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HomeMy WebLinkAbout2013 - 2014 Annual Budget City of Renton 2013 -2014 Adopted Budget r4 R. y. AJC fj•/���� , i s S 1 . w. » m • t r r- A4 �« � 4, e City of RENTON.AHEAD OF THE CURVE en on Renton City Hall • 1055 South Grady Way • Renton,Washington 98057 • rentonwa.gov 'jZ T .. Trj Re VisionRenton: The center of opportunity in the Puget Sound Region where families and businesses thrive /r issionwithThe City of Renton, in partnership and communication M residents, businesses, and schools, is dedicated to: ■ Providing a safe, healthy, welcoming atmosphere where people choose to live ■ Promoting economic vitality and strategically positioning Renton for the future ■ Supporting planned growth and influencing decisions that impact the city ■ Building an inclusive city with opportunities for all ■ Meeting service demands through high quality customer service, innovation, a positive work environment, and a commitment to excellence 2013-2018 Goals r Provide a safe, Promote economic Support planned Building an Meet service healthy, vibrant vitality and growth and influence inclusive city with demands and community strategically position decisions that opportunities for all provide high quality ■ Promote safety,health, Renton for the future impact the city ■ Improve access to city customer service and security through services and programs effective communication ■ Promote Renton as the ■ Foster development and make residents and ■ Plan,develop,and and service delivery progressive,opportunity- of vibrant,sustainable, businesses aware of maintain quality services, rich city in the Puget Sound attractive, mixed-use opportunities to be involved infrastructure,and amenities ■ Facilitate successful region neighborhoods in urban with their community neighborhoods through centers ■ Prioritize services at community involvement ■Capitalize on ■ Build connections with levels that can be sustained opportunities through bold ■ Uphold a high standard ALL communities that reflect by revenue ■ Encourage and partner and creative economic of design and property the breadth and richness of in the development of quality development strategies maintenance the diversity in our city ■ Retain a skilled workforce housing choices for people of by making Renton the all ages and income levels ■ Recruit and retain ■Advocate Renton's ■ Promote understanding municipal employer of choice businesses to ensure a interests through state and and appreciation of our ■ Promote a walkable, dynamic,diversified federal lobbying efforts, diversity through celebrations ■ Develop and maintain pedestrian and employment base regional partnerships and and festivals collaborative partnerships bicycle-friendly city with other organizations and investment strategies ■ Nurture entrepreneurship ■ Provide critical and that improve services complete streets,trails, relevant information on a and connections between and foster successful ■ Pursue transportation timely basis and facilitate ■ Respond to growing neighborhoods and partnerships with and other regional community focal points businesses and improvements and two-way dialogue between service demands through community leaders services that improve city government and the partnerships, innovation, ® Provide opportunities quality of life community and outcome management for communities to be 0 Leverage public/private m Encourage volunteerism, better prepared for resources to focus ti Balance development with participation and civic emergencies development on environmental protection engagement economic centers This page is intentionally left blank �h f I f f I` Mayor Denis Law W. .. HALL NEON C� Renton City Council From left to right:Randy Corman, Terri Briere, Rich Zwicker, Ed Prince, "' Don Persson, Marcie Palmer, Greg Taylor Boards, Commissions, and Committees Location Day Time , AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed ' Airport at Large:Vacant(Robert Brahm),Diane Paholke,Ulf Goranson,Todd Banks Kennydale Neighborhood: Marleen Mandt,Mark Hancock Airport Leaseholders:Michael O'Leary,Robert Ingersoll, North Renton Neighborhood:Lee Chicoine,Ben Johnson Vacant(Kurt Boswell),Chuck Kegley Renton Hill/Monterey Terrace:David Basco,Vacant(Dina , Aircraft Owner's&Pilot's Associations:Robert Dempster,Karen Stemwell Davis) The Boeing Company:Scott Pelletier 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:Kenneth Williams,Vacant(John ' Highlands Neighborhood:Richard Siers,Vacant(Michael Krohn) Middlebrooks) CIVIL SERVICE COMMISSION 1"Flr.HRTraining.Rm. 4th Tuesday 4:30 p.m. Richard Fisher,William Larson,James Matthew,James Phelan,Andee Jorgensen , CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed Celeste Brady,Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sonja Kyes,Sonja Mejlaender(City staff),Ted Rodriguez,Salvador Sahagun , FIREMEN'S PENSION BOARD 7th Fir.Mayor's Conf. 3rd Thursday 2:00 p.m. Rm. Ray Barilleaux(Retired Firefighter),Denis Law(Mayor),Don Persson(City Council),Bonnie Walton(City Clerk),Jill Masunaga(Adm Svcs Department Rep.), Bruce Phillips(Retired Firefighter),Chuck Christensen(Retired Firefighter[Alternate]) HUMAN SERVICES ADVISORY COMMITTEE 7`h Fir.Council Conf.Rm. 3rd Tuesday 3 p.m. Brook Lindquist,Leslie Anderson,Linda Mae Smith,Shannon Matson,Elyn Blandon,Dorothy Capers,Len Aron, Ryan Mclrvin,Amy Bresslour,Zenovia Radcliff, ' Monica Mendoza Catrejon(youth) LEOFF BOARD 1"Fir.HR Conf.Rm. 4th Tuesday 8 a.m. Robert Leyerle(Police), James Matthew(Fire),Greg Taylor(City Council),Ed Prince(City Council),Jim Phelan(At-Large) , LIBRARY ADVISORY BOARD 7`h Fir.Council Conf.Rm. 3rd Wednesday 5:30 p.m. Laurie Beden*,Lynne King,Catherine Ploue-Smith,Erica Richey,Suze Uri MUNICIPAL ARTS COMMISSION 7`h Fir.Conf.Center. 1st Tuesday 4:30 p.m. Paul Hebron,Jerri Everett,Evelyn Reingold,Bill Huls,Vacant(Denise Zullig),Peter Hartley,Ben Andrews,Vacant(Doug Kyes),Vacant(Jon Schindehette), Jaris English,Britt McKenzie,Natalie Gress(youth) NISHIWAKI SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed Pat Auten,Wyman Dobson,Becky Gibbs,Sonja Mejlaender(City staff),Richard Morris,Nancy Osborn,Roger Richert*,Betty Vaughn ' NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE 6`h Fir.Conf. 1st Thursday Semi- 4:30 p.m. Rm.621 Annually June&Dec. Bob Elliot,Margaret Feaster,Dorothy Flower,Pete Maas*,Craig Paynter,Robert Peterson,Frances Pieper,Janene Sestak , PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m. Cynthia Burns,Al Dieckman,Michael O'Donin,Marlene Winter,Larry Reymann*,Timothy Searing,Troy Wigestrand,Vacant(youth) PLANNING COMMISSION Council Chambers 2nd and 41h Wednesdays 6 p.m. , Kevin Poole,David Fleetwood,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,William Clapp, Beatrice Budziu,Sandra Polley,Rose Warren,Milt Tiede,Pat Baylor *Chair/contact Vacancies and expired appointments are shown in italics Updated 02/13/2013 iv tr tr GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tingu fished Budget Presentation Award s PRMENTF,D TO City of Renton Washington For the Fiscal Year Beginning January 1, 2011 President Executive Director r r is titr 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, 2011. In order to receive this .. award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of two years. We believe this •' budget continues to conform to program requirements and we will submit the final 2013/2014 Budget to GFOA to determine its eligibility for another award. 1 City of Renton, Washington z, 2013/2014 ADOPTED BUDGET i Acknowledgments 1 Iwen Wang Administrative Services Administrator 1 Jamie Thomas Fiscal Services Director Tina Hemphill Senior Finance Analyst ' Jill Masunaga Senior Finance Analyst Hai Nguyen Senior Finance Analyst Kristi Rowland Senior Finance Analyst 1 Tracy Schuld Senior Finance Analyst Kari Roller Financial Services Manager Chris Call Accounting Assistant 111 Karl Hurst Print and Mail Coordinator , Beth Haglund Web Specialist 1 1 Contact Renton City Hall ' 1055 South Grady Way Renton,Washington 98057 Phone: 425-430-6868 , Fax: 425-430-6855 Website: rentonwa.gov 1 Vi Readers Guide to the Budget The following Reader's Guide lists each major section of this document in the order that it appears and provides i 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 2013/2014 Biennial Budget. Following this are the 2013/2014 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. Section 2: Renton Results In this section we present the City of Renton's performance management initiative originated in 2007 to clearly illustrate the services provided by the City of Renton, the resources needed to provide these services, and the results of the service efforts to facilitate policy decisions and provide accountability to the community. Section 3: Budget by Department In this section we present budget information organized by department and division. Each department, and each division within that department, presents its mission statement, expenditure budget, staffing levels, and funding decisions. Section 4: Debt Management An extensive overview of Renton's debt program is presented here. This includes financial data on debt limitations, property tax rates and revenues, long-term debt service requirements, and a schedule of the City's overall outstanding debt. Section 5: Capital Investment Program (CIP) This project listing provides a summary of the six-year CIP plan. 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. 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 used budget terms. r Vii Table of Contents t Page ' EXECUTIVE SUMMARY Budget Message from the Mayor 1-1 ' 2013/2014 Budget Highlights 1-13 Budget at a Glance 1-27 Long Range Plan 1-57 ' Financial Management Policies 1-73 RENTON RESULTS Budget Framework 2-1 Renton Results Overview 2-6 City Service Area:Safety and Health, Program Budgets and Performance Measures 2-9 , City Service Area: Livable Community, Program Budgets and Performance Measures 2-12 City Service Area: Representative Government, Program Budgets and Performance Measures 2-16 City Service Area: Mobility, Program Budgets and Performance Measures 2-18 City Service Area: Utilities and Environment, Program Budgets and Performance Measures 2-21 City Service Area: Internal Services, Program Budgets and Performance Measures 2-25 Other Programs: Transfers, Revenue, etc. 2-28 Reconciliation to Total Budget 2-29 BUDGET BY DEPARTMENT ' Legislative 3-1 Executive 3-7 City Attorney 3-17 ' Court Services 3-21 Administrative Services(AS) 3-25 , Community and Economic Development(CED) 3-35 Community Services 3-51 Fire and Emergency Services 3-75 ' Human Resources and Risk Management(HR&RM) 3-85 Other City Services 3-93 Police 3-95 Public Works(PW) 3-107 DEBT MANAGEMENT Overview 4-1 Outstanding Debt 4-2 General Obligation Debt Computation of Limitation of Indebtness 4-3 Debt Service to Maturity by Funding Sources 4-4 General Obligation Debt 4-5 Waterworks Debt Summary 4-7 Revenue Bonds 4-7 Public Works Trust Fund Loans 4-10 CAPITAL INVESTMENT PROGRAM City Wide Narrative 5-1 Viii Table of Contents Page rs CAPITAL INVESTMENT PROGRAM (continued) City Wide Summary 5-5 re General Government 5-7 Internal Service Funds 5-39 Transportation 5-43 Airport 5-89 Golf Course 5-105 Water 5-113 Wastewater 5-137 Surface Water 5-163 BUDGET BY FUND General Governmental 6-1 r Special Revenue 6-15 Debt Service 6-23 Capital Investment Program 6-25 Enterprise 6-33 Internal Service 6-49 +. Investment Trust 6-59 APPENDIX General Information 7-1 Largest Taxpayers/Principal Employers 7-2 Full-Time Employee Staffing 7-3 �• Comparison of Taxes and Rates 7-4 Index of Positions and Pay Ranges(2013/2014 not settled) 7-5 Rates and Fees Schedule 7-17 Budget Glossary 7-39 r r ra rr ix This page is intentionally left blank X t w w 1 EXECUTIVE SUMMARY irs Budget Message from the Mayor 1-1 w 2013/2014 Budget Highlights 1-13 w Budget at a Glance 1-27 Long Range Plan 1-57 w Financial Management Policies 1-73 w w w w w w w w r 1 RENTON CITIZENS MAYOR MUNICIPAL COURT JUDGE CITY COUNCIL Denis Law Terry Jura do *' Randy Corma n,President 425-430-6500 425-430-6550 Rich Zwicker,Marcie Palmer,Ed Prince,Don Persson,Greg Taylor, Terri Briere 425-430-6500 CHIEF ADMINISTRATIVE OFFICER Jay Covington 425-430-6500 COMMUNITY SERVICES PUBLICWORKS COMMUNITYAND ECONOMIC Terry Higashiyama,Administrator Gregg Zimmerman,Administrator DEVELOPMENT EXECUTIVE Chip Vincent,Administrator 425-430-6600 425-430-7394 425-430-6580 Facilities I _ Maintenance Services Mayor's Office Peter Renner,Director Michael Stenhouse,Director Economic Development y Vacant Parks Planning&Natural Transportation Systems Communications Resources Doug Jacobson,Deputy PW Development Services Preeti Shridhar,Deputy Public Leslie Betlach,Director Administrator Neil Watts,Director Affairs Administrator Recreation _ Utility Systems Tim Williams,Director _ Lys Hornsby,Director Planning Human Services Karen Bergsvik,Manager Renton History Museum Elizabeth Stewart,Manager CITY ATTORNEY ,.,. Neighborhoods,Resources, Larry Warren,Administrator and Events 425-255-8678 Bonnie Rerecich,Manager Parks&Golf Course t Kelly Beymer,Director POLICE FIRE AND EMERGENCY SERVICES HUMAN RESOURCES&RISK ADMINISTRATIVE SERVICES Kevin Milosevich,ChiefMark Peterson,Chief/Administrator MANAGEMENT Iwen Wang,Administrator 425-430-7503 425-430-7051 Nancy Carlson,Administrator 425-430-6858 425-430-7650 Support Operation ResponsOperations Human Resoue Finance Bill Flora,Deputy Fire Chief Cathryn Laird,M Jamie Thomas,Director Special Operations Risk Management Safety and Support Services Gary La mb,Manager Erik Wallgren,Deputy Fire Information Technology Investigations Mehdi Sadri,Director Benefits Community Risk Reduction Maria Boggs,Manager FAdministrative David Pargas,Asst.Fire City Clerk/Cable Manager m $ervite5 Bonnie Walton,City Clerk Emergency Management Deborah Needham,Director Staff Services Field Operations Bureau Patrol Services Patrol Operations BUDGET MESSAGE TO COUNCIL October 15, 2012 (Final) I appreciate this opportunity to present to you our biennial budget proposal for 2013-2014. I'll start with some good news. The nation's economy is showing signs of improvement. More good news is that our city, unlike many other jurisdictions, remains healthy and we continue to take necessary steps to protect the interests of our residents. Thanks to your support and leadership over the past several years, we have made difficult decisions to address the challenges of providing city services with reduced revenues and personnel. Our challenges are not over. As you know, government revenues lag behind the regular marketplace. This budget proposal reflects a continued erosion of operating revenues over the next two years, much of this due to property values that have declined, which represent nearly one third of our general fund dollars. Over the next two years, our preliminary estimates project a $5 million dollar per year shortfall of revenues against rising costs of doing business. With the help of our employees and unions, I'm presenting you with a balanced budget proposal that meets these revenue shortfalls, with minimal employee layoffs. It does require additional staff reductions, but we're able to manage this almost entirely by not filling open positions. We are also proposing some increased fees. M Executive Summary-Budget Message from the Mayor 1-1 The total proposed two-year budget for 2013 and 2014 is $457 million, of which $202 million is the General Government fund that is used for police, fire and emergency services, parks, street repair, and other city services. The last few times that I have presented the city's budget to you, we were in the midst of one of the gravest economic recessions in history that created a fiscal crisis for the entire nation. We have addressed the economic challenges to our city and I believe we're on a ' course to recovery. Because of our strategic investments in economic development, our commitment ! to reforms and the fiscal disciplines we have put into place, the city's financial situation is stable. We're beginning to see improvement. Businesses in Renton are beginning to recover and grow. And we continue to provide an environment that attracts new businesses to our city. We have worked to recruit new employers and support existing ones. We have ' had 200 new firms locate in Renton this past year and 6,000 new jobs have been , added in our community over the past two years. King County Elections returned to Renton and the Washington State Auto Dealers Association will be constructing ' a new building for their offices on SW Grady Way. Commercial vacancy rates have remained significantly low, compared with other cities in the Puget Sound region. And The Landingcontinues to add new businesses ever month. In addition ' yto Cost Plus and several new restaurants and other firms, some existing businesses , are expanding into additional space. Sales for The Landing businesses are up nearly 15% over last year, and 92% of the Fairfield Apartments at The Landing ' have now been leased. Executive Summary-Budget Message from the Mayor 1-2 Housing sales are improving, including new construction. Permit revenues are 9% higher than this time last year. There has been a significant increase in housing starts and since January of this year we have received permit requests for 380 new single family homes. As you know, one of our biggest news items this year was The Boeing Company's announcement to build the 737 MAX in Renton. With a goal to increase production of the 737 Next Generation plane to 42 airplanes per month by 2014, we have already seen nearly 1,500 new jobs added to the Renton Plant and it's predicted that Boeing will add hundreds of additional jobs over the next couple years. Despite some of this positive news, we continue to face budget challenges. What hit local government hard at the beginning of the recession was the plunge in sales tax revenues. Our other primary source of funding is from property tax, which constitutes nearly 30% of our General Fund. Property tax assessments lag behind the market by two years and have dropped significantly. Therefore the 2013 assessed value, based on 2011 market value of homes, is projected to decline by 4 1/2%. This will reduce the city's property tax revenue by $1.9 million annually. We will also no longer have the use of federal public safety grants that were available during the recession. We were able to use these grants to save 15 positions in the police and fire departments. These grants have now expired, which negatively impacts our 2013 — 2014 budget by $1.5 million. At the same time our revenues continue to fall, we face increased costs for the state retirement system and other overhead expenses. With these reduced revenues and increased costs, our preliminary projections indicated that maintaining current levels of services in General Government Operations would result in a deficit of $5 million per year in this budget period. Executive Summary-Budget Message from the Mayor 1-3 Once again this year we recruited a group of citizens and business owners to ' review our budget process and provide us with input, making sure that our values and priorities align with those of our community. The Community Budget Advisory Group, comprised of local residents, business owners, and community leaders, met over a period of several weeks with city department heads and our finance department. In addition to examining our preliminary budget projections, this group had an opportunity to review several of the policies and programs that we instituted during the last budget process, based on recommendations from the previous advisory group. In addition, they provided invaluable input that has helped guide us through the current budget. This budget reflects several key priorities and suggestions for cost savings recommended by the advisory group this year. I want to thank each one of the advisors for all the effort they put into assisting us during this budget process. In order to balance our budget, we're proposing a three-pronged approach to bring our expenditures in line with our revenue projections through the next biennium. • First, we are once again reducing our operating costs through additional , reductions in staffing. • Second, we have negotiated cost-saving reforms to reduce medical premium costs in partnership with our employees and unions. • And third, we have identified a couple of revenue options that will help us close the gap for this two-year period while maintaining quality levels , of service to our citizens. As you know, the city has already made significant cuts during the past few years , to balance our budgets, including the reduction of staffing levels, while our , population has grown by 56% percent —from 60,000 in 2007 to nearly 94,000 Executive Summary-Budget Message from the Mayor 1-4 this year. Today's proposed budget reduces our workforce by an additional 25 positions, bringing an overall reduction in our workforce to nearly 15% of what we had in 2008. We are achieving most of the staff reductions through attrition to avoid layoffs. In order to minimize the impacts these cuts will have on service levels to our citizens, we have made organizational changes, reorganized job responsibilities, focused on efficiency, and embraced technology. Unfortunately, in addition to the attrition, we are forced to lay off a couple positions. We've made reductions in areas where the workload has dropped to minimize the impact to the public. Eliminating some of these positions also reflects a reduction in our administrative and overhead costs, which was one of the recommendations from our citizen budget advisory board. Another significant cost savings we have for this budget period is a reduction of our medical costs. By increasing employees' contributions, and reducing the amount the city is required to contribute to the medical premium, we are saving nearly $3 million in costs during this biennium. These significant savings would not have come without the help of our employee unions. They worked hard and collaborated with us to find a way to reduce costs and save jobs. It's important to note that there have been impacts from the cuts that we have made these past few years. We've worked hard to set our priorities and cut our costs while focusing on efficiency. But some areas that have been cut, including required capital and maintenance, are not sustainable indefinitely. And we're at a point where we need additional resources in order to preserve our assets. Watching our spending and improving efficiency has been essential. But we have also had to explore some revenue options, especially in areas that have not been Executive Summary-Budget Message from the Mayor 1-5 adjusted for many years. Our proposal to you will help us generate about $1.3 million per year. Renton prides itself in having among the lowest fees in the county for most of the services we offer. We've kept these fees unchanged for many years despite the steep increase in the cost of doing business. This was possible due to the significant building boom the nation and our region was experiencing that helped to fund ongoing services. This budget proposes some fee adjustments that will have minimum impact on our customers and at the same time allow us to continue to provide quality services. Our fees will remain lower than most comparable cities in the region. One adjustment proposal is for our business license fee. This will be the first increase to this fee since 1988. The city will dedicate 80% of the revenue generated from this fee to transportation improvement investments and major maintenance including the preservation and enhancement of parks and facilities that are in need of repair. New growth and development in our city creates additional demand and need for public facilities. We have established an impact fee where a proportionate share of the cost of transportation, parks, and fire protection needed for these new developments is paid for by the developers. We plan to phase in these impact fees over a five-year period, and not until 2014 when the economy will be stronger. This budget also includes a medical transport fee to transport patients to a medical facility by the Renton Fire Department. Currently, private ambulance companies provide most of these transports and charge the patient's insurance firms. We would also charge insurance companies directly. However, having insurance coverage will not play a role in determining when a patient is to be transported by a fire aid unit or private ambulance. Executive Summary-Budget Message from the Mayor 1-6 This budget reflects a lot of collaboration and partnership with our community, allowing us to enhance public amenities despite budget constraints. A great example of a recent partnership is the joint development project to build an inclusive children's playground to serve the entire community, including children with special needs. This unique playground is made possible thanks to a public/private collaboration between the city, Renton School District, Renton Housing Authority, Renton Rotary, Renton Lions Club and other service organizations. Thanks to the funds raised by our partners, this much needed public amenity will soon be a reality. Another example of a unique partnership that greatly enhances our service delivery while saving costs and generating revenue is an innovative project between the city's Carco Theatre and Puget Sound Access, operators of the city's Channel 21. Puget Sound Access is a local non-profit organization specializing in cable, communications and media technology. Besides Renton, they provide multi-media services for organizations such as the ShoWare Center and various government agencies. Beginning next year, they will lease space at Carco Theater and assume the marketing and management functions. Under this arrangement, Carco Theatre will increase the number of customer rentals and will expand its multi-media offerings to its customers. The city will save on the costs related to theater operations, and at the same time receive additional revenue from the lease and enhance its cable operations. The public will enjoy a more modern theater with several multi-media options. In addition to managing within our financial means and working to improve productivity and efficiency, it's imperative that we maintain our parks and facilities, roads and utility infrastructure for our children and our grandchildren. Executive Summary-Budget Message from the Mayor 1-7 We have started a $42 million dollar redevelopment project on Rainier Avenue ' South, funded largely by state and federal grants. Rainier Avenue South serves as the major north-south thoroughfare through Renton. When completed, the Rainier Avenue Improvement Project will result in a safer and more attractive gateway to our city and business community. The project will improve transit mobility, upgrade traffic safety, and enhance pedestrian safety with new 8-foot wide sidewalks, attractive landscaping, and improved street lighting. We also broke ground on phase 1 of the SW 27th Street/Strander Boulevard Connection. This project includes a new railway bridge and a two-lane roadway that will provide access for Renton residents to the future Sound Transit Commuter Rail Station in Tukwila. No update on our investments would be complete without mentioning our Sunset Area Community Investment. The public and private capital investments in that area have totaled over $41 million to date. Recently we celebrated the opening of the Glenwood Townhomes, a new eight- unit housing development, which is the beginning of creating a more attractive and vibrant community for local residents and businesses. We believe this project will provide a stimulus for other public and private development in the Sunset Area. We continue to invest in our streets and infrastructure. But investing in the safety of our city has continued to be my priority. Crime rate as measured by crimes per thousand has decreased by double digits over the last three years. Currently our crime rate is one of the lowest in South , King County. But crime rates alone don't measure things that are under our control. As a city, we are committed to finding creative ways to reduce criminal activity and to make people feel safe throughout our community. Executive Summary-Budget Message from the Mayor 1-8 Our efforts have been effective at reducing negative impacts in several areas of the city. Despite reductions in staffing, our police officers have successfully targeted repeat offenders and focused resources on neighborhoods experiencing high levels of criminal and dangerous activity. We were successful at helping to close down a local restaurant and bar that was the site of many serious offenses that created fear for families living nearby. And the council provided new tools through ordinances, giving the city and our police a means to target property owners who continually allow criminal activity to take place, impacting the neighborhoods. Our fire department has made sure that our response time to residents needing help has not been impacted, despite reduced resources, and we continue to help our citizens to be prepared in the event of a major disaster. I'd like to turn your attention now to West Hill. As you know, on November 6, residents in West Hill will be able to vote and choose whether they would like to annex to the City of Renton or remain part of unincorporated King County. This annexation poses a challenge and an opportunity. The challenge is to provide the services needed with the resources available; the opportunity is to transform West Hill into a safe urban center where residents and businesses thrive. If the residents vote to annex, we will work closely with King County and our state representatives to find solutions to the current financial gap. This budget does not include revenues and expenditure projections for West Hill. Renton is defined by the excellent quality of life that we enjoy in our city. We proudly state in our business plan that we are the center of opportunity in the Puget Sound area where families and businesses thrive. A huge part of this success is due to the great programs and services that we continue to provide despite significant personnel and budget cuts, which is a Executive Summary-Budget Message from the Mayor 1-9 testament to the committed efforts by our dedicated employees. These programs and services contribute to a safe, healthy, and vibrant community for our citizens. Providing recreational opportunities is important for a healthy community. Our parks, facilities, trails and golf course continue to receive praise from the public. Our world class recreational programs still offer something for everyone, regardless of age or ability. Serving unique populations in our city is important. Our summer lunch program serves hundreds of children in need, and our Housing Repair Assistance Program has helped elderly and low-income residents stay in their homes and retain their independence. This budget maintains these vital programs. Community-building programs strengthen our neighborhoods and promote awareness. Our award-winning Neighborhood Program now has 72 recognized neighborhoods representing thousands of Renton residents. Over 5,300 people attended neighborhood events and picnics this summer. This budget includes $73,000 in grant funds that give neighborhoods the opportunity to invest in their communities. Events that promote our city help our local economy. Our Farmers Market enjoyed a record attendance this past summer with over 4,000 people a week. The Seahawks Training Camp brought over 21,000 people to Renton during the summer. And festivals and events, from the Seattle International Film Festival to the Fourth of July celebration, IKEA Renton River Days, Return-to-Renton Car Show and Clam Lights at Gene Coulon Memorial Beach Park, all experienced record crowds. These programs and events bring tremendous value to our citizens. They also bring tourists and visitors to our restaurants and stores. They fill hotel rooms and provide entertainment for our families, while boosting the local economy. Executive Summary-Budget Message from the Mayor 1-10 We have been through some stressful times during the last several years, and I want to thank each of our administrators and all the employees for their hard work and efforts to find solutions to these budget challenges. I especially want to thank our finance director, Iwen Wang, and her staff for the quality work they have done throughout the budget process. I also want to thank the Council for your guidance and input as we have worked on this budget together with a goal to maintain a quality city for our residents and businesses. We will be presenting you with more specific details on this budget proposal during the next couple weeks and welcome your feedback, concerns, and recommendations. Thank you. Denis Law Mayor Executive Summary-Budget Message from the Mayor 1 This page is intentionally left blank , Executive Summary-Budget Message from the Mayor 1-12 City of Renton ,. 2013-2014 Budget Highlights " Budget Overview The total adopted 2013-14 budget has revenue of$462.6 million and a total expenditure of $457.3 million. The revenue is an approximate 3.0% increase over the 2011-12 estimated actual, or 5% over the +� 2011-12 adopted budget. The expenditure is 5.2% below the estimated total for 2011-12 and 2.8% above the adopted 2011-12 budget. Projected Budget Gap We started the budget with a built-in deficit due to an anticipated decline in revenues: lower property tax collections due to the decline of home values; the expiration of public safety grants that funded 15 police officers and firefighters; a one-year elimination of state liquor excise tax and minor reductions in other state shared revenues; and a reduction in the service contract with Fire District 25, caused by the ... District's declining property tax. Combined, these factors put our 2013 General Fund 2.4%below the revenues we will receive in 2012. .� We also faced pressure on the cost side: the contribution rate to the state retirement system is set to increase from 7.25% today to 9.1% (a 25% increase) for 63% of the city's workforce in mid-year 2013; employee healthcare premiums continue to grow at a much faster pace than inflation; the cost to preserve and update our buildings and other structures that can no longer be deferred; higher fuel costs to operate city vehicles; higher utility rates for street lights, parks lighting and irrigation, and city facilities; and the cost of training and development of our workforce to prepare the organization for the future. Combined, cost increases will add $2.5 million or 2.5% in costs to the General Fund alone, and more citywide. To balance this gap, the Administration used a three-pronged A Balanced Approach in approach: Balancing the Budget 1. The adopted budget will reduce 25.2 positions citywide over the biennium. 20.2 of these positions are in the General Fund, which includes 3 police officers and 6 firefighter positions that will be held vacant. The remaining 5 positions include 2 in the Enterprise Fund (surface water), and 3 in Internal service funds (Communications, IT, and Facilities.) To minimize layoffs, reductions are almost entirely done through attrition. 2. The adopted budget will freeze the city's contribution to employee medical plan for one year (no increase in 2013), and includes a one-time premium holiday for$1.3 million, for a combined savings r of over$4 million over the biennium. 3. The adopted budget includes three revenue adjustments that will generate around $1.2 million annually when combined. These a.r Executive Summary-2013/2014 Budget Highlights 1-13 adjustments include: an increase in business license fees; an increase in inter-fund utility taxes; and a basic life support transport fee. The position reduction and change in healthcare insurance premiums will generate $4.5 million and $3.2 million in savings for 2013 and 2014, respectively. The new/increased revenue will help us restore capital funding and partially preserve the grant funded public safety positions. The adopted 2013-2014 budget is balanced; it will set aside $1.3 million a year for General Governmental Capital purposed for major maintenance and preservation of our existing facilities and it will restore $52k annually for employee training and development purposes. Past Actions Since 2008, the city's General Fund has reduced its regular and 2008: $5 M midyear savings seasonal staffing by a total of 83.6, or 12%, and has reduced expenditures by $21 million as a result of the Great Recession. Some 2009: $6M/33 positions& of these changes were one-year savings, but nearly $12 million, or $4M cuts midyear 12%, were long-term structural adjustments including scaling services back or totally eliminating certain services. These structural changes 2010: $6M/50.2 positions made over the past two budget cycles provided us with a smaller base and relatively minor adjustments for the 2013-2014 budget. 2011-12: $2M per year&4.5 The additional 25-position reduction will bring the total staff reduction positions to 109 positions.The additional $3.5 million ongoing expenditure reduction will bring the ongoing cost savings to$15.5 million, or about t 15%, of the city's budget. Fund Balance The overall adopted revenues exceed the adopted expenditure by $5.2 million and resulted in a projected overall fund balance of $59 million. The increase in the fund balance is attributable to the water and sewer utility funds. These funds are accumulating balances for upcoming utility capital projects that cannot be funded within the current year's resources. The General Fund balance will be maintained at$10.75 million, or just below 11% of General Fund expenditures. This is slightly below the 12% target, but greater than the 8% minimum required by our fiscal policy. In addition to this balance in the General Fund, the city will continue to maintain the $5 million catasVophic reserve in the Risk Management Fund and a well funded equipment replacement reserve. These reserves and fund balances would provide an additional safety net. The current employee Healthcare Insurance Fund will see its balance decline by nearly$2 million from over $7 million to $5.2 million at the Executive Summary-2013/2014 Budget Highlights 1-14 end of this biennium due to the adopted change in contribution rates and premium reductions. The LEOFF I retiree medical benefit fund has a balance of$5.4 million and is set up to accumulate funds to amortize the actuarially determined future obligations of$27 million. Overall, the city is in sound financial condition. i General Government Of the $457.3 million total budget, $202.4 million is for the city's Overview General Fund. The $202.4 million revenue is an increase of 2.1% over `■' the adopted 2011-12 budget. But when compared with the adjusted 2011-12 budget' and the estimated actual, the 2013-14 revenue is slightly($140k or 0.07%) lower. r 2013 Property Tax will be The lower revenue, as mentioned previously, is part of the reason for lower than 2012 due to the budget gap. It is primarily due to reduced property tax caused by declining home values during the decline in home values during the Great Recession. The median the Great Recession. home value has dropped by 33% in Renton, with overall assessed values reduced by 18% from the peak of 2009 to 2012. This steep Most revenue sources have decline in home values pushed the city's tax rate to the statutory limit stabilized but the growth of$3.10 per$1,000 of assessed value. The 2013 valuation is expected remains below the historical to decline again by 4.5%, resulting in a loss of$1.5 million in baseline norm. property tax revenue. We are projecting improved valuation of existing homes based on current market conditions, which will allow us to recover part of the 2013 decline in property taxes by 2014. .. Also contributing to the lower revenue is the expiration of grants that helped us restore a total of 15 public safety positions over the past three years. Due to the loss of these revenues combined with the slower than normal recovery, the projected revenue for 2013 is 2.4% less than2012, and 2014 is only 3.2% above 2013. This is below historical growth trends, and well below any recovery period after previous recessions. Sales tax is projected to grow by 3.5%annually, or 1.5% real growth on top of the projected 2%annual inflation. Expenditures Typically we would compare the adopted budget with the adopted budget in the previous biennium, but the 2011-12 adopted budget (total $198.3 million) did not include the nine SAFER grant positions that were awarded in 2011, and also under-budgeted police staffing w. cost by $540k per year caused by a budget error that was corrected during 2011. Therefore the comparison with the adjustment budget would be more appropriate in this case. 'Excluding the$10.3 million in refunding bonds proceeds and payment to the escrow agent for refinancing 2002 ,.. bonds. Executive Summary-2013/2014 Budget Highlights 1-15 rr .r The $202.4 million expenditure budget is $800k, or 0.4%, below the 2011-12 adjusted budget. Included in the 2013-14 adopted budget is a $520k increase in Storm Drainage Fees paid by the Street Fund to the Storm Drainage Utility fund to cover city street/sidewalk areas that have not been adjusted for many years, which was discovered recently. A corresponding investment interest charge is budgeted from the Storm Drainage Fund to the Street Fund to recognize the $52 million storm drainage system assets that were initially transferred from the Street Fund. If this change were removed, the expenditure 4r budget of $201.3 million is $1.8 million, or just under 1%, below the 2011-12 adjusted budget. r The adopted expenditures reflect a reduction of nearly$4 million each year from the baseline expenditures to continue current operations into next biennium.. This is done through trimming 20-plus positions (average $2 million a year); freezing healthcare premiums and applying a one-time premium reduction that will save $2.9 million in General Fund ($4 million citywide)over the two years or an average of $1.45 million per year; and reducing the contribution to LEOFF I retiree medical based on a current actuarial study (from $2.2M per year to $13M per year), which allowed us to only offset the base cost increases to the General Fund. The adopted changes are discussed in more detail in the following sections. Executive The Executive Department budget reflects a reduction of two Reductions: additional positions, the Assistant CAO position, and a so 2 FTEs Communications Specialist position. Cumulatively the department reduced six positions (from 15 FTE to 9 FTE), or a 40% reduction over Addition: the past 5 years, including the conversion of the Hearing Examiner a $80,000 in public defense function to contracted service. contract based on current The new State Supreme Court mandate to reduce public defense agreement. attorney caseload effective September 2013 will likely to have an impact on the city's cost in the public defense contract. The full extent of the cost is not yet known. Staff is working on a number of measures to control this cost to minimize potential impact. The $80k +•� increase is only to recognize additional cost under the current contract. Court Services The Court Services Department will reduce its staffing by 0.5 Probation Reduction: Officer and 1 Judicial Specialist in 2013; and 2 more Judicial Specialists 1.5 FTE in 2013 additional by the end of 2014. Cumulatively the Court Services will reduce their 2 FTE by the end of 2014 staffing by 20%. The adopted staff reduction is primarily to reflect the lower number of cases filed (25% overall decline from the peak in 2010), and the nl► process improvement/automation project that is under way. This is anticipated to save over$225k per year. Executive Summary-2013/2014 Budget Highlights 1-16 Revenue: In addition, the Court has implemented a modest increase in parking $40k in parking fines ticket fines, from $35 to $45 per violation for regular parking tickets and from $45 to $55 for violations at Gene Coulon Memorial Beach Park; this is expected to raise an additional $40k in court revenue annually. City Attorney The City Attorney Department will decrease its line item budget by Reduction: $10k per year and will recover billable time associated to capital ($10,036) projects for$25k. Revenue: The City Attorney's office is requesting to increase the hours worked $25k internal legal fee charge of the only paralegal position from 30 hours to 35 hours a week, or an increase of 0.13 FTE. Even with this increase, the department's Addition: support staff is still well below other comparable cities. 