed for 2017 at a cost of$4,000,000.
Phase 2 design development,construction document preparation,and bidding in 2018. (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.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - 225 225
Consultant Services - - - - - - - - - -
Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - - - - - - - - 225 225
Resources:
User Fee - - - - - - - - - -
REET
Fuel Tax
Utility Tax - - - - - - - - - - '
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
GrantsiContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisrITransfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CIP Resources - - - - - - - - -
Balance Available/(Unfunded Needs) - - - - - - - - (225) (225)
Designated Balance - - - - - - - - 1 (225) (225)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - - -
Net Impact - - - - - - - - - -
Capital Investment Program-General Government 5-20
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in . . .. .
Project Title: Parks, Recreation,and Open Space and Natural Resources Plan Project:13
Project Type: Development and Major Maintenance Project Number: C32002
Project Account Number: 316.332002.020.594.76.63.000
Total Anticipated Project Cost: $ 464 Current LOS %Growth %
Project Description
The Parks,Recreation,Open Space and Natural Resources 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,Open Space and Natural Resources Plan should be updated every five years to
continue meeting State requirements for grant program eligibility. The City Council approved a$50,000 budget adjustment transfer from the 1-405 project to this
project.
Summary of Progress: Carry forward all unspent 2010 funds. An update for the Parks,Recreation,Open Space and Natural Resources Plan will commence in 2010 and
completed in 2011.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services 14 225 225 - - - - - 225 464
Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection - - - - - - - - -
Project Management - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
-- Total CIP Expenses 14 225 225 - - - - - 225 464
Resources:
User Fee - - - - - - - - - -
REET - 175 175 - - - - - - 175
Fuel Tax - - - - - - - - - -
"" Utility Tax - - - - - - - - -
Bond Proceeds - - - - - - - - -
Operating 14 - - - - - - - - 14
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
"" GrantsrConhlbution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MiscJTransfers - 50 - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 50 - - - - - - 50
Total CIP Resources 14 225 225 - - - - - - 239
Balance Available/(Unfunded Needs) - - - - - - - - (225) (225)
Designated Balance - - - - - - - - (225) (225)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-21
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands of donars)
Project Title: Regis Park Athletic Field Expansion Project:14
Project Type: Development and Major Maintenance Project Number: C32003
Project Account Number: 316.332003.020.594.76.63.000
Total Anticipated Project Cost: $ 5,144 Current LOS %Growth %.
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 I
parking,and entry drive and bridge over Madsen Creek.Phase II will expand the capacity and provide greater programming flexibility 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 sewer and extend domestic water to the site for drinking and fire flow purposes. 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:This project is being re-programmed to the future.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - 300 - - 350 650
Major Maintenance - - - - - - - - - -
Construction 94 280 - - - - 4,400 - - 4,494
Inspection - - - - - - - - - -
Project Management - - - - - - - - -Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 94 280 - - - 300 4,400 - 350 5,144
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - - - - - - 500 - - 500
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc?ransfers 94 280 - - - - - - - 94
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 280 - - - - - - 280
Total CIP Resources 94 280 2801 - 1 - - 500
Balance Available/(Unfunded Needs) - - 280 280 1 280 1 (20) (3,920) (3,920) (4,270) (4,270)
Designated Balance - - 280 1 280 1 280 1 (20) (3,920) (3,920) (4,270)1 4,270)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 20141 2015 2016 Total
Revenue Increase/Decrease - 20 25 45
Expenditure Increase/Decrease - - - - - - 137 140 - 277
Net Impact - - - - - - 157 1 165 1 322
Capital Investment Program-General Government 5-22
CAPITAL INVESTMENT PROGRAM
2011 • • I • (in thousands of dollars)
Project Title: Springbrook Trail Missing Link Project:15
Project Type: Development and Major Maintenance Project Number: C32014
Project Account Number: 316.332014.020.594.76.63.000
Total Anticipated Project Cost: $ 2,811 Current LOS %Growth %
Project Description
This project will construct remaining missing links in the existing system between SW 43rd Street and SW Grady Way. 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 2010,however,the project has not been closed out. Carry forward unspent funds from 2010 only if they are
not closed-out. Funding is derived from Parks Mitigation Fund. Upon project close-out,return unspent funds to the Parks Mitigation Fund(Fund 303).$50,000 in revenue
was received from Hunter/Douglas property sale and development agreement with funding dedicated for trail development.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition
Consultant Services - - - - - - 100 - - 100
Major Maintenance - - - - - - - - - -
Construction 629 82 82 - - - - 2,000 - 2,711
Inspection - - - - - - - - _ _
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - -Contingencies - - - - - - - - _ _
Total C/P Expenses 629 82 82 - - - 100 2,000 - 2,811
Resources:
User Fee - - - - - - _ _ _
REET
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds
Operating - - - - - - _ _ _ _
Grants/Contribution Received - - - - - - 50 - - 50
Mitigation Funds Received 711 - - - - - - - - 711
Grants/Contribution Anticipated - - - - - - _ _ _ _
Mitigation Funds Anticipated - - - - - - - - -
Misc/Transfers - - - - - - - - - -
Interest Income
KC levy transfer - - - - - 50 - - 50
Beginning Fund Balance - - - - - - - - - -
Tota1CIP Resources 711 - - - - - 100 - - 811
Balance Available/(Unfunded Needs) 82 - - - - - - (2,000) (2,000) (2,000)
Designated Balance 82 - - - - - - (2,000) (2,000) (2,000)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenuelncrease/Decrease - _
Expenditure Increase/Decrease - - - 3 3 3 3 3 3 19
Net Impacil11 3 3 3 3 3 3 19
Capital Investment Program-General Government 5-23
CAPITAL INVESTMENT PROGRAM
through20 11 thousands. dollars)
Project Title: Urban Forestry Program Project:16
Project Type: Development and Major Maintenance Project Number: C32017
Project Account Number: 316.332017.020.594.76.63.000
Total Anticipated Project Cost: $ 813 Current LOS %Growth
Project Description
Following a 2003 tree inventory,an Urban and Community Forestry Development Plan was adopted in 2009 and includes a prioritized implementation schedule
of activities for a formal Urban Forestry Program. Some of the goals of the Development Plan include 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. An urban tree canopy assessment is scheduled for 2011 to
determine the existing tree canopy coverage and compare it with the canopy cover in 2003. Canopy cover goals will be established will further establish efforts
at improving the urban forest. In 2012,implementing management plan development for street trees,park trees and trees found in natural areas are the priority.
Summary of Progress: Carry forward unspent funds from 2010 for a forestry ordinance.Staff has been working on an update to the existing Tree Retention regulations
affecting new development and can be included as part of the forestry ordinance. 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.An Urban Tree Canopy Assessment grant was applied for through the State Department of Natural Resources in 2010.A Tree Inventory and
Assessment for the Benson Hill Area was completed in 2009 and incorporated into the 2003 Assessment.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services 143 110 110 - - 100 60 200 200 813
Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - -
Total CIP Expenses 143 110 110 - - 100 60 200 1 200 813
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received - - - - - - - -Grants/ContributionAnticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MlsalTransfers 143 110 - - - - - - - 143
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 110 - - - - - - 110
Total CIP Resources 1 143 1 110 1 110 - - - - - - 253
Balance Available/(Unfunded Needs) - - - - - (100) (160) (360) (560) (560)
Designated Balance - - - - - I (100) (160) (360) (560) (560)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 20151 2016 Total
Revenuelncrease/Decrease - -
Expenditure Increase/Decrease I - - - - - - - - - -
Net Impact - - - - - - - - - -
Gib
Capital Investment Program-General Government 5-24
ilrr
+� CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands. dollars)
Project Title: Park Master Planning Project:17
Project Type: Development and Major Maintenance Project Number: NIA
Project Account Number:
Total Anticipated Project Cost: $ 360 Current LOS %Growth %
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 2013.
Adjusted Estimated
CIP Expenditures&Resources Lire to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - - - - - - - - - -
Construction - - - - - 90 90 90 90 360
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - - - - - 90 90 90 90 360
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
GrantsiContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisclTransfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CIP Resources - - - - - - - - - -
Balance Available/(Unfunded Needs) - - - - - (90) (180) (270) (360) (360)
Designated Balance - - - - - (90) (180) (270) (360) (360)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
RevenueIncrease/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -
Net impactl - - - - - - - - -
Capital Investment Program-General Government 5-25
CAPITAL INVESTMENT PROGRAM
2010 through i . .. .
Project Title: Integrated Pest Management Program Project:18
Project Type: Development and Major Maintenance Project Number: NIA
Project Account Number:
Total Anticipated Project Cost: $ 100 Current LOS %Growth %
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 2013 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management
Program plan.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend Proposed P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 20151 2016 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 - - - - - - - - - -
MisclTransfers - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CIP Resources - - - - - - - - - -
Balance Available/(Unfunded Needs) - - - - - I (100) (100) (100) (100) (100)
Designated Balance - - - - - 1 (100) (100) (100) (100) (100)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 20141 20151 2016 Total
RevenueIncrease/Decrease - - -
Expenditure Increase/Decrease - - - - - - - - - -
Net Impact - - - - - - - - - -
Capital Investment Program-General Government 5-26
4W
'` ► CAPITAL INVESTMENT PROGRAM
20 11 through 20 16 (in thousands of dollars)
Project Title: KC Proposition 2 Capital Expenditures Levy Fund Project:19
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number: 316.332029.020.594.76.61.000
Total Anticipated Project Cost: $ 929 Current LOS %Growth %
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 and 2009 allocation was collected in 2009.A portion of these funds
may be utilized for a 3.28 acre property acquisition located along Panther Creek/Scott property project 332018.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction - 444 444 160 160 160 5 - - 929
Inspection - - - - - - - - _ _
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses - 444 444 160 160 160 5 - - 929
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 284 160 160 160 160 160 5 - - 929
Beginning Fund Balance - - - - - -
Total CF,Resources 284 160 160 160 160 160 5
Balance Available/(Unfunded Needs) 284 -
Designated Balance 284
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - _
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-General Government 5-27
CAPITAL INVESTMENT PROGRAM
2011 through . (in thousands ofdolle
Project Title: Parks General Major Maintenance Project:20
Project Type: Development and Major Maintenance Project Number: C32005
Project Account Number: 316.332023.020.594.76.63.000;316.332024.020.594.76.63.000;316.332028.020.594.76.63.000
Total Anticipated Project Cost: $ 3,897 Current LOS %Growth %
Project Description
Major maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below:
Project
Adjusted Estimated
Budget Yearend P r o p o s e d P r o j e c t e d Project
2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Playgrounds,Kiosks and Intepretive Signs -
120 100 110 100 330
Light System Upgrades 251 339 315 290 - 150 110 110 110 1,226
Shoreline and Bank Stabilization 61 374 374 25 100 - - 0 200 560
Boundary,Topographic&Site Surveys - - 50 - 60 90 100 120 300
Fencing,Guardrails,Bullrails,Railings - 30 30 - - 20 20 20 20 90
Landscape Renovation&Repairs - - - 105 55 55 55 215
35
Structural Reviews&Repairs 20 1 35 1 125 1 150 1 15 100 125 445
Total $ 333 $ 778 $ 754 $ 490 $ 250 $ 470 $ 375 $ 485 $ 740 $ 3,167
Adjusted Estimated
CIP Expenditures&Resources Budget Year end P r o p o s e d P r o j e c t e d Project
2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance 333 778 754 490 250 470 375 485 740 3,897
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 333 778 754 490 250 470 375 485 740 3,897
Resources:
User Fee - - - - - - - - - -
REET - - - 400 250 - - - - 650
Fuel Tax - - - - - - - - - -
Utildy Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - -
GrantsiContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers 1,026 85 - - - - - - - 1,026
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - 2]
90 - - - - - 151
Total CIP Resources 1,026 85 61 490 250 - - - - 1,827
Balance Available/(Unfunded Needs) 693 - - - - (470) (845) (1,330) (2,070) (2,070)
Designated Balance 693 - - - - 1 (470) (845) (1,330) (2,070) (2,070)
Adjusted Estimated
Impact on Operating Funds Budget Yearend P r o p o s e d P r o j e c t e d Project
2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease -
Expenddure Increase/Decrease - - - (3) (4) (4) (5) (5) (5) (26)
Net Impact - - - (3) (4) (4) (5) (5) (5) (26)
Capital Investment Program-General Government 5-28
+fir
CAPITAL INVESTMENT PROGRAM
through2011 thousands. dollars)
Project Title: Irrigation Renovation and Conservation Project:21
Project Type: Development and Major Maintenance Project Number: C32006
Project Account Number: 316.332006.020.594.76.63.000
Total Anticipated Project Cost: $ 1,527 Current IAS %Growth %
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 2013.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant Services - - - - - - - -Major Maintenance 352 425 - - - 425 250 250 250 1,527
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Tolal CIP Expenses 352 425 - - - 425 250 250 250 1,527
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - -
Fuel Tax - - - - - - - - -
Utility Tax - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating 777 - - - - - - - - 777
GrantsiContribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misclrransfers - - - - - - - - - -
Interest Income - - - - - - - - -
KC levy transfer - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
TotalCIP Resources 777
Balance Available/(Unfunded Needs) 425 - 425 425 425 - 1 (250) (500) (750) (750)
Designated Balance 425 - 4251 425 1 425 11 (250) (500) (750) (750)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease
Net Impact - - - - - - 1 (2) (2) (2) (6)
Capital Investment Program-General Government 5-29
CAPITAL INVESTMENT PROGRAM
2011 through i .