0.13 FTE $160k Tenant Improvement In addition, the adopted budget will move the City Attorney's office from leased space into City Hall for an annual savings of $90,000. A one-time tenant improvement cost of $160,000 is required to ready the space and provide for moving expenses. CED The Department of Community and Economic Development (CED) will Reduction: reduce its positions by 3 FTE including one Code Enforcement Officer, 3.0 FTE one Administrative Assistant, and the elimination of the Planning Director position with the responsibilities assumed by the CED Administrator. The Department has two Limited Term Inspectors positions expiring at the end of 2012 which may need to be extended due to project schedules. These positions are fully funded with project reimbursements. Cumulatively, the Department has reduced its staffing level by 23, or 34%, excluding the transfers of the Neighborhood and Farmers Market programs to the Community Services Department. The reductions were made due to the decrease in development activities. As the permit activity improves, there will be the need to restore some of these positions to maintain reasonable service levels. Community Services The Community Services department will reduce staffing by 1 Secretary, 1 Maintenance Custodian, and a Recreation Specialist Reduction: position due to the change in the CARCO Theater operation. A result 2.8 FTE of department reorganization, Recreation Services will operate North Highlands Neighborhood Center with its current staff from Highlands Facility Major Maintenance: Community Center, and increase a 0.8 FTE Supervisor position to full $138k(from $497k to$359k) time by reducing part-time help. Cumulatively, the department has reduced regular staffing by 10.8 FTE or 9% and intermittent resources Neighborhood Programs: by an equivalent of 11 FTE or 25%. $20k (from $93k to $73k) The city is negotiating a lease with a non-profit organization for the use of the CARCO Theater. The transition is expected to take place in the last fourth quarter of 2012 and in early 2013. In addition, in order to balance the budget, the adopted budget will Executive Summary-2013/2014 Budget Highlights 1-17 M rs reduce the amount budgeted in prior years for facility major maintenance and for the neighborhood grant programs. These adjustments will bring the budget more in line with historical spending in these programs. In the human service area, the Limited Term Housing Repair Technician position that has been funded in the past two years with carryover capital Community Development Block Grant (CDBG) will end with funding at the end of 2012. Addition: A number of increases in operating costs in the Community Services Increase in utility costs Department need to be addressed as well. Responsible for operating all city buildings and parks, Community Services must budget for May Creek& River View associated utility rate increases. This includes increases in parks Bridge Habitat monitoring lighting and irrigation ($59k/$62k for 2013/14, respectively) and utility costs for city facilities ($28k/$48k for 2013/14) for a combined total Additional Right-of-Way and increase of$87k in 2013 and $110k in 2014. Natural Area Maintenance Also affecting the department's budget are increased responsibilities r from newly acquired properties or improvements. The 5-year habitat monitoring requirement for May Creek commencing in 2013 will be funded by reallocating existing resources; and commencing 2014, $7,500 in new funding is required for the habitat monitoring for the Riverview bridge project. Additional right-of-way improvements and the transfer of the Cleveland-Richardson Life Estate to the city mean more vegetation maintenance contract expenditures. A portion of the expenditures will be funded by reallocating existing resources ($15k), and the new funding requested is estimated at $3,100 in 2013 & $7,100 in 2014. Also requested is $3,000 for an urban forestry software maintenance contract to facilitate the maintenance of over 132,270 street, park, 40 natural area, and facility trees. Fire & Emergency Services Public safety has always been the top priority for the city and the Reduction: budget reductions over the past five years have largely left public Hold 6 of the 9 grant funded safety departments intact. With these 6 positions, the cumulative Fire Fighter positions vacant reduction for the Department will be 10 FTE (previously eliminated a i Deputy Chief position, a Lead Inspector, a Fire Inspector I position, and a Communications Specialist), or 6% of its force. These 6 Firefighters were part of the 9 positions restored with SAFER grant funds in 2011, in hope of stronger revenue growth to make them sustainable. But .0 the slow pace of revenue growth and the reduction in Fire District 25 contract revenue requires them to be kept vacant after the grant expires. The remaining 3 SAFER grant Fire Fighter positions will be aw funded with the adopted basic life support transport fee. Administrative Services The Administrative Services Department is made up of three internal rr support divisions: Finance, Information Technology, and the City Reduction: Clerk's Office. The department will reduce 2 positions, a Payroll 2 FTE Specialist position and a Sr. Network Systems Specialist position. Executive Summary-2013/2014 Budget Highlights 1-18 IT Capital: This is in addition to the 10.5 positions reduced previously for a ($255k 2013/$333k 2014) cumulative 12 positions and 22%. The Department also has two aw limited term project positions that expire at the end of 2012. These positions may be extended with project funding. ,. In addition to position reduction, the adopted budget reduces the Addition: Technology equipment and software replacement budget by $255k in ($50k 2013/$50k 2014) Election Cost) 2013 and $333k in 2014 to accommodate increases in software licensing and support costs. With the centralization of IT services, we have been gathering all software and hardware support costs into the IT Software Licensing) Internal Services Fund from departments over the past few years. This ($285k 2013/$288k 2014) avoids duplication and allows for more efficient support coordination. We also implemented a Microsoft Enterprise License in 2011 which again allows more efficient file transfers and sharing. These efforts .. and also the addition of new software acquired recently required an increase in the software license and support budget by $285k in 2013 and $288k in 2014. Lastly, the additional election cost in 2012 and projected 2013 general election cost will require an increase to our election budget by $50k each year. Human Resources& The Human Resources & Risk Management Department (HRRM) will Risk Management reduce the self-funded unemployment insurance cost in the Risk Management Fund by $68k and $63k for 2013 and 2014, respectively. However, at the same time the general liability insurance premium is increasing by $28k a year. Therefore the net savings will be $40k in 2013 and $35k in 2014. As mentioned earlier, one of the goals for this budget cycle is to restore the training budget that was significantly reduced over the •• past 5 years. The adopted budget will restore $52k annually for citywide staff development to be administered by the HR&RM Department. Police The adopted budget will hold three School Resource Officer (SRO) positions vacant. This is part of the six officers funded with the COPS Unfunded Position: Hiring Recovery Grant that expires in 2012. The grant requires the city 3 grant funded SRO officers to retain these positions for one year beyond the grant period, so these positions will be unfunded after June 2013. The cumulative staff reduction will be 8.8 FTE, or 5.6%,of the Department force. The adopted budget reflects an anticipated 2013 jail service contract with SCORE at $3.75 million and a projected 2014 amount of $4.5 r,. million. The city's portion of SCORE debt service costs of$1.8 million per year will be budgeted in the debt service fund. rr Executive Summary-2013/2014 Budget Highlights 1-19 aw Public Works The General Fund portion of the Public Works Department consists of department administration, street maintenance, and transportation. Reduction: rr 2 FTE The adopted budget will reduce one Principal Civil Engineer in the Line item reductions: Transportation Systems Division, and a Signal/Electronics System $65k/2013&$95k in 2014 Assistant position in the Transportation Operations Division. In addition, the department is proposing various line item reductions in its street maintenance budget at $65k a year. The $30k additional reduction in 2014 reflects the anticipated energy cost savings by go converting to LED streetlights on the Rainier Ave S and Strander Blvd improvement projects currently under construction. Cumulatively, the department has reduced its staffing by 17.7 FTE, of which 17.5 are General Fund positions. This represents an overall 11.3% reduction of Department workforce, or 22% reduction in General Fund supported positions. ar General The adopted budget includes the amount needed to meet the city's Government Debt Service general obligation debt service payments of $8.02 million annually, including$1.8 million in the Library Development Bonds issued in 2011 and the city's share of SCORE bonds in the amount of $1.83 million a year. Capital Funds The adopted 2013-2014 budget includes $4.1 million in General Governmental capital projects. One of the areas where the funding Governmental Capital has been greatly depleted during the Great Recession is our capital r Improvements Fund (316) funds. The funds are needed to preserve and enhance over $80 million of sports courts and fields, outdoor structures, buildings and 2-Year Total$4.1 million amenities in our community. This budget will dedicate 80% of the ar Sources: adopted increase in business license fees ($400k per year) as well as Grants/Donations:$1.16M the adopted increase in inter-fund utility taxes ($425k per year) to REET: 1.05M supplement the Real Estate Excise Tax for a combined $1.3 to $1.4 art Business License: 0.80M million per year. These resources plus grants/donations, parks Interfund Utility Tax: 0.85M mitigation funds, and unspent project funds make up the $4.1 million Carry forward: 0.24M resources for the following projects. ar 1) $761k for Gene Coulon Memorial Beach park structural repair/ maintenance. This is part of a multi-year project totaling over$1.2 million in repairs necessary to preserve the above and under as water structures in the forty-four year old park. 2) $750k additional funding for the accessible playground that would be funded entirely with mitigation funds and community fundraising dollars and constructed with volunteer efforts. No General Fund contribution is expected. r 3) $270k for playground replacement at Liberty Park and Cedar River Trail Park. r Executive Summary-2013/2014 Budget Highlights 1-20 r.► 4) $150k for lighting system upgrades at Renton Senor Activity Center and Highlands Park walkway. 5) $331k for the tree maintenance program for both high risk tree removal and special project based street tree replacements. Ow 6) $300k for initial planning/design phase of the Ron Regis Park Athletic Field expansion project. 7) $250k Riverview Park Bridge safety repair project to repair the damages caused by woody debris in the Cedar River from prior storms. 8) $180k for Henry Moses Aquatic Center major maintenance and upgrades. 9) $165k King County Levy funds for specific acquisition projects. r 10) $149k for capital project coordination. 11) $150k for path, patio,sidewalk and boardwalk maintenance. 12) $150k to continue the expansion and replacement of citywide security video system. 13) $100k to start the planning and design phase of the Sunset EIS Park (plus $280k from the reallocation of the Sunset Sub Area Planning fund in 2013). 14) $100k for community service maintenance shop rehab. The remaining $294k consists of a number of small safety-related r repairs/improvements throughout our park system. See Capital Investment Section for more detail. r. $31.4M Transportation The Transportation Improvement Fund accounts for the Improvements Fund (317) transportation element of the CIP. The adopted two-year total transportation improvements are $31.3 million. $3.4 million will be from Business License fees, $1.3 million from the arterial street fuel tax, $290k from mitigation fees collected, and $21.8 million will be 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, that must be self-sustaining. These include the Water, Wastewater, .. and Surface Water utilities; the Solid Waste utility; the golf course, and the airport. Utilities The Water, Wastewater, and Surface Water utility funds are accounted for and budgeted separately, but are managed as a system in accordance with the city's financial management policies. The system conducts a comprehensive rate review every six years with the assistance of outside consultants, with annual updates performed by city staff. r„r The city re-evaluated it's rate setting policies in 2010. Through this Executive Summary-2013/2014 Budget Highlights 1-21 Utilities Financial Policy process, along with the failure of two sewer collection line sections, the City Council approved the following reserve and capital project financing policies: 1) Consolidate operating and rate stabilization reserves at 12% for each of the piped utilities, and establish a fixed dollar amount for solid waste reserves ($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 during the 2011-12 Budget: • Water—18%/16% • Wastewater—42%/5% • King Count Metro Wastewater Treatment (pass through) —13%/0% • Surface Water-40%/11% • Solid Waste—0%/0% The adopted 2013-14 rate increases are 5% each year for all city operated utilities. The King County Metro Wastewater Treatment fee is to increase by 10.2% in 2013. The city will also continue the Metro rate stabilization charge at$1.16 per account per month. These rate increases are needed to provide for ongoing capital infrastructure replacements. Maplewood Golf Course The Maplewood Golf Course will continue to operate with reduced staffing and streamlined operations, which runs about $2.5 million per year. A adopted increase in greens fees only, which have not increased since 2010,will assist in providing a quality facility. Driving range fees, lessons and cart rentals remain unchanged. The weather and the economy over the past two years have tightened the Golf Course's financial condition and its operating margin. As a result capital investments and regular major maintenance projects have been reduced over the past two years, focusing on safety and prioritizing repairs to the buildings and golf course. Reconstruction projects have been deferred until 2015 when the interfund loan used to refinance the revenue bonds in 2010 are fully paid. This will free up about $400k a year and allow the Golf Course to make more Executive Summary-2013/2014 Budget Highlights 1-22 ow on capital investments thereafter. aw 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 projecctsts over the next two $ million in capital to make needed improvements to its facilities. Overall, the airport years. lease revenues are at about $2.6 million per year against operating expenses of $1.5 million. The Airport is undertaking a number of capital projects in the next two years: the continuation of the ,. taxiway bravo rehabilitation ($9.7 million); the 820 Building demolition ($637K); and other smaller improvement projects totaling$1.1 million. 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). All of the costs identified herein are paid for and included in the operating departments' budget. The charges are calculated based on either specific charges or by systematic cost allocation. The health insurance charge (for both active and retired employees) is part of personnel benefit costs. The remaining internal service funds (Fleet, Property/Liability Insurance, Technology, Facilities, and Communications)services are paid as internal service charges. About 86% of all internal service charges are paid by the General •• Fund; therefore, the cost of internal service fund operations directly affects the General Fund's bottom line. Equipment Rental The Equipment Rental fund maintains nearly 600 pieces of .. Operating:$2.5 M/year equipment, of which approximately 300 are vehicles and large mobile equipment used intensively in delivering city services. The Capital:$1.5 M 2013/ Fund also accumulates replacement reserves for replacement of " $1.0 M 2014 vehicles when needed. Due to the substantial fuel cost increases over the past few years, ,,. the operating budget was underfunded in the last two years. The 2013-14 budget adjusted for the fuel cost and price on other petroleum-based supplies. As a result the fleet M&O cost has shown substantial increase in the operating departments. The Information Technology (IT) Fund was created in 2007 to allocate the costs of the city's centralized IT programs. This fund Information Technology provides for the technology, telecommunications, and copier Operating:$3.5 M/year equipment lease and maintenance for the city. r,r Capital:$0.6M 2013/ The adopted budget contains a total of $1.2 million in IT capital $0.56M 2014 projects over the 2-year budget period. Other than $50k earmarked for an updated IT strategic plan, the remaining 2013-14 IT MW investments are all major maintenance related items. It includes W Executive Summary-2013/2014 Budget Highlights 1-23 $200k ($100k per year) for the lease of the copier fleet, $400k ($200k per year) in routine replacement/expansion of servers, network equipment, storage and backup systems to maintain network integrity for continuing operations. The remaining $600k is for department-specific software/hardware replacements/update needs. We will continue to work on equipment and software interface needed to communicate with and access the data from the new computer aided dispatching (CAD) at Valley Communication Center CAD system,which is expected to go live in November 2013. The IT Division will also continue the implementation of the Enterprise GIS Plan and other system improvements consistent with the adopted 2007 IT Strategic Plan. Risk Management The city's Risk Management program consists of three funds: the 2013-2014: Property and Liability Insurance Fund (502), the Employee Health $16.4/$17.2 million Insurance Fund (512), and the LEOFF I Retiree Medical Fund (522). The 502 Fund covers property and liability insurance ($1.5 million each for 2013 and 2014); workers compensation (around $1.1 million per year); and unemployment insurance (around $150k per year), and the remaining balance of $234k is for program administration. The city self-insures employee health benefits with a stop-loss coverage of $250k per incident. The 2013 and 2014 budget and charge is based on projected plan costs by the number of employees. As discussed earlier, the amount the city will contribute to the Fund will be based on 2012 premium rates. In addition, the city will be further reduce its contribution by $1.3 million into the fund during 2013. This effect is a reduced fund balance by a projected $1.8 million over the biennium. Providing retiree health care is required by state law for LEOFF I retirees. The city's contribution is determined actuarially and re- evaluated every other year. The most recent actuarial study put the city's obligation at approximately $27 million in present value and requires an annual contribution of$1.7 million to fully amortize the obligation by 2038. This contribution is included in the 2013-14 budget. The Equipment Rental fund maintains nearly 600 pieces of equipment, of which approximately 300 are vehicles and large mobile equipment used intensively in delivering city services. The Fund also accumulates replacement reserves for replacement of vehicles when needed. Facilities The Facilities Fund was fully implemented in 2010 to accumulate 2013-14 Reduction: costs for maintaining and operating the city's office, public(primarily 1 FTE (included in Comm. used by the general public), and operational (primarily used for city Services Department operations purposes) facilities, and charges the costs to the Executive Summary-2013/2014 Budget Highlights 1-24 am .r discussion above) appropriate functions/departments. .. Operating:$3.7 million/year The Fund also accounts for major maintenance (major repairs and Major Maintenance: updates) costs related to these facilities, which is now funded with $360K/year. current operating resources. The funding level for major .., maintenance projects has been reduced in the 2013-14 budget cycle from $495k to around $360k annually. This may not be sustainable and could require future adjustments. Communications The Communications Fund was also created in 2010 by pooling 2013-14 Reduction: citywide communications resources for the central print shop, 1 FTE (included in Executive interoffice mail, external postage and printing services, and the .. Department discussion Government TV channel operation in one place for consistent above) coordination of brands, messages, and better prioritization of workload. The costs are allocated based on actual services demand �■" Operating:$0.9 million/year by departments. Pension Trust Fund The city is the custodian of the Firemen's Pension Fund, a trust fund managed by a separately appointed Trustee. $240k/$225k for 2013/14 The Fund accumulates resources and pays current pension benefits .�. per state law. The Fund has sufficient assets to fully fund the city's pension obligation. Currently the plan asset generates interest earnings and the city also receives a distribution of a state fire .�. insurance premium surcharge that is restricted for fire pension benefits. No general city resources are used for this purpose. The Facilities Fund was fully implemented in 2010 to accumulate costs for maintaining and operating the city's office, public (primarily used by the general public), and operational (primarily used for city operations purposes) facilities, and charges the costs to the appropriate functions/departments. so No 40 OR Executive Summary-2013/2014 Budget Highlights 1-25 This page is intentionally left blank j Executive Summary-2013/2014 Budget Highlights 1-26 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 1-27 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 I 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 1-28 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. Year 1 Year 2 Process Description 1 2 31415161 7 8 9110111112 1 2 314151617 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 Executive Summary-Budget at a Glance 1-29 City of Renton Budget Fund Structure Governmental Funds Proprietary Funds 'General Government pedal Revenue Fund Deht Service CaPital Projects Enterprise Funds Internal Service Funds General Fund Arterial Streets Mitigation Funds 000 102 303,304,305 'Utilities Equipment Rental 501 Community Services Utility Operations fund Leased City Properties 'CIP City Facilities 405,406,407, 000-001 Insurance Services 108 316 416 502,512,522 Street Fund Utility construction 000-003 'Transportation 425,426,427 Special Hot el Motel Information Tax Improvements Technology 110 317 503 CD Block Gran[Fund 000-004 Utility Debt Service South Lake Paths and Trails Washington Infrastructure Project Facilities 118 318 504 Museum Fund 000-005 Solid Waste 403 Housing Opportunity 1%for Fund oArt Communication fr 326 Library Fund 505 000-006 New Library Development Fund Farmers Marke[Fund Cable Communication 336 127 000-009 Fire and Emergency Svcs Mem orial Fund Spring brook ODO-010 Wetlands Bank Fund Golf Course Airport 135 Fire and Emergency Svcs Health and Wellness Fund Golf Operations Airport Operations 000-011 404 402 limited Tax GO Bond Funds ODD-201 Golf Construction Airport Construction 424 422 Miscellaneous Debt Service Fund " O00-215 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 1-30 r City of Renton Budget Fund Structure IM 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. rr 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 .rr wv Ow Executive Summary-Budget at a Glance 1-31 � I 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) • 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 1-32 .. 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 -r 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 2013-2018 City of Renton Capital Investment Program section. 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 aw aw up Executive Summary-Budget at a Glance 1-33 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 Prima Services Primary • 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 2013, All Funds and The Total Budget for 2014, 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 2010 through 2014. In the Total Expenditure Budget Over Time, All Funds table we provide specific expenditure f types by year from 2010 through 2014. Executive Summary-Budget at a Glance 1-34 2013/2014 Budget Summary by Fund,All Funds Budgeted ow Increase 2013 Revenue 2014 Revenue 2013 Expenditure 2014 Expenditure (Decrease)in Ending Fund Fund/ Department Beg Fund Balance Adopted Adopted Adopted Adopted Fund Balance Balance 000 GENERAL 6,219,831 70,913,379 73,733,809 71,125,807 74,023,519 (502,138) 5,717,693 001 COMMUNITY SERVICES 1,589,235 11,239,691 11,538,725 11,095,120 11,210,375 472,921 2,062,156 003 STREETS 1,344,898 8,877,257 8,962,115 8,795,931 8,989,501 53,940 1,398,838 004 COMMUNITY DEVELOPMENT BLOCK GRANT 11,019 265,506 265,506 279,061 276,761 (24,810) (13,791) 005 MUSEUM 55,307 209,903 211,281.00 209,903 211,281.35 0 55,307 006 LIBRARY - - - - - - - to 007 PARKING GARAGE MAINTENANCE - - - - - - - 009 FARMERS MARKET 84,308 81,400 82,400 81,314 82,399 87 84,395 010 FIRE AND EMERGENCY SVC MEMORIAL 1,953 - - - - - 1,953 011 FIRE AND EMERGENCY SVC HEALTH&WELLNESS 36,858 25,000 25,000 25,000 25,000 - 36,858 031 PARK MEMORIAL 177,758 - - - - - 177,758 201 1997 LIM GO BONDS-CITY HALL 591,257 1,749,305 1,749,705 1,749,305 1,749,705 - 591,257 215 GENERAL GOVERNMENT MISC DEBT SVC 639,521 6,252,128 6,238,318 6,252,128 6,238,318 - 639,521 General Governmental 10,751,945 99,613,569 102,806,859 99,613,569 102,806,859 (0) 10,751,945 102 ARTERIALSTREETS 158,974 643,000 643,000 640,000 650,000 (4,000) 154,974 �. 108 LEASED CITY PROPERTIES 438,333 797,289 813,071 749,656 767,061 93,643 531,976 110 SPECIAL HOTEL-MOTEL TAX 66,506 245,000 265,000 245,000 265,000 - 66,506 125 ONE PERCENT FOR ART 104,499 15,000 15,000 50,000 50,000 (70,000) 34,499 127 CABLE COMMUNICATIONS DEVELOPMENT 35,294 85,674 85,674 85,674 85,674 - 35,294 135 SPRINGBROOK WETLANDS BANK 663,556 - - - - - 663,556 4w 303 COMMUNITY SERVICES IMPACT MITIGATION 1,135,050 60,000 60,000 - - 120,000 1,255,050 304 FIRE IMPACT MITIGATION 655,748 25,000 50,000 250,000 250,000 (425,000) 230,748 305 TRANSPORTATION IMPACT MITIGATION 307,187 40,000 40,000 183,000 107,000 (210,000) 97,187 316 MUNICIPAL FACILITIES CIP 237,725 2,485,000 1,380,000 2,722,725 1,380,000 (237,725) - 317 CAPITAL IMPROVEMENT 46,182 25,258,120 6,027,000 25,257,711 6,026,590 819 47,001 318 SOUTH LAKE WA INFRASTRUCTURE PROJECT 768 - - - - - 768 326 HOUSING OPPORTUNITY 5,546 - - - - - 5,546 336 NEW LIBRARY DEVELOPMENT 543,588 - - - - - 543,588 402 AIRPORT OPERATIONS 486,088 1,408,843 1,431,610 1,379,685 1,405,557 55,211 541,299 403 SOLID WASTE UTILITY 1,270,044 15,700,852 16,419,820 16,170,067 16,501,965 (551,360) 718,684 404 MUNICIPAL GOLF COURSE SYSTEM 371,338 2,453,669 2,487,449 2,465,769 2,504,357 (29,007) 342,331 405 WATER OPERATIONS 3,873,587 12,668,096 12,973,149 10,994,985 11,180,620 3,465,640 7,339,227 406 WASTEWATER OPERATIONS 1,232,604 6,247,645 7,263,934 5,490,418 5,410,556 2,610,605 3,843,209 407 SURFACE WATER OPERATIONS 1,567,197 7,934,708 4,863,612 6,116,887 6,611,449 69,984 1,637,181 416 KING COUNTY METRO 1,077,805 15,126,703 15,202,336 15,126,703 15,202,336 - 1,077,805 422 AIRPORT CAPITAL IMPROVEMENT 244,444 10,340,092 1,392,517 10,340,092 1,392,517 - 244,444 424 MUNICIPAL GOLF COURSE SYSTEM CIP 140,491 50,000 50,000 50,000 50,000 - 140,491 425 WATERCIP 1,917,461 3,745,000 4,385,000 3,745,000 4,385,000 - 1,917,461 426 WASTEWATER CIP 124,178 3,250,000 3,250,000 3,250,000 3,250,000 - 124,178 427 SURFACE WATER CIP 669,630 3,189,000 10,031,000 3,189,000 10,031,000 - 669,630 471 WATERWORKS RATE STABILIZATION 15,845 - - - - - 15,845 501 EQUIPMENT RENTAL 3,986,142 4,169,724 4,289,809 4,013,931 3,655,632 789,970 4,776,112 502 INSURANCE 4,957,884 3,713,764 3,744,062 3,058,068 3,098,090 1,301,668 6,259,552 503 INFORMATION TECHNOLOGY 348,230 4,082,323 4,010,222 4,078,959 4,002,968 10,619 358,849 504 FACILITIES 245,791 4,276,112 4,092,976 4,230,522 4,070,454 68,112 313,903 505 COMMUNICATIONS 124,412 877,773 896,374 886,184 904,871 (16,908) 107,504 512 HEALTHCARE INSURANCE 7,151,481 9,329,364 11,699,185 10,902,577 12,058,197 (1,932,225) 5,219,256 522 LEOFF1 RETIREES HEALTHCARE 5,452,510 1,735,684 1,735,684 1,737,606 1,737,692 (3,930) 5,448,580 611 FIREMENS PENSION 4,127,221 300,000 300,000 240,475 225,475 134,050 4,261,271 All Other Funds 43,783,339 140,253,435 119,897,484 137,650,693 117,260,061 5,240,165 49,023504 TOTAL ALL FUNDS $ 54,535,284 $ 239,867,004 $ 222,704,343 $ 237,264,263 $ 220,066,920 $ 5,240,165 $ 59,775,449 l� w IN Executive Summary-Budget at a Glance 1-35 i The Total Budget for 2013,All Funds General Special Debt Capital Internal Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax 31,741,366 - 31,741,366 Retail Sales and Use Taxes 22,956,180 180,000 23,136,180 Utility Taxes 15,950,662 40,000 425,000 16,415,662 Other Taxes 6,313,000 45,674 660,000 7,018,674 Business License and Permits 533,067 - 2,101,619 2,634,686 Other License and Permits 2,330,761 - 102,319 150,000 2,583,080 Federal/State Grants 394,830 - 18,245,926 9,428,000 - - 28,068,756 Other Intergovernmental Revenues 2,275,500 640,000 4,187,575 949,128 - 100,000 8,152,203 Charges for Goods and Services 12,047,781 - 115,000 67,196,745 15,969,444 - 95,328,970 Fines and Forfeits 3,058,500 - - - - - 3,058,500 Interest and Other Earnings 645,300 3,000 10,000 427,868 202,101 200,000 1,488,269 Rents,Leases,and Concessions 657,929 797,289 - 3,509,800 - - 4,965,018 Other Miscellaneous Revenues 458,693 65,000 250,000 38,040 10,967,947 11,779,680 Capital Contributions - - - 98,208 550,252 648,460 Other Financing Sources 250,000 15,000 1,873,000 50,000 345,000 2,533,000 Total New Revenue 99,613,569 1,785,963 27,868,120 82,114,608 28,184,744 300,000 239,867,004 Expenditures Legislative 289,114 - - - - - 289,114 Executive 1,421,232 245,000 886,184 2,552,416 Court Services 2,009,664 - - - 2,009,664 City Attorney 1,872,973 - - - 1,872,973 Community&Economic Devel 6,005,361 50,000 231,725 - - 6,287,086 Human Resources&Risk Mgmt 971,207 - - - 15,698,251 - 16,669,458 Administrative Services 2,969,430 85,674 485,184 4,078,959 - 7,619,247 Police 28,583,698 - - - - 28,583,698 Fire and Emergency Services 24,043,143 - - - - 24,043,143 Public Works 9,275,434 - 25,242,711 70,524,031 4,013,931 - 109,056,107 Community Services 12,429,532 749,656 2,491,000 2,065,108 4,230,522 - 21,965,818 Interfund Transfers - 640,000 448,000 235,000 - - 1,323,000 Other City Services 1,741,350 - - - 240,475 1,981,825 Debt Service 8,001,433 - - 5,009,282 - 13,010,715 Total Committed Expenditures 99,613,569 1,770,330 28,413,436 78,318,605 28,907,847 240,475 237,264,263 In(De)creaseto F/B&Reserves (0) 15,633 (545,316) 3,796,003 (723,103) 59,525 2,602,742 Beginning Fund Balance 10,751,945 1,467,162 2,931,794 12,990,712 22,266,450 4,127,221 54,535,284 ! Ending Fund Balance 10,751,945 1,482,795 2,386,478 16,786,715 21,543,347 4,186,746 57,138,026 *Including General Gov't Debt Service ar t11 • Executive Summary-Budget at a Glance 1-36 �1r The Total Budget for 2014,All Funds General Special Debt Capital Internal r Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax 32,840,495 - 32,840,495 Retail Sales and Use Taxes 23,832,262 200,000 - 24,032,262 Utility Taxes 16,489,850 40,000 425,000 16,954,850 Other Taxes 6,313,000 45,674 555,000 6,913,674 Business License and Permits 533,067 - 2,140,000 2,673,067 Other License and Permits 2,346,437 - 103,252 150,000 2,599,689 Federal/State Grants 394,830 - 3,530,000 2,391,000 - 6,315,830 Other Intergovernmental Revenues 2,515,500 640,000 - 2,209,500 - 100,000 5,465,000 Charges for Goods and Services 12,470,461 - 140,000 70,407,444 16,102,193 - 99,120,098 Fines and Forfeits 3,058,500 - - - - - 3,058,500 s Interest and Other Earnings 645,300 3,000 10,000 669,667 202,484 200,000 1,730,451 Rents,Leases,and Concessions 658,464 813,071 - 3,115,878 - - 4,587,413 Other Miscellaneous Revenues 458,693 65,000 38,040 13,337,385 13,899,118 t� Capital Contributions - - 101,646 550,250 651,896 Other Financing Sources 250,000 15,000 757,000 50,000 126,000 1,198,000 r Total New Revenue 102,806,859 1,821,745 7,557,000 79,750,427 30,468,312 300,000 222,704,343 Expenditures Legislative 295,116 - - - - - 295,116 Executive 1,443,145 265,000 904,871 2,613,016 Court Services 1,999,521 - - 1,999,521 City Attorney 1,687,621 - - 1,687,621 Community&Economic Devel 6,036,004 50,000 100,000 - 6,186,004 Human Resources&Risk Mgmt 991,234 - - - 16,893,979 17,885,214 Administrative Services 3,091,989 85,674 500,903 4,002,968 7,681,534 Police 29,676,444 - - - 29,676,444 Fire and Emergency Services 24,442,820 - - - 24,442,820 Public Works 9,478,261 - 6,011,590 70,322,801 3,655,632 89,468,284 rr Community Services 12,639,836 767,061 1,280,000 2,103,697 4,070,454 20,861,048 Interfund Transfers - 650,000 372,000 176,000 - 1,198,000 Other City Services 3,036,844 - - - 225,475 3,262,319 Debt Service 7,988,023 - 4,821,956 - 12,809,979 Total Committed Expenditures 102,806,859 1,817,735 7,763,590 77,925,357 29,527,904 225,475 220,066,920 In(De)creaseto F/B&Reserves (0) 4,010 (206,590) 1,825,070 940,409 74,525 2,637,423 a Beginning Fund Balance 10,751,945 1,482,795 2,386,478 16,786,714 21,543,348 4,186,746 57,138,026 Ending Fund Balance 10,751,945 1,486,805 2,179,888 18,611,784 22,483,757 4,261,271 59,775,449 *Including General Gov't Debt Service 4K Executive Summary-Budget at a Glance 1-37 Total Revenue Budget Over Time,All Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Tax Revenues Property Tax-General Levy 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 -2.3% 3.5% Total Property Taxes 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 -2.3% 3.5% Retail Sales and Use Tax 21,264,299 22,122,035 22,032,530 23,346,222 23,201,415 23,136,180 24,032,262 -0.9% 3.9% Utility Taxes 14,360,523 14,947,850 15,275,455 15,613,609 15,721,902 16,415,662 16,954,850 5.1% 3.3% Other Taxes Admissions Tax 291,399 280,000 308,200 300,000 311,054 308,000 308,000 1.7% 0.0% Franchise Fees 1,271,104 1,305,000 1,283,211 1,368,000 1,312,841 1,305,674 1,305,674 -0.6% 0.0% Excise Taxes 2,603,318 2,385,000 2,236,652 2,545,000 2,970,751 2,600,000 2,650,000 2.2% 1.9% Emergency Medical Service 1,331,157 1,110,921 1,045,724 1,167,976 1,071,319 1,060,000 905,000 -9.2% -14.6% Gambling Excise Tax 1,546,934 1,600,000 1,671,794 1,600,000 1,700,695 1,600,000 1,600,000 0.0% 0.0% Leasehold Excise Taxes 145,000 145,000 100.0% 0.0% Total Other Taxes 7,043,912 6,680,921 6,545,580 6,980,976 7,366,659 7,018,674 6,913,674 0.5% -1.5% Total Tax Revenue 74,165,862 75,797,331 76,211,459 78,416,259 79,756,341 78,311,882 80,741,281 -0.1% 3.1% Licenses and Permits Business Licenses and Permits 2,366,136 2,303,322 2,371,513 2,353,122 2,477,612 2,634,686 2,673,067 12.0% 1.5% Building Permits 1,483,341 1,951,527 1,907,383 2,042,279 2,130,245 2,364,803 2,381,089 15.8% 0.7% Non-Business Licenses/Permits 160,317 158,277 219,521 158,600 255,324 218,277 218,600 37.6% 0.1% Total Licenses and Permits 4,009,793 4,413,126 4,498,418 4,554,001 4,863,181 5,217,766 5,272,756 14.6% 1.1% Intergovernmental Revenue Federal Grants 3,892,783 4,827,242 4,051,447 5,479,000 9,513,776 21,056,538 4,075,506 284.3% -80.6% State Grants 3,559,007 2,799,237 3,593,751 2,537,724 9,253,492 7,034,718 2,262,824 177.2% -67.8% Motor Vehicle Excise Tax(MVET) 183,594 67,089 283,675 68,096 296,111 90,000 90,000 32.2% 0.0% State DUI 15,677 14,888 18,973 15,111 17,397 18,000 18,000 19.1% 0.0% State/Street Fuel Taxes 1,831,824 1,774,267 1,891,763 1,801,626 1,901,948 1,925,000 1,925,000 6.8% 0.0% State/Fire Insurance Premium Tax 112,686 100,000 115,054 100,000 119,668 100,000 100,000 0.0% 0.0% State/Liquor Board Profits/Excise Tax 1,095,401 819,195 1,074,279 - 1,271,268 860,000 1,100,000 100.0% 27.9% Intrgovl Service and Interlocal Grants 2,578,216 2,943,735 4,169,233 2,478,315 1,591,991 5,136,703 2,209,500 107.3% -57.0% Total Intergovernmental Revenue 13,269,187 13,345,653 15,198,176 12,479,872 23,965,649 36,220,959 11,780,830 190.2% -67.5% Charges for Services General Government 367,147 433,633 374,687 438,938 403,633 517,908 528,045 18.0% 2.0% Public Safety 5,937,164 6,497,043 6,721,527 6,581,829 6,723,537 6,245,285 6,612,198 -5.1% 5.9% Utility and Environment 47,555,982 56,659,180 55,147,647 60,123,371 59,876,029 64,316,636 67,470,085 7.0% 4.9% Transportation 71,861 240,000 184,071 140,000 90,672 - - -100.0% N/A Other Transportation 80,861 115,056 163,185 115,056 181,410 115,056 115,056 0.0% 0.0% Plan Checking Fees 573,747 653,735 664,550 664,564 847,729 750,000 750,000 12.9% 0.0% Fire and Park Mitigation 89,411 160,000 147,363 160,000 132,928 85,000 110,000 -46.9% 29.4% Planning/Zoning/EIS Fees 465,529 89,095 76,893 98,896 187,863 119,095 128,896 20.4% 8.2% Recreation 3,004,168 3,395,586 3,020,021 3,427,963 3,100,221 3,380,586 3,436,867 -1.4% 1.7% IS/MV Equip Repair/Replacement Chgs 9,894,372 10,249,155 10,267,341 10,437,758 10,813,438 11,275,141 11,324,201 8.0% 0.4% Total Charges for Services 68,040,242 78,492,483 76,767,286 82,188,375 82,357,460 86,804,707 90,475,348 5.6% 4.1% Total Fines and Forfeits 3,446,860 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 -0.8% 0.0% Miscellaneous Revenue Interest and Other Earnings 1,211,131 1,411,580 907,102 1,353,108 948,359 1,488,269 1,730,451 10.0% 16.3% LID/Special Assessment Principal 25,967 - 48,854 - 66,286 33,000 33,000 100.0% 0.0% Rents/Leases/Concessions 3,822,741 4,384,970 4,301,979 4,847,368 4,323,173 4,965,018 4,587,413 2.4% -7.6% Insurance Premiums and Recoveries 301,798 - 303,633 - 97,937 - - N/A N/A Equipment Capital Recovery Charges 21458,042 2,057,431 2,068,865 1,902,312 1,902,311 1,580,791 1,634,180 -16.9% 3.4% Intrfund Proprty Liability Ins Premiums 2,208,928 1,527,035 1,556,259 1,533,071 1,550,368 1,597,448 1,631,458 4.2% 2.1% Employee Insurance Premiums 13,251,202 14,313,356 14,875,973 15,078,604 14,608,047 12,509,011 14,874,739 -17.0% 18.9% Contributions from Private Sources 1,466,171 515,000 282,795 170,000 1,450,372 402,000 152,000 136.5% -62.1% Other Miscellaneous 651,908 814,698 678,497 891,698 1,015,790 351,733 351,733 -60.6% 0.0% Total Miscellaneous Revenue 25,397,887 25,024,070 25,023,958 25,776,161 25,962,644 22,927,270 24,994,974 -11.1% 9.0% Interfund Dept Service Charges 4,091,339 4,098,885 3,998,796 4,218,904 4,517,357 3,829,960 3,866,758 -9.2% 1.0% Total Capital Contributions 2,770,776 790,179 1,899,317 630,262 13,469,693 962,960 1,315,896 52.8% 36.7% Total Other Financing Sources 15,051,122 14,446,550 32,831,958 9,681,926 4,792,723 2,533,000 1,198,000 -73.8% -52.7% TOTAL NEW REVENUE $ 210,243,067 $ 219,578,628 $ 239,573,971 $ 221,159,916 $ 242,745,436 $ 239,867,004 $ 222,704,343 8.5% -7.2% r Executive Summary-Budget at a Glance 1-38 Total Expenditure Budget Over Time,All Funds 2010 2011 2011 2012 2012 2013 2014 Change Change iw Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Salaries And Wages Regular Salaries 52,889,921 52,957,456 52,958,451 54,412,404 53,801,051 54,571,095 54,808,801 0.3% 0.4% Part Time Salaries 2,039,689 2,042,204 1,933,404 2,032,204 1,826,614 2,090,299 2,100,891 1.9% 0.5% Uniform Allowance 140,381 140,856 150,182 140,856 162,534 152,496 151,599 8.3% -0.6% Overtime 2,575,796 2,001,601 2,698,294 2,001,601 2,797,458 1,977,194 1,976,782 -1.2% 0.0% Total Salaries And Wages 57,645,787 57,142,117 57,740,330 58,587,065 58,587,657 58,791,084 59,038,073 a3% a4% Personnel Benefits Retirement/PERS 1,868,308 2,162,604 1,879,407 2,841,066 2,168,285 2,527,804 2,851,148 -11.0% 12.8% Retirement/LEOFF 1,278,772 1,205,144 1,334,543 1,235,244 1,365,065 1,267,440 1,266,025 2.5% -0.1% FICA 3,489,721 3,341,306 3,398,615 3,411,087 3,424,415 3,395,856 3,419,826 -0.4% 0.7% Medical Insurance 9,257,142 9,066,246 9,348,179 9,929,453 9,764,936 9,018,431 11,453,945 -9.2% 27.0% Leoffl Retired Healthcare Insurance 1,462,970 2,205,684 2,949,909 2,205,684 2,207,117 1,705,684 1,705,684 -22.7% 0.0% Industrial Insurance 1,061,777 1,261,162 1,084,220 1,258,312 1,068,188 1,268,562 1,272,435 0.8% 0.3% Life Insurance 89,585 95,349 59,886 96,413 60,335 63,309 63,273 -34.3% -0.1% Dental Insurance 1,178,821 1,180,676 1,116,124 1,272,768 1,171,329 1,205,810 1,342,879 -5.3% 11.4% Unemployment Compensation 252,743 239,866 254,427 243,456 258,529 241,887 242,382 -0.6% 0.2% Fire Pensions 375,461 540,720 297,268 540,720 242,196 241,440 241,440 -55.3% 0.0% Long Term Disability 100,535 101,187 98,254 103,383 99,624 100,798 101,540 -2.5% 0.7% Self-Insurance Medical/Dental 10,039,004 12,424,659 10,385,408 13,557,416 11,493,851 11,897,752 13,029,627 -12.2% 9.5% Self-Insurance Workmen's Comp 1,005,711 812,541 831,215 812,541 935,095 812,541 812,541 0.0% 0.0% Self-Insurance Unemployment Comp 368,927 250,000 141,988 150,000 111,746 183,367 189,392 22.2% 3.3% Total Personnel Benefits 31,829,475 34,887,143 33,179,441 37,657,542 34,370,711 33,930,680 37,992,136 -9.9% 12.0% Supplies Office/Operating Supplies 3,712,462 3,666,249 3,486,909 3,663,913 3,709,880 4,155,488 4,231,233 13.4% 1.8% Purchased Merchandise/Inventory 293,042 374,677 233,002 374,777 328,987 374,277 374,227 -0.1% 0.0% Small Equipment 1,105,829 652,223 984,502 677,667 1,278,050 624,924 595,899 -7.8% -4.6% Total Supplies 5,111,332 4,693,149 4,704,413 4,716,357 5,316,918 5,154,689 5,201,359 9.3% 0.9% Other Services&Charges Professional Services 6,204,615 5,650,961 5,256,974 5,651,814 5,640,624 5,934,417 5,792,595 5.0% -2.4% Communications 535,014 618,619 522,973 618,619 487,680 603,668 603,668 -2.4% 0.0% Travel and Training 290,537 416,735 417,949 417,588 376,461 483,998 482,131 15.9% -0.4% Operating Rentals&Leases 769,137 852,584 753,686 852,584 650,697 760,286 682,984 -10.8% -10.2% Property/Liability Ins Premiums&Claims 1,232,004 1,282,297 1,486,963 1,282,522 1,155,282 1,341,491 1,363,969 4.6% 1.7% Public Utility Services 26,173,783 29,122,076 28,125,854 29,224,548 29,132,552 32,363,841 32,691,917 10.7% 1.0% Repairs and Maintenance 900,528 757,413 809,918 756,248 731,411 807,841 828,741 6.8% 2.6% Other Miscellaneous Services 975,550 1,072,115 988,143 1,088,017 842,237 1,041,286 1,102,825 -4.3% 5.9% Total Other Services And Charges 37,081,168 39,772,799 38,362,460 39,891,939 39,016,945 43,336,828 43,548,830 8.6% 0.s% Intergovernmental Services Intergovernmental Professional Services 5,589,763 8,952,350 8,299,652 6,725,575 5,879,651 5,978,075 6,746,575 -11.1% 12.9% Intergovernmental Payments - - - - - - - N/A N/A External Taxes&Operating Assessments 1,787,462 1,788,526 1,947,009 1,788,526 2,234,895 2,462,676 2,545,877 37.7% 3.4% Interfund Taxes 2,853,884 2,319,702 3,666,179 2,319,702 3,956,281 4,539,453 4,723,803 95.7% 4.1% Total Intergovernmental Services 10,231,109 13,060,578 13,912,841 10,833,803 12,070,827 12,980,204 14,016,255 19.8% 8.0% Capital Outlay Land 23,398 260,000 835,053 310,000 434,470 181,000 5,000 -01.6% -97.2% Buildings,Structures&Orb Imprvmnts 10,985,018 29,868,000 11,273,345 26,239,000 10,726,203 23,343,765 20,682,190 -11.0% -11.4% Machinery and Equipment 1,525,229 2,948,653 3,176,085 2,044,677 3,614,447 2,595,653 2,106,653 26.9% -18.8% Street Improvement Projects/TIP 10,151,078 11,632,819 12,069,602 9,746,400 24,364,259 25,093,120 5,862,000 157.5% -76.6% Total Capital Outlay 22,684,723 44,709,472 27,354,085 38,340,077 39,139,379 51,213,538 28,655,843 33.6% -04.0% Debt Service Principal 16,271,445 5,996,239 17,088,896 6,212,694 21,992,428 7,803,963 7,820,159 25.6% 0.2% Interest and Related Debt Costs 3,923,694 3,880,986 3,955,396 4,663,514 5,103,044 5,356,343 5,139,410 14.9% -4.1% Total Debt Service 20,195,140 9,877,225 21,044,291 10,876,208 27,095,472 13,160,306 12,959,569 21.0% -1.5% Total lnterfund Payments 17,179,990 16,274,203 16,478,284 16,347,082 16,945,618 17,213,934 17,456,855 5.3% 1.4% Total Other Financing Uses 8,437,638 4,446,550 4,281,544 2,681,926 4,599,231 1,483,000 1,198,000 -44.7% -19.2% TOTAL COMMITTED EXPENDITURES $ 210,396,361 $ 224,863,236 $ 217,057,687 $ 219,932,000 $ 237,142,758 $ 237,264,263 $ 220,066,920 7.9% -7.2% r i Executive Summary-Budget at a Glance 1-39 Revenue Detail,General Governmental Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Revenue Actual Ong Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Tax Revenues Property Tax-General Levy 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 -2.3% 3.5% Total Property Taxes 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 -2.3% 3.5% , Retail Sales and Use Tax 21,072,873 21,942,035 21,822,849 23,146,222 22,970,162 22,956,180 23,832,262 -0.8% 3.8% Utility Taxes 14,279,849 14,907,850 15,235,455 IS,573,609 15,681,902 15,950,662 16,489,850 2.4% 3.4% Other Taxes Admissions Tax 291,399 280,000 308,200 300,000 311,054 308,000 308,000 2.7% 0.0% Franchise Fees 1,222,444 1,260,000 1,234,448 1,323,000 1,262,188 1,260,000 1,260,000 -4.8% 0.0% Real Estate Excise Taxes 2,203,318 1,985,000 1,836,652 2,145,000 2,026,958 2,100,000 2,100,000 -2.1% 0.0% Emergency Medical Service 1,161,114 950,921 868,873 1,007,976 885,781 900,000 900,000 -10.7% 0.0% Gambling Excise Tax 1,546,934 1,600,000 1,671,794 1,600,000 1,700,695 1,600,000 1,600,000 0.0% 0.0% Leasehold Excise Taxes 145,000 145,000 100.0% 0.0% Tota l Other Taxes 6,425,210 6,075,921 5,919,967 6,375,976 6,186,676 6,313,000 6,313,000 -1.0% 0.0% Total Tax Revenue 73,275,059 74,972,331 75,336,165 77,571,259 78,305,105 76,961,208 79,475,607 -0.8% 3.3% Licenses and Permits Business Licenses and Permits 694,411 673,322 674,984 683,122 687,347 533,067 533,067 -22.0% 0.0% Building Permits 1,393,718 1,781,388 1,740,123 1,838,355 1,944,495 2,112,484 2,127,837 14.9% 0.7% Non-Business Licenses/Permits 160,317 158,277 219,521 158,600 255,324 218,277 218,600 37.6% 0.1% Total Licenses and Permits 2,248,445 2,612,987 2,634,629 2,680,077 2,887,166 2,863,828 2,879,504 6.9% 0.5% Intergovernmental Revenue Federal Grants 1,394,037 937,000 1,715,019 659,000 1,375,300 300,506 300,506 -54.4% 0.0% State Grants 238,748 106,324 172,868 106,324 183,596 116,824 116,824 9.9% 0.0% Motor Vehicle Excise Tax(MVEn 183,594 67,089 283,675 68,096 296,111 90,000 90,000 32.2% 0.0% State DUI 15,677 14,888 18,973 15,111 17,397 18,000 18,000 19.1% 0.0% State/Street Fuel Taxes 1,245,640 1,157,267 1,286,399 1,174,626 1,293,325 1,285,000 1,285,000 9.4% 0.0% State/Liquor Board Profits/Excise Tax 1,095,401 819,195 1,074,279 - 1,271,268 860,000 1,100,000 100.0% 27.9% Intrgovl Service and Interlocal Grants 51,635 83,983 74,172 N/A N/A Total Intergovernmental Revenue 4,224,732 3,103,763 4,635,197 2,023,157 4,511,168 2,670,330 2,910,330 32.0% 9.0% Charges for Services General Government 208,755 231,218 227,175 236,523 213,097 325,369 325,630 37.6% 0.1% Public Safety 5,937,164 6,497,043 6,697,780 6,581,829 6,723,537 6,245,285 6,612,198 -5.1% 5.9% Utility and Environment 35,126 23,549 70,092 25,910 159,211 332 368 -98.7% 10.8% Transportation 4,473 - 1,600 - 6,915 - - N/A N/A Plan Checking Fees 573,747 653,735 664,550 664,564 847,729 750,000 750,000 12.9% 0.0% Planning/Zoning/EIS Fees 269,889 89,095 76,893 98,896 187,863 89,095 98,896 -9.9% 11.0% Recreation 1,424,932 1,628,486 1,493,540 1,660,863 1,494,165 1,633,486 1,665,863 -1.6% 2.0% Total Charges for Services 8,454,086 9,123,126 9,231,629 9,268,585 9,632,517 9,043,567 9,452,955 -2.4% 4.5% Total Fines and Forfeits 3,438,022 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 -0.8% 0.0% Miscellaneous Revenue Interest and Other Earnings 327,558 477,730 294,452 477,730 342,424 645,300 645,300 35.1% 0.0% Rents/Leases/Concessions 727,338 698,929 744,834 701,464 822,428 657,929 658,464 -6.2% 0.1% Insurance Premiums and Recoveries - - - - 22,617 - - N/A N/A Employee Insurance Premiums - - 42,143 - 49,835 25,000 25,000 100.076 0.0% Contributions from Private Sources 133,756 100,000 196,586 105,000 124,082 87,000 87,000 -171% 0.0% Other Miscellaneous 80,936 121,000 72,180 71,000 292,153 346,693 346,693 388.3% 0.0% Total Miscellaneous Revenue 1,269,588 1,397,659 1,350,195 1,355,194 3,653,539 1,761,922 1,762,457 30.0% 0.0% Interfund Dept Service Charges 3,190,908 3,314,653 3,070,506 3,414,200 3,311,715 3,004,214 3,017,506 -12.0% 0.4% Total Capital Contributions 1,196 365,464 2,216,483 N/A N/A Total Other Financing Sources 7,265,882 529,056 10,995,659 536,926 2,879,089 250,000 250,000 -53.4% 0.0% TOTAL NEW REVENUE $ 103,367,918 $ 98,221,926 $ 110,764,047 $ 100,063,554 $ 108,457,170 $ 99,613,569 $ 102,806,859 -0.4% 3.2% Executive Summary-Budget at a Glance 1-40 ow Expenditure Detail,General Governmental Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013.2014 4W Salaries And Wages Regular Salaries 43,105,068 42,686,777 42,885,696 43,824,731 43,500,042 44,081,277 44,142,405 0.6% 0.1% Part Time Salaries 1,622,654 1,514,033 1,429,936 1,514,033 1,319,176 1,505,848 1,505,848 -0.5% 0.0% Uniform Allowance 140,381 140,856 150,182 140,856 162,534 152,496 151,599 8.3% -0.6% Overtime 2,342,023 1,797,867 2,474,097 1,797,867 2,557,835 1,781,300 1,781,400 -0.9% 0.0% go Total Salaries And Wages 47,210,126 46,139,533 46,939,911 47,277,487 