Project Title: Irrigation Automation and Conservation Project:22 i
Project Type: Development and Major Maintenance Project Number: C32010
Project Account Number: 316.332010.020.594.76.63.000
Total Anticipated Project Cost: $ 411 Current LOS %Growth %
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 2010,irrigation automation was completed in Coulon Park.In 2011,irrigation automation is planned for Kennydale Beach and several contract
landscape maintenance locations.In 2012 irrigation automation is planned for Earlington and Glencoe Parks and several contract landscape maintenance locations.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend Proposed P r o % e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - _ _ _ _
Consultant Services - - - - - - - _ _ _
Major Maintenance 81 60 60 - 30 60 60 60 60 411
Construction - - - - - - _ _ _ _
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 81 60 60 - 30 60 60 60 60 411
Resources:
User Fee - - - - - - - - - _
REET
Fuel Tax - - - - - - - - -
Utility Tax
Bond Proceeds
Operating 81 60 - - - - - - - 81
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
KC levy transfer
Beginning Fund Balance - - 90 - - - - - - 90
Total CIP Resources 81 60 1 90 - - - - - - 171
Balance Available/(Unfunded Needs) - - 3030 11 (60) (120) (180) (240) 40)(2
Designated Balance - - 30 30 11 (60) (120) (180) (240)l (240
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 20141 20151 2016 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - (2) (2) (2) (2) (2) (2) (12)
Net Impact - - - (2) (2) (2) (2) (2) (2) (12)
Capital Investment Program-General Government 5-30
- CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands. .. .
Project Title: Parking Lots and Drive Repairs Project:23
Project Type: Development and Major Maintenance Project Number: C32008
Project Account Number: 316.332008.020.594.76.63.000
Total Anticipated Project Cost: $ 329 Current LOS %Growth %
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 and recreation centers). The program is intended to repair and generally extend the life of the existing pavement.
Summaryof Progress: Repairs in 2009 and 2010 have been postponed to 2012.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance 49 90 - - - 90 90 50 50 329
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 49 90 - - - 90 90 50 50 329
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating 49 90 - - - - - - - 49
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -
GrantsiContnbution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CIP Resources 49 90
Balance Available/(Unfunded Needs) - - - - - 1 (90) (180) (230) (280) (280)
Designated Balance - - - - - 1 (90) (180) (230) (280) (280)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-31
CAPITAL INVESTMENT PROGRAM
through2011 o . . .. .
Project Title: Ball Field Renovation Program Project:24
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number: 316.332030.020.594.76.63.000
Total Anticipated Project Cost: $ 285 Current LOS 100%Growth %
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. Existing bleachers(citywide)will be retrofitted to meet safety requirements.
Summary of Progress: In 2009,a new infield mix was scheduled to be installed at Cedar River Park,along with irrigation in the CIP Irrigation Renovation and
Conservation Program.This project is being re-programmed to 2013.
AdjustedEstimated
CIP Expenditures&Resources Life to Date Budget
Yearend Proposed P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 20151 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - _
Major Maintenance - 50 - 60 - 50 50 75 50 285
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - 50 - 60 - 50 50 75 50 285
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - 50 - - - - - - - -
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - -Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MiscJTransfers - - - 50 - - - - - 50
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - -
Beginning Fund Balance - - - 10 - - - - - 10
Total CP
Resources - 50 - 60 - - - - - 60
Balance Available/(Unfunded Needs) - - - - - 1 (50) (100) (175) (225) (225)
Designated Balance - - - - - 1 (50) (100) (175) (225) (225)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 20141 20151 2016 Total
Revenuelncrease/Decrease - 2 2 2 2 8
Expenditure Increase/Decrease - - - - - - - - - -
Net Impact - - - - 2 2 2 2 - 8
Capital Investment Program-General Government 5-32
► CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands of dollars)
Project Title: Paths,Walks, Patios and Boardwalks Project:25
Project Type: Development and Major Maintenance Project Number: C32009
Project Account Number: 316.332009.020.594.76.63.000
Total Anticipated Project Cost: $ 750 Current LOS %Growth %
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 2010,repairs were completed for the concrete walkways fronting the Senior Housing along the Cedar River Trail,Cedar River Trails Park asphalt
pathway and Coulon asphalt pathway. Patio replacement occurred at the Senior Acitivity Center. Repair of the sidewalks at Jones Park will be coordinated with the Jones
Park Restroom Renovation project in 2010. For 2010,the asphalt pathway at Earlington Park will repair heaved sections. Carry forward unspent funds.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - _ _ _ _ _
Consultant Services - - - -
Major Maintenance 260 180 180 100 - 60 45 65 40 750
Construction - - - _
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 260 180 180 100 - 60 45 65 40 750
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - - - - - _ _ _ _
Misr,/Transfers 260 180 - - - - - - - 260
Interest Income - - - - _ _ _ _ _ _
KC levy transfer - - - _ _ _ _ _ _ _
Beginning Fund Balance - - 180 100 - - - - - 280
Tota,ClP Resources 260 1 180 1 80 100
Balance Available/(Unfunded Needs) - - - - - (60) (105) (170) (210) (210
Designated Balance - - - - - 1 (60) (105) (170) (210) (210)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - _
Expenditure Increase/Decrease - - - - - _ _
Net impact
Capital Investment Program-General Government 5-33
CAPITAL INVESTMENT PROGRAM
through20 11 thousands. dollars)
Project Title: Sports Court Repairs Project:26
Project Type: Development and Major Maintenance Project Number: C32007
Project Account Number: 316.332007.020.594.76.63.000
Total Anticipated Project Cost: $ 300 Current LOS %Growth %
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 Senior Activity Center. The program is intended to repair safety problems and generally extends the life of the existing surfaces.