47,539,587 47,520,921 47,581,252 0.5% 0.1% Personnel Benefits Retirement/PERS 1,332,628 1,455,902 1,239,033 1,890,580 1,406,715 1,680,568 1,881,713 -11.1% 12.0% Retirement/LEOFF 1,278,772 1,205,144 1,334,543 1,235,244 1,365,065 1,267,440 1,266,025 2.6% -0.1% FICA 2,700,180 2,517,102 2,584,495 2,566,057 2,594,355 2,557,798 2,565,045 -0.3% 0.3% Medical Insurance 7,474,238 6,936,343 7,433,247 7,629,156 7,783,001 6,949,158 9,100,703 -8.9% 31.0% to Leoffl Retired Healthcare Insurance 1,462,970 2,205,684 2,949,909 2,205,684 2,207,117 1,705,684 1,705,684 -22.7% 0.0% Industrial Insurance 846,793 1,017,945 859,224 1,015,239 843,660 1,030,308 1,029,281 1.5% -0.1% Life Insurance 73,577 77,246 48,870 78,218 49,381 51,495 51,220 -34.2% -0.5% Dental Insurance 956,076 938,997 893,294 1,011,806 939,035 961,365 1,064,554 -5.0% 10.7% Unemployment Compensation 203,590 190,172 202,185 192,547 205,377 191,639 191,299 -0.5% -0.2% Fire Pensions 15,780 15,720 16,380 15,720 16,690 16,440 16,440 4.6% 0.0% _Lo ng Term DisabiI ity 69,047 67,499 65,488 68,838 66,132 66,803 66,949 -3.0% 0.2% Total Personnel Benefits 16,413,651 16,627,753 17,626,668 17,909,089 17,476,526 16,478,700 18,938,912 -8.0% 14.9% Supplies Office/Operating Supplies 1,333,748 1,413,561 1,071,003 1,411,225 1,280,163 1,370,816 1,378,149 -2.9% 0.5% Purchased Merchandise/Inventory 19,646 6,600 2,097 6,700 4,765 6,200 6,150 -7.5% -0.8% Small Equipment 689,319 280,559 461,547 306,003 806,156 291,204 296,079 -4.8% 1.7% Total Supplies 2,042,713 1,700,720 1,534,646 1,723,928 2,091,084 1,668,220 1,680,378 -3.2% 0.7% Other Services&Charges Professional Services 3,148,218 2,550,518 2,699,030 2,554,517 2,819,942 2,398,352 2,407,452 -6.1% 0.4% Communications 36,033 24,178 33,901 24,178 46,898 37,007 37,007 53.1% 0.0% Travel and Training 144,496 195,983 199,503 197,382 247,418 206,064 205,863 4.4% -0.1% Volunteer Travel/Meals 94,176 115,580 109,457 115,034 66,232 152,316 152,316 32.4% 0.0% Operating Rentals&Leases 523,480 616,361 553,502 616,361 513,869 616,011 616,011 -0.1% 0.0% Property/Liability Ins Premiums&Claims (281) 775 - 1,000 209 - - -100.0% N/A Public Utility Services 1,653,900 1,707,095 1,793,749 1,707,095 1,872,446 2,232,138 2,204,209 30.8% -1.3% Repairs and Maintenance 298,399 408,442 288,567 407,277 290,922 401,241 404,741 -1.5% 0.9% Iglu Other Miscellaneous Services 720,960 778,875 702,532 794,777 541,028 747,956 747,829 -5.9% 0.0% Total Other Services And Charges 6,619,382 6,397,806 6,380,242 6,417,620 6,398,962 6,791,085 6,775,428 5.81.6 -0.2% Intergovernmental Services Intergovernmental Professional Services 5,589,763 8,952,350 8,299,652 6,725,575 5,879,651 5,978,075 6,746,575 -11.1% 12.9% External Taxes&Operating Assessments 12,568 - 7,873 - 9,546 50 50 100.0% 0.0% Interfund Taxes 150,000 150,000 150,000 150,000 150,000 150,000 0.0% 0.0% 4111111111111 Total Intergovernmental Services 5,602,331 9,102,350 8,457,525 6,875,575 6,039,197 6,128,125 6,896,625 -10.9% 12.5% Capital Outlay Buildings,Structures&Oth Imprvmnts 110,182 - 1,611 - - - - N/A N/A Machinery and Equipment 63,400 267,559 24,810 267,559 26,506 236,910 236,910 -11.5% 0.0% Total Capital Outlay 173,582 267,559 26,421 267,559 26,506 236,910 236,910 -11.5% 0.0% Debt Service am Principal 11,100,442 2,620,236 13,694,426 2,743,517 6,397,427 4,705,439 4,826,730 71.5% 2.6% Interest and Related Debt Costs 2,095,142 2,094,799 2,115,756 2,987,856 3,354,911 3,295,994 3,161,293 10.3% -4.1% Total Debt Service 13,195,584 4,715,035 15,810,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6% -0.2% Total Interfund Payments 12,651,910 11,975,651 12,071,342 12,145,698 12,597,373 12,628,175 12,709,331 4.0% 0.6% Total Other Financing Uses 6,805 2,008,000 2,266,678 1,DOO,000 2,017,310 160,000 -84.0% -100.0% Am TOTAL COMMITTED EXPENDITURES $ 103,916,084 $ 98,934,407 $ 111,113,615 $ 99,348,329 $ 103,938,882 $ 99,613,569 $ 102,806,859 0.3% 3.2% iIIIIIII0 FIs Executive Summary-Budget at a Glance 1-41 2013 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 2013 Revenue Property Tax 18,916,287 3,477,251 3,777,022 - 209,903 - - 5,360,903 31,741,366 Retail Sales and Use Taxes 22,656,180 - 300,000 - - - - - 22,956,180 Utility Taxes 8,826,662 5,468,000 1,656,000 - - - - - 15,950,662 Other Taxes 4,213,000 2,100,000 6,313,000 Sub-Total Taxes 54,612,129 8,945,251 5,733,022 - 209,903 7,460,903 76,961,208 Business License and Permits 533,067 - - - - - - - 533,067 Other License and Permits 2,205,761 - 125,000 - - - - - 2,330,761 Federal/State Grants 129,324 - - 265,506 - - - - 394,830 Other Intergovernmental Revenues 990,500 - 1,285,000 - - - - - 2,275,500 Charges for Goods and Services 8,841,076 1,684,340 1,214,235 - - - 17,600 290,530 12,047,781 Fines and Forfeits 3,058,500 - - - - - - - 3,058,500 Interest and Other Earnings 125,000 - 520,000 - - - 300 - 645,300 Rents,Leases,and Concessions 41,329 573,100 - - - - 43,500 - 657,929 Other Miscellaneous Revenues 376,693 37,000 - - - - 45,000 - 458,693 Capital Contributions - - - - - - - - - Other Financing Sources - - - - - - - - Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - - Transferin 250,000 250,000 Total New Revenue 70,913,379 11,239,691 8,877,257 265,506 209,903 - 106,400 8,001,433 22,652,361 Use of Prior Yr Revenue - - - - - - - - - Total Resources 70,913,379 11,239,691 8,877,257 265,506 209,903 - 106,400 8,001,433 99,613,569 Expenditures Legislative 289,114 289,114 City Attorney 1,872,973 1,872,973 Executive: Mayor's Office 1,381,232 1,381,232 Hearing Examiner 40,000 40,000 Court Services 2,009,664 2,009,664 Community&Economic Development - Administrative 1,017,853 1,017,853 Economic Development 484,586 484,586 Planning 1,454,717 1,454,717 Development Services 2,966,891 2,966,891 Municipal Arts - Housing Opportunity - Human Resources&Risk Mgmt: 971,207 971,207 Insurance - Administrtive Services(Finance,Inform: 1,952,608 1,952,608 City Clerk 1,016,822 1,016,822 -� Police 28,583,698 28,583,698 Fire and Emergency Services 24,018,143 25,000 24,043,143 Public Works - Administration 479,503 479,503 Transportation 4,531,004 4,531,004 Utility Systems&Technical Svc - - Maintenance Services 4,264,927 4,264,927 Community Services: - Community Services 11,095,120 11,095,120 Housing&Human Services 845,448 845,448 Comm Dev Block Grants 279,061 279,061 Museum 209,903 -209,903 - Farmers Market 81,314 81,314 Golf Course - Other City Services/Misc 1,741,350 1,741,350 Debt Service 8,001,433 8,001,433 Transfers-Out - - Total Expenditures 71,125,807 11,095,120 8,795,931 279,061 209,903 - 106,314 8,001,433 99,613,569 Fund Balance,January 1 6,219,831 1,589,235 1,344,898 11,019 55,307 - 300,877 1,230,778 10,751,945 Total New Revenue 70,913,379 11,239,691 8,877,257 265,506 209,903 - 106,400 8,001,433 99,613,569 Total Committed Expenditures (71,125,807) (11,095,120) (8,795,931) (279,061) (209,903) - (106,314) (8,001,433) (99,613,569) Fund Balance Plus Reserves 6,007,403 1,733,806 1,426,224 (2,536) 55,307 - 300,963 1,230,778 10,751,945 Operating Reserves - - - - - - - - - Other Reserves/IBNR - - - Fund Balance(Undesig/Designated) 6,007,403 1,733,806 1,426,224 (2,536) 55,307 - 300,963 1,230,778 10,751,945 Executive Summary-Budget at a Glance 1-42 r�r 2013 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 - - 180,000 - - - - 180,000 Utility Taxes - - - - - 40,000 - 40,000 Other Taxes - 45,674 45,674 Sub-Total Taxes 180,000 85,674 265,674 Business License and Permits - - - - - _ _ _ i Other License and Permits Federal/State Grants - - - - - - - - Other Intergovernmental Revenues 640,000 - - - - - - 640,000 Charges for Goods and Services - - - - - _ _ _ Fines and Forfeits - - - - - - - - Interest and Other Earnings 3,000 - - - - - - 3,000 Rents,Leases,and Concessions - 797,289 - - - - - 797,289 Other Miscellaneous Revenues - - 65,000 - - - - 65,000 Capital Contributions - - - - - - - _ Other Financing Sources - - - - - - - - Bond Proceeds Sale of General Fixed Assets - - - - - - _ _ Transfer In 15,000 15,000 Total New Revenue 643,000 797,289 245,000 - 15,000 85,674 - 1,785,963 Use of Prior Yr Revenue - - - - - - _ _ Total Resources 643,000 797,289 245,000 - 15,000 85,674 - 1,785,963 Expenditures - Legislative _ City Attorney _ Executive: Mayor's Office 245,000 245,000 Hearing Examiner _ Court Services _ Community&Economic Development - Administrative _ Economic Development Planning Development Services _ Municipal Arts 50,000 50,000 Housing Opportunity _ Human Resources&Risk Mgmt: - Insurance - Administrtive Services(Finance,Inform: - City Clerk 85,674 85,674 Police _ Fire and Emergency Services - Public Works - Administration - Transportation - Utility Systems&Technical Svc _ Maintenance Services Community Services: _ Community Services 749,656 749,656 Housing&Human Services - Comm Dev Block Grants _ Museum Farmers Market _ Golf Course _ Other City Services/Mist _ Debt Service _ i Transfers-Out 640,000 640,000 Total Expenditures 640,000 749,656 245,000 - 50,000 85,674 - 1,770,330 Fund Balance,January 1 158,974 438,333 66,506 - 104,499 35,294 663,556 1,467,162 Total New Revenue 643,000 797,289 245,000 - 15,000 85,674 - 1,785,963 Total Committed Expenditures (640,000) (749,656) (245,000) (50,000) (85,674) (1,770,330) Fund Balance Plus Reserves 161,974 485,966 66,506 - 69,499 35,294 663,556 1,482,795 Operating Reserves - - - - - - _ _ Other Reserves/IBNR Fund Balance(Undesig/Designated) 161,974 485,966 66,506 - 69,499 35,294 663,556 1,482,795 Ilr Executive Summa Budget et ata Glance 1-43 1 2013 Revenue,Expenditures,Fund Sources,All Funds ' Capital Project Total 303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Ur WA House Opp New Library Funds Revenue ' Property Tax - - - - - - - - - Retail Sales and Use Taxes - - - - - - - - - UtilityTaxes - - - 425,000 - - - - 425,000 Other Taxes 660,000 660,000 Sub-Total Taxes - - 1,085,000 - - 1,085,000 Business License and Permits - - - 400,000 1,701,619 - - - 2,101,619 Other License and Permits - - - - - - - - - Federal/State Grants - - - - 18,245,926 - - - 18,245,926 Other Intergovernmental Revenues - - - - 4,187,575 - - - 4,187,575 Charges for Goods and Services 60,000 25,000 30,000 - - - - - 115,000 Fines and Forfeits - - - - - - - - - Interest and Other Earnings - - 10,000 - - - - - 10,000 Rents,Leases,and Concessions - - - - - - - - - Other Miscellaneous Revenues - - - 250,000 - - - - 250,000 Capital Contributions - - - - - - - - - Other Financing Sources - - - - - - - - - Bond Proceeds - - - - - - - - - Sale of General Fixed Assets - - - - - - - - - Transfer ln 750,000 1,123,000 1,873,000 Total New Revenue 60,000 25,000 40,000 2,485,000 25,258,120 - - - 27,868,120 Use of Prior Yr Revenue - - - - - - - - - Total Resources 60,000 25,000 40,000 2,485,000 25,258,120 - - - 27,868,120 Expenditures - Legislative - CityAttorney - Executive: Mayor's Office - Hearing Examiner - Court Services - Community&Economic Development - Administrative - - Economic Development 231,725 231,725 Planning - Development Services - Municipal Arts - HousingOpportunity - - - Human Resources&Risk Mgmt: - Insurance Administrtive Services(Finance,Inform: City Clerk - Police Fire and Emergency Services Public Works Administration - Transportation 25,242,711 25,242,711 Utility Systems&Technical Svc - Maintenance Services - Community Services: - Community Services 2,491,000 2,491,000 Housing&Human Services Comm Dev Block Grants - Museum Farmers Market Golf Course - Other City Services/Misc - Debt Service - Transfers-Out - 250,000 183,000 - 15,000 - 448,000 , Total Expenditures - 250,000 183,000 2,722,725 25,257,711 - - - 28,413,436 Fund Balance,January 1 1,135,050 655,748 307,187 237,725 46,182 768 5,546 543,588 2,931,794 Total New Revenue 60,000 25,000 40,000 2,485,000 25,258,120 - - - 27,868,120 Total Committed Expenditures (250,000) (183,000) (2,722,725) (25,257,711) (28,413,436) Fund Balance Plus Reserves 1,195,050 430,748 164,187 - 46,591 768 5,546 543,588 2,386,478 r Operating Reserves - - - - - - 5,546 - 5,546 Other Reserves/IBNR Fund Balance(Undesig/Designated) 1,195,050 430,748 164,187 - 46,591 768 - 543,588 2,380,932 do Executive Summary-Budget at a Glance 1-44 I/ no 2013 Revenue,Expenditures,Fund Sources,All Funds W Enterprise Total Combined Combined 402 422 403 404 424 Enterprise Utility CPS utility CIP Airport Airport CIP Sol Waste Golf Crs GolfCIP Funds Revenue Property Tax - - - - - - - Retail Sales and Use Taxes Utility Taxes - - - - - - - OtherTaxes Sub-Total Taxes Business License and Permits - Other License and Permits 102,319 - - - - - - 102,319 Federal/State Grants - 618,000 - 8,810,000 - - - 9,428,000 Other Intergovernmental Revenues - 800,000 - - 149,128 - - 949,128 Charges for Goods and Services 41,427,644 8,244,000 115,056 - 15,470,406 1,939,639 - 67,196,745 Fines and Forfeits - - - - - - - - Interest and Other Earnings 180,368 207,500 5,000 - 5,000 30,000 - 427,868 Rents,Leases,and Concessions 132,613 - 1,288,787 1,530,092 76,318 481,990 - 3,509,800 Other Miscellaneous Revenues 36,000 - - - - 2,040 - 38,040 Capital Contributions - 314,500 - - - - - 314,500 Other Financing Sources 98,208 - - - - - - 98,208 Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - Transferin 50,000 50,000 Total New Revenue 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 Use of Prior Yr Revenue - - - - - - - - Total Resources 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 Expenditures Legislative _ City Attorney - Executive: Mayor's Office - Hearing Examiner Court Services _ Community&Economic Development - Administrative - Economic Development - Planning Development Services - Municipal Arts - Housing Opportunity _ VAN Human Resources&Risk Mgmt: - Insurance - Administrtive Services(Finance,Informi 359,229 125,956 485,184 City Clerk - Police 1K Fire and Emergency Services Public Works _ Administration _ Transportation 1,379,685 10,234,888 11,614,573 Utility Systems&Technical Svc 8,840,926 10,184,000 15,762,163 34,787,089 is Maintenance Services 23,840,421 281,948 24,122,369 Community Services: - Community Services _ Housing&Human Services _ Comm Dev Block Grants to Museum Farmers Market - Golf Course 2,015,108 50,000 2,065,108 Other City Services/Misc _ Debt Service 4,503,417 - - 105,204 - 400,661 - 5,009,282 Transfers-Out 185,000 50,000 235,000 Total Expenditures 37,728,993 10,184,000 1,379,685 10,340,092 16,170,067 2,465,769 50,000 78,318,605 Fund Balance,January 1 7,767,038 2,711,269 486,088 244,444 1,270,044 371,338 140,491 12,990,712 Total New Revenue 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 Total Committed Expenditures (37,728,993) (10,184,000) (1,379,685) (10,340,092) (16,170,067) (2,465,769) (50,000) (78,318,605) Fund Balance Plus Reserves 12,015,197 2,711,269 515,246 244,444 800,829 359,238 140,491 16,786,715 Operating Reserves 2,051,364 - 137,968 - 400,000 516,277 - 3,105,610 Other Reserves/IBNR 3,291,358 377,2783,668,636 Fund Balance(Undesig/Designated) 6,672,475 2,711,269 - 244,444 400,829 (157,039) 140,491 10,012,469 Will Executive Summary-Budget at a Glance 1-45 2013 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 2013 Revenue Property Tax - - - - - - - 31,741,366 Retail Sales and Use Taxes - - - - - - - 23,136,180 Utility Taxes - - - - - - - 16,415,662 Other Taxes 7,018,674 Sub-Total Taxes - - - - i - - 78,311,882 Business License and Permits - - - - - - - 2,634,686 Other License and Permits - - 150,000 - - 150,000 - 2,583,080 Federal/State Grants - - - - - - - 28,068,756 Other Intergovernmental Revenues - - - - - - 100,000 8,152,203 Charges for Goods and Services 3,934,724 3,113,512 3,927,323 4,116,112 877,773 15,969,444 - 95,328,970 Fines and Forfeits - - - - - - - 3,058,500 Interest and Other Earnings 50,000 147,101 5,000 - - 202,101 200,000 1,488,269 Rents,Leases,and Concessions - - - - - - - 4,965,018 Other Miscellaneous Revenues - 10,967,947 - - - 10,967,947 - 11,779,680 Capital Contributions - - - - - - - 314,500 Other Financing Sources - 550,252 - - - 550,252 - 648,460 Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - Transfer ln 185,000 160,000 345,000 2,533,000 Total New Revenue 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 Use of Prior Yr Revenue - - - - - - - Total Resources 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 Expenditures - - City Attorney - 289,114 City Attorney - 1,872,973 Executive: Mayor's Office 886,184 886,184 2,512,416 Hearing Examiner - 40,000 Court Services - 2,009,664 Community&Economic Development - - , Administrative - 1,017,853 Economic Development - 716,311 Planning - 1,454,717 Development Services - 2,966,891 Municipal Arts - 50,000 Housing Opportunity - - Human Resources&Risk Mgmt: 15,698,251 15,698,251 16,669,458 Insurance - - Administrtive Services(Finance,Inform: 4,078,959 4,078,959 6,516,751 City Clerk - 1,102,496 Police - 28,583,698 Fire and Emergency Services - 24,043,143 Public Works - - Administration - 479,503 Transportation - 41,388,288 Utility Systems&Technical Svc - 34,787,089 Maintenance Services 4,013,931 4,013,931 32,401,227 Community Services: - - Community Services 4,230,522 4,230,522 18,566,298 Housing&Human Services - 845,448 Comm Dev Block Grants - 279,061 Museum - 209,903 Farmers Market - 81,314 Golf Course - 2,065,108 Other City Services/Misc - 240,475 1,981,825 Debt Service - 13,010,715 Transfers-Out - - - - 1,323,000 Total Expenditures 4,013,931 15,698,251 4,078,959 4,230,522 886,184 28,907,847 240,475 237,264,263 Fund Balance,January 1 3,986,142 17,561,875 348,230 245,791 124,412 22,266,450 4,127,221 54,535,284 Total New Revenue 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 Total Committed Expenditures (4,013,931) (15,698,251) (4,078,959) (4,230,522) (886,184) (28,907,847) (240,475) (237,264,263) Fund Balance Plus Reserves 4,141,935 16,642,436 351,595 291,381 116,001 21,543,347 4,186,746 57,138,026 Operating Reserves 248,893 5,000,000 347,894 - - 5,596,787 - 8,707,943 Other Reserves/IBNR 3,893,042 3,879,814 3,701 7,776,556 11,445,192 Fund Balance(Undesig/Designated) - 7,762,622 - 291,381 116,001 8,170,004 4,186,746 36,984,891 Executive Summary-Budget at a Glance 1-46 r 2014 Revenue,Expenditures,Fund Sources,All Funds General Government General 000 001 003 004 005 006 09/10/11/31 201/215 Govt General ComSvcs Street CDBG Museum Library MisFunds LT no Total 2014 Revenue Property Tax 19,868,614 3,557,908 3,867,606 - 211,281 - - 5,335,086 32,840,495 Retail Sales and Use Taxes 23,532,262 - 300,000 - - - - - 23,832,262 Utility Taxes 9,100,330 5,659,000 1,730,520 - - - - - 16,489,850 Other Taxes 4,213,000 2,100,000 6,313,000 Sub-Total Taxes 56,714,206 9,216,908 5,898,126 0 211,281 0 0 7,435,086 79,475,607 Business License and Permits 533,067 - - - - - - - 533,067 Other License and Permits 2,221,437 - 125,000 - - - - - 2,346,437 Federal/State Grants 129,324 - - 265,506 - - - - 394,830 Other Intergovernmental Revenues 1,230,500 - 1,285,000 - - - - - 2,515,500 Charges for Goods and Services 9,299,218 1,716,717 1,133,989 - - - 17,600 302,937 12,470,461 Fines and Forfeits 3,058,500 - - - - - - - 3,058,500 r Interest and Other Earnings 125,000 - 520,000 - - - 300 - 645,300 Rents,Leases,and Concessions 45,864 568,100 - - - - 44,500 - 658,464 Other Miscellaneous Revenues 376,693 37,000 - - - - 45,000 - 458,693 Capital Contributions - - - - - - - _ _ Other Financing Sources Bond Proceeds Sale of General Fixed Assets - - - - - - - - - Transfer ln 250,000 250,000 Total New Revenue 73,733,809 11,538,725 8,962,115 265,506 211,281 0 107,400 7,988,023 23,331,252 Use of Prior Yr Revenue - - - - - - - - - r Total Resources 73,733,809 11,538,725 8,962,115 265,506 211,281 0 107,400 7,988,023 102,806,859 Expenditures Legislative 295,116 295,116 City Attorney 1,687,621 1,687,621 Executive: Mayor's Office 1,403,145 1,403,145 Hearing Examiner 40,000 40,000 Court Services 1,999,521 1,999,521 Community&Economic Development - Administrative 1,006,430 1,006,430 Economic Development 494,549 494,549 Planning 1,499,317 1,499,317 Development Services 3,035,707 3,035,707 Municipal Arts - Farmers Market Housing Opportunity _ Human Resources&Risk Mgmt: 991,234 991,234 Insurance _ Finance&Information Systems 2,029,823 2,029,823 City Clerk 1,062,166 1,062,166 Other City Services/Misc 3,036,844 3,036,844 Debt Service 7,988,023 7,988,023 Police 29,676,444 29,676,444 Fire and Emergency Services 24,417,820 25,000 24,442,820 Public Works _ Administration 488,760 488,760 Transportation 4,590,572 4,590,572 Utility Systems&Technical Svc - - Maintenance Services 4,398,929 4,398,929 Community Services: _ Community Services 11,210,375 11,210,375 Housing&Human Services 859,021 859,021 Comm Dev Block Grgnts -- 276,761 276,761 Museum 211,281 211,281 Farmers Market 82,399 82,399 Library _ Golf Course _ Transfers-Out Total Expenditures 74,023,519 11,210,375 8,989,501 276,761 211,281 - 107,399 7,988,023 102,806,859 Fund Balance,January 1 6,007,403 1,733,806 1,426,224 (2,536) 55,307 - 300,963 1,230,778 10,751,945 r Total New Revenue 73,733,809 11,538,725 8,962,115 265,506 211,281 - 107,400 7,988,023 102,806,859 Total Committed Expenditures (74,023,519) (11,210,375) (8,989,501) (276,761) (211,281) (107,399) (7,988,023) (102,806,859) Fund Balance Plus Reserves 5,717,693 2,062,156 1,398,838 (13,791) 55,307 - 300,964 1,230,778 10,751,945 Operating Reserves - - - - - _ _ _ _ Other Reserves/IBNR Fund Balance(Undesig/Designated) 5,717,693 2,062,156 1,398,838 (13,791) 55,307 - 300,964 1,230,778 10,751,945 Executive Summary-Budget at a Glance 1-47 1 2014 Revenue,Expenditures,Fund Sources,All Funds ' Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1%Art Cable Com Wetlands Total Revenue Property Tax - - - - - - - - Retail Sales and Use Taxes - - 200,000 - - - - 200,000 Utility Taxes - - - - - 40,000 - 40,000 Other Taxes 45,674 45,674 Sub-Total Taxes 0 0 200,000 0 0 85,674 0 285,674 , Business License and Permits - - - - - - - - Other License and Permits - - - - - - - - Federal/State Grants - - - - - - - - Other Intergovernmental Revenues 640,000 - - - - - - 640,000 Charges for Goods and Services - - - - - - - - Fines and Forfeits - - - - - - - - Interest and Other Earnings 3,000 - - - - - - 3,000 Rents,Leases,and Concessions - 813,071 - - - - - 813,071 Other Miscellaneous Revenues - - 65,000 - - - - 65,000 Capital Contributions - - - - - - - - ' Other Financing Sources - - - - - - - - Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - Transfer ln - 15,000 15,000 Total New Revenue 643,000 813,071 265,000 0 15,000 85,674 0 1,821,745 ' Use of Prior Yr Revenue - - - - - - - - Total Resources 643,000 813,071 265,000 0 15,000 85,674 0 1,821,745 Expenditures - Legislative City Attorney - Executive: Mayor's Office 265,000 265,000 Hearing Examiner - Court Services - Community&Economic Development Administrative - Economic Development - Planning Development Services - Municipal Arts 50,000 50,000 Farmers Market Housing Opportunity - Human Resources&Risk Mgmt: - Insurance Finance&Information Systems - City Clerk 85,674 85,674 Other City Services/Mist - Debt Service - Police Fire and Emergency Services Public Works - Administration - Transportation - Utility Systems&Technical Svc - Maintenance Services CommunityServices: - Community Services 767,061 767,061 Housing&Human Services - Comm Dev Block Grants - e Far Farmerrss Market Library Golf Course - Transfers-Out 650,000 650,000 Total Expenditures 650,000 767,061 265,000 - 50,000 85,674 - 1,817,735 Fund Balance,January 1 161,974 485,966 66,506 - 69,499 35,294 663,556 1,482,795 Total New Revenue 643,000 813,071 265,000 - 15,000 85,674 - 1,821,745 Total Committed Expenditures (650,000) (767,061) (265,000) - (50,000) (85,674) (1,817,735) Fund Balance Plus Reserves 154,974 531,976 66,506 - 34,499 35,294 663,556 1,486,805 Operating Reserves - - - - - - - - �. Other Reserves/IBNR - - - - Fund Balance(Undesig/Designated) 154,974 531,976 66,506 - 34,499 35,294 663,556 1,486,805 Executive Summary-Budget at a Glance 1-48 No INN 2014 Revenue,Expenditures,Fund Sources,All Funds Capital Project Total 303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP 5o Lk WA House Opp New Library Funds Revenue Property Tax - - - - - - - - - Retail Sales and Use Taxes - - - - - - -Utility Taxes - - - 425,000 - - - - 425,000 Other Taxes 555,000 555,000 Sub-Total Taxes 0 0 0 980,000 0 0 0 0 980,000 Business License and Permits - - - 400,000 1,740,000 - - - 2,140,000 Other License and Permits - - - - - - - - - Federal/State Grants - - - - 3,530,000 - - - 3,530,000 Other Intergovernmental Revenues - - - - - - - - - Charges for Goods and Services 60,000 50,000 30,000 - - - - - 140,000 Fines and Forfeits - - - - - - - - - Interest and Other Earnings - - 10,000 - - - - - 10,000 Rents,Leases,and Concessions - - - - - - - - - Other Miscellaneous Revenues - - - - - - - - - Capital Contributions - - - - - - - - - OtherFinancingSources - - - - - - - - - Bond Proceeds - - - - - - - - - Sale of General Fixed Assets - - - - - - - - - Transferin 757,000 757,000 Total New Revenue 60,000 50,000 40,000 1,380,000 6,027,000 0 0 0 7,557,000 Use of Prior Yr Revenue - - - - - - - -Total Resources 60,000 50,000 40,000 1,380,000 6,027,000 0 0 0 7,557,000 Expenditures - Legislative - City Attorney - Executive: Mayor's Office - Hearing Examiner - Court Services - Community&Economic Development - Administrative - - Economic Development 100,000 100,000 Planning - Development Services - Municipal Arts - Farmers Market - Housing Opportunity - - Human Resources&Risk Mgmt: Insurance - Finance&Information Systems - City Clerk - Other City Services/Misc - Debt Service - Police Fire and Emergency Services - Public Works - Administration - Transportation 6,011,590 6,011,590 Utility Systems&Technical Svc - Maintenance Services - Community Services: - Community Services 1,280,000 1,280,000 Housing&Human Services - Comm Dev Block Grants - Museum Farmers Market %W Library Golf Course - Transfers-Out 250,000 107,000 15,000 372,000 Total Expenditures - 250,000 107,000 1,380,000 6,026,590 - - - 7,763,590 Fund Balance,January 1 1,195,050 430,748 164,187 - 46,591 768 5,546 543,588 2,386,478 'r Total New Revenue 60,000 50,000 40,000 1,380,000 6,027,000 - - - 7,557,000 Total Committed Expenditures (250,000) (107,000) (1,380,000) (6,026,590) (7,763,590) Fund Balance Plus Reserves 1,255,050 230,748 97,187 - 47,001 768 5,546 543,588 2,179,888 Operating Reserves - - - - - - 5,546 - 5,546 Other Reserves/IBNR Fund Balance(Undesig/Designated) 1,255,050 230,748 97,187 - 47,001 768 - 543,588 2,174,342 Executive Summary-Budget at a Glance 1-49 2014 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 - - - - - - -Utility Taxes - - - - - - - - OtherTaxes Sub-Total Taxes - - 0 0 0 0 0 - Business License and Permits - - - - - - - - Other License and Permits 103,252 - - - - - - 103,252 Federal/State Grants - 2,106,000 - 285,000 - - - 2,391,000 Other Intergovernmental Revenues - 2,050,000 - - 159,500 - - 2,209,500 Charges for Goods and Services 39,678,875 12,463,000 115,056 - 16,177,094 1,973,419 - 70,407,444 Fines and Forfeits - - - - - - - - Interest and Other Earnings 246,667 383,000 5,000 - 5,000 30,000 - 669,667 Rents,Leases,and Concessions 136,591 - 1,311,554 1,107,517 78,226 481,990 - 3,115,878 Other Miscellaneous Revenues 36,000 - - - - 2,040 - 38,040 Capital Contributions - 664,000 - - - - - 664,000 Other Financing Sources 101,646 - - - - - - 101,646 Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - Transfer ln 50,000 50,000 Total New Revenue 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 Use of Prior Yr Revenue - - - - - - - - Total Resources 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 Expenditures Legislative - City Attorney - Executive: Mayor's Office - Hearing Examiner - Court Services - Community&Economic Development - Administrative - Economic Development - Planning Development Services - Municipal Arts - Farmers Market - Housing Opportunity - r Human Resources&Risk Mgmt: - Insurance - Finance&Information Systems 370,232 130,671 500,903 City Clerk - Other City Services/Mist - Debt Service 4,316,092 - - 105,204 - 400,660 - 4,821,956 Police - Fire and Emergency Services - Public Works - Administration - Transportation 1,405,557 1,287,313 2,692,870 Utility Systems&Technical Svc 9,278,271 17,666,000 16,072,583 43,016,854 Maintenance Services 24,314,366 298,711 24,613,077 Community Services: - Community Services - Housing&Human Services Comm Dev Block Grants - Museum Farmers Market Library - Golf Course 2,053,697 50,000 2,103,697 Transfers-Out 126,000 - 50,000 176,000 Total Expenditures 38,404,962 17,666,000 1,405,557 1,392,517 16,501,965 2,504,357 50,000 77,925,357 Fund Balance,January1 12,015,197 2,711,269 515,246 244,444 800,829 359,238 140,491 16,786,714 Total New Revenue 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 Total Committed Expenditures (38,404,962) (17,666,000) (1,405,557) (1,392,517) (16,501,965) (2,504,357) (50,000) (77,925,357) Fund Balance Plus Reserves 13,913,266 2,711,269 541,299 244,444 718,684 342,330 140,491 18,611,784 Operating Reserves 2,130,023 - 140,556 - 400,000 525,924 - 3,196,503 Other Reserves/IBNR 3,291,358 400,743 3,692,101 Fund Balance(Undesig/Designated) 8,491,885 2,711,269 - 244,444 318,684 (183,594) 140,491 11,723,179 r Executive Summary-Budget at a Glance 1-50 to 2014 Revenue,Expenditures,Fund Sources,All Funds No Internal Service Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611 Total Equip R&R Insurance Inform Tech Facilities Communications I Services Fire Pension 2014 Revenue Property Tax - - - - - - - 32,840,495 Retail Sales and Use Taxes - - - - - - - 24,032,262 Utility Taxes - - - - - - - 16,954,850 Other Taxes 6,913,674 Sub-Total Taxes 0 0 0 0 0 80,741,281 Business License and Permits - - - - - - - 2,673,067 Other License and Permits - - 150,000 - - 150,000 - 2,599,689 Federal/State Grants - - - - - - - 6,315,830 Other Intergovernmental Revenues - - - - - - 100,000 5,465,000 Charges for Goods and Services 4,113,809 3,143,812 3,855,222 4,092,976 896,374 16,102,193 - 99,120,098 Fines and Forfeits - - - - - - - 3,058,500 Interest and Other Earnings 50,000 147,484 5,000 - - 202,484 200,000 1,730,451 Rents,Leases,and Concessions - - - - - - - 4,587,413 Other Miscellaneous Revenues - 13,337,385 - - - 13,337,385 - 13,899,118 Capital Contributions - - - - - - - 664,000 Other Financing Sources - 550,250 - - - 550,250 - 651,896 Bond Proceeds - - - - - - - - Sale of General Fixed Assets - - - - - - - - Transfer In 126,000 126,000 1,198,000 Total New Revenue 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 Use of Prior Yr Revenue - - - - - - - Total Resources 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 Expenditures - - Legislative - 295,116 City Attorney - 1,687,621 Executive: Mayor's Office 904,871 904,871 2,573,016 Hearing Examiner - 40,000 Court Services - 1,999,521 Community&Economic Development - - Administrative - 1,006,430 Economic Development - 594,549 Planning - 1,499,317 Development Services - 3,035,707 Municipal Arts - 50,000 Farmers Market - - Housing Opportunity - - Human Resources&Risk Mgmt: 16,893,979 16,893,979 17,885,214 Insurance - - Finance&Information Systems 4,002,968 4,002,968 6,533,694 City Clerk - 1,147,840 Other City Services/Misc - 225,475 3,262,319 Debt Service - 12,809,979 Police - 29,676,444 Fire and Emergency Services - 24,442,820 Public Works - - r Administration - 488,760 Transportation - 13,295,032 Utility Systems&Technical Svc - 43,016,854 Maintenance Services 3,655,632 3,655,632 32,667,638 Community Services: - - Community Services 4,070,454 4,070,454 17,327,890 Housing&Human Services - 859,021 Comm Dev Block Grants - 276,761 Museum - 211,281 Farmers Market Library _ Golf Course - 2,103,697 Transfers-Out 1,198,000 Total Expenditures 3,655,632 16,893,979 4,002,968 4,070,454 904,871 29,527,904 225,475 220,066,920 Fund Balance,January 1 4,141,935 16,642,436 351,595 291,381 116,001 21,543,348 4,186,746 57,138,026 Total New Revenue 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 Total Committed Expenditures (3,655,632) (16,893,979) (4,002,968) (4,070,454) (904,871) (29,527,904) (225,475) (220,066,920) Fund Balance Plus Reserves 4,776,112 16,927,388 358,850 313,903 107,504 22,483,757 4,261,271 59,775,449 Operating Reserves 257,963 5,000,000 344,295 - - 5,602,258 - 8,804,307 Other Reserves/IBNR 4,518,149 4,226,323 14,555 8,759,027 12,451,129 Fund Balance(Undesig/Designated) - 7,701,064 - 313,903 107,504 8,122,471 4,261,271 38,520,014 Executive Summary-Budget at a Glance 1-51 Employment History-City of Renton 800 698.45 693.83 681.95_695.20_668.78_667.03 ■administrative 700 600 ■Comm&Econ Dev 500 � ■Community Services Eu 400 p 300 DEnterprise/Utilities , 200 ■Public Works 100 0 ■Fire&Emergency Svcs , 2010 2011 2012 Orig 2012 2013 2014 Authorized Authorized Bdgt Authorized Adopted Adopted ■Police General Government Enterprise Total FTE's ' Adopted 2010 FTE 622.50 88.45 710.95 2010 Authorized Adjustments Community Services,HS Facilities Technician (LT) 1.00 1.00 Executive,Communications Ofice Assistant 1 0.50 0.50 Community&Economic Development -0.50 -0.50 Finance and Information Technology,IT Director 1.00 1.00 Community Services(Library staff transfer) -15.00 -15.00 r Toto12010 Authorized 610.00 88.45 698.45 2011/2012 Adopted Staffing Changes Community&Economic Development -0.50 -0.50 ■r Court Servies 0.50 0.50 Executive -1.50 -1.50 Finance and Information Technology 1.00 1.00 Police(Jail staff transfer) -16.00 -16.00 r Public Works -1.00 1.00 0.00 Total 2012 Adopted Staffing 592.50 89.45 681.95 i� 2011/2012 Authorized Adjustments Regular(full-time and part-time) 588.25 89.45 677.70 Administrative Services,Records Management Specialist 0.50 0.50 Fire&Emergency Services,Firefighters 9.00 9.00 Public Works,Maintenance Worker II 0.00 2.00 2.00 Total Regular(full-time and part-time) 597.75 91.45 689.20 Limited Term 4.25 0.00 4.25 Community Services,Facilities Technician (LT 12/31/2012) 1.00 1.00 Community Services,Farmer's Market Coordinator(LT 12/31/: 0.75 0.75 Total Limited Term 6.00 0.00 6.00 Total 2012 Authorized(Regular and Limited Term) 603.75 91.45 695.20 wr Executive Summary-Budget at a Glance 1-52 .. General Government Enterprise Total FTE's 2013/2014 Proposed Staffing Changes ■r Regular(full-time and part-time) 597.75 91.45 689.20 City Attorney 0.13 0.13 • Paralegal, +0.13 Community&Economic Development -3.00 -3.00 • Admin Secretary I, -1.00 • Planning Director, -1.00 r Code Compliance Inspector, -1.00 Administrative Services -2.00 -2.00 • Payroll Analyst, -1.00 �r Senior Network Systems Specialist, -1.00 Community Services -2.80 -2.80 • Maintenance Custodian, -1.00 • Recreation Supervisor, +0.20 • Recreation Program Coordinator, -0.75 • Recreation Program Coordinator(2014 only), -0.25 • Secretary II, -1.00 r. Court Services -2.50 -2.50 • Probation Officer, 0.50 • Judicial Specialist, -1.00 Judicial Specialist(2014 only),-1.00 Executive -2.00 -2.00 • Assistant Chief Administrative Officer, -1.00 ow Communications Specialist II, -1.00 Fire and Emergency Services -6.00 -6.00 • Firefighter, -5.00 Firefighter(2014 only), -1.00 Police -3.00 -3.00 • Police Officer SRO, -2.00 +� Patrol Officer Patrol, +0.50 • Police Officer Patrol (2014 only), -1.50 Public Works -2.00 0.00 -2.00 .. Principal Civil Engineer Transp, -1.00 • Signal/Electronics System Assistant II Transp, -1.00 • Civil Engineer II SW, -2.00 wo Maintenance Service Worker III, +2.00 Total Regular(full-time and part-time) 574.58 91.45 666.03 Limited Term Staffing 6.00 0.00 6.00 • Construction Inspector II (LT 12/31/2012) -2.00 -2.00 • GIS Analyst I I (LT 12/31/2012) -1.00 -1.00 • Permit Technician (LT 12/31/2012) -1.00 -1.00 • Housing Repair Technician(LT 12/31/2012) -1.00 -4.00 Total Limited Term Staffing 1.00 0.00 1.00 rr Total 2014 Proposed Staffing(Regular+Limited Term) 575.58 91.45 667.03 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 ow detail. r Executive Summary-Budget at a Glance 1-53 Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(1 of 3) 2010 2011 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Legislative Services City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 ' City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Regular FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 , Executive Mayor's Office 6.00 5.63 5.63 4.50 4.50 3.50 3.50 -1.00 0.00 Communications 6.50 6.50 6.50 6.50 6.50 5.50 5.50 -1.00 0.00 Total Regular FTE 12.50 12.13 12.13 11.00 11.00 9.00 9.00 -2.00 0.00 Intermittent-Mayor's Office 0.00 0.00 0.04 0.00 0.00 0.00 0.00 0.00 0.00 Intermittent-Communications 0.07 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.07 0.00 0.04 0.00 0.00 0.00 0.00 0.00 0.00 Total Executive 12.57 12.13 12.17 11.00 11.00 9.00 9.00 -2.00 0.00 Court Services Municipal Court 16.00 16.50 16.50 16.50 16.50 15.00 14.00 -1.50 -1.00 Total Regular FTE 16.00 16.50 16.50 16.50 16.50 15.00 14.00 -1.50 -1.00 Intermittent 1.90 1.95 1.85 1.95 1.95 1.95 1.95 0.00 0.00 Total Intermittent 1.90 1.95 1.85 1.95 1.95 1.95 1.95 0.00 0.00 Total Court Services 17.90 18.45 18.35 18.45 18.45 16.95 15.95 -1.50 -1.00 City Attorney City Attorney 11.75 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Total Regular FTE 11.75 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Intermittent 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total City Attorney 11.84 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Community Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Neigh,Res,and Events 2.25 4.00 4.75 4.00 4.75 5.58 5.58 1.58 0.00 Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.00 0.00 Recreation Services 19.05 18.30 18.30 18.30 18.30 16.59 16.34 -1.71 -0.25 Human Services/CDBG 6.00 5.00 6.00 5.00 6.00 4.33 4.33 -0.67 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 Parks Plan and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Facilities 26.00 26.00 26.00 26.00 26,00 25.00 25.00 -1.00 0.00 Total Regular FTE 92.30 92.30 94.05 92.30 94.05 90.50 90.25 -1.80 -0.25 Administration-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Neigh,Res,and Events-Intermittent 0.68 1.25 0.35 1.25 0.52 0.56 0.56 -0.69 0.00 Park Maintenance-Intermittent 8.62 8.12 8.86 8.12 8.12 8.12 8.12 0.00 0.00 Recreation Services-Intermittent 27.30 29.07 25.90 29.07 30.01 29.30 29.57 0.24 0.26 Human Services/CDBG-Intermittent 0.00 0.00 0.23 0.00 0.00 0.00 0.00 0.00 0.00 Library Services-Intermittent 0.91 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Executive Summary-Budget at a Glance 1-54 Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(2 of 3) 2010 2011. 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Museum-Intermittent 0.26 0.30 0.25 0.30 0.30 0.30 0.30 0.00 0.00 Municipal Golf Course-Intermittent 6.06 8.22 6.16 8.22 8.22 8.22 8.22 0.00 0.00 Parks Plan and Nat Res-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities-Intermittent 1.56 1.26 1.74 1.02 1.02 1.02 1.02 0.00 0.00 Total Intermittent 45.39 48.21 43.49 47.97 48.18 47.51 47.77 -0.46 0.26 Total Community Services 137.69 140.51 137.54 140.27 142.23 138.01 138.02 -2.26 0.01 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 5.50 4.00 4.00 4.00 4.00 3.00 3.00 -1.00 0.00 Planning 14.00 13.00 13.00 13.00 13.00 12.00 12.00 -1.00 0.00 Development Services 26.50 28.50 28.50 28.50 28.50 25.50 25.50 -3.00 0.00 Total Regular FTE 48.00 47.50 47.50 47.50 47.50 42.50 42.50 -5.00 0.00 Administration-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Economic Development-Intermittent 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Planning-Intermittent 0.22 0.00 0.23 0.00 0.00 0.00 0.00 0.00 0.00 Development Services-Intermittent 1.26 0.50 0.56 0.50 0.50 0.50 0.50 0.00 0.00 Total Intermittent 1.95 0.50 0.79 0.50 0.50 0.50 0.50 0.00 0.00 Total Community&Economic Devel 49.95 48.00 48.29 48.00 48.00 43.00 43.00 -5.00 0.00 Administrative Services City Clerk 4.50 4.50 4.50 4.50 5.00 5.00 5.00 0.50 0.00 Finance 20.00 20.00 20.00 20.00 20.00 19.00 19.00 -1.00 0.00 Information Systems 17.50 18.50 18.50 18.50 18.50 15.50 15.50 -3.00 0.00 Total Regular FTE 42.00 43.00 43.00 43.00 43.50 39.50 39.50 -3.50 0.00 City Clerk-Intermittent 0.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Finance-Intermittent 0.25 0.00 0.02 0.00 0.00 0.00 0.00 0.00 0.00 Information Systems-Intermittent 1.27 1.16 1.11 1.16 1.16 1.16 1.16 0.00 0.00 Total Intermittent 1.54 1.16 1.14 1.16 1.16 1.16 1.16 0.00 0.00 Total Administrative Services 43.54 44.16 44.14 44.16 44.66 40.66 40.66 -3.50 0.00 Fire and Emergency Services Response Operations 125.00 126.00 135.00 126.00 135.00 130.00 129.00 4.00 -1.00 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 11.00 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 Emergency Management 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Regular FTE 152.00 152.00 161.00 152.00 161.00 156.00 155.00 4.00 -1.00 Total Commissioned Officers 136.00 136.00 145.00 145.00 145.00 140.00 139.00 -5.00 -1.00 Total Non-commissioned Personnel 16.00 16.00 16.00 16.00 16.00 16.00 16.00 0.00 0.00 Response Operations-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Safety and Support Operations-Intermitt 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Community Risk Reduction-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Emergency Management-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Fire and Emergency Services 152.00 152.00 161.00 152.00 161.00 156.00 155.00 4.00 -1.00 Human Resources/Risk Management Administration/Civil Svc Commission 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00 0.00 Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.00 0.00 Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.00 0.00 Total Regular FTE 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00 0.00 .. Executive Summary-Budget at a Glance 1-55 Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(3 of 3) 2010 2011 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012.2013 2013-2014 ' Administration-Intermittent 0.32 0.19 0.24 0.19 0.19 0.19 0.19 0.00 0.00 Risk Management-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ' Benefits-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.32 0.19 0.24 0.19 0.19 0.19 0.19 0.00 0.00 Total Human Resources/Risk Mgmt 9.32 9.19 9.24 9.19 9.19 9.19 9.19 0.00 0.00 Public Works Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Maintenance Services 78.00 78.00 78.00 78.00 80.00 80.00 82.00 2.00 2.00 , Transportation 33.00 33.00 33.00 33.00 33.00 31.00 31.00 -2.00 0.00 Utility Systems 25.50 25.50 25.50 25.50 25.50 23.50 23.50 -2.00 0.00 Total Regular FTE 139.50 139.50 139.50 139.50 141.50 137.50 139.50 -2.00 2.00 Administration-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Maintenance Svc-Intermittent 2.21 2.17 2.40 2.17 2.46 2.74 3.03 0.57 0.29 Transportation-Intermittent 2.88 2.57 2.48 2.57 2.57 3.63 3.65 1.07 0.01 Utility Systems-Intermittent 0.00 0,06 0.40 0.06 0.06 0.66 0.66 0.60 0.00 Total Intermittent 5.09 4.80 5.28 4.80 5.09 7.04 7.34 2.24 0.30 Total Public Works 144.59 144.30 144.78 144.30 146.59 144.54 146.84 0.24 2.30 Police Administration 24.00 8.00 8.00 8.00 7.00 7.00 7.00 -1.00 0.00 Patrol Operations 70,00 70.00 70.00 70.00 70.00 70.50 69,00 0.50 -1.50 Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18,00 0.00 0.00 Patrol Services 13.00 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 Investigations 21,00 21.00 21.00 21.00 21.00 21.00 21,00 0.00 0.00 Administrative Services 9.00 9.00 9.00 9.00 9.00 7.00 7.00 -2.00 0.00 Staff Services 12.40 12.40 12.40 12.40 13.40 13.40 13.40 1.00 0.00 Total Regular FTE 167.40 151.40 151.40 151.40 151.40 149.90 148.40 -1.50 -1.50 Total Commissioned Officers 123.00 123.00 123.00 123.00 123.00 121.50 120.00 -1.50 -1.50 Total Non-Commissioned Personnel 44.40 28.40 28.40 28.40 28.40 28.40 28.40 0.00 0.00 Administration-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Patrol Operations-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Special Operations-Intermittent 0.31 0.29 0.31 0.29 0.29 0.29 0.29 0.00 0.00 Patrol Services-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Investigations-Intermittent 0.72 0.02 0.31 0.02 0.02 0.02 0.02 0.00 0.00 Administrative Services-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Staff Services-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Auxiliary Services-Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 1.03 0.31 0.62 0.31 0.31 0.31 0.31 0.00 0.00 Total Police 168.43 151.71 152.02 151.71 151.71 150.21 148.71 -1.50 -1.50 Total All Staffing(Regular FTE) 698.45 683.08 693.83 681.95 695.20 668.78 667.03 -13.17 -1.75 Total All Staffing(Intermittent) 57.38 57.13 53.47 56.89 57.38 58.67 59.23 1.78 0.56 Executive Summary-Budget at a Glance 1-56 CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW All Sources Uses and Change in Fund Balance Court All Revenue&Sources$462.6 Million services Total Bud>;et$457.3 Million ,M nterfund 1% ChargesforSvc&Trnsfr Pub Services10% Works Misc. 33% 35% w10% Cit de Property Services Tax w Capital 1/ Projects k Taxes 0% Com btService 10% Dvlpm 5% Lic.&166,, 3% Permits I nterfund 2% OtherTaxes Transfer ■r 3% 1% 2010 2011 2011 2012 2012 2013 2014 2013/ 2014/ Total Resources and Uses Actual Adopted Actual Adopted Actual Adopted Adopted 2012 2013 Revenue: Pro ertyTax 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 -5.2% 3.5% Sales Tax 20,844,359 21,683,285 21,573,442 22,875,828 22,697,632 22,656,180 23,532,262 -0.2% 3.9% Utilit Taxes 14,589,037 15,206,600 15,524,862 15,884,003 15,994,432 16,715,662 17,254,850 4.5% 3.2% Real Estate Excise Tax 2,464,489 2,240,000 2,074,059 2,400,000 2,811,902 2,600,000 2,650,000 -7.5% 1.9% Other Taxes 4,722,190 4,575,921 4,632,439 4,735,976 4,735,356 4,553,000 1 4,418,000 -3.9% -3.0% Licenses&Permits 4,058,453 4,458,126 4,547,181 4,599,001 4,913,835 5,263,440 5,318,430 7.1% 1.0% State Shared Revenue 3,112,602 2,732,350 3,145,005 1,940,737 3,629,023 3,015,500 3,255,500 -16.9% 8.0% Fire Service Contracts 5,252,877 5,940,962 6,134,415 6,021,194 6,163,566 5,877,556 5,889,963 -4.6% 0.2% Charges for Services 52,534,251 61,772,366 59,935,568 65,299,423 65,090,422 69,539,510 73,123,684 6.8% 5.2% Fines and Forfeits 3,446,860 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 -0.1% 0.0% Miscellaneous Revenue 7,629,947 1 8,224,748 7,680,502 8,097,549 9,281,267 1 18,287,467 20,296,482 97.0% 11.0% Bond/Loan/Ca ital Proceeds 940,825 10,091,679 1,319,924 7,094,887 12,499,797 995,960 1,348,896 -92.0% 35.4% Interfund Services 31,903,882 32,245,862 32,767,235 33,170,649 33,391,521 19,824,404 19,993,951 -40.6% 0.9% InterfundTransfers 8,437,638 4,446,550 4,281,544 2,681,926 4,599,231 2,533,000 1,198,000 -44.9% -52.7% Total Revenue 201,793,067 219,578,628 211,273,971 221,159,916 2247 3 1.2% -7.2% r Expenditures: I Legislative 259,345 277,834 271,236 286,842 278,768 289,114 295,116 3.7% 2.1% Court 2,007,599 2,096,953 2,074 899 2,177,315 2,061,603 2,009,664 1,999,521 -2.5% -0.5% Executive 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 11.8% 2.4% Administrative Services 7,382,098 8,373,866 7,695,701 8,479,970 8,402,765 7,859,722 7,907,009 -6.5%1 0.6% CityAttorney 1,565,597 1,600,531 1,585,770 1,695,841 1,706,320 1 1,712,973 1,687,621 0.4% -1.5% Community&Eco Development 6,829,247 6,405,169 6,144,232 6,721,124 6,545,763 5,974,046 6,086,004 -8.7% 1.9% Community Services 20,727,138 19,112,551 19,322,604 19,883,913 18,845,404 19,811,857 19,706,048 5.1% -0.5% Police 27,485,421 30,651,495 30,933,189 28,802,620 28,487,781 28,583,698 29,676,444 0.3% 3.8% w Fire 21,514,787 22,045,916 22,447,083 23,055,144 24,158,450 24,043,143 24,442,820 -0.5% 1.7% Public Works 52,221,062 55,748,396 56,071,795 55,704,333 70,386,314 75,544,018 84,046,158 1 7.3% 11.3% Human Resource 14,649,871 17,073,546 15,063,636 18,145,224 17,575,679 16,669,458 17,885,214 -5.2% 7.3% Other City Services 4,834,296 7,567,496 4,767,316 1 3,146,248 4,853,242 691,350 3,036,844 -85.8% 339.3% ■i Capital Projects 21,594,125 41,553,023 23,742,975 35,835,603 33,771,144 38,095,069 8,710,890 12.8% -77.1% Debt Service' 9,764,936 9,772,021 9,830,701 10,771,005 15,118,796 10,894,735 10,776,215 -27.9% -1.1% Inter-Fund Transfers/loans 8,437,638 - 4,281,544 1 2,681,926 2,667,476 2,533,000 1,198,000 -5.0% -52.7% Total Ex enditures ,7,-f 201,946,361 224,863,236 ( 206,757,687 1 219,932,000 237,142,758 237,264,263 1 220,066,920 &u1%{ -7.2% In(De)crease in Fund Balance (153,294) (5,284,608)1 4,516,284 i 1,227,916 1 5,602,678 2,602,742 { 2,637,423 Beginning FB 70,576,783 53,370,039 70,163,486 ]' 48,085,430 i 92,679,769 54,535,284 57,138,026 Ending FB 70,423,489 48,085,431 74,679,770 ? 