Summary of Progress:In 2009 and 2010,repairs at Ron Regis Park and Teasdale Park were rescheduled. Regis Park court repairs have been re-scheduled to 2013 to
coincide with Regis Park Field Expansion project.Future court repair projects have been moved out in time.Repair to the basketball court at North Highlands is scheduled
for 2011 and at Kiwanis Park in 2012.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 20131 2014 20151 2016 Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - 40 - 20 20 40 120 20 80 300
Construction - - - - - - - - - -
Inspection - - - - - - - - -
Project Management - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - -
Total CIP Expenses - 40 - 20 20 40 120 20 80 300
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - 40 - - - - - - -
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MisclTransfers - - - - - - - - - -
Interest Income - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 40 - - - - - - 40
Total CIP Resources - 40 40 - - _ _ _ _ q0
Balance Available/(Unfunded Needs) - - 4020 - 1 (40) (160) (180) (260) (260)
Designated Balance - - 40 20 - (40) (160) (180) (260) (260)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease - - - - - - - - -
Net Impact - - - - - - - - - -
Capital Investment Program-General Government 5-34
lir
�r CAPITAL INVESTMENT PROGRAM
thousands20 11 through 20 16 (in . .. .
Project Title: Tree Maintenance Project:27
Project Type: Development and Major Maintenance Project Number: C32012
Project Account Number: 316.332012.020.594.76.63.000
Total Anticipated Project Cost: $ 800 Current LOS %Growth %
Project Description
The Community Services Department maintains 1,550 street trees,20,370 park trees,and 106,000 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: For 2010,downtown street tree pruning was deferred and only emergency tree removal occurred at various locations around the city. In 2011 and
2012 tree removal and replacement will occur in conjunction with repairs to heaved sidewalk sections in the downtown core;emergency pruning will occur to provide
clearance over sidewalks,streets and at traffic signals and signs.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance 98 122 122 150 150 70 70 70 70 800
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Proiect Management - - - - - - - - -Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 98 122 122 150 150 70 70 70 70 800
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating 98 122 - - - - - - - 98
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc✓Transfers - - - 150 150 - - - - 300
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - 122 - - - - - - 122
Total CP
Resources 98 122 122 150 150 - - - - 520
Balance Available/(Ununded Needs) - - - - - 1 (70) (140) (210) (280) (280)
Designated Balance - - - - - 1 (70) (140) (210) (280) (280)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 1 2016 Total
Revenue Increase/Decrease - - - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-35
CAPITAL INVESTMENT PROGRAM2011
through . .. .
Project Title: Capital Project Coordination Project:28
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: $ 567 Current LOS %Growth %
Project Description
To reimburse Parks capital project planning,coordination,and management costs paid by Fund 001.
Summary of Progress:
�i
Adjusted Estimated
CIP Expenditures 8 Resources Life to Date Budget Year end Proposed P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - - - - - - - - - -
Construction - - - - - - - - - -
Inspection - - - - - - - - -
Project Management 48 68 69 70 72 74 76 78 80 567
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses 48 68 69 70 72 74 76 78 80 567
Resources:
User Fee - - - - - - - - - -
REET
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating 48 68 - - - - - - - 48
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
MiscJTransters - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - -
Beginning Fund Balance - - 69 70 72 - - - - 211
Total CIP Resources 1 48 1 68 1 69 11 70 1 72 - - - - 259
Balance Available/(Unfunded Needs) - - - - - 1 (74) (150) (228) (308) (308)
Designated Balance - - - - - 1 (74) (150) (228) (308) (308)
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease - - - - - - - - - -
Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-36
4W
rrr CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in . . dollars)
Project Title: Accessible Playground Project:29
Project Type: Development Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: $ 750,000 Current LOS Growth 100%
Project Description
Design and construct a new playground with structures incorporated into an existing park that allows for all age and ability accessibility. Design will include
various play elements such as slides or swings as well as other sensory equipment as well as rubberized safety surfacing,benches and drinking fountains.
Public/private partnerships will be coordinated to raise matching funds.
Summary of Progress:
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant Services - - - - - - - - -
Major Maintenance - - - - - - - - - -
Construction - - - 750 - - - - - 750
Inspection - - - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Tota/CIP Expenses - - - 750 - - - - - 750
Resources:
User Fee - - - - - - - - - -
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - 400 - - - - - 400
Grants/Contribution Anticipated - - - 350 - - - - - 350
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - - - - - - - -
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
TotaICIP Resources - - - 750
Balance Available/(Unfunded Needs) - - - - - - - - - -
Uesignated Balance - - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 5-111- 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-37
CAPITAL INVESTMENT PROGRAM
through2011 . . .. .
Project Title: Libraries Project:30
Project Type: Project Number: NIA
Project Account Number: 316.07xxxx.007.594.19.63.000
Total Anticipated Project Cost: Current LOS Growth 100%
Project Description
Voters within the City of Renton elected in February 2010 to annex into the King County Library System(KCLS).As a part of its pre-annexation agreement with KCLS,
Renton committed to funding construction of two new libraries:one in Downtown Renton and another in the Renton Highlands.The agreement states that Renton and KCLS
will jointly site and construct these facilities.
Summary of Progress:The City and KCLS are expected to have identified preferred sites and begin working on design for at least one of the two new libraries in the first
half of 2011.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 20
2014 2015 16 Total
Expenditures:
Property Acquisition - - - 2,000 - - - - - 2,000
Consultant Services - - - 600 400 - - - - 1,000
Major Maintenance - - - - - - - - - -
Construction - - - 9,200 7,400 - - - - 16,600
Inspection - - - - - - - - - -
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - - - 11,800 7,800 - - - - 19,600
Resources:
User Fee - - - - - - - - - -
FEET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - 10,000 7,000 - - - - 17,000
Operating - - - - - - - - - -
Grants/Contnbution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated - - - - - - - - - -
Mitigation Funds Anticipated - - - - - - - - - -
Misc/Transfers - - - 1,800 800 - - - - 2,600
Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CIP Resources - - - 11,800 1 7,800 - - - - 19,600
Balance Available/(Unfunded Needs) - - - - - - - - - -
Designatea Balance - - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2012 2013 201411 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -
"at
Impactl - - - - - - - -
Capital Investment Program-General Government 5-38
+Ir
CAPITAL INVESTMENT PROGRAM
thousands2011 through 2016 (in of dollars)
Project Title: Leased Facilities Project:31
Project Type: Development and Major Maintenance Project Number: C20010,C20026
Project Account Number:
Total Anticipated Project Cost: $ 1,093 Current LOS %Growth %
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 received 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. 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 was completed on
the grant-financed dual duct HVAC system replacement in 2010.
Adjusted Estimated
CIP Expenditures&Resources Lite to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - 12 14 - - - 26
Major Maintenance - 726 746 - - - - - - 746
Construction - - - - 100 108 - - - 208
Inspection - - - - - - - - - -
Project Management - - - - 5 7 - - - 12
Equipment Acquisition - - - - - - - - - -
Contingencies - - 80 - 10 11 - - - 101
Total CIP Expenses - 726 826 - 127 140 - - - 1,093
Resources:
User Fee - - 100 - 127 140 - - - 367
REET - - - - - - - - - -
Fuel Tax - - - - - - - - - -
Utility Tax - - - - - - - - - -
Bond Proceeds - - - - - - - - - -
Operating - - - - - - - - - -
p" Grants/Contribution Received - - - - - - - - - -
Mitigation Funds Received - - - - - - - - - -
Grants/Contribution Anticipated 726 - - - - - - - - 726
Mitigation Funds Anticipated - - - - - - - - - -
Misclfransfers - - - - - - - - - -
.,,.. Interest Income - - - - - - - - - -
KC levy transfer - - - - - - - - - -
Beginning Fund Balance - - - - - - - - - -
Total CP
Resources 1 7261i 1001i 1271 140 1
Balance Available/(Unfunded Needs) 726 - - - - - - - - -
Designated Balance 726 - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Lite to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease - - - - - - - - -Net Impactl - - - - - - - - -
Capital Investment Program-General Government 5-39
CAPITAL INVESTMENT PROGRAM2011 through 2016 (in �.
thousands. .o .
Project Title: Community Services Maintenance Shops Rehab Project:32
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: Current LOS 100%Growth 0%
Project Description
Previous projections included replacement by now of the three existing maintenance shops with a new combined Maintenance Shop,so maintenance of the
existing shops was deferred. As it now appears that we will be using these shops for some time,the maintenance needs to be caught up. This work involves
the roofs,HVAC equipment,inefficient lighting replacement,furnishings,flooring and finishes. The energy-related portions of this work will qualify for partial
funding by PSE grants.
Summary of Progress:
Adjusted Estimated
CIP Expenditures 8 Resources Life to Date Budget Yearend Proposed P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - - -
Consultant Services - - - - - - - - - -
Major Maintenance - - - 200 - - - - - 200
Construction - - - - - - - - - -
Inspection - - - - - - - - - -
Project Management - - - - - - - - -Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - - - 200 - - - - - 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 - - - - - - - - - -
Beginning Fund Balance - - - 200 - - - - - 200
Total CIP Resources - - - 200
Balance Available/(Unfunded Needs) - - - - - - - - - -
Designated Balance - - - - - - - - - -
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease - - - - - - - - -
Net Impactli - - - - - -
Capital Investment Program-General Government 5-40
CAPITAL INVESTMENT PROGRAM
2011 through 2016 (in thousands of dollars)
Project Title: Highlands Library Natural Area Project:33
Project Type: Development and Major Maintenance Project Number: N/A
Project Account Number:
Total Anticipated Project Cost: $ 20 Current LOS %Growth %
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 Northeast 13th Street to the
north with Northeast 12th 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:Library to KCLS;City is responsible for fencing and safety repairs.
Adjusted Estimated
CIP Expenditures&Resources Life to Date Budget Yearend P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 20111 2013 2014 2015 2016 Total
Expenditures:
Property Acquisition - - - - - - - - -
Consultant Services - - - - - - - - -Major Maintenance
Construction - - - 10 10 - - - - 20
Inspection
Project Management - - - - - - - - - -
Equipment Acquisition - - - - - - - - - -
Contingencies - - - - - - - - - -
Total CIP Expenses - - - 10 10 - - - - 20
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
Beginning Fund Balance - - - 10 10 - - - - 20
To.
CIP Resources - - - 10 10 - - - - 20
Balance Available/(Unfunded Needs) - - - - - - - - - -
Designated Balance
Adjusted Estimated
Impact on Operating Funds Life to Date Budget Year end P r o p o s e d P r o j e c t e d Project
Thru 2009 2010 2010 2011 2012 2013 201411 2016 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease
Net Impactl - - - - - - - -
Capital Investment Program-General Government S-41
This page is intentionally left blank ■r
i
i
Capital Investment Program-General Government 5-42
Internal Funds
412
" n,� .
f
s
A`
�r
x
#��ylyyy
Capital Investment Program-Internal Service Funds 5-43
Fund 501 - Equipment Rental Fund
2011-2012 Vehicle Replacements
zoll zolz
Charge Equipment Year
Dept Assigned Code Number Make Model puchased Life Replacement Replacement
Cost Cost
Police Admin Poo102 A403 FORD TAURUS 2001 3 25,000
Police Admin Poo102 A414 FORD TAURUS 2002 10 25,000
Police Investigations Poo103 8099 CHEV BLAZER 2001 8 30,000
Police Investigations Poo103 B075 FORD WINDSTAR 1998 8 30,000
Police Patrol Poo108 A406 FORD CROWN 2001 3 35,000
Police Patrol Poolo8 A416 FORD CROWN 2002 3 35,000
Police Patrol Poo108 A438 FORD CROWN 2005 4 35,000 -
Police Patrol PooIO8 A432 FORD CROWN 2005 4 - 35,000
Police Patrol Poo108 A433 FORD CROWN 2005 4 35,000
Police Patrol Poo108 A444 FORD CROWN 2006 4 35,000
Police Animal Control Poolll C222 CHEV SILVERADO 2003 8 30,000
CED Development Services Pool15 8081 JEEP CHEROKEE 1999 8 - 25,000
Public Works Transportation Poo123 C195 CHEV PU 2000 8 30,000 -
Public Works Transportation Poo123 C197 FORD PU 2000 8 30,000
Public Works Maintenance(Street) Pool25 E108 ELGIN SWEEPER 2005 4 250,000
Public Works Maintenance(Street) Poo125 5162 CUSH Concrete Saw 1996 10 25,000
Public Works Maintenance(Street) Poo125 New N/A Trailer for Saw N/A N/A 6,000 -
Public Works Maintenance(Street) Poo125 E112 SCHW SWEEPER 2006 4 - 250,000
Public Works Maintenance(Surface Poo126 C180 CHEV PU 1997 8 - 30,000
Water)
Public Works Maintenance(Water) Poo127 C217 FORD F250 2002 8 35,000 -
Public Works Maintenance(Water) Poo127 8105 CHEV ASTRO 2002 8 30,000
Fire Admin Poo138 F421 DODGE VAN 1993 8 21,000 -
Public Works Maintenance(Wastewater) Poo142 C220 FORD E450 2002 10 210,000
Public Works Maintenance(Wastewater) Poo142 E107 INTE VACTOR 2004 5 350,000 -
Total: $ 1,172,000 $ 470,000
Capital Investment Program-Internal Service Funds 5-44
Fund 503 - Information Technology Fund
2011 2012
Total Anticipated Project Cost: $1,453,800 $1,257,800
Department Capital(Costs charged directly to identified department)
Police Department Applications Projects: $ 40,000 $ 43,000
This project continues to fund a three year effort to place video in each patrol and traffic vehicle,VCC Cad
Upgrades,Parking enforcement equipment.
ow Fire Projects: $ 42,000 $ 15,000
Fire Department inspectors field equipment CAD upgrades,GIs tracking as well as handheld application
devices to support communication needs.