49,313,346 1 98,282,447 57,138,026 59,775,449 r Executive Summary-Long Range Plan 1-57 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET t General Fund Sources Uses and Change in Fund Balances t General Revenue$202.4 Million General Fund Uses$202.4 Million Court Citywide Services /_Services Sales Tax "N 2% 2% Property ' Public IF Tax Works 9% UtilityTaxes Com.Svcs , 13% Charges for OtherTaxes Debt Service Svcs Intergovt Com 9% Misc.J 7% Com Revenue .K 2% DvIpm 8% Court Fines Permits 3% 3% 2010 2011 2011 2012 2012 2013 2014 2013/;2014/ General Government Actual Adopted Actual Adopted Actual Adopted Adopted 20121 2013 Revenue., Pro ertTax $31,497,128 $32,046,525 $32,357,894 $32,475,452 $33,466,364 $31,741 366 $32,840,495 -5.2% 3.5% Sales Tax 20,844,359 21,683,285 21,573,442 22,875,828 22,697,632 22,656,180 23,532,262 -0.2% 3.9% Utilit Taxes 14,508,363 15,166,600 15,484,862 15,844,003 15,954,432 16,250,662 16,789,850 1.9% 3.3% Other Taxes 6,425,210 6,075,921 5,919,967 6,375,976 6,186,676 6,313,000 6,313,000 2.0% 0.0% Lic.and Permits 2,248,445 2,612,987 2,634,629 2,680,077 2,887,166 2,863,828 2,879,504 -0.8% 0.5% Inter ovtRevenue 8,953,835 8,495,401 9,336,248 7,775,027 9,474,290 8,115,532 8,355,532 -14.3% 3.0% Charges for Svcs 6,917,511 6,859,855 6,834,174 7,013,658 7,529,022 6,840,654 7,251,462 -9.1% 6.0% Court Fines 3,438,022 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 -0.1% 0.0% Miscellaneous Revenue 542,250 698,730 605,361 653,730 808,494 1,103,993 1,103,993 36.5% 0.0% General Fund Operating Rev 95,375,122 96 809,655 97 891,181 98 907,907 102,064,466 98,943,715 102,124,598 -3.1%1 3.2% 1-Time&Ca ital* 7,267,078 734,947 1,332,047 756,323 5,399,242 540,530 552,937 -90.0%1 2.3% Grants 725,718 677,324 1,240,819 399,324 993,462 129,324 129,324 -87.0%1 0.0% Subtota I Other Sources 7,992,796 1,412,271 2,572,866 1,155,647 6,392,704 669,854 682,261 -89.5%1 1.9% Total Rev/Other Svcs 103,367,918 98,221,926 100,464,047 100,063,554 108,457,170 99,613,569 102,806,859 -8.2% 3.2% Expenditures by Dept: N/A N/A Legislative $ 259,345 $ 277,834 $ 271,236 $ 286,842 $ 278,768 $ 289,114 $ 295,116 3.7% 2.1% Executive 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,421,232 1,443,145 -1.1% 1.5% CourtServices 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 -3.1% -0.5% City Attorney 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 9.8% -9.9% Community&Economic Devl. 6,473,852 6,158,044 5,913,300 6,455,274 6,056,915 5,924,046 6,036,004 -2.2% 1.9% Administrative Services 2,839,667 2,700,281 2,871,547 2,905,525 3,158,948 2,969,430 3,091,989 -6.0% 4.1% Human Resources 861,221 948,554 888,252 955,833 937,412 971,207 991,234 3.6% 2.1% Police 27,485,421 28,189,266 28,481,852 28,802,620 28,494,195 28,583,698 29,676,444 0.3% 3.8% Fire&ES 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 -0.5% 1.7% Public Works 9,143,059 8,747,323 8,495,628 9,010,122 8,840,850 9,275,434 9,478,261 4.9% 2.2% Communty Services 13,533,679 14,236,803 13,869,844 12,572,316 12,389,811 12,510,846 12,639,836 1.0% 1.0% Other City Services 2,959,296 3,120,946 3,530,383 3,146,248 4,637,555 1,741,350 3,036,844 -62.5% 74.4% 1-Time&Capital Projects* 8,772,484 2,462,229 3,849,845 - - - - N/A N/A Debt Service* 4,707,100 4,715,035 4,822,566 6,731,373 9,752,337 8,001,433 7,988,023 -18.0% -0.2% General Fund Operating Rev 103,916,085 98,934,407 100,813,615 99,348,329 103,938,882 99,613,569 102,806,859 -4.2%1 3.2% In(Decrease in FB (548,166) (712,481) (349,568) 715,225 1 4,518,288 (0) (0) i Be i n n i ng Fundbalance 1 11,955,285 10,051,189 1 11,407,119 9,338,708 1 11,057,551 1 10,751,945 10,751,945 -2.8% 0.0% Ending Fund Balance 11,407,119 9,338,708 11,057,551 10,053,933 15,575,839 10,751,945 10,751,945 -31.0%1 0.0% rw Executive Summary-Long Range Plan 1-58 .. CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW General Fund Long Range Projection IIIIIIIIIIIIIIIIIIIlTotal Revenue IIIIIIIIIIIIIIIIITotal Expenditure -mb-Fund Balance $120 $120 $115 $100 2 $110 $80 _ $105 g v � x111► =o $100 $60 v v U X @ x m $95 $40 C LL 1� � $90 $20 $85 $80 r $0 Actual* Actual* Actual Adopted Adopted Projected Projected Projected Projected 2010 2011 2012 2013 2014 2015 2016 2017 2018 r 2010 2011 2012 2013 2014 2015 2016 2017 2018 summary(sin Million) Actual* Actual* Actual Adopted Adopted Projected Projected Projected Projected rw Total Revenue $ 96.75 $ 100.48 $ 108.46 $ 99.61 $ 102.81 $ 105.69 $ 108.18 $ 110.74 $ 113.39 Total Expenditure 97.30 100.83 103.94 99.61 102.81 106.31 109.29 112.45 115.80 -Net Income(Loss) (0.55) (0.35) 4.52 (0.00) (0.00) (0.61) (1.12) (1.71) (2.40) Fund Balance $ 11.41 1 $ 11.06 1 $ 15.58 1 $ 10.75 1 $ 10.75 $ 10.14 $ 9.02 $ 7.31 $ 4.91 `2010 and 2011 Actual excludes refunding bond proceed and payment to escrow agent of$6.6 M and$10.3 M,respectively. Key Revenue Assumptions: 2010 2011 2012 2013 2014 2015 2016 2017 2018 `r Sales Tax Growth -4.3% 3.5% 5.2% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% Base Property Tax 1.7% 2.2% 2.9% -4.5% 2.9% 2.5% 1.0% 1.0% 1.0% Construction Property Tax 1.0% 0.5% 0.5% 0.6% 0.6% 1.0% 1.0% 1.0% 1.0% Overall Revenue Growth -0.6% 3.8% 7.9% -8.2% 3.2% 2.8% 2.3% 2.4% 2.4%o 10 lY filO@Iltti7t � ". Wage Increase 0.0% 1.0% 2.5% 0.0% 0.0% 1.0% 1.056, 1.0% 1.0% Medical Cost Increase 11.0% -4.5% 6.0% 0.0% 10.4% 8.8% 10.0% 10.0% 10.0% PERS Contribution Rates 5.3% 7.3% 7.7% 9.0% 9.0% 9.5% 9.5% 10.0% 10.0% Overall Expenditure Growth' 2.2% 3.6% 3.1% -4.2% 3.2% 3.4916 2.8% 2.9% 3.0% 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 ensure operations are sustainable by the tax revenue and utility rates can sustain the operation and replacement of utility system infrastructures. These "glimpses" into the future allow 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 city's fiscal policy requires a balanced budget in the ensuing budget years (2013-2014), with current year r 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. r r Executive Summary-Long Range Plan 1-59 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET Over 77% of General Fund Revenue is from taxes, with 32% from Property Tax alone. As indicated in the ke p Y Y revenue assumptions table above, we are projecting a 4.5% decline in base property tax in 2013 due to the decrease in assessed value that pushed the city's tax rate to the $3.10/$1000 AV limit. This, plus the expiration of grant revenues and a reduction in Fire District 25 service contract revenue, produces a 2.4% overall decrease in General Fund revenue in 2013. This is one of the largest real decreases in General Fund Revenue the city has , ever experienced, including during the Great Recession period. The city has been able to once again rebalance its resources by reducing workforce, working with its labor unions to reset the city's contribution to its self- insured healthcare plan, and to raise revenues for its capital improvement programs. The current budget financial plan assumes no general wage increase during this biennium. However, the existing contracts with all five labor unions will expire at the end of 2012 and new labor agreements are not yet settled. Each 1% across the board wage increase will cost approximately$650k a year citywide, or$550k a year to the General Fund. The 2015-2018 projection includes a 1% wage increase and resulted in an operating gap that grew wider over this period. Basically, the projection tells us if the slow revenue growth is the "new normal" as we have now seen since the end of the Great Recession, and the benefit costs continue at the pace experienced in the past,the city's ability to provide wage increases will be extremely limited. State Budget Impact Unlike many other states in the country, Washington State has been managing its budget challenges within its programs and resources and held local government shared revenue harmless until 2012. The revenue loss to the city was initially in the millions: the annexation sales tax credit ($2M), the loss of liquor profit or excise tax ($650k profit or $450k tax), the transfer of public safety training costs (estimated at $10k per trainee, if applicable), and a 3%reduction on all state shared revenues ($80k). The final impact was reduced to a one-year suspension of liquor tax ($225k in 2012 and $225k in 2013), the public safety training costs, and the 3% reduction in state shared revenues. This impact is further reduced by a one-time distribution of liquor store sales proceeds in the amount of $138k in 2012 as part of the state privatized liquor sales as approved by a voter initiative(1-1183 of 2011.) Potential Annexation , On November 6, 2012,voters in the West Hill community will be asked to consider a proposition of whether the West Hill community should be annexed to the city or remain part of unincorporated King County. The West Hill community is a 1,857-acre or 2.9 square mile area bordering Lake Washington to the northeast, the city of j Seattle to the north, the city of Tukwila to the south, and the city of Renton to the southeast. It has an estimated population of 15,853 in seven neighborhoods, including Bryn Mawr, Lakeridge, Skyway, Campbell Hill, Panorama, Skycrest, and Hill Top. If the annexation is approved, the area would receive general governmental services from the city, such as police, fire, permits, and street maintenance services upon a yet to be determined effective date. The city would also be responsible for providing storm drainage services to the area. Seattle Public Utilities and the Skyway Water and Sewer District would likely continue to provide water and sewer services in the area after annexation. The current assumptions about the West Hill annexation are that the financial impact of the annexation on Renton's operating budget would be negative to the tune of$3.4 million a year initially. The annual operating cost to serve the West Hill area is projected at around $10.9 million, against a revenue of roughly $7.5 million. The area would be eligible for a 10-year credit on the state share of the retail sales tax that yields around $2 Executive Summary-Long Range Plan 1-60 M CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW million currently to help fund the service costs of the annexation, thus reduce the financial gap to $1.4 million a '! year for the first 10 years. Costs to provide surface water management in the enterprise funds equal the revenues available. Long-term capital costs will be phased and funded in keeping with city-wide capital improvement and infrastructure needs. And one-time equipment and transition costs will be purchased and repaid through short-term borrowing from internal city resources. If the measure is approved by voters in the West Hill area, the city intends to work with King County, who provides services in the area currently, and the state to develop a funding plan to bridge the startup and the projected operating gap prior to assuming the services. This financial plan does not include the impact of the annexation. •r MAJOR REVENUES Seventy-seven (77%) percent of our General Fund services are supported by tax revenues. Among all the taxes .. supporting these operations, property tax is by far the most significant source, accounting for 32%of the total. Property tax(RCW 84.52) r Annexation and new construction has contributed to substantial growth in the Assessed Value and Proerty Tax Rate city's property tax base In the past —IF-Assessed Value f Max.Tax Rate —$--Tax Rate wo Cap r $14.0 $4.00 decade, but has since been eroded by the $13.0 ...........;...........;...........:...........;...........q............................................... .. .... $ so > Great Recession. The city's assessed o 512.0 - € a 0 value (AV) peaked in 2009 when the $2 m $11.0 ............................................................................. T. $3.000 ,... vt billion (or 24%) value from Benson Hill $10.0 ...........s.......................................................i........... .... $2.50 Q annexation was added to our tax base and a $9.0 i................................. .... _ $2.00 the market condition has yet to be > $80 I I [ Cr x reflected because the AV lags the market v $7 0 ,. I $1.so ........... ..........,.......................,......... value by two years. .0o Q . a I € 5 ° $5.0 s0 ...........;.. .............:................................................................ .... ..... ... a Since the peak in 2009, the overall $4.0 $0.00 assessed value for Renton has declined by 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20% and the median home value has declined by 36%. As mentioned above, the city's property tax rate has reached $3.10 per $1000 AV in 2102. The preliminary ow information from the King County Assessor shows the 2013-based AV (not including new annexation and new construction) declined by another 4%. This translates into a direct loss of tax revenue for the city. And because of the decline in AV and the tax rate limit, the city will receive less property tax revenue than in 2012 even after the new construction and annexation are included. Allowable Levy Calculation 1. The$3.10 Tax Rate Limit: 2013 without 2013 with The state constitution establishes the maximum regular Item Rate Limit Rate Limit Difference property tax levy for all taxing districts combined at 1%, or Base:2012 Levy $ 33,333,658 $32,079,993 $ (1,253,665)+ Refund Relevy 254,591 (254,591) $10 per $1000, of assessed value of the property. This +1%Limit Factor 333,337 - (333,337) limitation is further divided by the RCW to the various +New Construction 353,783 353,783 taxing districts. For most cities and local services this is +Annexation 166,267 166,267 2013 Allowed Levy $34,441,636 $32,600,043 $ (1,841,593) �r•1 Executive Summary-Long Range Plan 1-61 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET $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. Local services include Fire and Library services. The portion allocated to library service is $0.50, and $1.50 for fire districts that do not assess a fire benefit charge, or $1.0 for fire districts with a fire benefit charge. The balance is available for cities to provide other city services. Renton's regular levy rate is subject to the $3.1 limit as we provide fire service but not library services. Because of this limitation, the city will receive $1.8 million less in property tax revenue than otherwise. This levy rate limit can only be exceeded with 60% voter approval (excess levy)and is commonly used for capital financing. 2. The 1%growth limit in property tax revenue: Before 2002, a taxing district could increase the property tax levy amount annually by 6% of the amount levied in the previous year, up to the applicable tax rate limit discussed above. This growth limit was established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast due to the real estate boom occurring at that time. Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or inflation. Property tax growth resulting from new construction, changes in value of state-assessed utility property, and newly annexed property are exempted from this limit and may be added to the base tax levy. This growth limit can be "lifted" by voters with a simple majority approval, and the amount can be added to the levy base permanently for future years if the intent is clearly stated in the ballot measure. Distribution of Property Tax Most properties in Renton pay $13.23 per $1000 AV in 2012, of which 23% goes to city services. The remaining 77% goes to the Renton School 0 ' 0 o I District 35% Kin County 12% u = v s v ( ), g ty ( ) for regional N M �,services,the State School fund (18%), King County 0 _ 0 U_Library System (4%), Valley Medical (4%), Port of "' Seattle (2%), and Emergency Medical Services (3%). ., �.: ... . , Sales Tax(RCW 82.14) Sales tax is the second largest taxing source for Renton representing 23% of General Fund Sales Tax Distribution revenue. Similar to property tax, the city only receives approximately 10% of the sales tax State revenue generated within Renton. The remaining 90% goes to other government entities and to support public transit and public facility agencies. Crimin KCTransit Sound city Justic 9% Transit 10% In addition to the local sales tax, the city also 1% L 10% receives a distribution of a voter-approved KCGeneral criminal justice sales tax, and a 0.1% annexation 3% sales tax for the annexation of Benson Hill in 2008. Renton's economy generates over $200 million in sales taxes. The portion the city receives, including the 0.1%of annexation credit, represents around 10%of the total. 90%of the tax is levied and distributed to other taxing entities. Executive Summary-Long Range Plan 1-62 CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW Criminal Justice Sales Tax (RCW 82.14.340). Past and Projected sales rax This is a 0.1% voter-approved optional sales $30 ,Criminal Justice ■AnnexactionCredit ■Sales Tax tax in King County, collected countywide and $25 — - distributed based on population. Because it $20 +` employs a more diverse tax base and different distribution formula than regular $15 sales taxes, this source is typically more $10 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 stable and is projected to grow by the Actual Proj Proj. Proj. Proj. Proj. Proj. inflationary plus population growth. .. Annexation Sales Tax Credit This is a tool the State uses to encourage cities to Base Sales Annexation Criminal % Year Tax Credit Justice Total change annex currently unincorporated urban areas. 2009 Actual 17,995,836 2,132,110 1,650,350 21,778,296 -7.3% ,. The tax is credited toward the State's portion of 2010 Actual 17,198,220 2,025,660 1,620,479 20,844,359 -4.3% sales tax, so there is no net impact on taxpayers. 2011 Actual 17,729,731 2,033,954 1,809,757 21,573,442 3.5% The credit will last 10 years and is intended to 2012 Actual 18,564,670 2,208,492 1,924,470 22,697,632 5.2% help cities who annex large urban areas to pay 2013 Budge 18,604,000 2,119,680 1,932,500 22,656,180 -0.2% ,,. 2014Budge 19,296,000 2,236,262 2,000,000 23,532,262 3.9% for service costs that exceeded revenue 2015 Proj. 19,971,360 2,314,531 2,070,000 24,355,891 3.5% generated in the area. Renton receives the sales 2016 Proj. 20,670,358 2,395,540 2,142,450 25,208,347 3.5% ,. tax credit for the Benson Hill Annexation took 2017 Proj. 21,393,820 2,479,384 2,217,436 26,090,640 3.5% effect in March, 2008. 2018 Proj. 22,142,604 1,668,005 2,295,046 26,105,655 0.1% The effective date of any new annexation credit is July 1 (beginning of the State fiscal year), with first distribution reaching the city in September (a two-month lag). Therefore, the amount Renton received in 2008 for Benson Hill represented receipts over a four-month period. June 2018 will be the final year for this tax credit,with the final distribution in August. Projected Growth The composition of the city's sales tax is relatively diverse with General Retail representing the largest sales Tax Composition portion at 36%, followed by Service Industry at 23%, Automotive at 18%, Contracting at 9%, and Wholesale r. and Manufacturing each at 6%, with the remaining 2% M'�• MGenuf. in other miscellaneous categories. The area hit hardest by the economy is the Contracting sector. At the peak, it represented 23%of our sales tax collection. Like many other cities in the state, Renton's sales tax is ' s one of the hardest hit revenue sources by the Great ,*; services �•�• Recession with an overall peak-to-through reduction of 18% and a revenue loss of $3.8 million. The 3.5% collection increase represents two non-economic wholesale Contracting ++• events: 1) an audit recovery of $195k; and 2) an sales 6% 9% tax amnesty program implemented by the State that generated an additional $130k distribution. When •�. these collections are removed from the collection, the 2011 growth over 2010 was only 1%. As of September 2012 the collection is 2.2% over the same period in 2011. Another significant audit correction in 2012 affected r Executive Summary-Long Range Plan 1-63 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET the collection negatively to the tune of $132k. With this and the above non-economic factors removed, the actual growth in 2012 is nearly 4.5%. We expect the actual sales tax collection in 2012 to be 2%over 2011, with a slightly stronger improvement over the next two years until it settles back to the normal trend of inflation (assumed to be 2%) plus population growth (assumed to be 1.5%). Utility Taxes(RCW 82.16) Cities and towns in Washington Past and Projected Utility Taxes State are authorized to levy a $20 ($Millions) business and occupation tax on public utility businesses based on $15 revenues they generate within the city or town, known as a utility tax. $10 The rate of taxes for electric, phone, and gas utilities are limited $5 to 6% without voter approval, with $o no limitation on other public 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 utilities. The city currently levies a Actual Proj Proj. Proj. Proj. Proj. Proj. 6% utility tax on phone (both ■Elec. ■N.Gas ■City Uti1. ■Phone ■Cell ■Cable ■Tr.Station landline and cellular services), electric, natural gas, cable, and transfer station services. City utilities (water, sewer, storm drainage, and solid waste), pay an inter-fund utility tax. The current tax rates are all 6% with the exception that the Water utility currently is paying a 7.5% utility tax. The adopted tax rates are: 6% for Sewer utility, 6.8% for Storm and solid waste utility, and 8.3% for Water utility. The tax increases are intended to generate additional revenue for us general governmental capital projects. Brokered City Transfer % Year Electric Natural Gas NG Utilities Cable TV Phone Cell Phone Station Total Chane +r 2009 Actual 4,963,151 1,891,255 242,897 2,871,599 1,263,743 1,037,873 2,027,473 283,985 14,581,976 9.6% 2010Actual 5,036,907 1,577,756 228,514 2,853,884 1,296,744 1,038,009 2,206,637 269,912 14,508,363 -0.5% 2011 Actual 5,166,711 1,848,806 249,407 3,516,179 1,385,275 966,827 2,054,183 297,474 15,484,862 6.7% rl! 2012 Actual 5,211,111 1,669,967 272,530 3,806,281 1,423,664 1,056,420 2,183,853 330,607 15,954,432 3.0% 2013 Budget 5,468,000 1,656,000 300,000 3,849,014 1,477,648 1,000,000 2,200,000 300,000 16,250,662 1.9% 2014 Budget 5,659,000 1,730,520 300,000 4,041,465 1,529,365 952,500 2,277,000 300,000 16,789,850 3.3% 2015 Proj. 5,857,065 1,730,520 300,000 4,283,953 1,567,599 904,875 2,311,155 300,000 17,255,167 2.8% 2016 Proj. 6,062,062 1,730,520 300,000 4,540,990 1,606,789 859,631 2,345,822 300,000 17,745,815 2.8% 2017 Proj. 6,274,234 1,730,520 300,000 4,813,449 1,646,959 816,650 2,381,010 300,000 18,262,822 2.9% VW 2018 Proj. 6,493,833 1,730,520 300,000 5,102,256 1,688,1331 775,817 2,416,7251 300,000 18,807,284 3.0% Natural gas is used mostly for heating purposes; therefore, the consumption and the resulting tax revenue are .r very sensitive to winter weather conditions. The land-line phone service is expected to continue to decline with most residential customer moving away from the traditional phone services to either VolP through digital broadband or to wireless services only. The growth rate of wireless or cellular phone service slowed in the past r two years as well. The drop in the 2011 tax collection reflects the service providers removing data-only service from the tax base. The impact of"share everything" plans on utility tax is still to be determined. rr Electricity, city utilities, and cable TV are projected to grow by population plus inflation increases. air Executive Summary-Long Range Plan 1-64 CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW Real Estate Excise Tax(REST) The State of Washington levies a real estate excise tax (REET) on all sales of REET real estate (measured by the full selling price, including the amount of any Year Revenue %change liens, mortgages, and other debts given to secure the purchase) at a rate of 2009 Actual 2,418,456 -13.6% 2010 Actual 2,464,489 1.9% 1.28%. Local governments are also authorized to impose REET. All cities 2011 Actual 2074059 -15.8% and counties may levy a quarter percent tax (described as "the first quarter 2012 Actual 2,811,902 35.6% percent of the real estate excise tax" or "REET 1"). Cities and counties 2013 Budget 2,600,000 -7.5% planning under the Growth Management Act (GMA) have the authority to 2014 Budget 2,650,000 1.9%2015 Proi. 2,703,000 2.0% levy a second quarter percent tax (REET 2). The statute further specifies 2016 Pro'. 2,784,090 3.0% that if a county is required to plan under GMA or if a city is located in such a 2017 Proi. 2,923,295 5.0% county, the tax may be levied by a vote of the legislative body. If, however, 2018 Pro'. 3,010,993 3.0% 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 Past and Projected REET Revenue counties can use the receipts of REET 1 for ($millions) all capital purposes. An amendment in 1992 $6.0 states that cities and counties with a population of 5,000 or more planning under $5.0 the GMA must spend REET 1 receipts solely $4.0 on capital projects that are listed in the capital facilities plan element of their $3.0 comprehensive plan. Capital projects are: $2.0 public works projects of a local government $l.o for planning, acquisition, construction, reconstruction, repair, replacement, $- 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 rehabilitation, or improvement of streets, Actual Proj Proj. Proj. Proj. Proj. Pro,. roads, highways, sidewalks; street and road lighting systems; traffic signals, bridges; domestic water systems; storm and sanitary sewer systems; parks; recreational facilities, law enforcement facilities, fire protection facilities, trails; libraries; administrative and judicial facilities. Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from this restriction. REET 2(RCW 82.46.035): The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and counties to finance capital improvements required to occur concurrently with growth under the Growth Management Act. An amendment in 1992 defines the "capital project" as: Public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of parks. Because of this amendment, acquisition of park land was no longer a permitted use of REET 2 after March 1, 1992. An amendment was made in 2011 to allow cities using REET for maintenance purpose for a period of 3 years as a way to assist cities to cope with general revenue losses due to the Great Recession. Executive Summary-Long Range Plan 1-65 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET Trend and Projection The combined two quarter-percents of the REET are expected to generate $2.7 million in 2012. The projection for the upcoming biennium is in the same range with $2.6 million in 2013 and $2.65 million in 2014. Currently the city uses the REET revenue primarily for debt service payments with $500k and $550k budgeted for the General Governmental CIP Fund (316). These amounts are insufficient to cover the necessary major maintenance project costs to preserve existing city assets, and therefore two new revenue sources are adopted to supplement REET for these projects starting in the 2013-14 biennium. Gambling Excise Tax(RCW 9.46.110&9.46.113) at The city levies gambling taxes as follows: • 5%on net receipts for bingo and raffles Gambling Tax • 2%for amusement games $z.s Card Room ■Pull Tab ■Bin o • 5% on gross receipts for for-profit $2.0 punchboards and pull-tabs o$1.5 • 10%on gross receipts for card rooms $1.0 All rates are the maximum authorized by state statute, except for the card rooms, which has a $0.5 maximum rate of 20%. The State Legislature $0.0 04 05 06 07 08 09 10 11 12 13 Proj 14 15 16 17 18 rl began allowing the operation of enhanced card Actual Proj. Proj. Proj. Proj. Proj. rooms" or mini-casinos on non-tribal land on a pilot basis in 1997 and on a permanent basis in the spring of 2000. This Gambling M activity provided a significant revenue source for Renton, which generates Year Tax %change about 78% of the city's gambling taxes. The remaining 22% are made up of 2009 Actual 2,170,838 0.6% pulltabs (21%), and bingo (1%). 2010 Actual 1,545,160 -28.8% r 2011 Actual 1,875,482 21.4% 2012 Actual 1,700,695 -9.3% Revenues from these activities are required to be used primarily for the 2013 Budget 1,600,000 -5.9% purpose of gambling enforcement (RCW 9.46.113). Case law has clarified 2014 Budget 1,600,000 0.0% .r that "primarily" means "first be used" for gambling law enforcement 2015 Proj. 1,600,000 0.0% purposes to the extent necessary for that city. The remaining funds may be 2016 Pro'. 1,600,000 0.0% used for any general government purpose. The city designates Gambling 2017 Pro'. 1,600,000 0.0% r Tax revenue as a law enforcement resource. 2018 Proj. 1,600,000 1 0.0% Gambling revenues remained relatively stable for many years until 2010 when two gambling establishments rr went out of business. We expect the city's gambling tax to stabilize at around $1.6 million a year. LICENSES D 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 organizations are required to obtain a license but 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. of Executive Summary-Long Range Plan 1-66 so CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW This fee has not been adjusted over aw the past 25 years. When adjusted by Impacts of Inflation on Business License Fee construction inflation, the $55 fee $2.s only has a purchasing power of $21 $2.0 compared to 1988. $1.5 The adopted budget will increase the o $1.0 �r fee in two ways: 1)a minimum fee of $680 $110 which will cover the first 1 FTE $o.s (measured as 1,920 worker hours); $0.0 and 2)for any additional FTE, the fee 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 will be increased from $55 to $65. If BLRev enue,Con stant$(87=100) BL Revenue,Current$ approved by the City Council, the new fee will take effect on January 1, 2013. The adopted fee increase is projected to generate about $500k annually, 80% of which will be dedicated to General Governmental Capital Projects (vs. transportation projects), with the General Fund retaining 20%, same +r as the existing allocation. Permit And Development Fees rr The permit and development revenues are one of the most severely impacted revenues by the Great Recession. The overall decline peak-to-through is 54%. The bottom was reached in 2009 and we have since seen a gradual recovery. The propsoed budget also includes a small fee adjustment (average 6% over 2 years) for the 2013-14 biennium. After making a significant adjustment after two decades of no-adjustments in 2010, the city is changing its practice to maintain a more gradual, stable pattern of fee adjustments for the future. Future projection is primarily based on a 1% new construction increase and 2% fee increases based on projected inflation. Past and Projected Development Fees Building& Plan % $6 Year Fire Permits Review Total change $5 ■Buildin &Fire Permits ■Plan Review 2009 Actual 1,659,016 677,955 2,336,970 -27% 2010 Actual 1,519,407 883,235 2,402,641 3% un y$4 2011 Actual 1,867,524 813,135 2,680,659 12% C �$3 2012 Actual 2,113,114 1,201,7181 3,314,832 24% 2013 Budget 2,240,761 839,427 3,080,188 -7% $2 2014 Budget 2,256,437 849,264 3,105,701 1% M $1 2015 Prot. 2,324,130 874,742 3,198,872 3% $0 2016 Proj. 2,393,854 900,984 3,294,838 3% 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 2017 Proj. 1 2,465,670 928,014 3,393,683 3% Actual Proj Proj. Proj. Proj. Proj. Proj. 2018 Prof. 2,539,640 955,854 3,495,494 3% �r Franchise Fees .. Franchise fees are charges levied on private utilities to recoup the city's Year Franchise %change costs of their use of city streets and other public properties to place utility 2009 Actual 1,039,031 4.1% infrastructure and costs of administering the franchise. The franchise fees 2010 Actual 1,222,444 17.7% .. on light, natural gas, and telephone utilities are limited by statute to the 2011 Actual 1,234,448 1.0% actual administrative expenses incurred by the city directly related to 2012 Actual 1,262,188 2.2% 2013 Budget 1,260,000 0.0% receiving and approving permits, licenses, or franchisees. Cable TV 2014 Budget 1,260,000 0.0% .t franchise fees are governed by the Federal Cable Communications Policy Act 2015 Proj. 1,272,600 1.0% of 1994 and are negotiated with cable companies for an amount not to 2016 Pro'. 1,285,326 1.0% exceed 5% of gross revenues, which is the primary source of the city's 2017 Proj. 1,298,179 1.0% 2018 Proj. 1,311,161 1.0% r Executive Summary-Long Range Plan 1-67 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET franchise fee revenue. The increase in 2010 collections is primarily due to a correction for late implementation of an annexation activity. The long-term projection is based on 65% of projected population growth based on the changing technology that could impact consumer entertainment options. Intergovernmental Revenues Intergovernmental revenues include state-shared revenues, State Shared Grants& governmental grants and miscellaneous transfers, and inter- Year Revenue Misc. Contracts governmental service contracts such as the Fire and Emergency 2009 Actual 2,336,441 1,484,491 5,869,198 .r Services contracts with Fire Districts 25 and 40. The following 2010 Actual 2,568,819 2,110,348 5,000,385 information is primarily intergovernmental revenues in the city's 2011 Actual 2,685,794 2,322,453 5,839,744 operating funds. There are also substantial grants in capital 2012 Actual 2,900,732 1,973,507 5,874,568 40 project funds particularly in transportation improvement 2013 Budget 2,275,500 394,830 5,574,526 2014 Budget 2,515,500 394,830 5,574,526 projects. 2015 Pro'. 2,553,233 394,830 5,717,762 2016 Proj. 2,591,531 1 394,8301 5,865,055 The state-shared revenues are from taxes and fees collected by 12017 Proj. 2,630,404 394,8301 6,016,524 the state and disbursed to municipalities based on population or 2018 Pro'. 2,669,860 394,8301 6,172,292 other criteria. In the past, the primary sources of Past and Projected Intergovernmental Revenue these shared revenues are fuel tax (tax on $lo gasoline consumption), liquor sales profit, and excise tax. This resource once provided 14% of $s the city's operational funds, but has decreased to o$6 less than 7%, mainly due to the elimination of $4 the MvET and the $30 limits on vehicle license $2 fees. The remaining intergovernmental revenues $0 are fuel taxes, liquor tax and profit, and the 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Actual Proj Proj. Proj. Proj. Proj. Proj. � criminal justice distribution. As mentioned E State Shared Revenue ■Contracts ■Grants&Misc. before, due to the state's budget challenges, the state will suspend liquor excise tax distribution for the current fiscal year(July 1, 2012-June 30, 2013). The city's budget projection assumes this is a one-year suspension as the state's budget conditions improve. The amount of grants fluctuates greatly from year to year. The base grant amount reflects the Community Development Block Grant (CDBG) and a couple of small public safety grants. The higher amount in 2009-2012 reflects the SAFER and COPS grants used to restore six police and 9 firefighter positions during the Great Recession. Charge For Services The charge for services is revenues generated from services provided to the general public $8 Past and Projected Service Fees (including recreation fees, facility rental fees), ■InterfundServices ■Parks and Rec ■PublicSafety certain public safety services, as well as $6 internally between city departments (Interfund 0$4 Services)that are not operated through Internal Service Fund structure. This source is projected �$2 to generate around $6 million each year. ar $o 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Parks And Recreation Fees Actual Proj Proj. Proj. Proj. Proj. Proj. Executive Summary-Long Range Plan 1-68 CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW Overall, recreation fees are generated from recreation Public Parks and Interfund % classes, athletic programs, leagues and field rentals, senior Year Safety Rec Services change activity center, community center, and aquatic center 009 Actual 709,205 2,309,446 3,225,745 1.9% Tees 2010Actual 691,098 2,152,270 3,190,908 -3.4% and rentals. The revenue is projected at $2.3 million, 2011 Actual 712,160 2,238,374 3,070,506 -0.2% consistent with anticipated 2012 actual. In 2012 the City 2012 Actual 698,996 2,316,593 3,311,715 5.1% adopted a set of cost recovery guidelines that will require 2013 Budget 705,598 2,291,415 3,004,214 -5.2% full cost recovery for certain programs and allow partial 2014 Budget* 1,060,365 2,324,327 3,017,506 6.7% cost recovery primary to certain customer groups such as 2015 Proj. 1,076,270 2,359,192 3,017,506 0.8% 2016 Proj. 1,092,415 2,394,580 3,017,506 0.8% seniors, developmentally challenged populations. This 2017 Proj. 1,108,801 2,430,498 3,017,506 0.8% change may reduce the recreation fee revenues but if 2018 Proj. 1,125,433 2,466,956 3,017,506 0.8% occurred, it should have a larger reduction in service costs. Public Safety Services Public Safety services revenue includes private security, electronic home detention, passport processing, court cost recovery and miscellaneous services. The budget includes the adopted Basic Life Support transport fee estimated at$325,000 per year effective 2014. Inter-Fund Services The Interfund Service charges represent two types of reimbursements: 1) reimbursement of the city's general overhead such as accounting, human resources, records management, legal, and administration expenses from enterprise funds; and 2) reimbursements from capital projects for design, engineering, and project management costs. The overhead charge is determined through an indirect cost allocation model using transaction volume, number of full-time employees, and size of budget as determining factors. The project cost reimbursements (or "soft-capital" cost are based on actual labor cost with associated benefits. The overall Charge for Service revenue is projected at around $6 million for 2013, primarily to recognize reduction in soft capital transfers based on the current actual, and to recognize potential recreation fee impact based on the cost recovery policy. Fines And Forfeits Fines and forfeits account for civil and Pastand Projected Finesand Forfeits criminal penalties as authorized by the $4 state and adopted by the city code and $3 collected through the Renton Municipal Court. 2$2 $1 The city implemented the Photo- Enforcement system at high collision $0 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 intersections and at school zones during Actual Proj Proj. Proj. Proj. Proj. Proj. the fall of 2008, and 2009 revenue reflects the first full year's operation of the system. The revenue declined in 2010 and 2011 due to both the reduction in photo enforcement violations (down 23% from 2009) as well as general traffic violations (down 42% from the 2009 level) with the overall court cases declining by 25%. Future revenue is assumed to grow at the same rate of the 1.5% projected population growth. Miscellaneous Revenues Miscellaneous revenues include interest income, cellular tower site rentals, donations, sales of documents, etc. The majority of the revenue is investment interest income. With the tightened lending criteria, higher FDIC Executive Summary-Long Range Plan 1-69 OVERVIEW CITY OF RENTON 2013-2014 BIENNIAL BUDGET insurance fees, and the increase of the state's public deposit collateral requirement, banks in the State of Washington do not need, and are not willing to pay much for deposits from public entities. Some banks are not accepting new public deposits at all. In addition, the Federal Reserve has taken action to keep the mortgage rate low and has signaled it will maintain federal fund rates at the current level until 2015. As a result, we anticipate the future miscellaneous revenues will remain at a lower level as we have experienced in the last two years. Enterprise Funds UTILITY RATES Water and Sewer Rates - The (A)Allied Waste water, sewer, and storm sewer Monthly Utility Bill Comparasion (WM)Waste Management rates fund most of the costs $180 - - $160 $160.02 associated with providing these services as well as necessary capital $140 - $106.05 replacements in our community. $120 - Other sources including hookup $100 -$ $90 48 $90.35 $82.63 fees, other development charges, $80 - - grants, etc., are also available but $60 - - are restricted for capital purposes $40 only. Due to the increased costs to $20 - -- maintain the systems, regulatory $0 requirements, and higher general Renton Kent Auburn Tukwila Redmond Seattle Bellevue operating costs, the city is (WM) (A) (WM&A) (W M) (WM) (WM&A) (A) reviewing the policies guiding these ■Water ■Sewer ■Storm ■Solid Waste(32 G.can) rates. Rate Related Fiscal Policy During the summer of 2010, the City Council adopted a set of fiscal policies to guide future rate setting for all city utilities. These policies address minimum fund balances and approaches to financing capital improvements in the future. Specifically, the policy will rely on rates to finance preservation of existing systems and only use bonding to finance system capacity improvements. This capital financing policy required a substantial rate increase to provide for consistent system replacement/reinvestment in 2011 and 2012. The rate requirements for 2013-14 and beyond are more in line with the utilities' historical rate increases. In addition to the adopted city rate increases, King County Metro, which provides sewer treatment, is proposing a 10.2% rate increase in 2013 and no increase in 2014. Utility Revenue&Rate 2013 2014 Increases 2009 2010 2011 2012 Actual Adopted Adopted 2015 2016 Water Rate Revenue 10,179,419 10,469,182 12,456,458 14,653,119 15,968,377 16,794,293 17,801,951 18,870,068 Rate Increase 4.0% 10.0% 18.0% 16.0% 5.0% 5.0% 6.0% 6.0% Sewer Rate Revenue 5,193,271 5,482,958 7,596,121 8,404,549 9,207,704 10,226,716 10,738,052 11,274,954 Rate Increase 4.0% 4.0% 42.0% 5.0% 5.0% 5.0% 5.0% 5.0% Storm Revenue 4,854,426 4,855,428 6,685,732 7,661,329 9,368,860 9,918,530 10,414,457 10,935,179 Rate Increase 0.0% 0.0% 40.0% 11.0% 5.0% 5.0% 5.0% 5.0% Garbage Revenue 13,864,919 14,917,646 14,890,453 14,998,294 15,470,406 16,177,094 16,985,949 17,835,246 • Rate Increase 37.0% 4.0% 0.0% 0.0% 5.0% 5.0% 5.0% 5.0% Executive Summary Long Range Plan 1-70 CITY OF RENTON 2013-2014 BIENNIAL BUDGET OVERVIEW Golf Fees The city's Maplewood Golf Course Fund was created by 2013 Public Golf Course 18-Hole Weekend Rates Ordinance 3884 in 1985. Maplewood Golf Course is owned and operated by the city. The golf course is also a water utility resource as it is the location of city wells Kent that provide drinking water to our community. The use Tukwila of this space as a golf course helps preserve the quality of the well water for future generations. Bellevue Auburn The course is managed by the Community Services Department and is operated as a separate enterprise Renton fund of the city as a fully self-sustained operation. The $26 $28 $30 $32 $34 $36 $38 $40 city refunded the $1.85 million revenue bonds with an interfund loan at the true interest cost of 2.24% in 2010. This reduced Past and Projected Total Golf Course the annual debt service for the golf $2.5 ■Green Fee ■Driving Range ■Other Operating course from $430,000 to around $20 $400,000 per year and eliminated the $1.5 requirement of a debt service reserve. $1.0 Renton course rates are comparable $0.5 to those of other municipal courses in $0.0 neighboring communities. 04 os 06 07 08 09 10 a 12 13 14 is 16 v 18 Actual Proj Proj. Proj. Proj. Proj. Proj. Executive Summary-Long Range Plan 1-71 This page is intentionally left blank Executive Summary-Long Range Plan 1-72 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 1-73 l� 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. S. 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 1-74 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 or 30 to 45 days. 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 1-75 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. 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 a. Priority shall be given to expenditures that will improve productivity. 5. Capital Improvements Executive Summary-Financial Management Policies 1-76 a. A comprehensive six-year plan for City capital investments shall be prepared biennially and adopted by the City Council as part of the City budget. 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 biennially 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 for each year as part of the Mayor's proposed Preliminary Biennial 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 biennially 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 1-77 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. 9. Capital Contingency as System Reinvestment and Debt Service: a. Surface Water: 1.25 DSC and approximately$3. million annual system reinvestment b. Wastewater: 1.25 DSC and approximately $3 million annual system reinvestment c. Water: 1.25 DSC and approximately$4 million annual system reinvestment 10. Bonds Versus Cash Funded Projects a. All non-CIP projects should be paid for using rates (programs, system plans, education materials, etc.) b. All system reinvestment, maintenance, replacement and rehabilitation CIPS should be paid for using rates. c. CIPS for new infrastructure, growth, or increased capacity can be paid for using bonds. 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 �. Executive Summary-Financial Management Policies 1-78 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. 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 w Executive Summary-Financial Management Policies 1-79 Policy on Post-Issuance Compliance for Tax-Exempt Bonds 1. Purpose The purpose of these post-issuance compliance policies and procedures ("Compliance Policy") for tax-exempt bonds issued by The City of Renton, Washington (the "City") is to ensure that the City will be in compliance with requirements of the Internal Revenue Code of 1986, as amended (the "Code"), that must be satisfied with respect to tax-exempt bonds and other obligations ("bonds") after the bonds are issued so that interest on the bonds will be and remain tax-exempt. 