Community and Economic Development Projects:
Permits Plus-Upgrade or replace Permits Plus software.Software is being phased out. $ 500,000 $ 300,000
2011-$SDOK,2012-$300K,2013-$200K
Courts $ 26,000 $ 22,000
Upgrade courts recording systems and AN equipment.
Human Resources $ 35,000 $ 10,000
Upgrade performance module
Network and Enterprise infrastructure $ 50,000 $ 105,000
xx� Redesign City's internet Website and update software management system,and misc software
Enterprise Capital(costs allocated city-wide based on equipment count)
Server Systems $ 98,000 $ 127,000
New server hardware is increasingly powerful. Efficient use of the computing resource and increase system
reliability can be obtained by virtualized servers,running many copies of an operating system on a single
hardware server.
Metropolitan Area Network $ 80,000 $ 205,000
Increasing use of information systems is improving productivity and increasing the demand on network core
systems.In virtually every department the City is replacing older business processes with more efficient
computer based records management and customer relationship management systems.Increasing
population and annexation is driving an increase in employee head count.New facilities are expanding the
City's network connections between buildings.Email has grown from a convenience to a core business
communication tool.These trends drive the need to maintain and improve the underlying networks thal
allow these systems to operate 24x7x365.Continuing efficient operation of the network requires some
ongoing improvements and periodic major systems upgrades.
Telecommunications Network $ 300,000 $ 110,000
The telephone system is a prefect example of a mission critical system.Departments are adding voice menu
systems to increase the productivity of staff while providing efficient service to citizens.The current voice
mail system reached end of life in 2007.Information Technology reduces operating cost by maintaining a
limited spare parts inventory and purchases unavoidable maintenance on a time and materials basis.
Some of the M&O costs we are saving must be periodically invested in performing critical systems upgrades.
We will also expand voice services using network connected phones to reduce the number of Qwest
provided circuits at small locations to further reduce M&O.
Wireless Network $ 10,000 $ 13,000
The City wide wireless data network has transformed the way police enter records and significantly improved
their ability to access criminal information on scene.Similar benefits can be expected as the Fire
Department fully implements field use of FDM and integrates pre-fire planning to FDM. Community Services
and Public Works will begin to see significant improvements in productivity as the Maintenance Task
Management system is implemented.In order to continue to deliver these benefits the wireless data network
needs to be maintained and expanded into the few remaining areas where it is not accessible.Providing
hot spot coverage in concert with community development projects like The Landing and the Harrington
.'s improvement district is also envisioned.
Video Network $ $ 10,000
Integrate web cameras to management systems.
Streets Division Projects $ $ 25,000
Traffic signal conduit.
Annual Equipment Replacement $ 257,800 $ 257,800
This project replaces aging City desktop,laptop and ruggedized computers on a 5 year rotation schedule.
Enterprise GIS $ 1s,000 $ 15,000
Additional product licensing and programming.
Capital Investment Program-Internal Service Funds 5-45
Fund 504-Facilities Fund(C20004-C20009)
2011 2012
Total Anticipated 2011-2012 Project Cost: $ 498,000 $ 498,000
Operational Facilities Projects: $137,000 $137,000
Fire Station No.11(Built 1978): $18,000 $18,000
Seismic,energy,accesibility and operational upgrades were completed in 2010 so,onngoing maintenance issues are lower than typical for an older
station. An emergency power generation system capacity upgrade is planned for 2012.
Fire Station 12: $21,000 $21,000
A building pressurization issue was corrected in 2010 and a retro-commissioning of the mechanical system was completed.Sealing the building
interior envelope membrane($8,000)and carpet replacement($13,000)are planned for 2012.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 $12,000
Establishing remote communication capability for the HVAC control system($6,000)is planned for 2011.This new station,with administration
offices,will be$12,000 in a typical year.
Fire Station No.14(Built 1997): $14,000 $14,000
Interior painting in the training and administrative areas is planned for 2011($6,000).Carpet replacement in the training&administrative areas is
planned in 2012($20,000). Installation of a fall restraint system on the roof is planned for 2012($10,000).Normal major maintenance is$14,000.
Fire Station No.16(Remodeled 1997): $22,000 $22,000
Exterior and interior painting is planned for 2011($4,000).Carpet replacement($9,000)and upgrading uninsulated windows(Energy grant and
MM$)is planned for 2012.A plan for remodeling the Captain/Lt office will be developed in 2011.Normal major maintenance is$22,000
Fire Station No.17 $20,000 $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$5000),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.
City Shops: $30,000 $30,000
We have experienced an increasing level of maintenance repairs as this facility ages.Exterior painting of structures,doors and jambs is planned for
2012.
Public Facilities Projects: $361,000 $361,000
Carco Theatre: $12,000 $12,000
The stage and seating areas need an ADA upgrade($90,000)that includes hand rails and 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.Interior painting to be scheduled in 2011.
City Hall: $80,000 $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,A new program request 650020.0001 to reinstate HVAC contract 2011-12($87,000).There is some potential cost benefit
through PSE energy savings matches to replace 2 original hot water boilers(HVAC)and the final(of three)HVAC compressors.Seal and paint the
exterior of the roof level mechanical penthouse planned in 2011.The roof will need to be replaced in 2012.
l Renton Community Center: $111,000 $111,000
Major maintenance has an allowance of$25,000 annually from 2010 to 2015.The new gym floor has an annual refinishing program($12,000).
Continuing security and technology upgrades and replacements are now rolled into a City-wide security equipment element in this budget.The AC
is seasonally inadequate for the exercise/weight room. Installation of a large whole space ventilation fan is scheduled for 2010($10,000). Carpet
replacement throughout with resilient floor product(Marmoleum)planned for 2011($40,000). Many of the furnishings and some equipment is well
beyond its service life,so some replacements are schedule for 2011-12($35,000). Major painting and staining is planned($40,000)to provide an
updated appearance. If the RCC is to be used for the citywide emergency shelter program a generator will be necessary($95,000).
Senior Activity Center: $25,000 $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 in 2012($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.Ceiling tile replacement in auditorium 2012($25,000).
Main and Highlands Libraries: $30,000 $30,000
From 2010 to 2015,Per the KCLS agreement,Facilities is reponsible for major maintenance items exceeding$5,000.Main Library allocation $20,000
per year. Highlands Library allocation is$10,000 per year.
Coulon Park: $12,000 $12,000
Exterior painting of all structures is planned for 2011.The structures at Coulon Park require annual major maintenance of$30,000.
Exercise Equipment Replacement: $31,000 $31,000
The ongoing program to replace old exercise equipment,located throughout all public facilities,continues and will be$31,000 in 2010.
Highland and N Highlands Community Centers $35,000 $35,000
Annual maintenance costs are high for the NHNC and replacement is recommended.Exterior painting of the Highlands building is planned for 2011.
Liberty Park Stadium: $5,000 $5,000
The stadium is old enough to need frequent concrete repairs and sealing.Bird damaged structural beams are in need of repair 2011.
Liberty Park Community Building: $20,000 $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
foreseeable future.Install vapor barrier in crawl space and enhance rodent control measures.
ow
Capital Investment Program-Internal Service Funds 5-46
46
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.
;d
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.
w
Capital Investment Program-Transportation 5-47
r�
CAPITAL INVESTMENT PROGRAM
through2011 . .. .
SUMMARY
CITY OF RENTON-PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2011-2016 SIX-YEAR CIP
Total Project Costs
Six-Year
TIP Project Title 2011 2012 2013 2014 2015 2016 Period Total
1 Street Overlay 751 786 824 863 906 950 5,080
2 Arterial Rehabilitation Program 342 358 376 395 414 435 2,320
3 Rainier Ave Improvements-Grady Way to S 2nd Street 8,165 7,192 15,357
4 SW 27th Street/Strander Boulevard Connection 32 5,000 3,000 8,032
5 NE 3rd/NE 4th Corridor Improvements 223 207 800 2,620 4,440 555 8,845
6 Duvall Ave NE-NE 7th St to Sunset Blvd NE 100 3,460 2,120 445 6,125
7 SR 169 HOV-140th Way SE to SR-900 1,170 1,380 2,550
8 IS.Lake Washington Roadway Improvements(Garden Ave N Widening) 2,500 2,500
9 Park Avenue North Extension 2,400 2,600 5,000
10 116th Ave SE Improvements 3,574 3,760 1,600 5,351 14,285
11 Carr Road Improvements 100 100
12 NE Sunset Boulevard Corridor Improvements 2,000 2,000
13 Oakesdale Ave SW-Monster Road to SR 900 1 50 5,300 5,350
14 South 7th Street-Rainier Ave S to Talbot Road South 660 660
15 NE 31st Street Culvert Repair
16 Highlands to The Landing Pedestrian Connection Project 1,140 560 1,700
18 Walkway Program 280 150 410 280 280 280 1,680
19 Sidewalk Rehabilitation and Replacement Program 250 500 250 250 250 1,500
20 Monterey Ave NE-NE 20th Street-Wall Replacement 40 40
21 Bridge Inspection&Repair Program 150 70 70 25 25 25 365
22 Roadway Safety and Guardrail Program 50 20 551 25 25 25 200
23 Intersection Safety&Mobility Program 250 200 300 250 250 250 1,500
24 Traffic Safety Program 40 20 70 40 40 40 250
25 Preservation of Traffic Operation Devices Program 62 62 62 62 62 62 372
26 Intelligent Transportation Systems(ITS)Program 50 50 30 30 30 30 220
27 Transit Program 401 37 43 40 40 40 240
28 Transportation Demand Management(TDM)Program 65 65 65 65 65 65 390
29 Bicycle Route Development Program 100 40 120 801 80 80 500
30 Barrier-Free Transition Plan Implementation 50 251 75 50 50 50 300
31 South Renton Burnett Park Neighborhood Street Improvements 275 275
32 Project Development&Pre-Design Program 150 100 200 150 150 150 900
33 Arterial Circulation Program 160 160 340 250 250 250 1,410
34 Transportation Concurrency/LOS Program 10 30 20 30 30 30 150
35 Environmental Monitoring Program 20 20 20 60
36 WSDOT Coordination Program 63 40 60 40 40 40 283
37 Geographic Information System-Transportation Data Development 15 15 15 15 15 15 90
38 1%for the Arts Program 15 15 15 15 15 15 90
39 Lake Washington Blvd-Park Ave N to Gene Coulon Memorial Park 82 138 220
40 Lind Avenue SW-SW 16th St to SW 43rd St 1 1 522 1,400 626 2,548
41 Logan Ave N Concrete Panel Repair 1 1 460 460
Total 1 11,6481 9,7621 18,908 16,153 16,3481 20,6 81 93,9471
Summary of Funding Sources 2u 1 12012 2013 2014 2015 2016 Total
Vehicle ruel Tax includes increase from 2005 Initiative 91 620 630 640 650 660 670 3,870
Business License Fee 1630 1,670 1,700 1,740 1,780 1,820 10,340
Reserve for S.Renton in Fund 502 - - - - - - .
Grants In-Hand 4986 4,808 - - - - 9,794
Mitigation In-Hand 499 400 260 270 300 350 2,079
Bonds/LTD's Formed - - - - - -
Other Government Resources In-Hand 2922 2,203 43 43 43 43 5,297
Subtotal Funded 10,658 9,711 2,643 2,703 2,783 2,883 31,381 _.
Grants Proposed - - 2,800 1,530 1,700 100 6,130
Other Proposed - 350 308 160 165 983
Proposed Fund Balance 990 50 - - - - 1,040
Undetermined - - 13,575 11,612 11,705 17,520 54,413
Subtotal Proposed Funding 990 50 16,725 13,450 13,565 17,785 62,566
Total Funding Sources 11,648 9,761 19,368 16,153 16,348 20,668 93,947
Capital Investment Program-Transportation 5-48
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
CITY OF RENTON-2011-2016 TRANSPORTATION IMPROVEMENT PROGRAM
Street Overlay Functional Classification:N/A Fund: 317
Proj.Length:NA Proj: 122108
T e: 1-MAINTENANCE AND PRESERVATION TIP No. 1 CONTACT: Bili Wresseii 425.430.7400
DESCRIPTION: STATUS:
Annual program for repairing and resurfacing existing roadways,operating the City's Pavement This program funds overlays on neighborhood streets and collector streets. The
Management System and providing data for deficiency ratings. 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.