2. Responsibility for Monitoring Post-Issuance Tax Compliance. The City Council of the City has the overall, final responsibility for monitoring whether the City is in compliance with post-issuance federal tax requirements for the City's tax-exempt bonds. However, the City Council assigns to the Administrative Services Administrator of the City the primary operating responsibility to monitor the City's compliance with post- issuance federal tax requirements for the City's tax-exempt bonds. 3. Arbitrage Yield Restriction and Rebate Requirements. The Administrative Services Administrator shall maintain or cause to be maintained records of: a. purchases and sales of investments made with bond proceeds (including amounts treated as "gross proceeds" of bonds under section 148 of the Code) and receipts of earnings on those investments; b. expenditures made with bond proceeds (including investment earnings on bond proceeds) for the governmental purposes of the bonds, such as for the costs of purchasing, constructing and/or renovating property and facilities; c. information showing, where applicable for a particular calendar year, that the City was eligible to be treated as a "small issuer" in respect of bonds issued in that calendar year because the City did not reasonably expect to issue more than $5,000,000 of tax- exempt bonds in that calendar year; d. calculations that will be sufficient to demonstrate to the Internal Revenue Service ("IRS") upon an audit of a bond issue that, where applicable, the City has complied with an available spending exception to the arbitrage rebate requirement in respect of that bond issue; e. calculations that will be sufficient to demonstrate to the IRS upon an audit of a bond issue for which no exception to the arbitrage rebate requirement was applicable, that the rebate amount, if any, that was payable to the United States of America in respect of investments made with gross proceeds of that bond issue was calculated and timely paid with Form 8038-T timely filed with the IRS; and f. information and records showing that investments held in yield-restricted advance refunding or defeasance escrows for bonds, and investments made with unspent bond proceeds after the expiration of the applicable temporary period, were not invested in higher-yielding investments. Executive Summary-Financial Management Policies 1-80 4. Restrictions on Private Business Use and Private Loans. The Administrative Services Administrator shall adopt procedures that are calculated to educate and inform the principal operating officials of those departments, including utility departments, if any, of the City (the "users") for which land, buildings, facilities and equipment ("property") are financed with proceeds of tax-exempt bonds about the restrictions on private business use that apply to that property after the bonds have been issued, and of the restriction on the use of proceeds of tax-exempt bonds to make or finance any loan to any person other than a state or local government unit. In particular, following the issuance of bonds for the financing of property, the Administrative Services Administrator shall provide to the users of the property a copy of this Compliance Policy and other appropriate written guidance advising that: a. "private business use" means use by any person other than a state or local government unit, including business corporations, partnerships, limited liability companies, associations, nonprofit corporations, natural persons engaged in trade or business activity, and the United States of America and any federal agency, as a result of ownership of the property or use of the property under a lease, management or service contract (except for certain "qualified" management or service contracts), output contract for the purchase of electricity or water, privately sponsored research contract (except for certain "qualified" research contracts), "naming rights" contract, "public- private partnership" arrangement, or any similar use arrangement that provides special legal entitlements for the use of the bond-financed property; b. under section 141 of the Code, no more than 10% of the proceeds of any tax-exempt bond issue (including the property financed with the bonds) may be used for private business use, of which no more than 5% of the proceeds of the tax-exempt bond issue (including the property financed with the bonds) may be used for any "unrelated" private business use-that is, generally, a private business use that is not functionally related to the governmental purposes of the bonds; and no more than the lesser of $5,000,000 or 5% of the proceeds of a tax-exempt bond issue may be used to make or finance a loan to any person other than a state or local government unit; c. before entering into any special use arrangement with a nongovernmental person that involves the use of bond-financed property, the user must consult with the Administrative Services Administrator, provide the Administrative Services Administrator with a description of the proposed nongovernmental use arrangement, and determine whether that use arrangement, if put into effect, will be consistent with the restrictions on private business use of the bond-financed property; d. in connection with the evaluation of any proposed nongovernmental use arrangement, the Administrative Services Administrator should consult with nationally recognized bond counsel to the City as may be necessary to obtain federal tax advice on whether that use arrangement, if put into effect, will be consistent with the restrictions on private business use of the bond-financed property, and, if not, whether any "remedial action" permitted under section 141 of the Code may be taken by the City as a means of Executive Summary-Financial Management Policies 1-81 1 enabling that use arrangement to be put into effect without adversely affecting the tax- exempt status of the bonds that financed the property; and e. the Administrative Services Administrator and the user of the property shall maintain records of such nongovernmental uses, if any, of bond-financed property, including copies of the pertinent leases, contracts or other documentation, and the related determination that those nongovernmental uses are not inconsistent with the tax- exempt status of the bonds that financed the property. 5. Records to be Maintained for Tax-Exempt Bonds. It is the policy of the City that, unless otherwise permitted by future IRS regulations or other guidance, written records (which may be in electronic form) will be maintained with respect to each bond issue for as long as those bonds remain outstanding, plus three years. For this purpose, the bonds include refunding bonds that refund the original bonds and thereby refinance the property that was financed by the original bonds The records to be maintained are to include: a. the official Transcript of Proceedings for the original issuance of the bonds; b. records showing how the bond proceeds were invested, as described in 3a above; c. records showing how the bond proceeds were spent, as described in 3b above, including purchase contracts, construction contracts, progress payment requests, invoices, cancelled checks, payment of bond issuance costs, and records of"allocations" of bond proceeds to make reimbursement for project expenditures made before the bonds were actually issued; d. information, records and calculations showing that, with respect to each bond issue, the City was eligible for the "small issuer" exception or one of the spending exceptions to the arbitrage rebate requirement or, if not, that the rebate amount, if any, that was payable to the United States of America in respect of investments made with gross proceeds of that bond issue was calculated and timely paid with Form 8038-T timely filed with the IRS, as described in 3c, d and a above; and e. records showing that special use arrangements, if any, affecting bond-financed property made by the City with nongovernmental persons, if any, are consistent with applicable restrictions on private business use of property financed with proceeds of tax-exempt bonds and restrictions on the use of proceeds of tax-exempt bonds to make or finance loans to any person other than a state or local government unit, as described in 4 above. The basic purpose of the foregoing record retention policy for the City's tax-exempt bonds is to enable the City to readily demonstrate to the IRS upon an audit of any tax- exempt bond issue that the City has fully complied with all federal tax requirements that must be satisfied after the issue date of the bonds so that interest on those bonds continues to be tax-exempt under section 103 of the Code. Executive Summary-Financial Management Policies 1-82 6. Identification and Remediation of Potential Violations of Federal Tax Requirements for Tax- Exempt Bonds. a. So long as any of the Issuer's tax-exempt bond issues remain outstanding, the Administrative Services Administrator will periodically consult with the users of the Issuer's bond-financed property to review and determine whether current use arrangements involving that property continue to comply with applicable federal tax requirements as described in these Compliance Procedures. This may be accomplished, for example, by periodically meeting with users, providing questionnaires to users about current use arrangements, or adopting other protocols reasonable calculated to ensure compliance with applicable federal tax requirements on a continuing basis. This periodic review may be scheduled, for example, at or before the times that the Issuer is required to file with Municipal Securities Rulemaking Board the annual financial information and operating data pursuant to the Issuer's undertaking, if any, to provide continuing disclosure with respect to outstanding bond issues. b. If at any time during the life of an issue of tax-exempt bonds, the Issuer discovers a violation of federal tax requirements applicable to that issue may have occurred, the Administrative Services Administrator will consult with bond counsel to determine whether any such violation actually has occurred and, if so, take prompt action to accomplish an available remedial action under applicable Internal Revenue Service under the Voluntary Closing Agreement Program described under Notice 2008-31 or other future published guidance. 7. Education Policy With Respect to Federal Tax Requirements for Tax-Exempt Bonds. It is the policy of the City that the Administrative Services Administrator and his or her staff, as well as the principal operating officials of those departments of the City for which property is financed with proceeds of tax-exempt bonds should be provided with education and training on federal tax requirements applicable to tax-exempt bonds. The City recognizes that such education and training is vital as a means of helping to ensure that the City remains in compliance with those federal tax requirements in respect of its bonds. The City therefore will enable and encourage those personnel to attend and participate in educational and training programs offered by, among others, the Washington Municipal Treasurers Association and the Washington Finance Officers Association with regard to the federal tax requirements applicable to tax-exempt bonds. Executive Summary-Financial Management Policies 1-83 City Funds and Fund Structure Key Report 000 General A E 001 Community Services (formerly 101) A I (000) 003 Streets (formerly 103) A 1 (000) 004 Community Development Block Grant A I (000) 005 Museum (formerly part of 006 and 106) A I (000) 006 Library (formerly 106) A 1 (000) 009 Farmers Market A I (000) 010 Fire and Emergency Services Memorial A I (000) 011 Fire and Emergency Services Health and Wellness A 1 (000) 031 Park Memorial (formerly 131) A 1 (000) 201 1997 LIM GO Bonds-City Hall A 1 (215) 215 Gen Govt Misc Debt Service A E Total General Government SPECIAL REVENUE FUNDS: 102 Arterial Streets E 108 Leased City Properties E 110 Special Hotel-Motel Tax E 118 Cum 2755 (Paths/Trails) E 125 One Percent for Art E 127 Cable Communications Development E 135 Springbrook Wetlands Bank E DEBT SERVICE FUNDS: 219 1989 Unlimited GO Bonds-Senior Housing E CAPITAL PROJECT FUNDS(CIP): 303 Community Services Impact Mitigation E 304 Fire Impact Mitigation E 305 Transportation Impact Mitigation E 316 Municipal Facilities CIP E 317 Capital Investment E 318 South Lake Washington Infrastructure Project E 326 Housing Opportunity 1 (316) 336 New Library Development 1 (316) Executive Summary-Financial Management Policies 1-84 -� 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) r 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) 471 Waterworks Rate Stabilization B 1 (405) INTERNAL SERVICE FUNDS: 501 Equipment Rental E 502 Insurance E 503 Information Technology 1 (501) aw 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 ,. 910 General Fixed Assets la 950 General Long Term Debt Account Group la Executive Summary-Financial Management Policies 1-85 Cit Funds and Fund Structure continued Y (continued) 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 1-86 2 RENTON RESULTS Budget Framework 2-1 Renton Results Overview 2-6 City Service Area: Safety and Health, Program Budgets and Performance Measures 2-9 City Service Area: Livable Community, Program Budgets and Performance Measures 2-12 City Service Area: Representative Government, Program Budgets and Performance Measures 2-16 City Service Area: Mobility, Program Budgets and Performance Measures 2-18 City Service Area: Utilities and Environment, Program Budgets and Performance Measures 2-21 City Service Areas: Internal Services, Program Budgets and Performance Measures 2-25 Other Programs: Transfers, Revenue, etc. 2-28 Reconciliation to Total Budget 2-29 t c t A GOVERNMENT ACCOUNTABILITY PROGRAM ",F-7-rrton Rle-ts,Its", HealthFF Mobility SupportInternal Representative RENTON Community Environmen 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. The purpose is to facilitate policy decisions and provide accountability to the community. Services are categorized and the desired results are defined as follows: Safety and Health 1 want Renton to be a safe and healthy community. Livable Community / want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Representative Government 1 want a responsive and responsible government. 1 want safe and efficient access to all desired destinations, now and in Mobility the future. Utilities and Environment 1 want to live, learn, work and play in a clean and green environment with reliable, affordable utility services. Internal Support 1 want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Renton Results-Budget Framework 2-1 a� 2013-2014 Budget Development Framework The Mayor reconvened the Budget Advisory Committee, consisting of a broad spectrum of community •� leaders who gave their time to help shape the City's service priorities and budget decisions that will build a sustainable operation beyond the current biennium. The goals of the Committee were to: 1) Build an understanding of the City's purpose and future, the City's demographics and trends as related to various planning efforts and service demands, Community survey feedback,the City's revenue sources and limitations as well as the City's services and associated costs. 2) Provide insight and recommendations on City Service priorities and how effectiveness is measured (Renton Results); revenue and cost control strategies to balance the 2013-14 budget gap as well as long term solutions to create a financial structure that is sustainable. Committee recommendations For long-term sustainability both revenue generation and cost-control strategies were discussed and were prioritized by the Committee. Below are the top five recommendations: 1) Continue efforts in negotiating increased employee contribution toward medical benefit costs and/or increased co-pay/deductible levels. 2) Continue attracting businesses to Renton. 3) The City should look at services that are least used or perform poorly to reduce or eliminate. 4) Look at total cost of compensation and include comparable private sector jobs where applicable. 5) Improve coordination of overlapping efforts to minimize cost/maximize and leverage volunteer efforts. For future service prioritization the Committee supported continued improvement of Renton Results as a means to both measure the effectiveness of programs in each City Service Area and identify opportunities for improvements. The City is continuing its development of the program as illustrated and described below: 2010 2011-12 Budget: 2012 2007 Formed Community Work:Data Organized the core services Budget Advisory Teams and Collection and into six City Service Areas Reviewed measures Reporting ) 2007-2014 Renton Results "2008 2010 2011 2012 2t___ 2014 2009 2013 2011 2013-14 Budget: Work: Engaged Staff 2010 Budget: a g Created and engaged g g Renton Results City Service Area Teams to Refine Measures drives program improvement Renton Results-Budget Framework 2-2 • In 2011 City staff initiated the Renton Results Program Measure Refinement Project which had several objectives: 1) All staff will know and understand their role within each program and how their work contributes to the desired Results of the Program. 2) To evaluate and fine tune performance measures at the Program Level by inviting feedback and insight into the work being performed. 3) Define "success" (now and in the future) and discuss how the work being performed can affect the outcome of a program. 4) Assess continuity between Program, Departmental, and City-wide measures. • In 2012 data generated from the refined measures were collected and various methods of reporting began being developed for internal use and external transparency. • In 2013 the Results will be analyzed and used to drive improvements in programs and processes. Additionally, cross-departmental processes will be assessed for efficiencies and continuity. Meaningful reports to , ssess citizens and staff will Sentice amount to... Areas-A"40 FPP-1 Take S�t7� • . . Lto�i�Mprove too R is Services _�A L��� R e port rCollectl Internally, Data Externally Analyze' Results LZ ...continual assessment & improvement Renton Results-Budget Framework 2-3 Per Capita Service Cost The Chart below shows a comparison of the per capita operating cost at the 2013 adopted service level and the 2014 adopted service level. The operating cost at the 2013 adopted level totals $1,702 per person per year vs. $1,702 at the 2014 adopted level, based on 2012's population count. Without the debt service, retiree medical obligation, and separation benefits, the per capita internal support cost would be at around $36.14 per year for 2013 and $15.59 per year for 2014. Below is a breakdown of the costs per capita by City Service Areas. Safety and Health 2014, $627 2013, $620 Mobility 2014, $111 2013, $111 , Livable community 2014, $149 2013, $149 Utilities and Environment 2014, $623 2013, $621 Rep GovernmentL014, $65 $65 Internal Support2014, $126 2013, $135 $- $100 $200 $300 $400 $500 $600 $700 $800 Resource Allocation by City Service Area Renton Results program expenses are presented by City Service Area as consolidated costs across departments and funds. Within Renton Results, we have adjusted for transfers and 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 Budget by Fund sections of this document, however, include such transfers and inter-fund transactions. Therefore, reconciliation is shown below between the Renton Results resources and 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 area. For the 2013 programs, these include $8.0 million in general obligation debt service payments, $1.7 million in post-retirement medical benefits for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1) and $0.53 million of city-wide payroll tax and benefit costs that are not allocated into budgeted positions. Without these costs, the overall 2013 Internal Support costs are 2.12%of the$159.8 million operating budget and 1.63%of the$208.5 million total budget. Renton Results-Budget Framework 2-4 The table and graphs below summarize the resource allocations by City Service Area. See the last page of this section for a full reconciliation to the Total Budget found in the Budget by Fund section. 2013 Proposed 2014 Proposed r City Service Areas(CSA) FTE Operating$ Capital$ FTE Operating$ Capital$ Safety and Health 333.83 $ 58,260,436 $ 331.33 $59,817,417 $ Representative Government 40.70 6,071,863 39.7 6,169,852 r Livable Community 62.45 14,036,553 2,672,725 62.20 14,198,901 1,475,000 Mobility 56.65 10,423,548 35,597,803 56.65 10,645,306 7,419,107 Utility and Environment 97.75 58,330,585 10,214,000 99.75 59,426,599 17,681,000 Internal Support 77.40 12,737,722 100,000 77.4 12,040,115 - Total Operating FTE&$ 668.78 159,860,706 48,584,528 667.03 162,298,190 26,575,107 Transfers$Inter-fund Transactions - 28,819,028 - - 31,193,623 - r Total w/Transfer 668.78 $188,679,734 $ 48,584,528 667.03 $193,491,813 $26,575,107 Operating&Capital Total $ 237,264,262 $220,066,920 2013 Adopted Operating Budget and FTE Count by City Service Area $80 400 350 +, $60 300 c 250 a $40 200 u oa 150 w tZ m $20 5000 .. $ c M \,&`° `, rn ENE - e' J \� .. O a`t'ea y� te c� i \`�J�Q ac to Lo J �a �e�J �eQ ��e pec 0 2013 FTE 2014 Adopted Operating Budget and FTE Count Ln by City Service Area _o $70 350 i $60 300 $50 250 'o $40 200 u $30 150 LU r 3 $20 100 $10 50 ou 0 ` ° Q o c� -`,a��e �aca� � 0 2014 FTE J r VW Renton Results-Budget Framework 2-5 2013-2014 Renton Results Desired Results — Strategies — Measures For Adopted Programs PA-Von Results The City Service Area's are broad in nature and are supported by Stifittyll a number of City programs across multiple City departments. Health The intent of this method of budget presentation is to more clearly illustrate what the City does with its resources while j providing a means of communicating our results in a meaningful way. Livable Utilities& Each City Service Area is best defined by the associated "I want" statement or the desired Results. Desired Results Safety . . - . safe . Livable Community I want access to high quality facilities, services d public resources responsiveenrich the lives of everyone in the community. Representative Government I want a .. government. Mobility I want safe and efficient access to all desired destinations, now and in the future. Utilities and Environment I want to live, learn, work play in a clean and green environment with reliable, affordable departmentsInternal Support I want City effectively in a safe and sustainable manner. Strategies Strategies answer the question: "How does the City plan to work toward and achieve these results?" Programs in each City Service Area are aligned with one or more of these strategies to assure consistency in direction as established by the desired results. All programs contribute to the success of the City's efforts—some directly effecting the results and some supportive or complimentary to another programs' efforts. Renton Results-Renton Results Overview 2-6 Below are the Strategies identified for each City Service Area: City Service Area: Safety and Health Desired Result: I want Renton to be a safe and healthy community. Encouragement of a self reliant community through programs and education Timely responsiveness and "projection of effort,"when the community cannot help itself L Recovery and restoration of the community after a disaster `" Encourage the community to comply with local,state and federal laws City Service Area: Representative Government Desired Result: I want a responsive and responsible government. Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government LA v Advocate community interest in regional,state,and federal forums tko v Open accessible and consistent(administrative and judicial)decision process 12 Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources City Service Area: Livable Community Desired Result: I want access to high quality facilities,services and public resources that enrich the lives of everyone in the community. Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. v Encourage and foster a strong sense of community L Provide or make available diverse learning and enrichment opportunities `^ Provide clean,safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. City Service Area: Mobility Desired Result: I want safe and efficient access to all desired destinations,now and in the future. Provide a comprehensive mobility network that connects the public to desired destinations. v Provide a well-maintained condition of the mobility infrastructure. `^ Provide efficient and safe operations of the mobility infrastructure. City Service Area: Utilities & Environment Desired Result: I want to live,learn, work and play in a clean and green environment with reliable,affordable utility service. Well maintained neighborhoods, properties and environment. V) Manage solid waste m Operate and maintain piped utility infrastructure v i Environmental conservation, education and outreach Compliance with environmental standards and laws Protection of open space/acquisition SupportCity Service Area: Internal Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Highly qualified, healthy,well-trained and productive workforce L Functional work environment 41 Fiscal Support and Accountability N Safeguard public interests and assets Equipment and data that is reliable and accessible Renton Results-Renton Results Overview 2-7 Cause and Effect Map This visual representation of the Safety and Health City Service Area, for example, illustrates the relationship between the defined strategies(cause) and reaching the desired result(effect). These are the strategies Timely , that will influence Encouragement of (cause)the desired - •• • result(effect) projection of community • programs and effort," when the community education help itself • I J, Recovery and community to PPP1— comply with local restoration of state • federal' community RentonI want • disaster laws be a safe and communityhealthy This is the desired result (effect)of the programs supporting the Safety and Health City Service Area Program Budget Consideration: g g The City considered funding programs based on the following criteria: 1. Is the program aligned with the City Service Area strategies? 2. Does the program demonstrate a clear contribution toward achieving the desired result of the City Service Area? 3. Does the program improve customer and public services? 4. Does the program demonstrate options to "scale" its level of service (focusing first on how to meet the mandatory nature of the program) based on resources available? 5. Does the program encourage community, regional, and interdepartmental collaboration and partnerships? 6. Does the program leverage resources? 7. Does the program encourage innovative and creative effort with an emphasis on cost effectiveness? The following pages will list all adopted operational and capital program FTE counts and budgets organized by City Services Areas. You will also find a listing of our Renton Results performance measures for the operational programs. Renton Results-Renton Results Overview 2-8 , ton Results City Service Area: Desired Result: I want Renton to be a safe and healthy Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and"projection of effort,"when the community cannot Recovery and restoration of the community after a disaster Encourage the community to comply with local,state and federal laws Package# Program Name 2013 Adopted 2014 Adopted 100002.0011 Probation 1.00 99,851 125,000 1.00 103,093 125,000 100004.0005 Business Licensing and Passports 1.10 94,478 45,000 1.10 97,559 45,000 100006.0003 City Attorney Prosecution 6.00 622,055 - 6.00 657,530 - 100007.0005 Building Permits&Inspection Program 12.50 1,440,261 2,736,164 12.50 1,472,285 2,752,019 100007.0006 Code Enforcement program 3.00 328,729 - 3.00 338,602 - 100008.0060 Auxiliary Services-Jail 0.00 5,583,718 0.00 6,333,307 100008.0061 COPS Hiring Recovery Program 1.50 160,348 0.00 - 100008.0062 Patrol Operations 64.00 8,982,138 64.00 9,191,931 100008.0064 Staff Services 14.40 1,403,208 14.40 1,450,477 100008.0065 Investigations 20.00 2,639,554 20.00 2,696,607 - 100008.0066 Patrol Services 14.00 2,503,671 807,000 14.00 2,538,020 807,000 100008.0067 Special Operations 22.00 3,115,313 180,693 22.00 3,177,244 180,693 100008.0068 Police Administration 4.00 4,513,858 - 4.00 4,552,469 - 100008.0069 Administrative Services 7.00 1,175,638 - 7.00 1,221,886 - 100008.0070 Electronic Home Detention Program 2.00 339,971 135,000 2.00 347,810 135,000 100008.0073 Police Officer/LT Deputy City Clerk 1.00 - - 1.00 - - 100009.0022 F&ES Health&Wellness Fund 0.00 25,000 25,000 0.00 1 25,000 25,000 100009.0023 EMS and Fire/Rescue Services for COR 84.00 11,969,869 912,500 84.00 12,270,175 1,262,500 100009.0024 Administrative Services for F&ES 9.00 3,034,378 - 9.00 3,057,808 - 100009.0025 Community Risk Reduction 8.00 1,010,362 213,305 8.00 1,034,402 213,305 100009.0026 Safety&Support Services 8.00 1,780,014 - 8.00 1,801,648 - 100009.0027 EMS and Fire/Rescue Services for KCFD#25 16.00 2,050,756 1,200,000 15.00 1,989,578 1,200,000 100009.0028 EMS and Fire/Rescue Services for KCFD#40 29.00 3,849,193 4,374,526 29.00 3,932,585 4,374,526 100009.0029 Emergency Management for the COR 2.00 323,570 35,000 2.00 331,623 35,000 100020.0013 Serving vulnerable/low income 2.59 859,881 30,000 2.59 873,454 30,000 100020.0014 CDBG 1 1.74 1 264,622 265,506 1.74 262,323 265,506 Total Safety and Health $ 333.83 .0 ,436 11,174,694 331.33 59,817,417 11,510,549 See the following pages for how we are measuring our effectiveness within these programs Renton Results-Safety and Health, 2-9 Program Budgets and Performance Measures ton R is City Service Area: Safety and Health Desired Result: 1 want Renton to be a safe and healthy community. Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and"projection of effort,"when the community cannot help itself Recovery and restoration of the community after a disaster ' Encourage the community to comply with local,state and federal laws available)Dept. Program Name What are we measuring? 2012 Results 2013-2014 Court Probation Composite of results from survey of probationer's understanding of probation process reflected as 100% 80% Services "Good"or better. Compliance audits performed by Business License staff will result in an increase in number of Full Time Equivalent(FTE)positions reported by businesses. 298.19 100 ASD Business Licensing and Applications for a new business license will berocessed and a license issued,if approved,pproved,within Passports 85% 95% fourteen(14)days of receipt. Business License renewals will be issued within one day of receipt of payment. 99% 90% Review criminal citations received from the Renton Police Department within fourteen(14)calendar 96% 100% City attorney City Attorney Prosecution days from receipt. Discovery provided to the Defense Attorney by prosecutors within 20 calendar days 97% 95% Permit review for single family applications completed within 2 weeks 75% 95% Building Permits& Permit review for commercial applications within 4 weeks 100% 95% CED Inspection Program Inspection requests receive response within 24 hours 98% 95% Completed responses to a customer service questionnaire rate their overall experience as"Good"or survey not available at 80% better this time ' Code compliance is achieved within 3 weeks of date of initial request 88% 70% CED Code Enforcement Sites remain in compliance one year after Code Enforcement action. data not available at 95% program this time ' Code compliance is achieved through voluntary action upon notification of violation 88% 70% The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on 96% 80% their homes will be at least 80%of the completed surveys. ' Percentage of Housing Repair survey respondents who agree that their health or safety hazard was 88% 80% Community CDBG resolved by doing the repair or service. Services data not available at Number of working days to approve a complete Housing Repair Application thistime 10 Number of days to schedule an assessment for new Housing Repair clients. data not available at 10 ' this time Percent of contracts completed with agencies by the end of the first quarter of the first year of the two N/A 80% Community Serving vulnerable/low year funding cycle. 2012 ort year Services income Percentage of agencies that received funding from the City of Renton that rate the application and 95% 80% ' funding process as good or better. Fire& Administrative Services Maintain a class 3 Washington state insurance rating for residents and businesses. Class 3 Class 3 EMS for F&ES Timeframe within which customers who initiate contact with the Fire department will receive a response within 24 hours 100% <24 hours Fire& Community Risk All plans reviewed and construction permits issued within 15 days if they are compliant with the data not available at <15 days EMS Reduction International Fire Code. this time After an actual emergency or exercise,the percentage of improvement plan targets that are completed ' on schedule. 100% 75% Fire& Emergency Management EMS for the City of Renton Average response time(in minutes)to either a fire or medical emergency. 5:11 <4.40 After the arrival to a fire,keeping the fire from spreading beyond the rooms or buildings already 100% >99% ' engaged. Fire& EMS and Fire/Rescue Average response time(in minutes)to either a fire or medical emergency. 5:20 <4.40 EMS Services for KCFD#25 After the arrival to a fire,keeping the fire from spreading beyond the rooms or buildings already 83% >99% ' engaged. Fire& EMS and Fire/Rescue Average Response time(in minutes)to either a fire or medical emergency. 5:09 <4.40 EMS Services for KCFD#40 After the arrival to a fire,keeping the fire from spreading beyond the rooms or buildings already engaged. 94% >99% ' Fire& F&EMS Health& EMS Wellness Fund Percent reduction of sick days and injuries through health and wellness activities. 0.09% -2% Renton Results-Safety and Health, 2-10 Program Budgets and Performance Measures ton R is City Service Area: Safety and Health Desired Result: I want Renton to be a safe and healthy community. Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and"projection of effort,"when the community cannot help itself Recovery and restoration of the community after a disaster Encourage the community to comply with local,state and federal laws Program (if available) Target Firefighters are trained annually as EMT's as well as Manual Cardiac Defibrillator Operators to positively 82% 100% Fire& Safety&Support Services affect survivability rate and/or minimize further injury in people who require emergency care. EMS Firefighters and Fire Officers will receive Vertical Safety Standard training to meet or exceed National 82% 100% Fire Protection Association 1001 Standard in Fire Rescue. Number of training hours every commissioned member will receive. 24 24 Police Administrative Services Number of neighborhoods involved in community education through block/business watch participation 48 61 Provide Electronic Home Detention(EHD)services to reduce jail costs.EHD referrals and revenue $1,312,708 $600,000 increases,resulting in a cost savings to the inmate house budget. Police Investigations Annual percent of successful resolution or clearance of assigned cases 82% 80% Average response time(in minutes)to Priority I calls. 3:04 <3.5 + Police Patrol Operations Average response time(in minutes)to Priority II calls. 7:31 <8 Average response time(in minutes)to Priority III calls. 10.47 <12 Average response time(in minutes)to Priority IV calls. 21:05 <21 i Percent of collision incidences resolved by Patrol Services during regular hours of service to reduce 84% 80% Police Patrol Services resources needed in Patrol Operations. Average percent of traffic safety camera notices of violation are provided within fourteen days. 95.72% 100% Department solvability rate on all Uniform Crime Report crimes. data not available 25% at this time day:96% Police Police Administration Residents report feeling somewhat or very safe during the day/night in their neighborhood. night:79% 80% (2011 survey) day:77% Community report feeling somewhat or very safe during the day/night in the downtown area. night:96% 80% (2011 survey) Number of arrests due to Special Operations'identification and investigation of repeat offenders and/or Police Special Operations 87 50 1` trends of criminal activity. Police Staff Services Average number of days of work on the Staff Services backlog. 17 7 Ilrl 1r1� I� Renton Results-Safety and Health, 2-11 Program Budgets and Performance Measures i pAVton Results City Service Area: Livable Community Desired Result: 1 want access to high quality facilities,services and Nam public resources that enrich the lives of everyone in the community. Strategies to achieve the Result:Govemmont , Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community , Provide or make available diverse learning and enrichment opportunities Provide clean,safe,healthy and well-maintained places I want safe and efficient access to all desired destinations,now and in the future. Operating Programs Package# Program Name 2013 Adopted 2014 Adopted 300007.0025 Current Planning 6.00 676,661 89,095 6.00 696,159 98,896 , 300007.0026 Economic Development 2.75 446,705 - 2.75 455,737 - ' 300007.0027 Long Range Planning 4.00 529,701 4.00 545,081 300007.0028 CED Administration 2.00 1,017,853 2.00 1,006,430 - 300007.0029 1%for the Arts 0.00 50,000 15,000 0.00 50,000 15,000 300007.0031 Arts&Culture 0.25 37,881 - 0.25 38,812 - 300007.0032 Hotel Motel Fund 0.00 245,000 245,000 0.00 265,000 265,000 300020.0061 Museum 1.00 209,903 - 1.00 211,281 - 300020.0062 Neighborhood Program 1.83 270,161 1.83 273,067 300020.0063 Administration/Community Services 2.00 448,556 2.00 445,032 - 300020.0064 Aquatics 1.00 774,745 688,000 1.00 777,883 688,000 300020.0065 Carco Theater 0.50 129,151 - 0.25 126,473 - 300020.0066 Leased Facilities 1.50 629,657 677,289 1.50 647,061 693,071 300020.0067 Com Relations and Events 0.98 276,838 72,000 0.98 278,378 72,000 300020.0068 Parks and Trails Program 22.80 4,046,158 78,454 22.80 4,095,896 78,454 300020.0069 Recreation Services 5.34 2,234,898 666,886 5.34 2,245,615 699,263 300020.0070 Renton Community Center 6.50 1,355,406 660,500 6.50 1,374,990 655,500 300020.0071 Senior Activity Center 3.25 575,965 125,000 3.25 583,607 125,000 300020.0088 Farmers Market 0.75 81,314 81,400 0.75 82,399 82,400 Total Livable Community IFTE and 62.45 14,036,553 3,398,624 62.20 14,298,901 3,472,584 See the following pages for how we are measuring our effectiveness within these programs Capital Programs Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 360020.0001 Accessible Playground 0.00 750,000 750,000 0.00 360020.0002 Ball Field Renovation Program 0.00 - - 0.00 360020.0003 Disaster Repairs 0.00 - - 0.00 - - 360020.0004 Golf Course MM 0.00 50,000 50,000 0.00 50,000 50,000 360020.0005 Grant Matching Program 0.00 21,000 - 0.00 - - 360020.0006 Henry Moses Aquatic Center 0.00 120,000 120,000 0.00 60,000 60,000 360020.0008 KC Proposition 2 Cap Exp Levy Fund 0.00 160,000 160,000 0.00 5,000 5,000 360020.0009 Parks General Major Maintenance 0.00 300,000 300,000 0.00 190,000 190,000 360020.0010 Sports Court Repairs 0.00 40,000 40,000 0.00 20,000 20,000 Renton Results-Livable Community,Program 2-12 Budgets and Performance Measures pA-Iton Results City Service Area: - • - Community Safety& Desired Result: /want access to high quality facilities,services and Health public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Livable Utilifies& Encourage and foster a strong sense of community communit Provide or make available diverse learning and enrichment opportunities Provide clean,safe,healthy and well-maintained places want safe and efficient access to all desired destinations,now and in the future. Capital Programs (continued) Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 360020.0012 Pathway,Side,Patio&Boardwalk 0.00 75,000 75,000 0.00 75,000 75,000 360020.0011 Tree Maintenance 0.00 231,725 15,000 0.00 100,000 100,000 360020.0013 Capital Project Coordinator 0.00 74,000 74,000 0.00 75,000 75,000 360020.0014 Regis Park Athletic Field Expansion 0.00 - - 0.00 300,000 300,000 360020.0016 Parking Lots and Drive Repairs 0.00 50,000 50,000 0.00 1 50,000 50,000 360020.0020 Sunset EIS Park 0.00 - - 0.00 100,000 100,000 360020.0023 Coulon Park Repairs&Maintenance 0.00 431,000 431,000 0.00 330,000 330,000 360020.0024 Riverview Park Bridge Reconstruction 0.00 250,000 250,000 0.00 - - 360020.0025 200 Mill Bldg Restroom/ADA Improvement 0.00 120,000 120,000 0.00 120,000 1120,000 Total Livable Community FTE and$ 0.00 2,672,725 2,435,000 0.00 1 1,475,000 1 1,475,000 Total •. i 15,673,901 41947,584 Renton Results-Livable Community,Program 2-13 Budgets and Performance Measures ton R . • • ' is Desired Result: I want access to high quality facilities,services and public resources that enrich the lives of ' everyone in the community. Strategies to achieve the Result. Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Provide clean,safe,healthy and well-maintained places I want safe and efficient access to all desired destinations,now and in the future. 2012 Results 2013-2014 Dept. Program CED 1%for the Arts Number of successfully completed public art projects through the 1%for Art program(as established by City ordinance)each biennium. 0 1 Percent increase grant and intergovernmental revenues in support of arts and culture in Renton 24% 3% CED Arts&Culture , Percent increase number of volunteers supporting the Arts&Culture Master Plan 90% 3% Responses to an interdepartmental survey rate overall experience in working with CED as"good"or better survey not available at 80% this time CED CED Administration CED employees rate CED as a"Good"or better place to work survey not available at 80% this time Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of 45.3% 90% complete application. ' Process land use applications requiring an Administrative Decision within 8 weeks. 57.5% 90% CED Current Planning Development projects will be rated as adding value,quality,and character to the community by"Parties of survey not available at g0% Record"or other interested parties surveyed following land use decisions. this time ' Completed responses to a customer service questionnaire rate their overall experience as"Good"or survey not available at better this time 80% The City's annual sales tax revenue growth at rate higher than King County. 4.71% 1% >a, Continue to diversify Renton's employment base to ensure no single employment sector exceeds 40%of 30% 40% CED Economic Development employment base. Annual property tax revenue associated with new construction increases. 0.06% >1.5% j Total number of employees working in Renton(measured by FTE)increases year over year 6% 1% Completed responses to a survey of Renton hotel managers rate the investments made in tourism and Executive Hotel Motel Fund marketing by the Renton Visitors Connection and the Renton Community Marketing Campaign as survey not available at g0% this time "Satisfied"or better. Ensure all City of Renton planning laws are current,compliant with state laws(such as GMA,SMA,EPA and data not available 100% Subdivision)and meet the long term vision for the City. at this time CED Long Range Planning Process all requests for annexation within Washington State Law timelines data not av100% ¢ at this tiailable me Process all proposed amendments to the City's comprehensive plan and development regulations through data not available the Planning Commission to Council within established timelines atthistime 100% Review PRO plan on an annual basis and manage national accreditation for Department. 01/11/2013 annually Community Administration/Com budget hearing 2012, Services Services Budget Management- efficiency monitoring-Annual ongoing 80% Serve on local,regional and state Boards to support grant and educational opportunities. 5 Minimum 4 Percentage of occupancy rate for Swimming Lesson registrations 88% 80% Community Percentage of occupancy rate for Open Swim Sessions(two sessions at 700 per session fill rate equaling 55% 60% Services Aquatics q 420 patrons per session) � Percent of patrons who express an overall"great"or"good"rating with the pool in our annual pass card 99% 80% survey. Overall Customer Experience Satisfaction Rating is Good to Excellent. survey not available at g0% Community this time Services Carco Theater Percentage of occuppancy rate for programs and rentals annually data not available 60% at this time Percent of Event Attendees reporting overall experience satisfaction of 3 or better in a 1-5 scale. 97% 80% Community Number of businesses/public/private relationships engaged&providing support to produce events Com Relations and Events 81 60 Services maintained or increased. Renton Results-Livable Community,Program 2-14 Budgets and Performance Measures Cit ton R isLivable Desired Result: i want access to high quality facilities,services and public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Provide clean,safe,healthy and well-maintained places I want safe and efficient access to all desired destinations,now and in the future. Dept. Program Name What are we measuring? 2012 Results 2013-2014 (if available) Target Average cost to produce major events offset by sponsor partner support. 57% 67% Maintain maximum number of quality vendors consistent with Washington State Farmers Market 91% 95% Association(capacity 55 vendors) Community Farmers Market Sustain average weekly Farmers Market attendance of 4,500 82% 95% low Services Completed responses to a customer service questionnaire rate their overall experience as"Good"or 100% 90% better Number of visitors and people served by outreach 5,199 4,800 Community Museum Percentage of visitors expressing high satisfaction 86% 85% Services Number of days in responding to research&photo orders 6 <7 Maintain or increase the number of officially recognized neighborhoods/associations participating in the 69 72 Community program. Services Neighborhood Program Increase the number of attendees at neighborhood picnics,trainings and forums. 0% 3% Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks System 89% 80% Community Services Parks and Trails Program Overall customer satisfaction rating is good to excellent in cleanliness and appearance of Trail System 89% 80% Customers surveyed feel safe in parks and trails 82% 80% Percentage of occupancy rate for programs and rentals annually data not available 60% at this time Community Recreation Services Daily attendance.For drop in at Highlands and North Highlands Neigborhood Centers 67 120 Services it Overall Customer Experience Satisfaction Rating is Good to Excellent 0 80% (2011 Survey) Percentage of occupancy rate for programs and rentals annually data not available 60% Community Renton Community at this time Services Center Overall Customer Experience Satisfaction Rating is Good to Excellent (2011 S 80% Survey) Percentate of occupancy rate for programs and rentals annually data not available 60% at this time Community Services Senior Activity Center Daily attendance. 222 250 Overall Customer Experience Satisfaction Rating is Good to Excellent 98% 80% Provide 90%satisfaction on timely responses to requests 99% 100% Community Community Svcs No late fees in processing of invoices 85% 100% Services r Current information on web site 75% 100% r 1� Renton Results-Livable Community,Program 2-15 Budgets and Performance Measures ton Results - • Gov't Desired Result: 1 want a responsive and responsible Health government. Strategies to achieve the Result: aty Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional,state,and federal forums Livable Utilities& Open accessible and consistent(administrative and judicial)decision process Comm Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources Operating Programs AdoptedPackage# Program Name 2013 Adopted 2014 FTE Tot Exp Tot Rev$ FTE Tot Exp TotRev 200001.0007 Legislative Operations 8.00 289,114 - 8.00 295,116 200002.0012 Criminal Case Processing 7.00 738,919 396,500 6.00 690,064 396,500 200002.0013 Infraction Processing 5.00 516,601 1,967,000 5.00 528,590 1,967,000 200002.0014 Court Administration 2.00 654,292 - 2.00 677,775 200003.0018 Executive Operations 3.50 868,832 - 3.50 890,745 - ' 200003.0019* Citywide Communications 4.00 485,498 477,090 4.00 501,143 492,650 200003.0020 Court Public Defenders 0.00 450,000 - 0.00 450,000 - 200003.0021 Cable Communication Fund 0.00 85,674 85,674 0.00 85,674 85,674 200006.0003 City Attorney Civil 3.88 577,349 25,000 3.88 594,181 25,000 200007.0003 Intergovernmental Relations 0.00 62,400 - 0.00 62,400 - 200011.0005 Hearing Examiner 0.00 40,000 0.00 40,000 t 200012.0010 City Clerk 5.00 1,016,822 5.00 1,062,166 - 200020.0005 Community Engagement 2.32 286,362 3,000 2.32 291,999 3,000 Total Representative Gov't FTE and$ 40.70 6,071,863 2,954,264 39.70 6,169,852 2,969,824 See the following pages for how we are measuring our effectiveness within these programs i 1 t 1 t 1 Renton Results-Representative Government, 2-16 Program Budgets and Performance Measures ..r tonR is Representative G• Desired Result: 1 want a responsive and responsible government. i Strategies to achieve the Result: Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional,state,and federal forums r Open accessible and consistent(administrative and judicial)decision process Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources � 02013-2014 Dept. (if available) Target Program Percentage of Legislative documents(agenda,minutes,ordinances,resolutions,etc)published&available 99% 100% within targeted timeframe. ASD City Clerk Percentage of completed customer surveys positive or complimentary. 99% 100% Percentage of Public Records Requests that are completed within original estimated timeframe. 79% 95% Number of organizations in which CED staff represents the City in local,regional and statewide CED CED Administration 24 8 organizations focused in areas such as land use,economic development,building regulation City ity AttorneyAdministration Department expenditures are within budget. 98% 100% Routine legislation and contract review will be performed within one week of receipt. 99% 95% City Attorney City Attorney Civil Survey will indicate that attorneys participated positively and clearly through telephone,email,or in- 91% 90% person and work product was provided in a timely manner. Hours of service provided annually by volunteers. 62,800 61,000 Community Community Engagement Number of residents engaged in volunteer activities annually. 4,611 4,500 Services Value of volunteer service $ 1,368,412 $ 1,260,000 Department's expenditures are within budget. 100% 100% •Ir Court Reduction of cost per case using National Center for State Courts criteria to monitor and make N/A Court Administration 2% Services improvements. baseline year Number of training hours per FTE provided to court employees. 8 8 Court Defendant satisfaction with their understanding of the criminal case process is rated as"Good"or better. 83% 80% Criminal Case Processing Services Ongoing Juror Survey's reflect an approval rating that indicates satisfaction and understanding of the jury 81% 90% experience by non-criminal citizens of Renton. Defendant's satisfaction with the ability to get access to court information related to infraction processing 87% 80% Infraction Processing Court is rated"Good"or better. Services Resident's satisfaction with understanding the court infraction process. 74% 80% Intergovernmental Accomplishment or significant progress made on each of the major priorities of the annually adopted Executive 87.5% 75% Relations State Legislative Agenda Percent of survey responses that rate the City's overall communication of key programs and initiatives as survey not available at 65% "good"or better. this time ow Composite increase in residents'rating for each of the City's various information resources provided by survey not available at the Communications Department(e-communication,print,advertising and media). this time 5% Executive Citywide Communications Internal Customer satisfaction rating of Communications Department services will be"good"or better. survey not available at 80% this time The percent of the City's Public Relations efforts and advertising covered by local and regional media. 80% 80% Information requests/concerns from residents are acknowledged within three days. 90% 90% Executive Executive Operations Information requests/concerns are resolved within two weeks. 90% 90% Residents surveyed rate the value of services for the taxes paid to Renton as"good"or better. 44/0 51% (2011 Survey) 55% Residents surveyed rate the City as heading in the right direction(survey rate fair,good or excellent) (2011 Survey) 80% Legislative Legislative Operations Cost of government per capita(General Govt Funds,Expenditures/2012 pop) $ 1,107 $ 1,061 �r Renton Results-Representative Government, 2-17 Program Budgets and Performance Measures ton Results City Service Area: Mobility Desired Result: I want safe and efficient access to all desired Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Operating Programs Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 400015.0003 Public Works Administration 3.00 479,503 3.00 488,760 400016.0117 Trans Operations Maintenance Section 9.90 2,271,970 9.90 2,273,726 400016.0118 Transportation Systems Admin 2.50 631,352 2.50 648,054 400016.0119 Building the Mobility Network 6.42 867,454 500,000 6.42 886,754 400,000 400016.0120 Trans Operations Engineering Section 3.20 372,795 - 3.20 384,732 - 400016.0121 Transit Coordination/Commute Trip Reduction 0.70 110,676 - 0.70 112,856 - 400016.0122 Airport Operations 6.00 1,379,685 1,408,843 6.00 1,405,557 1,431,610 400016.0123 Bridges and Guardrails 0.33 38,038 - 0.33 38,639 - 400016.0124 Sidewalk Program 0.05 7,052 0.05 7,219 400019.0005 Public Works Maintenance Administration 5.45 969,059 5.45 986,193 - 400019.0006 Street Maintenance 19.10 3,295,963 764,563 1 19.10 3,412,815 769,885 Total Mobility FTE and$ 56.65 10,423,548 2,673,406 56.65 10,645,306 2,601,495 See the following pages for how we are measuring our effectiveness within these programs Capital Programs t Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 460016.0008 A Major Facility Maintenance 0.00 130,000 130,000 0.00 130,000 130,000 460016.0009 A Mower Replacement 0.00 - - 0.00 - - 460016.0010 A Renton Gateway Utilities 0.00 105,204 105,204 0.00 105,204 105,204 460016.0011 A Storm Water System Rehabilitation 0.00 76,000 76,000 0.00 85,000 85,000 460016.0012 A Taxiway Bravo/Renumbering/Sign Replace 0.00 9,700,000 9,700,000 0.00 - - 460016.0013 A US Customs Facility 0.00 - - 0.00 - - 460016.0014 T 1%for the Arts Prgm 0.00 15,000 15,000 0.00 15,000 15,000 460016.0015 TArterial Circulation Prgm 0.00 120,000 120,409 0.00 120,000 120,410 460016.0016 TArterial Rehabilitation Program 0.00 366,000 366,000 0.00 1,085,000 1,085,000 460016.0017 T Barrier Free Transition Plan Implement 0.00 30,000 30,000 0.00 30,000 30,000 460016.0018 T Bicycle Route Development Prgm 0.00 30,000 30,000 0.00 30,000 30,000 460016.0019 T Bridge Inspection&Repair Prgm 0.00 1,322 1,322 0.00 25,000 25,000 460016.0020 T CIP Street Overlay 0.00 776,000 776,000 0.00 747,000 747,000 460016.0021 T Duvall Ave Ne-NE 7th St to Sunset Blvd NE 0.00 - - 0.00 - - 460016.0022 T Environmental Monitoring Prgm 0.00 20,000 20,000 0.00 - - 460016.0023 T GIS-Needs Assess&Data Develop 0.00 15,000 15,000 0.00 15,000 15,000 460016.0024 T Intelligent Transportation System Prgm 0.00 30,000 30,000 0.00 30,000 30,000 460016.0025 T Intersection Safety&Mobility Prgm 0.00 168,000 168,000 0.00 182,000 182,000 460016.0027 T NE 3rd/NE 4th Corridor Improvements 0.00 61,000 61,000 0.00 71,000 71,000 460016.0028 T Preservation of Traffic Op Devices Prgm 0.00 62,000 62,000 0.00 62,000 62,000 460016.0029 T Proj Develop&Redesign Prgm 0.00 100,000 100,000 0.00 115,000 115,000 460016.0030 T Rainier Ave Impr-Grady Way to S 2nd St 0.00 9,844,223 9,844,223 0.00 - - 460016.0031 T Roadway Safety and Guardrail Program 0.00 10,000 10,000 0.00 15,000 15,000 460016.0033 T Sidewalk Rehab&Replacement Prgm 0.00 170,000 170,000 0.00 100,000 100,000 ' 460016.0034 T SW 27th St/Strander Blvd Connect 0.00 8,222,575 8,222,575 1 0.00 - - 460016.0035 T SW 27th St/Strander interfund Loan Repayment 0.00 149,591 149,591 1 0.00 149,590 1 149,590 460016.0036 1T Traffic Safety Prgm 0.00 1 330,000 330,000 0.00 1 36,000 36,000 Renton Results-Mobility,Program Budgets 2-18 and Performance Measures PIPton Resu is City Service Area: Mobility Desired Result: I want safe and efficient access to all desired Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Capital Programs (continued) Package# Program Name 2013 Adopted 2014 Aadopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 460016.0037 TTransit Prgm 0.00 25,000 25,000 0.00 25,000 25,000 460016.0038 T Transportation Concurrency/LOS Prgm 0.00 10,000 10,000 0.00 30,000 30,000 460016.0039 T Transportation Demand Management Prgm 0.00 45,000 45,000 0.00 45,000 45,000 460016.0040 IT Walkway Program 0.00 125,000 125,000 0.00 170,000 170,000 460016.0041 T WSDOT Coordination Prgm 0.00 10,000 10,000 0.00 30,000 30,000 460016.0042 T Carr Rd Improvements 0.00 1,050,000 1,050,000 0.00 2,191,000 2,191,000 460016.0043 T S 7th Street-Rainier Ave S to Talbot Rd S 0.00 192,000 192,000 0.00 1 408,000 408,000 460016.0044 T Highlands to Boeing/Landing Pedestrian Conne 0.00 2,000,000 2,000,000 0.00 - - 460016.0046 T Logan Ave N Improvements 0.00 800,000 800,000 0.00 300,000 300,000 460016.0047 A Pavement Management Program 0.00 170,000 170,000 0.00 165,000 165,000 460016.0048 JA Fire Water System Rehabilitation 0.00 50,000 50,000 0.00 100,000 100,000 460016.0049 A Seaplane Launch Ramp Replacement 0.00 - - 0.00 150,000 150,000 460016.0050 A Airside/Landside Separation Project 0.00 20,000 20,000 0.00 20,000 1 20,000 460016.0051 A 820 Bldg Demolition 0.00 - - 0.00 637,313 637,313 460016.0052 A Renton Aerospace Training Center 0.00 - - 0.00 - - 460016.0053 A Wildlife Assessment 0.00 88,888 88,888 0.00 460016.0054 T NE 31st Street Culvert Repair 0.00 480,000 480,000 0.00 - - Total Mobility FTE and$1 0.00 35,597,803 1 35,598,212 0.00 7,419,107 7,419,517 Note: The first letter of the CIP description title identifies the type of project. A=Airport,T=Transportation Total Operating and Capital FTE and$ 56.65 46,021,351 38,271,618 56.65 18,064,413 10,021,012 Renton Results-Mobility,Program Budgets 2-19 and Performance Measures ton Results City Service Area: Mobility ' Desired Result: I want safe and efficient access to all desired destinations,now and in the future. Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired destinations. Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Dept. Program Name What are we measuring? 2012 Results 2013-2014(if available) Target No delayed takeoff or landings of Boeing and other tenant aircraft. 3 0 Public Airport Operations Percent of airport property leased to aviation businesses and aircraft owners. 90% 90% Works Number of reports of bird damage or foreign object damage to aircraft. 0 0 Complete construction of projects on time and within budget. 100% 90% Public Building the Mobility Number of blocks of new or replacement sidewalks constructed annually.(1 block=1000 linear feet) 8 5 Works Network Maintain safe bridges by having no load-restricted bridges. 0 0 Dollars obtained in grants annually to fund Transportation Investment Projects/Programs $7.8 million >_$5 million Composite rating by Public works Department employees in the annual Employee Survey. survey not available at >70% this time Citizen requests referred to Public Works by the Mayor's Office will be responded to within the >95% >95% Public Public Works requested time frame. Works Administration Public Works Administrator will respond to customer inquiries/complaints by the next business day. >90% >95% Division's expenditures are within budget. data not available l00% at this time Reduce or maintain the number of insurance claims against the City resulting from road damage data not available at <10 this time Public Street Maintenance Maintain a reasonable Overall Condition Index(Pavement)rating. data not available at >70 Works this time Respond to all emergencies including snow/ice storms within the first hour of receiving the call,limiting data not available at 90� the hazards to our citizens,and providing mobility during all weather conditions. this time Percentage of Single Occupancy(SOV)commuters citywide is reduced. <1% >_1% Promote public safety by maximizing percent of time signals are operational. <1% <1% Public Transportation Works Operations Percentage reduction of pedestrian and bicycle accidents. 99.90% 5% Reduce travel time on arterials. 2.80% >_1% Maintain state of the art Police,Fire,and Public Works communication systems by meeting radio 100% 100% emergency requirements. Public Transportation Systems Transportation Division's expenditures are within budget. 100% 100% Works Admin Develop Transportation workforce by providing training opportunities to a minimum percentage of staff 80% 50% ' annually. 1 i i Renton Results-Mobility,Program Budgets 2-20 i and Performance Measures ton R isEnvironment Desired Result: I want to live,learn,work and play in a clean and green environment with reliable,affordable utility service. L k Strategies to achieve the Result: Well maintained neighborhoods,properties and environment. Manage solid waste Operate and maintain piped utility infrastructure ironment Environmental conservation,education and outreach Compliance with environmental standards and laws Protection of open space/acquisition Operating Programs ProposedPackage# Program Name 2013 . .. FTE Tot Exp$ Tot Rev HE Tot Exp$ Tot Rev 500004.0003 Utility Billing and Cashiering 4.90 556,250 4.90 574,037 500007.0003 Public Works Permits and Inspections 10.00 1,197,901 131,970 10.00 1,224,821 136,575 500018.0101 Waterworks Revenue Bond Debt 0.00 3,065,268 - 0.00 3,056,056 - 500018.0102 King County Metro Fund 0.00 15,126,703 15,126,703 0.00 15,202,336 15,202,336 500018.0103 Public Works Trust Fund Loan Debt 0.00 918,149 - 0.00 740,036 - 500018.0104 Solid Waste Collection 1.25 15,461,276 15,643,882 1.25 115,765,506 16,360,628 500018.0105 Utility Systems Administration 3.00 805,441 3.00 815,842 - 500018.0106 Water Engineering and Planning 5.80 3,483,895 12,658,018 5.80 3,635,731 12,963,071 500018.0107 Wastewater Engineering and Planning 4.50 2,643,236 6,227,905 4.50 2,717,613 7,244,194 500018.0108 Surface Water Engineering and Planning 7.80 2,738,095 7,924,008 7.80 2,821,480 4,852,912 500018.0109 Surface Water NPDES Education 0.20 26,118 - 0.20 86,919 - 500018.0110 lWater Education 0.20 19,176 - 0.20 1 19,370 - 500018.0111 Solid Waste Education 0.75 130,853 52,278 0.75 134,392 54,500 500019.0010 Water Maintenance 25.30 5,076,597 10,078 25.30 5,196,183 10,078 500019.0011 Wastewater Maintenance 6.95 1,304,856 19,740 6.95 1,328,754 19,740 500019.0012 Surface Water Maintenance 13.20 2,332,169 10,700 15.20 2,587,013 10,700 500019.0013 Solid Waste Litter Control 1.00 281,948 4,692 1.00 298,711 4,692 500020.0009 Golf Course 9.50 2,065,108 2,453,669 1 9.50 2,103,697 1 2,487,449 500020.0010 Parks Planning,Urban Forestry and Na Res 3.40 696,886 - 3.40 717,440 500020.0011 Golf Course Debt Service 0.00 400,661 0.00 400,660 Total Utilities and Environment IFTE and$ 97.75 58,330,585 .0 ,263,643 99.75 59,426,599 59,346,875 See the following pages for how we are measuring our effectiveness within these programs Capital Programs Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 560018.0001 W Highlands 435 Zone Reservoirs 0.00 800,000 800,000 0.00 1,600,000 1,600,000 560018.0002 W Water Main Oversizing 0.00 100,000 100,000 0.00 100,000 100,000 560018.0003 W Water Main Replacement 0.00 1,000,000 1,000,000 0.00 1,000,000 1,000,000 560018.0004 W Automatic Meter Reading Conversion 0.00 500,000 500,000 0.00 515,000 515,000 560018.0005 W Emergency Power to Water Facilities 0.00 150,000 150,000 0.00 50,000 50,000 560018.0006 W Water Conservation Program 0.00 200,000 200,000 0.00 200,000 200,000 560018.0007 W Primary Disinfection Improvements 0.00 200,000 200,000 0.00 - - 560018.0008 W Rainier Avenue South Utility Improvements 0.00 400,000 400,000 0.00 - - 560018.0010 WW Miscellaneous/Emergency Projects 0.00 100,000 100,000 0.00 100,000 100,000 560018.0012 WW East Renton Lift Station Elimination 0.00 25,000 25,000 0.00 25,000 25,000 560018.0014 WW Sanitary Sewer Hydraulic Model 0.00 200,000 1 200,000 0.00 - - 560018.0015 WW Telemetry Upgrade 1 0.00 1 150,000 1 150,000 1 0.00 Renton Results-Utilities and Environment, 2-21 Program Budgets and Performance Measures City Service Area: Utilities and Environment ton Results Desired Result: I want to live,learn,work and play in a clean and green environment with reliable,affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods,properties and environment. Manage solid waste Livable it Operate and maintain piped utility infrastructure Environmental conservation,education and outreach Compliance with environmental standards and laws Protection of open space/acquisition Capital Programs (continued) 2013 Adopted 2014 Adopted Package# Program Name FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 560018.0018 WW Lind Avenue Lift Station Replacement 0.00 600,000 600,000 0.00 - 560018.0019 WW Airport Lift Station Rehabilitation 0.00 350,000 350,000 0.00 700,000 700,000 560018.0022 WW Wastewater Operation Master Plan 0.00 50,000 50,000 0.00 50,000 50,000 560018.0024 SW Springbrook Crk Wetland&Habitat Mit 0.00 150,000 150,000 0.00 150,000 150,000 560018.0026 SW Small Drainage Projects Program 0.00 200,000 1 200,000 0.00 200,000 200,000 560018.0027 SW Miscellaneous/Emergency Storm Projects 0.00 50,000 50,000 0.00 50,000 50,000 560018.0028 SW Lower Cedar River Sediment Mgmt Proj 0.00 750,000 750,000 0.00 2,050,000 2,050,000 560018.0029 SW Talbot Hill Ar Mosquito Abatement Prgm 0.00 75,000 75,000 0.00 100,000 100,000 560018.0030 SW Stream Flow&Wtr Qlty Monitoring Prgm 0.00 10,000 10,000 0.00 10,000 10,000 560018.0031 ISW Surface Water Utility GIS 0.00 100,000 100,000 0.00 100,000 100,000 560018.0035 SW Madsen Crk Sedimentation Mntc 0.00 50,000 50,000 0.00 50,000 50,000 , 560018.0036 SW Hardie Ave.SW Underpass Storm Sys Improvem 0.00 119,000 119,000 0.00 4,981,000 4,981,000 560018.0037 SW NE 5th St&Edmonds Ave Storm Sys Improve 0.00 760,000 1 760,000 0.00 - - 560018.0041 SW Maplewood Creek Sedimentation Facility 0.00 100,000 100,000 0.00 - 560018.0042 WW Misty Cove Lift Station Replacement 0.00 300,000 300,000 0.00 300,000 300,000 560018.0043 WW Thunder Hill Interceptor Repl/Rehab 0.00 - - 0.00 300,000 300,000 560018.0044 WW Central Renton Interceptor Reline/Upsize 0.00 - - 0.00 400,000 400,000 560018.0045 WW Liberty Lift Station Installation Project 0.00 100,000 100,000 0.00 - - 560018.0046 WW S 132nd Street Sewer Extensions 0.00 225,000 1 225,000 0.00 - - 560018.0047 WW Develop Access Road-Aberdeen Apt 0.00 50,000 50,000 0.00 100,000 100,000 560018.0048 WW Renton Hill Deep Manhole 0.00 100,000 100,000 0.00 - - 560018.0049 WW 2013 Sanitary Sewer Main Repl/Rehab 0.00 1,000,000 1,000,000 0.00 - - 560018.0050 WW 2014 Sanitary Sewer Main Repl/Rehab 0.00 - - 0.00 1,275,000 1,275,000 560018.0052 W Transmission Main Replacement 0.00 - - 0.00 500,000 500,000 560018.0053 W Water System Security 0.00 15,000 15,000 0.00 15,000 15,000 560018.0054 W Telemetry Improvements 0.00 100,000 100,000 0.00 100,000 100,000 560018.0055 W Reservoir Recoating 0.00 50,000 50,000 0.00 175,000 175,000 560018.0056 W Emergency Response Projects 0.00 50,000 50,000 0.00 50,000 50,000 560018.0057 W Water System GIS 0.00 5,000 5,000 0.00 5,000 5,000 560018.0058 W Water Quality Monitoring 0.00 15,000 15,000 0.00 15,000 15,000 560018.0059 W Hydraulic Model of Water System 0.00 10,000 10,000 0.00 10,000 10,000 560018.0060 W Maplewood Equipment Access&H2S Mitigation 0.00 50,000 50,000 0.00 - - 560018.0061 W Maplewood Filter Media Replacement 0.00 50,000 50,000 0.00 50,000 50,000 560018.0062 W Aquifer Monitoring and Management 0.00 50,000 50,000 0.00 - - 560018.0063 SW Harrington Ave NE/Green Connections Stormwa 0.00 340,000 340,000 0.00 940,000 940,000 560018.0064 SW Stormwater Facility Fencing Project 0.00 100,000 100,000 0.00 100,000 100,000 560018.0065 SW NE 10th St&Anacortes Ave NE Detention Pon 0.00 60,000 1 60,000 0.00 215,000 215,000 560018.0066 SW Sunset Terrace Regional Stormwater Facility 0.00 325,000 325,000 0.00 985,000 985,000 560018.0067 SW Monroe Ave.NE&N 2nd Street Infiltration 0.00 - - 0.00 100,000 100,000 560020.0001 Irrigation Automation and Conserv 0.00 30,000 30,000 0.00 15,000 15,000 Total FTE and$ 0.00 10,214,000 10,214,000 0.00 17,681,000 17,681,000 Note: The first letter(s)of the CIP description title identifies the type of project. W=Water,WW=Wastewater,SW=Surface Water Total •• 70,477,64377,107,59977,027,875 Renton Results-Utilities and Environment, 2-22 Program Budgets and Performance Measures City Service Area: Utilities • Environment ton R is Desired Result: I want to live,learn,work and play in a clean and green environment with reliable,affordable utility service. to Strategies to achieve the Result: Well maintained neighborhoods,properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation,education and outreach Compliance with environmental standards and laws Protection of open space/acquisition Dept. Program Name What are we measuring? 2012 Results 2013-2014 (if available) Target Average Utility Billing aged accounts receivable(over 90 days)as percent of annual revenue. 0.07% <1% New Utility Billing accounts will be set up within five business days of notification(via final permit, 94% 95% Utility Billing and email,etc.). ASD Cashiering not available at A minimum satisfaction rating from Utility Billing customers(internal and external). survey this time 80% Utility Billing customer calls will be answered within 5 minutes. 96% 95% Public Works Permits and Infrastructure plan review is completed within 3 weeks 90% 95% CED Inspections� P Completed responses to a customer service questionnaire rate their overall experience as"Good"or survey not available at 80% better this time Overall condition of the golf course is rated good to excellent in customer satisfaction survey 90% 85% Comm. Srvcs Golf Course Overall value of driving range facility is rated good to excellent in customer satisfaction survey 89% 100% Level of service in pro shop is rated good to excellent in customer satisfaction survey 94% 100% Customer satisfaction surveys rate the quality of ROW landscaping as average or higher. 94% 50% Percentage of tree request work orders completed. 64% 50% 1•� Comm. Parks Planning,Urban Customer satisfaction surveys rate the distribution(location)of parks as good or higher. 83% 75% Srvcs Forestry and Na Res Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher. 83% 70% Customer satisfaction surveys rate the cleanliness and appearance of Renton's open space and natural 87% 75% areas as good or higher. Customer satisfaction surveys rate the range/type of park amenities offered as good or higher. 87% 75% im Public Public Works City's combined residential utility rates(water,wastewater,surface water,solid waste)shall be in the <25% <50% Works Administration lower 50 percentile as compared with the rates of our neighboring jurisdictions. Increase residential recycling annual tons collected per capita. 1% 3% M Public Increase residential organics collection per capita. 5% 3% Works Solid Waste Collection Decrease solid waste tons disposed per capita. -2% -1% Increase commercial recycling annual tons collected. 14% 2% Public Solid Waste Litter Control Number of times the Solid Waste Litter Control Staff works through the entire cit data not available Works g city year. at this time 4 Capital Improvement Program completed within schedule and budget. 85% 80% t� Development plan and permit reviews completed within 10 business days of receipt. 80% 80% Public Surface Water Requests for system information provided within 2 business days. 85% 80% Works Engineering and Planning Maintain asset inventory—input data within 10 business days of notice of completion. 90% 80% Maintain Surface Water NPDES permit compliance in the Surface Water Utility. 100% 100% Maintain 20%or greater discount on federal flood insurance rates by maintaining a low Community Rating System(CRS)classification rating. 6 _<6 i The percent increase in cost of pipe system and lift station major maintenance and emergency repairs data not available will not increase substantially over the prior three-year average. at this time ±5% Public Surface Water Reduce or maintain the number of insurance claims against the City resulting from Surfacewater data not available <6 Works Maintenance damage. atthis time Respond to surface water emergencies within one hour. data not available 90% at this time rrr Renton Results-Utilities and Environment, 2-23 Program Budgets and Performance Measures City Service Area: Utilities and Environment ton Results Desired Result: 1 want to live,learn,work and play in a clean and green environment with reliable,affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods,properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation,education and outreach Compliance with environmental standards and laws Protection of open space/acquisition Program . (if available) Target 1 Respond to citizen inquiries or requests for information within one business day. >95% 90% Public Utility Systems Works Administration Have a cost effective utility by comparing utility rates to other local jurisdictions. YES Midpoint or Less Protect Renton's utility interests in the region by participating in a high percentage of regional meetings, >90% 90% forums,and advisory groups. Develop Utility Systems workforce by providing training opportunities to a minimum percentage of staff 96% 25% annually. Capital Improvement Program completed within schedule and budget. 83% 80% Meet Department of Ecology regulations. 100% 100% Public Wastewater Engineering Manage asset inventory—input data within 10 business days of notice of completion. 96% 80% Works and Planning Requests for Wastewater system information provided within 2 business days of receipt. 75% 80% Development Plans and permit reviews completed within 5 business days of receipt. 99% 80% Reduce the number of insurance claims against the City resulting from grease plug backups. -17% -5% The percent increase in cost of pipe system and lift station major maintenance and emergency repairs data not available <5% will not increase substantially over the prior three-year average. at thistime — Public Wastewater Maintenance Reduce or maintain the number of insurance claims against the City resulting from Wastewater damage. data not available <5 Works at this time Respond to wastewater emergencies within one hour. data not available 95% at[his time Capital Improvement Program completed within schedule and budget. 85% 80% Water quality meets all health-related and aesthetic drinking water regulations administered by the 0 violations 0 violations State Department of Health. Maintain valid Public Water System annual operating permit with highest category ranking. 100% 100% Public Water Engineering and Development plans and permit reviews completed within 5 business days of receipt. 95% 80% Works Planning Requests for water system information provided within 2 business days of receipt. 90% 80% Maintain asset inventory—input data within 5 days of completion 70% 80% Reduce annual average per capita water consumption -1% -1% Annual percent reduction of water that is not revenue generating(e.g.,pumped,leaks,or otherwise not _1% -1% billed) Water quality to meet or exceed federal and state regulatory requirements. data not available 100% at this time Restore water service within 4 hours during emergency shut downs. data not available 98% at this time Public Water Maintenance Drop-in meters are installed within 5 working days from the customer's request. data not available 98% Works at this time New water service meters are installed within 3 weeks from the customer's request. data not available 98% at this time Complete(respond and repair)customer requests for service on water leaks within 3 business days. data not available 98% at this time Renton Results-Utilities and Environment, 2-24 Program Budgets and Performance Measures ton Results City Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: Highly qualified,healthy,well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Operating Programs AdoptedPackage# Program Name 2013 Adopted 2014 600003.0008* Communication-Print and Mail Services 1.50 400,686 400,683 1.50 403,728 1 403,724 600004.0041 General Government Debt 0.00 6,167,715 290,530 0.00 6,154,716 302,937 600004.0042 Payroll 1.50 118,159 - 1.50 124,461 - 600004.0043* System Services 3.00 474,898 474,898 3.00 485,017 485,017 600004.0044* Telecommunications 1.00 405,412 405,412 1.00 411,176 411,176 600004.0045* Service Desk Support 2.00 536,696 536,696 2.00 542,262 542,262 600004.0046 Finance Operations 4.50 418,334 - 4.50 438,485 - 600004.0047* Applications and Database Services 4.00 1,325,742 1,324,232 4.00 1,290,078 1,292,333 600004.0048* Enterprise GIS 2.00 323,131 323,131 2.00 328,479 328,479 600004.0049 Accounting and Auditing 1.30 232,377 - 1.30 241,773 - 600004.0050 Budgeting and Financial Planning 3.30 388,585 3.30 409,165 600004.0051 Asset,Debt,and Treasury Management 0.90 179,398 0.90 182,224 - 600004.0052* IT Administration 2.50 329,079 328,954 2.50 335,955 1 335,955 600004.0053 Finance Administration 1.50 450,211 - 1.50 463,022 - 600004.0054* IT Capital 1.00 684,000 684,000 1.00 610,000 610,000 600005.0021 Other City Svc-Employee Separation Pay 0.00 (445,091) - 0.00 850,016 - 600005.0022 LEOFF 1 Medical Obligation 0.00 1,705,684 0.00 1,705,684 600005.0023 Association Dues and Contracted Services 0.00 480,757 0.00 481,144 600006.0004 City Attorney Administration 2.00 673,569 2.00 435,909 600007.0004 Technical and Property Services 2.00 248,355 2.00 258,077 600014.0026 HR/RM Administration 5.00 968,935 5.00 988,962 - 600014.0027* Risk Management 2.25 3,060,354 3,663,764 2.25 3,100,376 3,694,062 600014.0028* Benefits 1.75 12,640,169 10,967,947 1.75 13,795,876 13,337,385 600016.0003 Trans Operations Internal Support Services 1.90 231,667 - 1.90 238,592 - 600019.0007* Fleet Services Capital Recovery 0.00 1,490,000 1,595,790 0.00 1,041,000 1,625,179 600019.0008* Fleet Services Operation&Maintenance 9.00 2,523,931 2,523,934 9.00 2,614,632 2,614,630 600020.0024* Custodial Services 14.00 1,223,992 1,211,053 14.00 1,261,643 1,249,374 600020.0025* Facilities Technical Maintenance 9.50 2,487,653 2,546,182 9.50 2,449,934 2,484,725 600020.0026* Operational Facilities Major Maint. 0.00 85,000 85,000 0.00 85,000 85,000 600020.0027* Public Facilities Major Maint. 0.00 433,877 433,877 0.00 273,877 273,877 *Internal Service Fund/Interfund Transactions only 1 (27,505,553) (27,505,553) (29,961,148) (29,961,148) Total Internal Services FTE and$ 77.40 12,737,722 i 77.40 12,040,115 114,967 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. See the following pages for how we are measuring our effectiveness within these programs Capital Programs Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 660020.0004 Community Services Mtn Shops Rehab 0.00 100,000 100,000 0.00 Total Internal Services FTE and$ 0.00 100,000 1 100,000 0.00 Total •. •0 ,530 77.40 12,040,115 114,967 Renton Results-Internal Services,Program 2-25 Budgets and Performance Measures ton R isCity Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: 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 2012 Results 2013-2014 Dept. .• Month end will be closed and reports available to customers by the 20th day of each month. 67% 60% Accuracy of the Financial Statements as measured by the number of management letter ASD Accounting and Auditing 0 0 recommendations and audit findings. Correcting journal entries will be reduced. 11% -10% Percent of budgeted Applications and Database Services projects implemented within schedule and 80% 90% budget. Applications and Database Services customers rate implementation process as meeting or exceeding g0% 90% Applications and expectation in post implementation surveys. ASD Database Services Respond to user Application and Database Service support calls within two hours or less during normal 90% 90% business hours. Number of Applications and Database Services training and sharing hours attended by four or more staff, 30 48 per year, improving staff competency and operating efficiency. Asset,Debt,and Treasury ASD Maintain a rate of return on the City's investment portfolio that exceeds its benchmark. 100% 100% Management Financial status reports produced monthly and quarterly will be published by the 25th of the following 17% 100% month. Budgeting and Financial ASD Planning Preliminary Budget Detail book available online(internally)within ten business days of adoption. 100% 100% Variance of actual revenue versus budgeted in the General Fund. 2.1% +/-1% Average customer satisfaction rating of Enterprise GIs services per annual survey. u vey not available at 80% this time Number of GIS user training and sharing hours attended by four or more staff,per year,improving staff 50 48 ASD Enterprise GIS competency and operating efficiency. Respond to GIS user support calls within two hours or less during normal business hours. 90% 90% Percent of budgeted Enterprise GIS projects implemented within schedule and budget. 90% 90% A minimum rating for services provided by Finance Administration as measured through a Department survey not available at 80% Survey. this time ASD Finance Administration Maintain or improve the City's credit rating of AA(Moody's)for General Obligation Bonds and AA+ 100% 100% (Moody's)for Revenue Bonds. A minimum satisfaction rate for Accounts Payable and Receivable services as measured through internal sur,ey not available at 80% and external customer surveys. this time Vendors will be paid within 45 days of invoice date. 91% 95% ASD Finance Operations Accounts Receivable percent of average aged balances over 90 days versus annual billing. 0.2% <1% Total dollar amount of Accounts Receivable balances written off annually. $ 15,856 <$10,000 Number of mission critical and efficiency improvement Information Technology strategic plan projects 3 4 implemented within budget and general timeframe. Number of general Information Technology training sesssions attended by six or more staff,per year, 4 8 ASD IT Administration& improving overall city user competency and operating efficiency. Capital survey not available at Average customer satisfaction rating with Information Technology service per annual survey. this time 85% Percentage of information technology users surveyed who indicate that a technology initiative has survey not available at 85% improved their efficiency. this time Minimum rating on overall employee satisfaction with Payroll services as measured through a survey not available at ASD Payroll departmental survey. thistime 80% Average customer satisfaction rating of Service Desk Support service per annual survey. 80% 80% Respond to user Service Desk Support calls within two hours or less during normal business hours. 90% 90% ASD Service Desk Support Resolve Service Desk Support service requests within one business day 80% 90% Percent deviation from similar entity(ies)in average cost per FTE to provide IT Service Desk Support will be data not available 2% competative. at this time Percent of system availability(network"uptime")as provided by System Services. 98% 100% Renton Results-Internal Services,Program 2-26 1W Budgets and Performance Measures ton R is City Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: Highly qualified,healthy,well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets rl! Equipment and data that is reliable and accessible D_ Program2012 Results 2013-2014 (if available) Target System Services response to user support calls will be within 2 hours or less during normal business hours. 85% 90% ASD System Services Percent deviation from similar enti data not available Y ty(ies)in average Systems Services cost per user will be competative. at this time 2% Percent of budgeted System Services projects implemented within schedule and budget. 85% 90% Average rating of customers satisfaction with System Services per annual survey. data not available 80% at this time aw Percent increase of customers using the Survey Control Network via website 2% 5% CED Property&Technical Property and Technical Services review of development proposals are processed within two weeks. 95% 80% Services tw City's property(zoning,right of way,annexations)database is updated within two weeks of notification. 100% 95% Square feet of coverage per employee(IFMA 60th percentile) 21,832 20,424 Community 10 Services Custodial Services Employee satisfaction survey%positive 76% 78% Unscheduled restroom closures annual total(days) data not available 78 at this time VIM Customer service survey satisfaction-turnaround time 80% 74% Community Facilities Technical Customer service survey-timeliness of response 78% 75% Services Maintenance Number of Helpdesk Projects complete 1,737 1,653 Claims processing,Healthcare Management Administrator customer service,and provider network will data not available g0% result in"good or excellent"rating by employees. at this time HRRM Benefits Healthcare costs continue to be less than national trends 9% 55% Increased Wellness Program participation by employees -5% 10% Limit Worker's Compensation increase as compared to average of prior five years. <lo% 5510% Review and update all Safety and Risk Management-related policies and procedures. 41% 100% HRRM Risk Management Internal contracts and insurance reviews completed within five days. 100% 100% Complete a safety inspection of each City-owned facility annually 42% 100% Recruitment process is rated as"good or excellent"by New Hires and Promoted employees. 100% 90% VAN Percentage of annual performance evaluations are completed within 30 calendar days of rating period. 52% 90% HRRM Administration Bargaining units'agreements are executed prior to the current agreements'expiration date. 0% 100% r Percent of targeted employees who attend trainings offered by Human Resources. 70% 90% Minimize the number of unscheduled repairs for City vehicles and motarized equipment fleet as as data not available 510% Public Fleet Services Operation percent of the total repairs. at this time Works &Maintenance Maintenance cost is maintained at a lower cost than local private vendors per pricing survey performed data not available Fannually. at this time 525% s „„ Renton Results-Internal Services,Program 2-27 Budgets and Performance Measures ton Results Other programs: Transfers, Interfund Transfers and City-Wide Revenu _Estimates Mw Transfers and Interfund Transactions 1 Package# Program Name 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 700005.0005 Fire Pension 0.00 240,475 300,000 0.00 225,475 300,000 700005.0006 Indirect Cost Transfer Multi Depts 0.00 - 2,166,197 0.00 - 2,274,167 700020.0006 Community Development Impact Mitigation Fund 0.00 - - 0.00 - - 760009.0001 Fire Impact Mitigation Fund 0.00 250,000 25,000 0.00 250,000 50,000 760016.0001 Arterial Street Fund 0.00 640,000 643,000 0.00 650,000 643,000 760016.0002 Transportation Impact Mitigation Fund 0.00 183,000 40,000 0.00 107,000 40,000 *Internal Service Fund/Interfund Transactions only 27,505,553 27,505,553 29,961,148 29,961,148 Total Transfers and Interfund Transactionsl 0.00 1 28,819,028 30,679,750 0.00 31,193,623 33,268,315 City-Wide Revenue Estimate 2013 Adopted 2014 Adopted Package# Program Name FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 900005.0005 General Governmental Fund Revenues 0.00 79,822,780 0.00 82,581,733 900005.0006 Non-GG Fund Revenues 0.00 262,101 0.00 262,484 Total City-Wide Revenue Estimates 0.00 80,084,881 0.00 82,844,217 ProgramsTotal Other 00 00 31,193,623 116,112,532 Renton Results-Transfers,Revenue,etc 2-28 • Reconciliation to Budget by Fund and Department Below will reconcile the Programs within Renton Results with the Total Adopted Budget Operating Programs City Service Area 2013 Adopted 2014 Adopted Safety and Health 333.83 58,260,436 11,174,694 331.33 59,817,417 11,510,549 Livable Community 62.45 14,036,553 3,398,624 62.20 14,198,901 31472,584 Representative Government 40.70 6,071,863 2,954,264 39.70 6,169,852 2,969,824 Mobility 56.65 10,423,548 2,673,406 56.65 10,645,306 2,601,495 Utilities and Environment 97.75 58,330,585 60,263,643 99.75 59,426,599 59,346,875 Internal Servces 77.40 12,737,722 290,530 77.40 1 12,040,115 1 114,967 Total Operating IFTE and$ 668.78 159,860,706 80,755,161 667.03 162,298,190 80,016,294 Capital Programs City Service Area 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Safety and Health 0.00 - 0.00 - - Livable Community 0.00 2,672,725 2,435,000 0.00 1,475,000 1,475,000 Representative Government 0.00 - - 0.00 - - Mobility 0.00 35,597,803 35,598,212 0.00 7,419,107 7,419,517 Utilities and Environment 0.00 10,214,000 10,214,000 0.00 17,681,000 17,681,000 Internal Services 0.00 100,000 100,000 0.00 - - Total Capital FTE and$ 0.00 48,584,528 48,347,212 0.00 26,575,107 26,575,517 Other Programs 2013 Adopted 2014 Adopted FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Transfers and Interfund Transactions N/A 28,819,028 30,679,750 N/A 31,193,623 33,268,315 City-Wide Revenue Estimate N/A - 80,084,881 N/A - 82,844,217 Total Other 0.00 28,819,028 110,764,631 0.00 31,193,623 116,112,532 TotalsGrand 239,867,0040.. ,920 222,704,341 ra Renton Results-Reconciliation to Total Budget 2-29 This page is intentionally left blank , i i t t 1 t t 1 1 1 � 1 L t Renton Results-Reconciliation to Total Budget 2-30 im ow 3 BUDGET BY DEPARTMENT r Legislative 3-1 Executive 3-7 City Attorney 3-17 Court Services 3-21 Administrative Services (AS) 3-25 on Community and Economic Development(CED) 3-35 Community Services 3-51 r Fire and Emergency Services 3-75 rr Human Resources and Risk Management(HR&RM) 3-85 r. Other City Services 3-93 r. Police 3-95 rr Public Works (PW) 3-107 .r. ow am t s i i i Ar IN Ir Ir Legislative Terrie Briere Randy Cor man Marcie Palmer Don Persson I)I Ed Prince Greg Taylor Rich Zwicker Councilmember Councilmember Councilmember Councilmember iI Councilmember Councilmember Councilmember Council Liaison a.r rr Ow .e 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 Position# Term Service Term Expires Began Terri Briere 6 4 years 2000 12/31/2013 Randy Corman 1 4 years 1994 12/31/2013 Marcie Palmer 3 4 years 2004 12/31/2015 Don Persson 7 4 years 2000 12/31/2015 Ed Prince 5 4 years 2012 12/31/2015 Greg Taylor 4 4 years 2008 12/31/2015 Rich Zwicker 2 4 years 2008 12/31/2013 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 259,345 277,834 271,236 286,842 278,768 289,114 295,116 0.8% 2.1% Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0% List of Legislative Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 200001.0007 Legislative Operations 8.00 289,114 8.00 295,116 - Total 8.00 $ 289,114 $ - 8.00 $ 295,116 $ - Legislative Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Policy and program decisions Community Rates the City as heading in the 55% reflecting community values o right directions(survey rate fair,good or (2011 Survey) 70% Representative excellent) Government Cost of government per capita Policy and fiscal accountability (General Gov't Funds,Expenditures/2012 $1,107 $1,061 population) t ' Budget by Department-Legislative 3-2 Highlight of Budget Changes: • Personnel Benefits increased in 2014 by$6k due to increases in overall city-wide healthcare costs. • Interfund Payments increased in 2013 by$5k due to increased internal service fund costs for Insurance, ., information technology,and communication costs. Expenditure Budget by Division-Legislative 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 150,582 151,316 151,327 152,977 153,152 153,936 153,936 0.6% 0.0% vre Personnel Benefits 58,716 59,168 59,168 65,303 64,312 66,322 72,319 1.6% 9.0% Supplies 2,397 5,000 2,049 5,000 2,764 2,800 2,800 -44.0% 0.0% Other Services&Charges 3,978 10,000 6,343 10,000 4,978 7,700 7,700 -23.0% 0.0% Interfund Payments 43,672 52,350 52,350 53,562 53,562 58,356 58,361 9.0% 0.0% Total 259,345 277,834 271,236 286,842 278,768 289,114 295,116 0.8% 2.1% ar Staffing Levels by Division-Legislative 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FIFE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0% ar i L Budget by Department-Legislative 3-3 W 2011/2012 Accomplishments a' Adopted the following: • City of Renton Business Plan through 2018. • 2012 Water System Plan Update. • Renton Hazard Mitigation Plan. • Renton Disaster Recovery Plan. • Title IV(Development Regulations) Dockets#5,6 and 7 Comprehensive Plan Amendments. • City Center Community Plan. • Sunset Area Planned Action,Surface Water Master Plan,and related Comprehensive Plan amendments. • November 2011 Parks, Recreation,and Natural Areas Plan. • Shoreline Master Program. • 2010 Long-Range Wastewater Management Plan. Accepted the following grant funds: • $2,462,500 for the construction of the Renton Aerospace Training Facility. • $50,000 for the Maintenance Dredging&Shoreline Mitigation project at the airport. • $644,000 for the Rainier Ave.Stormwater Retrofit project. • $50,000 to implement revisions to the National Pollutant Discharge Elimination System (NPDES) Phase II Stormwater Permit. • $168,750 for reimbursement of costs associated with the January 2012 storm event. • $230,556 to implement various recycling events and programs. • $1,650,000 for the Strander Blvd./SW 27th St. Extension Phase 1,Segment 2A project. • $158,000 to install a generator transfer switch at Renton Community Center. • $1,755,500 for the S. Lake Washington Roadway and Intersection Improvement project. • $41,122 for traffic safety and emphasis patrols. • $200,000 for the emergency management program. • $6.3 million for the Rainier Ave. Improvement project. • $2,055,417 from the FEMA to cover the salaries of nine additional firefighters for a specified period of time. • $500,000 for the Rainier Ave. Resurfacing project. • $1,977,000 for the first phase of implementation of the NE 3rd/NE 4th St.Corridor Improvement Plan. • $1,173,302 for basic life support services for 2011. • $81,272 for the 2011-2013 Commute Trip Reduction program. Approved the following: • Human Services funding allocation recommendations for Community Development Block Grants through 2014. • Neighborhood Grants in excess of$75,000. • Facility relocations agreements with Puget Sound Energy,Comcast,and CenturyLink relating to the Rainier Ave.S. (SR 167)S.Grady Way to S. 2nd St. project. • Changes to the Utility Bill Leak Adjustment policy. • Ordinance modifying provisions for utility billing adjustments. • Continued use of the NARCO property as an off-leash dog park for an additional three years. • One Card for All (ORCA) Business Passport agreement with regional transit agencies. • Interlocal agreement with King County regarding transfer of drainage facilities. • Regional Aerial Mapping Funding Agreement with King County. • Resolution expressing appreciation to The Boeing Company for selecting Renton as the location for production of the 737 Max Airplane. • Agreement with the Renton School District for shared use of the Renton Ikea Performing Arts Center. Budget by Department-Legislative 3-4 10 rr • Agreement with King County to receive$1,192,331 for basic life support services for 2012. • Ordinance making chronic nuisances unlawful conduct,gross misdemeanors, and misdemeanors. • Tess,Gaile, Fairlane Woods and Windstone V Annexations and related zoning. in • Emergency sale of water agreements with the City of Seattle and the Skyway Water and Sewer District. • Franchise collection contract to SeaTac Disposal and Kent-Meridian Disposal. • Six-Year Transportation Programs through 2018. or • Community Development Block Grant, Home Investment Partnership,and Regional Affordable Housing Program grants with King County. • Refinancing bonds for City Hall Remodel and City Center Parking Garage saving the City nearly$1 million over the %W next six years. • Gill and Friedman Latecomer Agreements. • Limited Tax General Obligation Bonds regarding the construction of two new library facilities. ar • Interlocal agreement with King County Library System regarding construction of two new library facilities. • Calling for an election on August 7,2012 to determine the location of the downtown King County Library System (KCLS) library. • Rainier Ave.S.Widening project condemnation ordinance. • Interlocal agreement with King County regarding improvements in the West Hill/Skyway area. • 50-year partial requirements contract with the City of Seattle for the provision of water. • Contract for a new Automated Water Meter Reader system. • Issaquah, Kent, and Renton School District impact fees. • Interlocal agreement with Soos Creek Water&Sewer District regarding maintenance of the Cascade Interceptor. 