JUSTIFICATION: CHANGES:
Asphalt concrete pavement overlay and slurry seal of streets provide for improved driving surface The Transportation/Aviation Committee recommended$100,000 be allocated in 2010
and are highly cost-effective ways of avoiding expensive repairs and reconstruction. The for maintenance of existing alleyways.The budget is reflected in the Overlay Program
computerized Pavement Management System and yearly survey of roadway conditions greatly ($50,000)and in the Arterial Rehabilitation Program($50,000).
improve the efficiency of the Overlay Program. The arterial streets are rated every year,while the
residential streets are rated every other year.
Funded: 16.772.236 lUnfunded: 1 483,000
Project Totals Programmed Pre-2011 Six-Year Pro ram
ITEM Programmed. Sent In 2009 2010 Total 2011 2012 2013 2014 2015 2016
EXPENSES:
Planning 1,490 1,490
Preliminary Engineering 99,239 1,339 12,600 85,300 13,000 13,000 14,300 15,000 15,000 15,006
R-O-W includes Admin
Construction 6,831,307 1,138,207 940,400 4,752,700 698,000 733,000 769,700 808,000 850,000 894,000
Construction Services 323,200 41,200 40,000 242,000 40,000 40,000 40,000 40,000 41,000 41,000
Post Construction Services
TOTAL EXPENSES 7,255,236 1,182,236 993,000 5,080,000 751,000 786,000 824,000 863,000 906,000 950,000
SOURCE OF FUNDS:
Vehicle Fuel Tax 4,990,000 750,000 370,000 3,870,000 620,000 630,000 640,000 650,000 660,000 670,000
Business License Fee 1,234,300 185,000 322,300 727,000 131,000 156,000 134,000 105,000 86,000 115,000
Proposed Fund Balance 547,936 247,236 300,700
Grants In-Hand 1
Grants In-Hand 2
Mitigation In-Hand
Other In-Hand 1
Other In-Hand 2
Grants Proposed
Unfunded programmed 483,000 483,000 50,000 108,000 160,000 165,000
Undetermined
TOTAL PROG SOURCES I 7,255.236r-1,182,236 993 000 5,080,000 751 000 786,000 824 000 863,000 906,000 950 000
Capital Investment Program-Transportation 5-49
CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
CITY OF RENTON-2011-2016 TRANSPORTATION IMPROVEMENT PROGRAM
Arterial Rehabilitation Program Functional Classification:varb Fund: 317
Proj.Length:N/A Proj: 122186
Type: 1-MAINTENANCE AND PRESERVATION TIP No. 2 CONTACT: Bio Wressei 425430.7400
DESCRIPTION: STATUS:
This program provides for the rehabilitation of arterial streets where the restoration requirements are Proposed paving schedule:2010-E Valley(SW 41st to SW 34th);2011-E Valley
beyond that which can be accomplished through the annual Overlay Program. Installation of ADA- (SW 34th to SW 16th);2012-Benson Rd(SR 515 to Puget Dr);2013-Benson Rd
compliant curb ramps has been incorporated into the annual Arterial Rehabilitation and Overlay (Puger Dr to 1-405);2014-Airport Way(Rainier Ave to Logan); 2015-N 3rd/4th
programs according to new federal requirements. (Logan to Sunset Blvd). 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 The Transportation/Aviation Committee recommended$100,000 be allocated in 2010
relatively small traffic volumes and less truck and bus traffic make standard asphalt overlays a long for maintenance of existing alleyways.The budget is reflected in the Overlay Program
term means of maintenance. Arterial streets can often deteriorate rather quickly and often require ($50,000)and in the Arterial Rehabilitation Program($50,000).
more costly rehabilitation measures and/or costly temporary repairs to avoid more extensive
deterioration. A number of arterials identified as needing major rehabilitation are being addressed
in this program and the Overlav Proqram.
Funded: 2 980 500 Unfunded
Project Totals Pro rammed Pre-2011 Six-Year Pro ram
ITEM Programmed Sent in 2009 2010 Total 2011 2012 2013 1 2014 2015 2016
EXPENSES:
Planning
Preliminary Engineering
R-O-W includes Admin
Construction 2,980,500 310,000 350,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000
Construction Services
Post Construction Services
TOTAL EXPENSES 2,980,500 310,000 350,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000
SOURCE OF FUNDS:
Vehicle Fuel Tax 250,000 250,000
Business License Fee 2,460,500 40,000 100,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000
Proposed Fund Balance 270,000 270,000
Grants In-Hand 1
Grants I 2
Miti anonn In-Hand
Other In-Hand 1
Other In-Hand 2
Grants Proposed
Unfunded programmed
Undetermined
TOTAL PROG SOURCES 2,980,500. 310,000 350,500 2,320,000 342,0001 358,000 376,000 395,000 414,000 435,0001
Capital Investment Program-Transportation 5-SO
.W
rs CITY OF RENTON
PUBLIC WORKS
TRANSPORTATION SYSTEMS DIVISION
CITY OF RENTON-2011-2016 TRANSPORTATION IMPROVEMENT PROGRAM
Rainier Ave Improvements-Grady Way to S 2nd Street Functional Classification:Principal a Minor Fund: 317
i Proj.Length:0.89 rni Proj: 122703
Type: 2-TRANSIT TIP No. 3 CONTACT: Derek Akesson 425.430.7337
DESCRIPTION: STATUS:
Improvements remove barriers,eliminate substandard conditions,consolidate access points to The Sound Transit agreement authorizes$14.9M for transit improvements. Two State
existing major businesses,provide an enhanced pedestrian environment. Project elements include Pedestrian and Bicycle Safety Grants have been awarded:$0.2M(2006)and$0.23M
adding BAT(business access and transit)lanes(north and southbound),removing the BNSF (2007). TIB awarded grant funds of$2.202M(2003);$1.906M(2006);and$2.832M
railroad bridge support pier,adding left-tum lanes at intersections,widening sidewalks with (2008). Grants awarded in 2009:$2.OM(2009)ARRA for Phase 1(Shattuck Ave);
streetscaping, adding pedestrian-scale illumination,bollards(at crossings),transit facility $4.8M STP grant for construction;$0.5M from Department of Commerce.W SDOT is
improvements(shelters,benches,information kiosks),planted buffer strips and landscaped contributinq$0.5M towards overlay on Rainier Ave S.
JUSTIFICATION: CHANGES:
Rainier Ave is a critical corridor in central Renton with existing operational problems and in need of Construction of the Phase 1-Shattuck Ave Sto