'w • Interlocal agreement with Sound Transit regarding their funding commitments for the Strander Blvd.and Rainier Ave. projects. • Agreement with the City of Tukwila and the Burlington Northern Railway Company regarding rights and "' responsibilities for the construction and maintenance of the Strander Blvd. Underpass Project. Awarded the following: ��, • NE 3rd/4th Corridor Improvements: Phase I Intersection Improvements(Whitman Ave. NE Intersection) project. • Sanitary Sewer Rehabilitation 2012& Lake Washington Blvd Pipe Rehabilitation project. • 2011 Sidewalk&Curb Ramp Rehabilitation project. • 2012 Street Patch&Overlay with Curb Ramps project. • Earlington Sanitary Sewer Replacement project. • Liberty Lift Station project. • Elliot Spawning Channel Repair project. • S. Lake Washington Roadway Improvements(Garden Ave.Widening) project. • Rainier Ave.S.(SR 167)S.Grady Way to S. 2nd St. project. err • Strander Blvd./SW 27th St. Extension Phase 1,Segment 2A project. • Cascade Interceptor Rehabilitation project. • Maplewood Creek&Madsen Creek Sediment Basin Cleaning Project. rr • Lake Ave.S./Rainier Ave.S.Storm System Project. • Benson Road 16"Water Main Replacement project. • SW Sunset Blvd. & Hardie Ave.SW Pedestrian Improvements project. • $25,000 for the Providence Renton House affordable housing project. r r Budget by Department-Legislative 3-5 i Position Listing- Legislative 2010 2011 2011 2012 2012 2013 2014 Gratia Tide Authorized OrigBdgt Authorised 0rig Bdgt Authorized Adopted Adopted Legislative Services/City CoundI E00 City Council NI?mbers(Elected) 7.00 7.00 7.00 7.00 7.00 7.00 7.OD M17 City Counci I Liaison 1.00 1.00 100 L00 1.OD 1.00 1.00 Total Legislative Servi(Ps 8.00 8.00 8.00 800 800 800 800 Budget by Department-Legislative 3-6 Executive MAYOR Denis Law 1 9 FTEs CHIEF ADMINISTRATIVE OFFICER Jay Covington 8 FTEs _ _ Deputy Public Affairs AdministratorPublic Defender Mayor's Office Hearing Examiner (contracted) 1.5 FTEs (contracted) Preeti Shridhar 5.5 FTEs Hotel Motel Advisor Mayor Support Appeals / Y Intergovernmental Communications Committee Relations 4.5 FTEs I Strategic Leadership and Land Use Regulatory Media Relations Direction Codes Application Comprehensive Plan and Graphic Design/Multi- Annual Budget Oversight Media Website f i Print and Mail Cable Channel 21 Budget by Department-Executive 3-7 Executive Mission Statement Provide executive leadership and management for the City of Renton government to act strategically, implement decisions efficiently and accurately, apply City policies uniformly,and achieve City goals expeditiously. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Position Summary 12.50 12.13 12.13 11.00 11.00 9.00 9.00 -18.2% 0.0% List of Executive Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 200003.0018 Executive Operations 3.50 868,832 - 3.50 890,745 200003.0019 Citywide Communications 4.00 485,498 477,090 4.00 501,143 492,650 200003.0020 Court Public Defenders - 450,000 - - 450,000 - 200007.0003 Intergovernmental Relations - 62,400 - 62,400 - 300007.0032 Hotel Motel Fund - 245,000 245,000 265,000 265,000 200011.0005 Hearing Examiner - 40,000 - - 40,000 - 600003.0008 Communication-Print and Mail Services 1.50 400,686 400,683 1.50 403,728 403,724 Total 9.00 $ 2,552,416 $ 1,122,773 9.00 $ 2,613,016 $ 1,161,374 Budget by Department-Executive 3-8 •� Executive Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets .. Information requests/concerns from residents are acknowledged within three 90% 90% days. Policy and program decisions Information requests/concerns are resolved " reflecting community values within two weeks. 94"� 90/a Percent of survey respondents who rate the 44% value of services for the taxes paid to Renton 51% aw as"good"or better. (2011 Survey) Advocate community interest in Accomplishment or significant progress regional,state,and federal made on each of the major priorities of the 87.5% 75% Representative forums annually adopted State Legislative Agenda Government Percent of survey responses that rate the survey not City's overall communication of key available at this 65% programs and initiatives as"good"or better. time Clear and effective W communications Composite increase in residents'rating for each of the City's various information survey not resources provided by the Communications available at this 5% r Department(e-communication,print, time advertising and media). Completed responses to a survey of Renton hotel managers rate the investments made Encourage and foster a vibrant in tourism and marketing by the Renton survey not Livable Community available at this 90% and diverse economy Visitors Connection and the Renton re• Community Marketing Campaign as time "Satisfied"or better. "" Highlight of Budget Changes: • Salaries and benefits decreased in 2013 by$240k due to a reduction in staff by 2 FTEs. • Interfund payments decreased in 2013 by$51k as a result of reduction in staff. • Hotel/Motel Advisory Committee and Intergovernmental Relations moved to Executive Department from Community and Economic Development Department for 2013 and on. Budget by Department-Executive 3-9 Expenditure Budget by Division-Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Actual 0rig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Mayor's Office 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,666,232 1,708,145 7.2% 2.5% Communications 920,227 957,746 898,223 991,015 845,778 886,184 904,871 -10.6% 2.1% Total 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Expenditure Budget by Category-Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,124,959 1,101,131 1,009,227 1,020,075 832,899 844,936 849,653 -17.2% 0.6% Part-Time Salaries 2,611 0 1,548 0 3,819 0 0 N/A N/A Overtime 2,334 0 7,033 0 8,676 0 0 N/A N/A Personnel Benefits 310,624 325,009 295,061 339,665 255,302 260,963 284,676 -23.2% 9.1% Supplies 49,491 72,910 56,325 72,168 46,357 73,667 73,667 2.1% 0.0% Other Services and Charges 618,651 691,386 761,811 721,112 742,865 1,031,623 1,051,623 43.1% 1.9% Intergovernmental Services 0 0 0 0 0 0 0 N/A N/A Capital Outlay 29,408 0 0 0 0 0 0 N/A N/A Interfund Payments 535,122 394,001 394,001 391,872 393,337 341,227 353,397 -12.9% 3.6% Total 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Staffing Levels by Division-Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized 0rig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Mayor's Office 6.00 5.63 5.63 4.50 4.50 3.50 3.50 -22.2% 0.0% Communications 6.50 6.50 6.50 6.50 6.50 5.50 5.50 -15.4% 0.0% Total FTE 12.50 12.13 12.13 11.00 11.00 9.00 9.00 -18.2% 0.0% Intermittent FTE 0.07 0.00 0.04 0.00 0.11 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben • ■Il Budget by Department-Executive 3-10 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. 2011/2012 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. • 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 the City budget, a community accountability effort designed to creating a results-oriented performance measurement of city services. • Developed an ongoing relationship with community liaisons representing Renton's diverse communities and organizations. 'AM 2013/2014 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 2014. • 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 community accountability. • 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. • Coordinate development of a long-term funding plan for the West Hill annexation area. • Advocate for the City's adopted State and Federal Legislative Agendas,with specific focus on: • Promoting Renton's interests and pursue funding opportunities for infrastructure and economic development in partnership with the City's county,state and federal representatives. • Passage of legislation and funding to proceed with recommendation of the WSDOT's Eastside Corridor Tolling Study and implement the Master Plan to address the heavily congested 1-405 corridor. Budget by Department-Executive 3-11 • Securing funding to support implementation of the Sunset Area Community Investment Strategy. • Secure funding for the Riverview Park Pedestrian Bridge repairs and improvements. Expenditure Budget by Category-Mayor's Office 2010 2011 2011 2012 2012 2013 2014 Change Change Actual 0rig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 663,796 638,317 543,144 543,924 408,959 409,296 409,296 -24.8% 0.0% Part-Time Salaries 0 0 1,463 0 3,819 0 0 N/A N/A Overtime 57 0 0 0 0 0 0 N/A N/A Personnel Benefits 150,112 150,561 130,663 145,316 109,924 112,185 122,036 -22.8% 8.8% Supplies 3,521 2,478 3,941 1,736 2,955 3,235 3,235 86.4% 0.0% Other Services and Charges 404,339 446,908 559,147 476,634 524,567 803,311 823,311 68.5% 2.5% Interfund Payments 531,148 388,427 388,427 386,267 387,253 338,205 350,267 -12.4% 3.6% Total 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,666,232 1,708,145 7.2% 2.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Mayor's Office 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 6.00 5.63 5.63 4.50 4.50 3.50 3.50 -22.2% 0.0% Intermittent FTE 0.00 0.00 0.04 0.00 0.11 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ $ - $ 1,762 $ $ 4,610 $ - $ - N/A N/A J� Budget by Department-Executive 3-12 MW 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. 2011/2012 Accomplishments • Developed and implemented comprehensive communications strategies on key issues. ..r • Implemented citywide prioritization of print jobs;streamline print operations and use of technology to make print operations more efficient and sustainable given current resources. • Implemented web upgrades and multi-media features. • Continued to explore ways to adapt communications to the new`digital democracy'and the new technology of communications. • Implemented city-wide communications policies and guidelines. • Implemented video-technology plan for channel 21 and enhance Channel 21 operations and productions for more ■• robust cable-programming and video-streaming. • Completed Emergency Management Public Information Plan. • Continued to create and distribute citywide newsletter to nearly 45,000 Renton residents several times a year • Collaborated with Community and Economic Development Department to maintain and enhance Renton's social media presence. • Showcased city-wide informational display at neighborhood picnics and several community events. • Achieved cost savings at every level while providing high-level communications support. • Encouraged training and professional development opportunities for staff. 2013/2014 Goals • Create long term web plan; implement web changes in 2013/2014. • Expand electronic communications. • Expand city social media presence. • Continue to streamline print operations and move toward more effective electronic communications by reducing the number of non-essential printed materials. • 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 I+ programs for Community Services and more. L • Continue to prepare and train for possible large-scale emergencies. • 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 Budget by Department-Executive 3-13 ar Expenditure Budget by Category-Communications �► 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 RegularSala ries 461,163 462,814 466,083 476,151 423,941 435,640 440,357 -8.5% 1.1% Part-Time Salaries 2,611 0 86 0 0 0 0 N/A N/A Overtime 2,277 0 7,033 0 8,676 0 0 N/A N/A Personnel Benefits 160,512 174,448 164,398 194,349 145,379 148,778 162,640 -23.4% 9.3% Supplies 45,970 70,432 52,385 70,432 43,402 70,432 70,432 0.0% 0.0% Other Services and Charges 214,312 244,478 202,664 244,478 218,298 228,312 228,312 -6.6% 0.0% Intergovernmental Services 0 0 0 0 0 0 0 N/A N/A Capital Outlay 29,408 0 0 0 0 0 0 N/A N/A Interfund Payments 3,974 5,574 5,574 5,605 6,083 3,022 3,130 -46.1% 3.6% Total 920,227 957,746 898,223 991,015 845,778 886,184 904,871 -10.6% 2.1% Staffing Levels(Full Time Equivalent Employees-FTE) Communications 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total HE 6.50 6.50 6.50 6.50 6.50 5.50 5.50 -15.4% 0.0% Intermittent FTE 0.07 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 3,117 $ $ 102 $ $ $ - $ N/A N/A i 1 1 1 Budget by Department-Executive 3-14 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Mayor's Office E10 Mayor(EIected) 1.00 1.00 1.00 1.00 1.00 1.00 100 M53 Chief Administrative Officer 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 0.00 0.00 M35 Hearing Examiner 1.00 0.75 0.75 0.00 0.00 0.00 0.00 M17 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N07 Secretaryll 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A07 Hearing Examiners Secretary 0.50 0.38 0.38 0.00 0.00 0.00 0.00 Total Mayor's Office 6.00 5.63 5.63 4.50 4.50 3.50 3.50 Communications M45 DeputyPublicAffairsAdministrator 0.00 0.00 0.00 0.00 1.00 100 100 M38 Communications Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M21 Communications Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Communications Specialist 11 1.00 1.00 1.00 1.00 2.00 1.00 1.00 A17 Web Specialist 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A13 Print&Mail Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Communications Specialist 1.00 1.00 1.00 1.00 0.00 000 000 A10 Form/Graphic Technician 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A01 Office Assistant 1 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Total Communications Division 6.50 6.50 6.50 6.50 6.50 5.50 5.50 Total Executive Department 12.50 12.13 12.13 11.00 11.00 9.00 9.00 Budget by Department-Executive 3-15 w This page is intentionally left blank r Budget by Department-Executive 3-16 Ow 09 City Attorney CITY ATTORN EY Larry Warren 11.88 FTEs r a Administrative Support 1.0 FTE l Civil Criminal 3.88 FTEs 6 FTEs Budget by Department-City Attorney 3-17 r 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4% -9.9% Position Summary 11.75 11.75 11.75 11.75 11.75 11.88 11.88 1.1% 0.0% List of City Attorney Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100006.0003 City Attorney Prosecution 6.00 622,055 - 6.00 657,530 200006.0003 City Attorney Civil 3.88 577,349 25,000 3.88 594,181 25,000 600006.0004 City Attorney Administration 2.00 673,569 - 2.00 435,909 - Total 11.88 $ 1,872,973 $ 25,000 11.88 $ 1,687,621 $ 25,000 Budget by Department-City Attorney 3-19 r +� City Attorney Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Respond to and/or file with the Renton Municipal Court criminal citations received 96% 100% +r Timely responsiveness and from the Renton Police Department within Safety and Health "projection of effort,"when the 14 business days from receipt. community cannot help itself. Discovery provided to the Defense Attorney 97% 95% by prosecutors within 20 calendar days Representative Policy and fiscal accountability Routine legislation and contract review will 99/0 o 95/0 0 Government be performed within one week of receipt. Internal Support Highly qualified,healthy,well- Average number of training hours per staff 16 >15 trained and productive workforce member in support of continuing education. — +rr Highlight of Budget Changes: • Personnel Benefits increased in 2013 by$27k and in 2014 by$36k due to increases in FTE(0.13)for 1 Paralegal position which includes full benefits and overall city-wide increase in healthcare costs. • Supplies decreased in 2013 by$4k due to city-wide budget reductions. ,. • Other Services and Charges decreased in 2013 by$7k due city-wide budget reductions. • Interfund Payments decreased in 2013 by$32k and in 2014 by$86k due to city-wide budget reductions and the relocation of City Attorney department to City Hall. The relocation will save lease payments for the current City Attorney office space but will require a one-time expense of$160k for relocation expenses. 2011/2012 Accomplishments • Finalized the settlements of several properties of the Rainier Avenue property acquisitions. • Obtained LawBase software for the prosecution division and began to integrate it into our system to achieve paperless status. • Responded to several emergency requests for ordinance and contract review. • Drafted a balanced ballot title and explanatory statement for the downtown library location. • Obtained a favorable partial summary judgment concerning the legality of the City's surface water utility rates against a claim by the U.S.government. • Kept up with legal review of public records requests. • Helped train City staff on how to respond to public records requests. 2013/2014 Goals • Successfully stay within the department budget. . • Fully integrate LawBase into the prosecution system. • Reduce prosecution paper files by 90%. • Cooperate with other cities on the AT&T (Cingular Wireless) lawsuit and defend new challenges against FEMA concerning flood plans and new NPDES surface water rules. Budget by Department-City Attorney 3-19 .r Expenditure Budget by Division-City Attorney r 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 City Attorney 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4% -9.9% Total 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4% -9.9% Expenditure Budget by Category-City Attorney 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 966,769 993,823 993,223 1,043,123 1,040,534 1,076,236 1,101,018 3.2% 2.3% Part-Time Salaries 3,260 0 0 0 0 0 0 N/A N/A Overtime 0 1,000 534 1,000 0 1,000 1,000 0.0% 0.0% Personnel Benefits 290,085 290,889 294,718 333,918 321,281 360,749 397,132 8.0% 10.1% Supplies 7,559 16,500 11,511 16,500 7,669 12,500 12,500 -24.2% 0.0% Other Services and Charges 34,768 43,036 30,501 43,036 78,572 36,000 36,000 -16.3% 0.0% Interfund Payments 263,157 255,283 255,283 258,264 258,264 226,488 139,971 -12.3% -38.2% Transfers Out 0 0 10,839 0 0 160,000 0 100.0% -100.0% Total 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4% -9.9% Staffing Levels(Full-Time Equivalent Employees-FTE)-City Attorney 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 11.75 11.75 11.75 11.75 11.75 11.88 11.88 1.1% 0.0% Intermittent FTE 0.09 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 3,763 $ - $ - $ $ - $ - $ - N/A N/A City Attorney Department Position Listing ! 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted City Attorney M49 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M42 Senior Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 3.00 3.00 M35 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 0.00 0.00 M35 Chief Prosecuting Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M29 Prosecuting Attorney 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A17 Paralegal 0.75 0.75 0.75 0.75 0.75 0.88 0.88 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Legal Assistant 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total City Attorney Department 11.75 11.75 11.75 11.75 11.75 11.88 11.88 M at Budget by Department-City Attorney 3-20 WM Court Services I MUNICIPAL COURT JUDGE Terry L.Jurado 14 FTEs COURT SERVICES Bonnie Woodrow 13 FTEs I Infraction Processing Criminal Case Processing Probation i 5.0 FTEs 6.0 FTEs �� 1 FTE �I Budget by Department-Court Services 3-21 Court Services Mission Statement The mission of the Renton Municipal Court, as an independent and impartial branch of government, is to provide objective, accessible and timely resolution of all cases appropriately coming before the Court, the protection of the rights of all individuals and the dignified and fair treatment of all parties. The Renton Municipal Court is a contributing partner working toward a safe and vital community. Description The Renton Municipal Court is a Court of Limited Jurisdiction that handles parking citations,infractions(traffic and non- traffic), photo enforcement citations,misdemeanor and gross misdemeanor cases charged within the City. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 -7.7% 7% Position Summary 16.00 16.50 16.50 16.50 16.50 15.00 14.00 -9.1% -6.7% List of Court Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100002.0011 Probation 1.00 99,851 125,000 1.00 103,093 125,000 100004.0005 Business Licensing and Passports - - 45,000 - - 45,000 100008.0066 Patrol Services - - 807,000 - - 807,000 200002.0012 Criminal Case Processing 7.00 738,919 396,500 6.00 690,064 396,500 200002.0013 Infraction Processing 5.00 516,601 1,967,000 5.00 528,590 1,967,000 200002.0014 Court Administration 2.00 654,292 - 2.00 677,775 - 900005.0005 General Governmental Fund Revenues - - 22,500 - - 22,500 Total 15.00 $ 2,009,664 $ 3,363,000 14.00 $ 1,999,521 $ 3,363,000 Budget by Department-Court Services 3-22 Court Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Safety and Encourage the community to Composite of results from survey of Health comply with local,state and probationer's understanding of probation 100% 80% federal laws. process reflected as"Good"or better. rr Defendant satisfaction with their understanding of the criminal case process is 87% 80% r rated as"Good"or better. Ongoing Juror Survey's reflect an approval rating that indicates satisfaction and 81% 90% +� Open accessible and consistent understanding of the jury experience by non- (administrative and judicial) criminal citizens of Renton. decision process Representative Defendant's satisfaction with the ability to r Government get access to court information related to 83% 80% infraction processing is rated"Good"or better. No Resident's satisfaction with understanding 74% 80% the court infraction process. .� Reduction of cost per case using National Policy and fiscal accountability Center for State Courts criteria to monitor NSA baseline year 2% and make improvements. .r. Highlight of Budget Changes: • Personnel Benefits decreased in 2013 by$49k due to reduction in staff: bw o 0.5 FTE Probation Officer 0 1.0 FTE Judicial Specialist(2013 and 2014) 0 1.0 FTE Judicial Specialist(2014) 2011/2012 Accomplishments • Developed and implemented methods to set baselines for budgetary performance measures. • Continued staff training efforts. Due to budgetary constraints the court moved toward online training when available • Utilized grant funding to develop initial and implement initial portion of City-wide Imaging and Document Management System-Laserfich e • Used grant funding to purchase a new Probation Case Management system. 2013/2014 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. • Continue to implement an Electronic Content Management System and proceed to an all-electronic paper document management and retention storage system. • Pursue opportunities to"do more with less"into the future. L Budget by Department-Court Services 3-23 Expenditure Budget by Division-Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Court Services 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 -7.7% -0.5% Total 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 -7.7% -0.5% Expenditure Budget by Category-Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,026,182 1,070,993 1,063,041 1,099,485 1,073,274 1,013,587 970,213 -7.8% -4.3% Part-Time Salaries 69,421 81,000 66,825 81,000 61,944 81,000 81,000 0.0% 0.0% Overtime 20,428 29,964 12,107 29,964 4,616 29,964 29,964 0.0% 0.0% Personnel Benefits 385,474 416,216 403,592 465,233 435,210 415,972 439,628 -10.6% 5.7% Supplies 9,311 7,700 7,123 7,700 6,514 7,700 7,700 0.0% 0.0% Other Services and Charges 155,291 137,358 168,489 137,358 123,469 137,358 137,358 0.0% 0.0% Interfund Payments 341,493 353,722 353,722 356,575 356,575 324,083 333,658 -9.1% 3.0% Transfer Out 0 8,000 9,270 0 13,378 0 0 N/A N/A Total 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 -7.7% -0.5% Staffing Levels by Division-Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 16.00 16.50 16.50 16.50 16.50 15.00 14.00 -9.1% -6.7% Intermittent FTE 1.90 1.95 1.85 1.95 1.74 1.95 1.95 0.0% 0.0% Temp/Intermit Pay&Ben $ 78,879 $ 81,000 $ 77,119 $ 81,000 $ 72,210 $ 81,000 $ 81,000 0.0% 0.0% Court Services Department Position Listing 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Court Services E11 Municipal Court Judge(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 1.00 1.50 1.50 1.50 1.50 1.00 1.00 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 9.00 8.00 Total Court Services Division 16.00 16.50 16.50 16.50 16.50 15.00 14.00 Budget by Department-Court Services 3-24 Administrative Services ADMINISTRATOR Iwen Wang 39.S FTEs Administrative Support 1 FTE FINANCE INFORMATION City Clerk Jaime Thomas TECHNOLOGY I 17.5 FTEs Mehdi Sadri Bonnie Walton 15 FTEs i 5 FTEs_J iRecords Management Operations Budget&Accounting Systems Services I Application Services Service Desk and Microfilming !, I Application I Legislative and Communication and g Implementation , Administration Cash Receipting I Budget Data Center Development Support) End-user Support 1 Support Operations and Maintenance ! 1 Enterprise GIS Public Information I Utility Billing* Financial Reporting Network Services Implementation Development Services Ri Support Payroll General Accounting Registrations ounting and Elections Accounts Payable Accounts Receivable *The Utility Billing positions(4 FTES)are funded by utility rate revenues(vs. General Fund). Budget by Department-Administrative Services 3-25 r Administrative Services Mission Provide systems and processes that enable efficient,effective,and accountable management and operations;provide transparent,timely and accessible city records and information;are compliant with laws and regulations. Core Businesses Services The Administrative Services Department provides financial management and information technology services by providing timely and accurate financial information; efficient and reliable technologies; and preservation of current and historical records,and the City Clerk additionally serves as the Clerk of the City Council and as the City's Public Records Officer. List of Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100004.0005 Business Licensing and Passports 1.10 94,478 - 1.10 97,559 200003.0021 Cable Communication Fund - 85,674 85,674 - 85,674 85,674 200012.0010 City Clerk 5.00 1,016,822 - 5.00 1,062,166 - 500004.0003 Utility Billing and Cashiering 4.90 71,066 4.90 73,134 500004.0003 Utility Billing and Cashiering - 485,184 - 500,903 600004.0042 Payroll 1.50 118,159 - 1.50 124,461 - 600004.0043 System Services 3.00 474,898 474,898 3.00 485,017 485,017 600004.0044 Telecommunications 1.00 405,412 405,412 1.00 411,176 411,176 600004.0045 Service Desk Support 2.00 536,696 536,696 2.00 542,262 542,262 ' 600004.0046 Finance Operations 4.50 418,334 - 4.50 438,485 - 600004.0047 Applications and Database Services 4.00 1,325,742 1,324,232 4.00 1,290,078 1,292,333 600004.0048 Enterprise GIS 2.00 323,131 323,131 2.00 328,479 328,479 600004.0049 Accounting and Auditing 1.30 232,377 - 1.30 241,773 600004.0050 Budgeting and Financial Planning 3.30 388,585 - 3.30 409,165 600004.0051 Asset,Debt,and Treasury Management 0.90 179,398 - 0.90 182,224 - 600004.0052 IT Administration 2.50 329,079 328,954 2.50 335,955 335,955 600004.0053 Finance Administration 1.50 450,211 - 1.50 463,022 - 600004.0054 IT Capital 1.00 684,000 684,000 1.00 610,000 610,000 700005.0005 Fire Pension - 240,475 300,000 - 225,475 300,000 900005.0006 Non-GG Fund Revenues 5,000 5,000 Total 39.50 $ 7,859,722 $ 4,467,997 39.50 $ 7,907,009 $ 4,395,896 s Budget by Department-Administrative Services 3-26 Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Compliance audits performed by Business License staff will result in an increase in number of Full Time Equivalent(FTE) 298.19 100 positions reported by businesses. Safetyand Encourage the community to comply with local,state and Applications for a new business license will Health be processed and a license issued,if federal laws. 85% 95% approved,within fourteen(14)days of .. receipt. Business License renewals will be issued within one day of receipt of payment. 99% 90% Opportunities for the public to Percentage of Legislative documents engage and influence City (agenda,minutes,ordinances,resolutions, 99% 100% rr Representative government etc)published&available within targeted timeframe. Government Percentage of Public Records Requests that Policy and fiscal accountability are completed within original estimated 79% 95% rr timeframe. Average customer hold-time(in minutes)on 96% <5 Utilities and utility billing phone calls. +� Operate and maintain utilities Environment Average utility billing aged accounts receivable(over 90 days)as a%of annual 0.07% <1% revenue. Customers rate implementation process as w meeting or exceeding expectation in post 80% 90% implementation surveys. Functional work environment Respond to user service and support calls within two hours or less during normal 89% 90% business days. Accuracy of the Financial Statements as Fiscal Support and Accountability measured by the number of management 0 0 Internal Support letter recommendations and audit findings. s Number of correcting journal entries will be 11% -10% reduced. Accounts Receivable percent of average aged balances over 90 days versus annual 0.20% <1% Safeguard public interests and billing. assets Maintain a rate of return on the City's investment portfolio that exceeds its 100% 100% benchmark. Highlight of Budget Changes: • Overtime increased in 2013 by$11k due to reallocating from other line items. • Supplies decreased in 2013 by$52k and in 2014 by$34k due to reallocating to other line items. ■ Budget by Department-Administrative Services 3-27 • Other services and charges increased in 2013 by$306k due to more service contracts related to Information Technology being transferred from their original departments to Administrative Services. • Intergovernmental decreased in 2013 by$38k due to decreases in elections costs. ' • Capital outlay decreased in 2013 by$413k due to the completion of the Permit System implementation which was a one-time new program request in 2012. • Interfund payments decreased in 2012 by$66k due to lower cost projections for overall internal service funds. ' • Reduction in staff: 0 1.0 FTE Payroll Analyst o 1.0 FTE Senior Network Systems Specialist o 1.0 FTE GIS Analyst II LT ' o 1.0 FTE Permit Technician LT Expenditure Budget by Division-Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Finance 3,103,556 2,984,247 2,888,340 3,079,259 2,852,371 2,678,267 2,756,201 -13.0% 2.9% ' Information Technology 3,439,286 4,513,461 3,993,736 4,409,226 4,595,610 4,078,959 4,002,968 -7.5% 1.9% City Clerk 839,256 876,158 813,624 991,485 957,153 1,102,496 1,147,840 11.2% 4.1% Total 7,382,098 8,373,866 7,695,701 8,479,970 8,405,134 7,859,722 7,907,009 -7.3% 0.6% Expenditure Budget by Category-Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 2,747,325 2,886,294 2,893,297 2,987,905 3,017,847 2,998,813 3,048,026 0.4% 1.6% Part-Time Salaries 56,153 43,166 39,966 43,166 29,186 43,166 43,166 0.0% 0.0% Overtime 43,020 29,113 43,999 29,113 31,086 40,000 40,000 37.4% 0.0% Personnel Benefits 1,261,279 1,595,552 1,289,955 1,722,101 1,345,769 1,342,823 1,448,942 -22.0% 7.9% Supplies 405,766 346,596 321,495 346,596 284,998 294,796 260,796 -14.9% -11.5% Other Services and Charges 1,737,455 1,631,066 1,643,520 1,616,000 1,826,627 1,921,985 1,861,985 18.9% -3.1% Intergovernmental Services 215,202 153,000 109,867 239,500 207,046 202,000 220,500 -15.7% 9.2% Capita I Outlay 500,794 1,255,371 940,956 1,053,395 1,242,446 640,020 600,020 -39.2% -6.2% Interfund Payments 415,104 433,708 412,646 442,194 417,760 376,118 383,573 -14.9% 2.0% Transfer Out 0 0 0 0 2,369 0 0 N/A N/A Total 7,382,098 8,373,866 7,695,701 8,479,970 8,405,134 7,859,722 7,907,009 -7.3% 0.6% Staffing Levels by Division-Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 �r Finance 20.00 20.00 20.00 20.00 20.00 19.00 19.00 -5.0% 0.0% Information Technology 17.50 18.50 18.50 18.50 18.50 15.50 15.50 -16.2% 0.0% ' City Clerk 4.50 4.50 4.50 4.50 5.00 5.00 5.00 11.1% 0.0% Total FTE 42.00 43.00 43.00 43.00 43.50 39.50 39.50 -8.1% 0.0% Intermittent FTE 1.54 1.16 1.14 1.16 0.83 1.16 1.16 0.0% 0.0% Temp/Intermit Pay&Ben $ 64,068 $ 48,263 $ 47,301 $ 48,263 $ 34,354 $ 48,263 $ 48,263 0.0% 0.0% Budget by Department-Administrative Services 3-28 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. 2011/2012 Accomplishments • Maintained strong credit ratings for the City's general obligation bonds(Standard and Poor's AA)and revenue bonds(S&P AA+). • Achieved one upgrade in revenue bond credit rating(Fitch AA+). • Refunded$9,950,000 in outstanding general obligation bonds to achieve net present value savings of$1,351,942. • Retired$2,315,000 in outstanding general obligation bonds early achieving savings of$658,845. • Facilitated smooth transition of SCORE(South Correctional Entity) budget and financial operations. • Consolidated customer service functions for utility billing,licensing,and passports into one location. wr • Began implementation of a citywide business process improvement and results measurement and reporting system. • Facilitated the beginning stages of development for two new libraries by issuing of general obligation bonds. r, • Received awards for excellence in financial reporting and budgeting from the Government Finance Officers Association(GFOA). 2013/2014 Goals • Clean financial audits. • Implement eBill(paperless billing)option for utility customers. • Implement on-line new business and pet licenses applications. • Increase support to internal customers by maximizing the effectiveness of staff through: o Analyze current processes and restructure to increase efficiency;and o Review workflow and reorganize tasks to be carried out by the best-fit positions •� • Continue refinement of Renton Results efforts through improvements in performance data collection and reporting by: o Develop informal performance assessment tools to analyze data against established targets and appropriate benchmarks. o Additional development of performance dashboards for staff and external reporting to citizens. • Continue to receive awards for excellence in financial reporting and budgeting from the Government Finance Officers Association(GFOA). Budget by Department-Administrative Services 3-29 i Expenditure Budget by Category-Finance 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,324,163 1,351,161 1,307,145 1,394,322 1,298,558 1,340,718 1,375,462 -3.8% 2.6% Part-Time Salaries 9,363 0 740 0 1,680 0 0 N/A N/A Overtime 13,039 20,000 4,063 20,000 296 20,000 20,000 0.0% 0.0% Personnel Benefits 806,991 1,009,958 755,440 1,071,306 719,081 762,697 816,356 -28.8% 7.0% Supplies 9,381 475 8,932 475 11,076 10,475 10,475 2105.3% 0.0% Other Services and Charges 642,837 323,003 553,432 308,003 560,960 313,003 298,003 1.6% -4.8% Interfund Payments 297,783 279,650 258,588 285,153 260,719 231,374 235,905 -18.9% 2.0% , Total 3,103,556 2,984,247 2,888,340 3,079,259 2,852,371 2,678,267 2,756,201 -13.0% 2.9% Staffing Levels(Full-Time Equivalent Employees-FTE)-Finance ' 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 20.00 20.00 20.00 20.00 20.00 19.00 19.00 -5.0% 0.0% Intermittent FTE 0.25 0.00 0.02 0.00 0.05 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 10,216 $ $ 836 $ $ 1,888 $ - $ N/A N/A f Budget by Department-Administrative Services 3-30 Information Technology Mission Statement The Information Technology Division is responsible for providing city-wide voice and data communication and technology services and support. Core services include: mission critical application implementation and support,enterprise network development and maintenance,voice and data communication equipment,enterprise GIS application development, systems security,and citywide Wi-Fi services. 2011/2011 Accomplishments • Implement Phase I Enterprise GIS program including infrastructure rebuild,develop standards,synchronize r` addresses,provide centralized system administration and support,and enable internal and external users'access to the system • Implement new permit system with electronic permit plan submittal and an on-line permit application process • Implement document image system and expand by 2 departments per year • Expand access to official public meetings to mobile devices • Provided secure remote access to the City's network to staff for enhanced productivity • Implemented property tax comparison for all potential annexation areas of Renton • Implemented Phase I of the Police In-Car-Video project • Implemented enterprise phone system replacement 2013/2014 Goals • Smooth transition to integration with the new Computer-Aided-Dispatch system at Valley Communications • Implement Phase II of enterprise GIS goals:develop integration with other city applications to allow external users to access city service information such as permit activities,fire incident reports,police incident reports,city capital projects information • Implement Court automation initiative • Expand document imaging capability citywide • Develop six-year IT Strategic Plan for 2015-2020 • Develop mobile access with city applications:website,GIS, permit/code enforcement • Improve overall system availability and efficiency by 10% Expenditure Budget by Category-Information Technology 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,141,067 1,245,195 1,291,751 1,289,286 1,353,993 1,217,002 1,222,494 -5.6% 0.5% Part-Time Salaries 45,793 43,166 39,226 43,166 27,506 43,166 43,166 0.0% 0.0% Overtime 23,448 9,113 30,370 9,113 28,922 20,000 20,000 119.5% 0.0% Personnel Benefits 336,512 466,301 414,570 516,017 463,535 423,337 460,854 -18.0% 8.9% Supplies 391,520 328,825 309,084 328,825 270,017 266,525 232,525 -18.9% -12.8% Other Services and Charges 1,000,153 1,205,490 996,336 1,209,424 1,209,191 1,508,909 1,463,909 24.8% -3.0% Intergovernmental Services 0 0 18 0 0 0 0 N/A N/A Capital Outlay 500,794 1,215,371 912,382 1,013,395 1,242,446 600,020 560,020 -40.8% -6.7% Total 3,439,286 4,513,461 3,993,736 4,409,226 4,595,610 4,078,959 4,002,968 -7.5% -1.9% it Staffing Levels(Full-Time Equivalent Employees-FTE)-Information Technology 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 17.50 18.50 18.50 18.50 18.50 15.50 15.50 -16.2% 0.0% Intermittent FTE 1.27 1.16 1.11 1.16 0.78 1.16 1.16 0.0% 0.0% Temp/Intermit Pay&Ben $ 52,690 $ 48,263 $ 46,311 $ 48,263 $ 32,387 $ 48,263 $ 48,263 0.0% 0.0% 1 Budget by Department-Administrative Services 3-31 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 the official duties and sovereign authority of the City Clerk with integrity,as required by law and policy,and to meet the needs of the citizens,the ' elected officials,and city administrative staff. 2011/2012 Accomplishments , • Completed major update to the city records retention schedules to reflect changes made by the state • Administered election filings and appointment of voter pamphlet committee members for the August 2012 Downtown Library site election and the November 2012 West Hill Annexation election ' • Absorbed new administrative duties in support of contract Hearing Examiner • Developed and implemented public records request database for improved tracking and reporting • Received and processed a high volume of complex requests for public records • Coordinated mandatory City-wide Public Records Training sessions • Hired a Limited-Term Deputy City Clerk—Records- for public records disclosure assistance • Added responsibility for processing records requests for Police Department administrative records • Researched and developed preliminary criteria for replacement of Email Search software ' 2013/2014 Goals • Support public involvement and informed City decision-making by continuing to provide citizens and officials with , accurate and timely information,guidance,records,and notices • Perform Clerk of Council responsibilities • Update Councilmember desk manuals ' • Update Policy and Procedure manual • Perform City Records Officer responsibilities • Encourage and train departmental records coordinators for their role in records management • Choose,implement and utilize new email search software to enable a streamlined records disclosure and redaction process • Update tracking systems and use of technology for improved tracking and reporting • Train city staff on the Folio applications,agenda process,contract&bidding process,and records management , • Inventory city departments' use of imaging and ensure compliance with new records retention requirements • Maintain an 11-person Information Desk Volunteer roster,and provide related supervision,training and support • Scan and post contract agreements and other records to Laserfiche system for internal use mi + Budget by Department-Administrative Services 3-32 "A' Expenditure Budget by Category-City Clerk 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 d. Regular Salaries 282,094 289,938 294,401 304,297 365,295 441,093 450,070 45.0% 2.0% Part-Time Salaries 998 0 0 0 0 0 0 N/A N/A Overtime 6,533 0 9,566 0 1,868 0 0 N/A N/A Personnel Benefits 117,777 119,293 119,945 134,778 163,153 156,789 171,733 16.3% 9.5% Supplies 4,866 17,296 3,479 17,296 3,905 17,796 17,796 2.9% 0.0% Other Services and Charges 94,466 102,573 93,752 98,573 56,476 100,073 100,073 1.5% 0.0% Intergovernmental Services 215,202 153,000 109,849 239,500 207,046 202,000 220,500 -15.7% 9.2% Capital Outlay 0 40,000 28,574 40,000 0 40,000 40,000 0.0% 0.0% Interfund Payments 117,321 154,058 154,058 157,041 157,041 144,744 147,668 -7.8% 2.0% Transfer Out 0 0 0 0 2,369 0 0 N/A N/A ,. Total 839,256 876,158 813,624 991,485 957,153 1,102,496 1,147,840 11.2% 4.1% Staffing Levels(Full-Time Equivalent Employees-FTE)-City Clerk 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Total FTE 4.50 4.50 4.50 4.50 5.00 5.00 5.00 11.1% 0.0% Intermittent FTE 0.03 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 1,162 $ - $ 154 $ - $ 80 $ - $ - N/A N/A i 1 1 t 1 1 1 Budget by Department-Administrative Services 3-33 r■r Administrative Services Position Listing 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Finance Division M49 Administrative Services Administrator 0.00 0.00 0.00 0.00 0.50 0.50 0.50 M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.00 0.00 0.00 M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 Financial Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M25 Senior Finance Analyst 2.00 2.00 4.00 2.00 5.00 5.00 5.00 A19 Accounting Supervisor 1.00 1.00 2.00 1.00 1.00 1.00 1.00 A17 Grant/Purchasing Coordinator 1.00 1.00 0.00 1.00 0.00 0.00 0.00 N16 Finance Analyst III 2.50 2.50 0.50 2.50 0.50 0.50 0.50 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A13 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 0.00 0.00 A09 Accounting Assistant IV 5.00 5.00 5.00 5.00 5.00 5.00 5.00 A07 Accounting Assistant 111 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Regular Staffing 20.00 20.00 20.00 20.00 20.00 19.00 19.00 ' Total Finance Division 20.00 20.00 20.00 20.00 20.00 19.00 19.00 Information Technology Division M49 Administrative Services Administrator 0.00 0.00 0.00 0.00 0.50 0.50 0.50 M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.00 0.00 0.00 M38 Information Technology Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Network Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 GIS Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 2.00 2.00 A24 Senior Systems Analyst 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A23 Business Systems Analyst 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 A23 GIS Analyst II LT 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A21 GIS Analyst I LT 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Service Desk Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Systems Analyst/Programmer 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A20 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Service Desk Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A10 Permit Technician LT* 0.00 1.00 1.00 1.00 1.00 0.00 0.00 ' A07 Accounting Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Regular Staffing 17.50 18.50 18.50 18.50 18.50 15.50 15.50 Total Information Technology Division 17.50 18.50 18.50 18.50 18.50 15.50 15.50 City Clerk Division** M30 City Clerk/Cable Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M17 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 All Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Records Management Specialist 1.50 1.50 1.50 1.50 2.00 2.00 2.00 Total City Clerk Division 4.50 4.50 4.50 4.50 5.00 5.00 5.00 Total Administrative Services 42.00 43.00 43.00 43.00 43.50 39.50 39.50 *Position Proposed in 2011/2012 Permit Capital Project Budget. **City Clerk was moved to Administrative Services Department in 2012. i Budget by Department-Administrative Services 3-34 Community and Economic Development <r ADMINISTRATOR Chip Vincent 42.5 FTEs Administratne a Support 1 FTE Development Services Planning Economic Development 25.50 FTEs 12 FTEs 3 FTEs Development Engineering Current Planning Economic Development z Building Inspections and Permits Long Range Planning Municipal Arts Commission i Code Compliance Technical Services Planning Commission Budget by Department-Community and Economic Development 3-35 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 & 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 the Renton community. In addition, CED manages the City's intergovernmental relations, advocating for Renton's interests at the county, regional, state, and federal levels, coordinates the Renton Community Marketing Campaign, which is funded in part by the City's Lodging Tax,and provides staff support for the City's Planning and Municipal Arts Commissions. In 2012,the Farmers Market Program was moved to the Community Services Department. Coordination and collaboration amongst the three CED divisions, Economic Development, Planning & Development Services, and its 12 programs is essential, as each has an important role to play in achieving the Vision, Mission and Goals of the City. CED plays a leadership role in the fulfillment of a significant number of the City's Business Plan Goals and Action Items. Most of the five Business Plan Goals are directly related to the work of CED's programs. , 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 -11.1% 1.9% CIP Budget Summary 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Position Summary 23.50 21.00 21.00 21.00 21.00 19.00 19.00 -9.5% 0.0% Budget by Department-Community and Economic Development 3-36 r. List of Community and Economic Development Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100007.0005 Building Permits&Inspection Program 12.50 1,440,261 2,736,164 12.50 1,472,285 2,752,019 100007.0006 Code Enforcement program 3.00 328,729 - 3.00 338,602 - 300007.0025 Current Planning 6.00 676,661 89,095 6.00 696,159 98,896 r 300007.0026 Economic Development 2.75 446,705 - 2.75 455,737 - 300007.0027 Long Range Planning 4.00 529,701 - 4.00 545,081 - 300007.0028 CED Administration 2.00 1,017,853 - 2.00 1,006,430 - 300007.0029 1%for the Arts - 50,000 15,000 - 50,000 15,000 300007.0031 Arts&Culture 0.25 37,881 - 0.25 38,812 - 500007.0003 Public Works Permits and Inspections 10.00 1,197,901 131,970 10.00 1,224,821 136,575 .,� 600007.0004 Technical and Property Services 2.00 248,355 - 2.00 258,077 - 700005.0006 Indirect Cost Transfer Multi Depts - - 551,547 - - 565,139 Total 42.50 $ 5,974,046 $ 3,523,776 42.50 $ 6,086,004 $ 3,567,629 1 1 1 j I Budget by Department-Community and Economic Development 3-37 Community and Economic Development Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Permit review for single family applications 75% 95% completed within 2 weeks Timely responsiveness and , "Projection of effort"when the Permit review for commercial applications 100% 95% Safety and community cannot help itself within 4 weeks Health Inspection requests receive response within 24 hours 98% 95% Encourage the community to Code compliance is achieved through comply with local,state and voluntary action upon notification of 85% 70% federal laws violation The City's annual sales tax revenue growth at Renton:4.71% ° Encourage and foster a vibrant rate higher than King County. KC:-0.9%est 1.00% and diverse economy Annual property tax revenue associated with ° 0.06/° >1.5% new construction increases. , Process land use applications requiring a Livable Community Manage growth in a manner decision by the Hearing Examiner within 12 45% 90% consistent with community weeks of receipt of complete application. values. Process land use applications requiring an 58% 90% Administrative Decision within 8 weeks ' Number of successfully completed public art Provide clean,safe,healthy and projects through the 1%for Art program(as 0 1 well-maintained places established by City ordinance)each biennium. Utilities and Compliance with environmental Infrastructure plan review is completed 90% 95% Environment standards and laws within 3 weeks Property and Technical Services review of Internal Support Functional work environment development proposals are processed within 95% 80% two weeks. 8 t Budget by Department-Community and Economic Development 3-38 +r Expenditure Budget by Division-Community&Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 r Administration 873,047 1,174,263 1,175,015 1,223,584 1,370,999 1,017,853 1,006,430 -16.8% -1.1% Economic Development 1,315,279 689,900 675,701 715,687 542,861 534,586 544,549 -25.3% 1.9% Planning 1,774,508 1,459,446 1,447,781 1,542,472 1,482,233 1,454,717 1,499,317 -5.7% 3.1% Development Services 2,946,413 3,081,560 2,810,736 3,239,380 3,103,568 2,966,891 3,035,707 -8.4% 2.3% 'r Operating Total 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 -11.1% 1.9% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 7,368,710 6,989,169 6,468,136 6,721,124 6,557,718 5,974,046 6,086,004 -11.1% 1.9% +r Expenditure Budget by Category-Community&Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change �r Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 3,667,333 3,648,024 3,457,989 3,768,201 3,516,403 3,429,809 3,451,667 -9.0% 0.6% Part-Time Salaries 70,040 15,545 28,778 15,545 31,176 15,545 15,545 0.0% 0.0% Overtime 51,468 34,929 33,392 34,929 88,220 34,929 34,929 0.0% 0.0% Personnel Benefits 1,216,990 1,235,605 1,200,110 1,395,803 1,309,501 1,276,456 1,392,140 -8.6% 9.1% Supplies 14,845 41,422 14,269 41,422 15,390 39,672 39,672 -4.2% 0.0% Other Services and Charges 1,170,536 654,072 633,397 673,471 770,052 293,422 294,821 -56.4% 0.5% "r Capital Outlay 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% Interfund Payments 696,291 725,573 725,578 741,753 751,202 834,213 807,230 12.5% -3.2% Transfer Out 0 0 0 0 3,898 0 0 N/A N/A Operating Total 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 -11.1% 1.9% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 7,368,710 6,989,169 6,468,136 6,721,124 6,557,718 5,974,046 6,086,004 -11.1% 1.9% r Staffing Levels by Division-Community&Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change r, Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Economic Development 5.50 4.00 4.00 4.00 4.00 3.00 3.00 -25.0% 0.0% Planning 14.00 13.00 13.00 13.00 13.00 12.00 12.00 -7.7% 0.0% Development Services 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 23.50 21.00 21.00 21.00 21.00 19.00 19.00 -9.5% 0.0% Intermittent FTE 1.95 0.50 0.79 0.50 0.85 0.50 0.50 0.0% 0.0% Temp/Intermit Pay&Ben $ 81,169 $ 20,799 $ 32,943 $ 20,799 $ 35,348 $ 20,799 $ 20,799 0.0% 0.0% Highlight of Budget Changes: • Regular/Part-time Salaries,and Personnel Benefits changed due to the following: o Farmers Market program moved to Community Services(-.75 FTE),combining Planning Director with Community and Economic Development Administrator position(-1 FTE),eliminate Code Compliance Inspector(1 FTE),and eliminate Admin Secretary I position (-1 FTE). • Hotel Motel Fund and Intergovernmental Relations program moved to the Executive Department t 1 Budget by Department-Community and Economic Development 3-39 ■ir Administration Division • Mission Statement Provide leadership, resources,and regional influence to enable the Department to meet its responsibilities in a manner that W is responsive to the needs of its customers and consistent with the City's Business Plan Goals. 2012 Accomplishments • Closely monitored expenditures and revenues to keep within budget even though revenues were significantly lower than 2011. • Maintained extremely high level of service and exceeded most performance goals. • Participated in numerous state,countywide and regional policy boards and commissions. 2013/2014 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 j 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 , Regular Salaries 210,787 212,793 212,781 217,940 200,271 200,266 207,453 -8.1% 3.6% Personnel Benefits 63,270 65,121 65,684 73,720 70,978 70,272 77,518 -4.7% 10.3% Other Services and Charges 293,652 245,000 245,201 265,000 428,928 0 0 -100.0% N/A Interfund Payments 305,339 651,349 651,349 666,924 666,924 747,315 721,459 12.1% -3.5% Transfer Out 0 0 0 0 3,898 0 0 N/A N/A Operating Total 873,047 1,174,263 1,175,015 1,223,584 1,370,999 1,017,853 1,006,430 -16.8% -1.1% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 1,332,510 1,758,263 1,533,919 1,223,584 1,429,055 1,017,853 1,006,430 -16.8% -1.1% Staffing Levels by Division-Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00/0 0.0% Budget by Department-Community and Economic Development 3-40 Economic Development Division Mission Statement r Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy. 2012 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. Vacancy rates remained relatively low(6.5%-office,5.1%-industrial,7.6%-retail),compared with other cities in the Puget Sound region. Successfully recruited new employers and assisted with business openings,including Outdoor Adventure Sales,OEC Group,Washington State Auto Dealers Association, Bell Anderson Insurance,Gray Bar and r Sealed Air and new businesses to The Landing,Cedar River Corporate Park, Downtown, Renton Village and the Highlands. Secured return of King County Elections after short-term departure due to flood threat. • Supported dramatic strengthening of Renton's aerospace cluster. The Boeing Company announced plans to build ,w the 737 MAX in Renton,with over 1,000 orders,while also increasing production of the 737 Next Generation plane from 31.5 to 42 airplanes/month by Q2 2014, resulting in thousands of new jobs in Renton. Actively supported the development of the Washington Aerospace Partnership and along with King County and enterpriseSeattle,helped lead the founding and ongoing work of the King County Aerospace Alliance. Continued to facilitate strong 'r relationship with The Boeing Company,including monthly Rate Readiness meetings with Boeing staff and ongoing interdepartmental coordination to ensure seamless interfaces with the City. • 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. Sales at Landing businesses were up 15-20%in 2011 over 2010 and the new retailers'sales were up .. 20-30%in 2011 over 2010. Supported marketing of Fairfield apartments,which was 92%leased as of 9/12. The Landing was honored in 2011 as the Mixed Use Development of the Year by NAIOP,the commercial real estate development association. Assisted with continued development of annual community events as well as new events,including continued success of the Seahawks 12K at The Landing. • Supported successful initial implementation of the Sunset Area Community Investment Strategy and promoted public and private capital investment in the area, resulting in over$41 million in investment to date. Supported Renton Housing Authority's progress on the redevelopment of Sunset Terrace including completion of the Glennwood Townhomes project,the Renton School District's new Early Childhood Learning Center,and the development of King County Library System's mixed use project which will include apartments. Supported and helped secure funding for new housing development in Sunset Area--RHA received$1.95 million in King County funding for Glenwood Townhomes and$1.2 million for Kirkland Townhomes. Providence John Gabriel House received$850,000 in state Housing Trust Fund and$500,000 in King County housing funding. • Successfully recruited the Seattle International Film Festival,the longest running,largest and most highly attended film festival in the United States,to expand to include a week-long screening of films in Renton. Organized a diverse SIFF-Renton Host Committee to foster community leadership support and helped support sold out Opening Night Galas. Secured SIFF's commitment to return to Renton in 2012 and in future years. • Renton FilmFrenzy continued to grow and increase in attendance, and in 2011 won the Association of Washington Cities' "Home Town Spirit"award. • In partnership with community stakeholders, continued to promote Renton as the "Center of Opportunity" through the use of promotional videos, print advertising, proactive e-mails and strategic use of social media,event sponsorship and speaking engagements. • Spearheaded media campaign and community mobilization surrounding Seattle Seahawks' annual Training Camp in Renton,which brings over 21,000 visitors to Renton annually. • Worked with developer on land use/environmental process for significant redevelopment of Quendall Terminals. Budget by Department-Community and Economic Development 3-41 r► • Continued to nurture strong health services sector, supporting continued growth and business development opportunities through Valley Medical Center's new alliance with UW Medicine, and Providence Health &Services' new alliance with Swedish. • Strategically partnered with the Renton Chamber of Commerce, including supporting the accomplishment of their own membership development goals and purchase of the Train Depot for their new headquarters and Visitors Center. • Supported development and early implementation of a Clean Economy Strategy for the City that establishes an emissions baseline and synthesizes current actions and programs,which will prove helpful in identifying new initiatives and directions for attracting both clean technology companies and obtaining competitive grants,as well as helping to reduce City operating costs. Helped capitalize on opportunities and funding for Renton with Puget Sound rollout of electric vehicles. Arts&Culture • Continued to implement the 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. This work will help foster the"creative class"and new economy environment in Renton. • In coordination with Master Plan implementation strategies,increased grant and intergovernmental revenues for the Arts Commission to implement programs. Helped secure state passage of ongoing revenue stream for arts and culture in King County. • Successfully worked with Public Works to fund and develop a 1%for Art project along Logan Avenue North. • Assisted with refurnishing efforts of Henry Moses Honoring Pole and connected the community to the project to return the pole to Fred Meyer. Representative Government Intergovernmental Relations • Successfully advocated for the City's adopted State and Federal Legislative Agendas: o Secured passage of legislation to proceed with implementation of WSDOT's Eastside Corridor Tolling Study and"managed lane"approaches to fully fund the 1-405 Master Plan,and helped secure$40 million for the SR 167/1-405"Connector" o Secured$2.5 million for Strander Boulevard/SW 27`h Street,and later appropriation by Transportation Improvement Board of$1.65 million o Secured$2.5 million for new Renton Aerospace Training Center o Secured$2.7 million in new stormwater funding, primarily for Sunset Area o Helped preserve Annexation Assistance sales tax credit program o Helped secure$1.2 million for Renton Housing Authority's Kirkland Townhomes project o Helped secure$1.5 million for Rainier Avenue Improvements Project o Helped secure$4 million in Capital budget funding for Green River levee system o Secured$1 million for West Hill—Renton Avenue Business District Improvements Project o In coalition with King County Metro, Burien,SeaTac and Tukwila,helped secure$15.8 million in FY 12 federal New Starts funding for RapidRide"F Line,"and helped secure commitment from King County to extend route from Downtown Transit Center to The Landing Budget by Department-Community and Economic Development 3-42 -W ow 2013/2014 Goals Livable Community aw Economic Development • Attract new businesses and new development to Renton to increase employment opportunities, sales and a„ property tax revenue, and continue to promote Renton as the "Center of Opportunity." Continue to strengthen business retention/expansion efforts, addressing existing employers' needs as they arise. Successfully engage in potential 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 the new owners of Boeing's former property, Lakeshore Landing,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. • Assist with successful construction of Hawks Landing hotel and related infrastructure projects in this area. r • 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. w • 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 a Business Improvement District in Downtown and commercial business district organization, including ongoing meetings and events in Sunset/Highlands and the Benson/Cascade areas. • Assist with the continued implementation of the Sunset Area Community 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 new Early Childhood Learning Center. Encourage maximizing leveraging and coordination of City-wide resources and investments in this area. • Capitalize on opportunities involved in public works projects 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 successful development of Renton Aerospace Training Center. • Support implementation 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 r 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. 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. i • 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 VI and VII and annual SIFF-Renton events(Seattle International Film Festival). VW an Budget by Department-Community and Economic Development 3-43 • Expenditure Budget by Category-Economic Development ow 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 456,707 343,869 347,903 354,519 307,440 301,824 301,949 -14.9% 0.0% Part-Time Salaries 16,960 0 0 0 0 0 0 N/A N/A Overtime 0 500 0 500 0 500 500 0.0% 0.0% Personnel Benefits 141,444 112,122 117,141 127,232 104,403 107,741 117,511 -15.3% 9.1% Supplies 4,971 3,400 4,658 3,400 5,770 5,400 5,400 58.8% 0.0% is Other Services and Charges 370,413 173,006 183,271 173,006 103,983 61,606 61,606 -64.4% 0.0% Capital Outlay 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% tt Interfund Payments 303,041 7,004 7,009 7,031 7,447 7,515 7,583 6.9% 0.9% Total 1,315,279 689,900 675,701 715,687 542,861 534,586 544,549 -25.3% 1.90/. Staffing Levels by Division-Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change �r Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 5.50 4.00 4.00 4.00 4.00 3.00 3.00 -25.0% 0.0% Intermittent FTE 0.47 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 19,520 $ $ - $ - $ $ - $ - N/A N/A ! t 1 ' t 1 Budget by Department-Community and Economic Development 3-44 Planning Division Mission Statement 'w 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. r 2011/2012 Accomplishments Livable Communitv Long Range Planning • Awarded a Governor's Smart Communities Award for Outstanding Achievement in Creating Livable and Vibrant Communities for the City Center Community Plan. Also,formed the City Center Community Plan Advisory Board. • Recognized by Puget Sound Regional Council with a 2012 VISION 2040 award for Sunset Area Revitalization efforts with the Renton Housing Authority and Renton School District. • Worked collaboratively with Fire,Community Services,and Public Works Departments,school districts, and stakeholders to adopt an impact fee program. • Continued to work with the Renton Housing Authority in its efforts to redevelop the Sunset Terrace housing development and completed a programmatic,neighborhood-level Planned Action Environmental Impact Statement in partnership with Community Services(Parks)and Public Works(Transportation and Utilities)staff. • Assisted Renton Housing Authority with Sunset Terrace redevelopment,as shown by:the construction of the Glennwood Townhomes,the initiation of a mixed use development proposal in conjunction with the new KCLS �„•, Highlands Library,approval of RHA's phase I Demolition and Disposition application by US Dept.of Housing and Urban Development. • Processed 4 annexations(Tess,Gaile, Fairlane Woods,and Windstone V)which together added 102 acres and 741 people to the City. r 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. • Continued to engage the community and issued the Draft Environmental Impact Statement(DEIS)and Addendum to the Draft EIS for the Port Quendall mixed use development project(on a designated EPA Superfund site). ,,. o Completed Planned Urban Developments(PUD)for Wilson Park 2. o Conducted 142 development pre-application requests. o Processed 193 SEPA/Land Use Permits including Planned Urban Developments for Heritage Hills, s Fieldbrook Commons, McCormick Plat,and Wilson Park 2;Site Plan Review for the Downtown Library, Early Childhood Learning Center,Shoreline and SEPA permits for the Lake Washington Boulevard Improvements and May Creek Trail,and Washington State Auto Dealers Association. Processed the Horne Rezone. 9W Property/Technical Services • Continued to inventory and catalog the City's monuments and survey network. as • Development reviews were processed within established timelines. • Updated the City's GIS Land Info data source. 2013/2014 Goals Livable Community Long Range Planning • 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 Benson Hill Community Plan. Budget by Department-Community and Economic Development 3-45 • 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. • Support implementation of the Sunset Area Community Investment Strategy. Work with the Renton Housing 111 Authority in its efforts to redevelop the Sunset Terrace housing development and implement Planned Action in partnership with Community Services(Parks)and Public Works(Transportation and Utilities)staff. • Continue to work with City departments and the Green Team to implement the Clean Economy strategy. • Provide support and assistance to Community Services for the implementation of the Parks and Open Space Plan. 1w Current Planning • Meet or exceed department goals for timely review of pre-application requests, permit applications,and land use 4K decisions. Property/Technical Services so • Maintain a current and accurate survey network. • Meet or exceed department goals for timely review of development applications. • Participate in right of way(ROW)acquisitions that meet WSDOT's criteria. 111 • Develop and maintain GIS databases and other data and information sources to support ongoing operations within CED. Expenditure Budget by Category-Planning LIV 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,021,506 951,016 957,807 989,256 937,735 926,086 934,753 -6.4% 0.9% Part-Time Salaries 8,070 0 8,635 0 0 0 0 N/A N/A Overtime 4,844 6,395 6,470 6,395 2,665 6,395 6,395 0.0% 0.0% Personnel Benefits 343,393 329,330 344,111 374,116 358,056 356,031 389,964 -4.8% 9.5% Supplies 3,829 11,500 1,947 11,500 2,819 7,750 7,750 -32.6% 0.0% Other Services and Charges 392,866 161,205 128,811 161,205 180,958 158,455 160,455 -1.7% 1.3% Total 1,774,508 1,459,446 1,447,781 1,542,472 1,482,233 1,454,717 1,499,317 -5.7% 3.1% a� Staffing Levels by Division-Planning 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 14.00 13.00 13.00 13.00 13.00 12.00 12.00 -7.7% 0.0% f Intermittent FTE 0.22 0.00 0.23 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 9,263 $ $ 9,486 $ $ $ $ N/A N/A r 1x11 r r Budget by Department-Community and Economic Development 3-46 Development Services Division Mission Statement +re 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. �r 2012 Accomplishments Safe and Healthy Community: " Building Permit Review and Inspection • Exceeded department goals by responding to building requests within 24 hours more than 95%of the time. • Exceeded department goals by completing building permit applications for new single-family houses in two weeks or less more than 90%of the time. • Completed reviews for commercial and multi-family building permits completed in three weeks or less in for all submittals. .re Code Compliance • Made contact with the customer requesting assistance from code enforcement within one working day of receiving the request 80 percent of the time. • Exceeded department goals by achieving resolution to code compliance requests through voluntary action more than 80%of the time.Code compliance resolution was achieved within 15 days from complaint on average. • Remained pro-active,with approximately 30 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 once 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 r more than 80%of the time. • Completed review comments for land use submittals and pre-application submittals on time for all submittals. 2013/2014 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. rr w Budget by Department-Community and Economic Development 3-47 #M Utilities and Environment: 40 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. �r Expenditure Budget by Category-Development Services 2010 2011 2011 2012 2012 2013 2014 Change Change sr Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,978,334 2,140,346 1,939,497 2,206,486 2,070,958 2,001,633 2,007,512 -9.3% 0.3% Part-Time Salaries 45,010 15,545 20,143 15,545 31,176 15,545 15,545 0.0% 0.0% Overtime 46,624 28,034 26,922 28,034 85,556 28,034 28,034 0.0% 0.0% r Personnel Benefits 668,884 729,032 673,174 820,735 776,064 742,413 807,146 -9.5% 8.7% Supplies 6,045 26,522 7,664 26,522 6,800 26,522 26,522 0.0% 0.0% Other Services and Charges 113,606 74,861 76,115 74,260 56,183 73,361 72,760 -1.2% -0.8% �It Interfund Payments 87,911 67,220 67,220 67,798 76,831 79,383 78,188 17.1% -1.5% Total 2,946,413 3,081,560 2,810,736 3,239,380 3,103,568 2,966,891 3,035,707 -8.4% 2.3% Staffing Levels by Division-Development Services ow 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Code Enforcement 4.00 4.00 4.00 4.00 4.00 3.00 3.00 -25.0% 0.0% Development Engineering 10.00 12.00 12.00 12.00 12.00 10.00 10.00 -16.7% 0.0% Building Insp and Permits 10.50 10.50 10.50 10.50 10.50 10.50 10.50 0.0% 0.0% • Budget by Department-Community and Economic Development 3-48 .. r Community&Economic Development Position Listing(1 of 1) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division r M49 Community&Economic Development AdrT 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 w Economic Development Division M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Community Dev Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A25 Neighborhood Program Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A24 Sr.Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Neighborhood Program Assistant 0.50 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 0.00 0.00 Total Economic Development Division 5.50 4.00 4.00 4.00 4.00 3.00 3.00 Planning Division M38 Planning Director 1.00 1.00 1.00 1.00 1.00 0.00 0.00 M33 Current Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ow A29 Mapping Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Planner 3.00 4.00 4.00 4.00 4.00 4.00 4.00 A23 Property Services Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A21 GIS Analyst 1 0.00 0.00 0.00 0.00 1.00 1.00 1.00 rr A20 Associate Planner 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 A15 Planning Technician II 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A09 Admin Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Planning Division 14.00 13.00 13.00 13.00 13.00 12.00 12.00 Development Services Division +� Administration M38 Dev Services Director 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 Total Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 ' Code Enforcement 722 Lead Code Compliance Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Code Compliance Inspector 3.00 3.00 3.00 3.00 3.00 2.00 2.00 Total Code Enforcement 4.00 4.00 4.00 4.00 4.00 3.00 3.00 Development Engineering M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Plan Reviewer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Construction Inspector II 4.00 6.00 6.00 6.00 6.00 4.00 4.00 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Dev Services Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Development Engineering 10.00 12.00 12.00 12.00 12.00 10.00 10.00 Building Inspections and Permits M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .� A23 Building Plan Reviewer 1.00 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 Inspector/Combination 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A19 Enrgy Plns Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A10 Permit Technician 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Total Building Inspections and Permits 10.50 10.50 10.50 10.50 10.50 10.50 10.50 Total Development Services Division 26.50 28.50 28.50 28.50 28.50 25.50 25.50 Total Community&Economic Development 48.00 47.50 47.50 47.50 47.50 42.50 42.50 M i Budget by Department-Community and Economic Development 3-49 is This page is intentionally left blank rr w ar r • r M rrr .r M w w r r Budget by Department-Community and Economic Development 3-50 Community Services ADMINISTRATOR Terry Higashiyama 90.25 FTEs Administrative Support Parks Commission 1 FTE I FLibrarydvisory rd I Parks and Golf Parks Planning and, Facilities Recreation Natural Resources Peter Renner I Tim Williams Kelly Beymer Leslie Betlach 16.59 FTEsi 33 FTEs 3 FTEs 25 FTEs -T-- Facilities Urban Forestry and i Recreation Services Parks Maintenance Natural Resources Maintenance Services Renton Community Golf Course Planning,Aquisition, Leased City Center and Development Properties LCapitallnvestment Capital Investment Capital Investment Renton Senior Projects Activity Center Projects Projects Senior Advisory Board Renton History Neighborhoods, Human Services Museum Resources and Events Karen Bergsvik Elizabeth Stewart Bonnie Rerecich 4.33 FTEs f 1 FTE 5.58 FTEs i i Housing Repair 1 Renton Historical Neighborhood Assistance Program Society Board Program Community Farmer's Market Development Block .. Grant(CDBG) Special Events Human Services Committee �lrr Advisory Committee j w Budget by Department-Community Services 3-51 ab 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,farmers markets and neighborhood programs. 2010 2011 2011 2012 2012 2013 2014 Change Change j Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 -7.1% 1.0% CIP Budget Summary 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 -65.6% -45.7% Position Summary 92.30 92.30 94.05 92.30 94.05 90.50 90.25 -2.0% -0.3% Budget by Department-Community Services 3-52 41� List of Community Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100020.0013 Serving vulnerable/low income 2.59 859,881 30,000 2.59 873,454 30,000 100020.0014 CDBG 1.74 264,622 265,506 1.74 262,323 265,506 200020.0005 Community Engagement 2.32 286,362 3,000 2.32 291,999 3,000 r 300020.0061 Museum 1.00 209,903 - 1.00 211,281 - 300020.0062 Neighborhood Program 1.83 270,161 - 1.83 273,067 300020.0063 Administration/Com Svcs 2.00 448,556 - 2.00 445,032 - '� 300020.0064 Aquatics 1.00 774,745 688,000 1.00 777,883 688,000 300020.0065 Carco Theater 0.50 129,151 - 0.25 126,473 - 300020.0066 Leased Facilities 1.50 629,657 677,289 1.50 647,061 693,071 300020.0067 Com Relations and Events 0.98 276,838 72,000 0.98 278,378 72,000 300020.0068 Parks and Trails Program 22.80 4,046,158 78,454 22.80 4,095,896 78,454 300020.0069 Recreation Services 5.34 2,234,898 666,886 5.34 2,245,615 699,263 300020.0070 Renton Community Center 6.50 1,355,406 660,500 6.50 1,374,990 655,500 300020.0071 Senior Activity Center 3.25 575,965 125,000 3.25 583,607 125,000 300020.0088 Farmers Market 0.75 81,314 81,400 0.75 82,399 82,400 500020.0009 Golf Course 9.50 2,065,108 2,453,669 9.50 2,103,697 2,487,449 500020.0010 Parks Planning,Urban Forestry and Na Res 3.40 696,886 - 3.40 717,440 - 500020.0011 Golf Course Debt Service - 400,661 - - 400,660 600020.0024 Custodial Services 14.00 1,223,992 1,211,053 14.00 1,261,643 1,249,374 ... 600020.0025 Facilities Technical Maintenance 9.50 2,487,653 2,546,182 9.50 2,449,934 2,484,725 600020.0026 Operational Facilities MM - 85,000 85,000 - 85,000 85,000 600020.0027 Public Facilities MM 433,877 433,877 - 273,877 273,877 900005.0005 General Governmental Fund Revenues - 9,155,754 - - 9,428,789 900005.0006 Non-GG Fund Revenues - - 60,000 - - 60,000 Total Operating 90.50 19,836,793 19,293,570 90.25 19,861,708 19,461,408 160020.0001 City Wide Security System Upgrades - 90,000 - - 60,000 - 360020.0001 Accessible Playground 750,000 - - - 360020.0004 Golf Course MM 50,000 50,000 50,000 50,000 360020.0005 Grant Matching Program 21,000 - - - - 360020.0006 Henry Moses Aquatic Center 120,000 - - 60,000 360020.0008 KC Proposition 2 Cap Exp Levy Fund 160,000 160,000 5,000 5,000 360020.0009 Parks General Major Maintenance - 300,000 - 190,000 - w 360020.0010 Sports Court Repairs - 40,000 20,000 - 360020.0011 Tree Maintenance - 231,725 - 100,000 - 360020.0012 Pathway,Side,Patio&Boardwalk - 75,000 75,000 - 360020.0013 Capital Project Coordinator - 74,000 75,000 - 360020.0014 Regis Park Athletic Field Expansion - - - 300,000 - 360020.0016 Parking Lots and Drive Repairs - 50,000 - - 50,000 - 360020.0020 Sunset EIS Park - - - 100,000 360020.0023 Coulon Park Repairs&Maintenance - 431,000 - 330,000 360020.0024 Riverview Park Bridge Reconstruction - 250,000 - - - 360020.0025 200 Mill Bldg Restroom/ADA Improvement - 120,000 120,000 120,000 120,000 560020.0001 Irrigation Automation and Consery - 30,000 - 15,000 - 660020.0004 Community Services Mtn Shops Rehab - 100,000 - - - - Total CIP - 2,892,725 330,000 1,550,000 175,000 Total 90.50 $ 22,729,518 $ 19,623,570 90.25 $ 21,411,708 $ 19,636,408 OW Budget by Department-Community Services 3-53 S Community Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Timely responsiveness and Percent of contracts completed with Safety and Health "projection of effort,"when the agencies by the end of the first quarter of (off year) ar) 80% community cannot help itself. the first year of the two year funding cycle. Partnership with community Representative $1,368,412 Government (2011) organizations to leverage Value of volunteer service $1,260,000 resources Daily Attendance at Senior Center 222 250 Encourage and foster a strong sense of community Increase number of households served by 0/° 3/° to° recognized neighborhood associations Number of Museum visitors and people 5,199 4,800 served by outreach It Average satisfaction levels expressed by 95% 80% participants of Recreation Programs (2011 Provide or make available diverse learning and enrichment Percentage of participation and occupancy data not Livable opportunities for Recreation programs and rentals available at this 60% Community annually time Percentage of participation and occupancy data not for Renton Community Center programs and available at this 60% rentals annually time Percent of patrons who express an overall "great"or"good"rating with the Aquatic 99% 98% Provide clean,safe,healthy and Center in our annual pass card survey. well-maintained places Overall customer satisfaction rating is good to excellent In cleanliness and appearance of 89% 80% Parks and Trails Systems Well maintained neighborhoods, Overall condition of the golf course is rated good to excellent in customer satisfaction 90% 85% properties and environment. k Utilities and survey Environment Protection of open Customer satisfaction surveys rate the space/acquisition cleanliness and appearance of Renton's open 87% 75% space and natural areas as good or higher. Functional work environment Number of Facilities HelpDesk Projects 1,737 1,653 Internal complete Support Safeguard public interests and Custodial Services square feet of coverage assets per employee(IFMA 60th percentile) 21,832 20,424 W Budget by Department-Community Services 3-54 W r+ Highlight of Budget Changes: • Regular/Part-Time Salaries,and Personnel Benefits include the following changes: o Recreation Supervisor position(Increased from .80 to 1 FTE),Secretary(decreased by 1 FTE),and Facilities ,r Maintenance Custodian(decreased by 1 FTE). o Farmer's Market moved to Community Services resulting in an increase of.75 FTE o Recreation Program Coordinator reduction-1 FTE(Reduce by.75 in 2013 and the remaining.25 reduced in 2014)due to conversion of Carco Theatre to a leased facility. .. o Reduction of$18,600 for intermittent staff at the Renton Community Center Reduction Hours FTE PT/Seasonal Intermittent Reduction Reduction/$20 Hours/2080 Renton Community Center $18,600 930 0.45 1 r, Total Recreation Division $18,600 930 0.45 1 Total Community Services $18,600 930 0.45 1 sW Notes: An hourly rate of$20 used as an average hourly amount for salary+benefits for intermittent staff. 2080 is the total number of work hours in a year. r • Other Services and Charges include: o Neighborhood Grant program reduced by$20k o Overall utility and energy rate increases by$90k • Capital Investment Program(CIP)includes: o Operational Facilities Major Maintenance reduction in the amount of$52k o Public Facilities Major Maintenance reduction in the amount of$86k r r .w r TM W w Budget by Department-Community Services 3-55 I Expenditure Budget by Division-Community Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Administration 1,063,011 412,476 416,284 426,747 434,558 448,556 445,032 5.1% -0.8% Facilities 5,616,149 4,372,719 4,732,848 4,757,666 4,098,857 4,461,301 4,478,638 -6.2% 0.4% Neigh,Res,and Events 359,690 726,459 675,534 749,762 701,673 884,968 895,398 18.0% 1.2% Park Maintenance 3,421,424 3,921,721 3,891,028 4,072,152 4,004,054 4,109,908 4,161,721 0.9% 1.3% Recreation Services 4,433,420 5,147,357 4,974,002 5,265,837 4,982,229 5,070,152 5,108,558 -3.7% 0.8% Human Services/CDBG 1,326,778 1,256,071 1,247,294 1,257,786 1,193,871 1,124,509 1,135,781 -10.6% 1.0% Library 2,289,692 2,030,000 2,030,000 1,030,000 278,604 0 0 -100.0% N/A Museum 191,090 208,407 210,620 215,502 216,887 209,903 211,281 -2.6% 0.7% Golf Course 4,154,039 2,504,738 2,272,417 2,542,204 2,226,071 2,465,769 2,504,357 -3.0% 1.6% w Parks Plan and Nat Res 448,574 582,186 551,423 603,681 577,934 662,852 682,065 9.8% 2.9% Operating Total 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 -7.1% 1.0% CIP 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 -65.6% -45.7% rr Total 25,204,898 36,538,135 24,829,457 30,489,336 21,232,735 22,729,518 21,411,708 -25.5% -5.8% Expenditure Budget by Category-Community Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 6,049,261 5,975,474 6,072,475 6,201,579 6,147,815 6,182,221 6,193,806 -0.3% 0.2% Part-Time Salaries 1,618,939 1,714,708 1,540,312 1,704,708 1,470,752 1,696,523 1,696,523 -0.5% 0.0% Overtime 36,715 32,948 31,926 32,948 32,908 31,948 31,948 -3.0% 0.0% Personnel Benefits 2,460,698 2,630,357 2,576,683 2,879,739 2,624,707 2,792,844 3,020,232 -3.0% 8.1% Supplies 918,507 1,096,244 937,595 1,096,344 896,810 1,073,206 1,086,785 -2.1% 1.3% Other Services and Charges 3,945,245 3,976,535 3,982,057 3,997,658 3,593,184 3,924,673 3,884,699 -1.8% -1.0% Intergovernmental Services 1,926,762 0 16,452 0 18,118 50 50 100.0% 0.0% Capital Outlay 935,684 100,000 135,361 354,000 25,000 195,000 195,000 -44.9% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 -8.0% 0.0% Interfund Payments 2,967,663 3,088,286 3,132,533 3,118,937 3,197,646 3,090,791 3,063,128 -0.9% -0.9% Transfer Out 106,805 2,100,000 2,165,285 1,100,000 307,139 50,000 50,000 -95.5% 0.0% Operating Total 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 -7.1% 1.0% CIP 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 -65.6% -45.7% Total 25,204,898 36,538,135 24,829,457 30,489,336 21,232,735 22,729,518 21,411,708 -25.5% -5.8% Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Facilities 26.00 26.00 26.00 26.00 26.00 25.00 25.00 -3.8% 0.0% Neigh,Res,and Events 2.25 4.00 4.75 4.00 4.75 5.58 5.58 39.5% 0.0% Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Recreation Services 19.05 18.30 18.30 18.30 18.30 16.59 16.34 -9.3% -1.5% Human Services/CDBG 6.00 5.00 6.00 5.00 6.00 4.33 4.33 -13.4% 0.0% r Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Parks Plan and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 92.30 92.30 94.05 92.30 94.05 90.50 90.25 -2.0% T37- Intermittent FTE 45.39 48.21 43.49 47.97 41.54 47.51 47.77 -1.0% 0.6% Temp/Intermit Salaries and Ben( $1,888,120 $2,005,581 $1,809,292 $1,995,581 $1,728,037 $1,976,497 $1,987,396 -1.0% 0.6% Budget by Department-Community Services 3-56 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. 1011/2012 Accomplishments Livable Community • Promoted and marketed the Veterans Memorial Park. +r a Completed National Accreditation. • Adopted Cost modeling for Recreation Programs. • Managed Library Site Steering Committee and submitted final report to Council. • Managed new security cameras for City. 2013/1014 Goals- * Implement new Memorial Policy. • Re-organization of Community Resources and Special Events Division to incorporate Farmers Market. • Define Renton as a Health/Wellness Center. • Re-define level of service to coincide with 2013 and 2014 budget. • Complete construction of Accessible Playground. • Finalize Emergency Management Plan for the department. Expenditure Budget by Category-Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 211,791 213,969 213,957 219,116 219,203 219,456 219,456 0.2% 0.0% Personnel Benefits 48,014 50,657 50,661 57,853 54,345 56,519 61,331 -2.3% 8.5% Supplies 5,578 7,000 6,557 7,000 4,551 7,000 7,000 0.0% 0.0% Other Services and Charges 11,381 5,744 8,310 5,744 10,549 5,744 5,744 0.0% 0.0% Interfund Payments 786,247 135,106 135,106 137,034 141,379 159,837 151,501 16.6% -5.2% Transfer Out 0 0 1,692 0 4,532 0 0 N/A N/A Operating Total 1,063,011 412,476 416,284 426,747 434,558 448,556 445,032 5.1% -0.8% CIP 1,769,090 15,276,000 3,704,765 9,468,000 2,479,478 3,241,602 1,738,877 -65.8% -46.4% Total 2,832,101 15,688,476 4,121,049 9,894,747 2,914,036 3,690,158 2,183,909 -62.7% -40.8% ww Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A r Temp/Intermit Pay&Ben $ $ 7 $ - $ - $ - N/A N/A aw M ww w Budget by Department-Community Services 3-57 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. 2011/2012 Accomplishments Internal Support • Completed 100%of the City Hall Space Plan. • Strategic planning to reallocate resources due to budget cuts. • Served on construction committee for SCORE facility,which opened 7/11. • Upgraded Aquatic Center boiler systems. • Remodeled Senior Activity Center lounge and patio. • Replaced HVAC and roof at Facilities Maintenance Shop and updated Wells Parks Maintenance Shop. • Relocated Communications Departments to the remodeled Administrative Area. • Completed design for former jail. • Began remodel of Fire Station 17. • Reviewed Facilities Service Survey to align with IFMA benchmark standards and CAPRA accreditation requirements. • Installed 12 public access electric vehicle charging stations and four for City use. 2013/2014 Goals- Internal Support • Update and repair Banquet Room at the Senior Activity Center. • Complete remodel of Wells Park Maintenance Shop. • Consolidate and improve Police evidence storage area. • Replace children's play structures at the Henry Moses Aquatic Center. • Continue to utilize energy saving grants wherever feasible. • Support construction of two new KCLS branch libraries. • Manage the Fire Station 17 remodel. • Position leased properties for higher occupancy rates. Budget by Department-Community Services 3-58 r Expenditure Budget by Category-Facilities Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,531,910 1,548,891 1,546,682 1,594,137 1,437,603 1,542,090 1,549,580 -3.3% 0.5% Part-Time Salaries 54,453 44,779 60,747 34,779 75,032 34,779 34,779 0.0% 0.0% Overtime 12,868 10,000 8,896 10,000 12,606 10,000 10,000 0.0% 0.0% Personnel Benefits 603,001 647,414 628,098 716,914 605,145 678,981 738,630 -5.3% 8.8% r Supplies 268,953 134,718 257,397 134,718 213,142 139,788 139,908 3.8% 0.1% Other Services and Charges 2,291,079 1,891,450 2,037,599 1,918,934 1,649,336 1,858,000 1,802,523 -3.2% -3.0% Intergovernmental Services 1,653 0 1,800 0 1,847 0 0 N/A N/A r Capital Outlay 783,028 25,000 119,533 279,000 25,000 120,000 120,000 -57.0% 0.0% Interfund Payments 69,205 70,467 70,512 69,184 79,146 77,663 83,218 12.3% 7.2% Transfer Out 0 0 1,584 0 0 0 0 N/A N/A Total 5,616,149 4,372,719 4,732,848 4,757,666 4,098,857 4,461,301 4,478,638 -6.2% 0.4% Staffing Levels(Full-Time Equivalent Employees-FTE)-Facilities 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Facilities 24.50 24.50 24.50 24.50 24.50 23.50 23.50 -4.1% 0.0% Leased City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 0.0% 0.0% r Total FTE 26.00 26.00 26.00 26.00 26.00 25.00 25.00 -3.8% 0.0% Intermittent FTE 1.56 1.26 1.74 1.02 2.14 1.02 1.02 0.0% 0.0% Temp/Intermit Pay&Ben $ 64,856 $ 52,264 $ 72,360 $ 42,264 $ 89,181 $ 42,264 $ 42,264 0.0% 0.0% vs r ra av �r Budget by Department-Community Services 3-59 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. 2011/2012 Accomplishments Livable Community • Continued installation of Sentinel units for automated irrigation in parks. • Continued to provide interdepartmental support for ongoing activities. • Provided training for staff required certification and licensing. • Support City-wide events. • Continued update and replacement of park signage. • Implemented and supported volunteer Trail Ranger program. • Continued Aquatics Lease negotiations for Gene Coulon Memorial Beach Park. • Participated in successful Re-Accreditation(CAPRA)process. • Completed review and update of Parks Maintenance manual. • Completed major field maintenance on both big and little Liberty baseball outfields. • Assisted with completion of Bleacher Retrofit project. 2013/2014 Goals- Livable Community • Complete new certifications and revise series promotion/job descriptions. ' • Complete revisions to Park Rules and Regulations. • Continue installation of Sentinel units for automated irrigation in ROW landscape areas as needed. • Continue to expand the Trail Ranger program to include Gene Coulon Memorial Park. • Continue to provide training for staff certification and licensing. • Partner with King Conservation District and complete knotweed removal project on Cedar River. • Support/participate in Veteran's Park tile walls renovation. • Support City-wide events. • Partner Renton School District with installation of new accessible playground Budget by Department-Community Services 3-60 Expenditure Budget by Category-Park Maintenance 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,267,121 1,354,094 1,304,376 1,446,393 1,449,465 1,465,837 1,486,350 1.3% 1.4% Part-Time Salaries 307,125 290,683 309,149 290,683 257,586 290,682 290,682 0.0% 0.0% Overtime 13,549 13,076 14,546 13,076 15,376 13,076 13,076 0.0% 0.0% Personnel Benefits 532,915 586,804 590,869 652,252 641,099 671,509 728,624 3.0% 8.5% Supplies 132,150 294,839 170,702 294,839 163,762 294,839 294,839 0.0% 0.0% Other Services and Charges 357,339 399,571 423,268 399,571 446,359 465,921 469,452 16.6% 0.8% Intergovernmental Services 604 0 603 0 622 0 0 N/A N/A Interfund Payments 803,815 982,655 1,016,163 975,338 1,029,785 908,044 878,698 -6.9% -3.2% Transfer Out 6,805 0 61,352 0 0 0 0 N/A N/A Total 3,421,424 3,921,721 3,891,028 4,072,152 4,004,054 4,109,908 4,161,721 0.9% 1.3% Staffing Levels(Full-Time Equivalent Employees-FTE)-Park Maintenance 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Intermittent FTE 8.62 8.12 8.86 8.12 7.40 8.12 8.12 0.0% 0.0% Temp/Intermit Pay&Ben $ 358,472 $ 337,848 $ 368,673 $ 337,848 $ 307,938 $ 337,847 $ 337,847 0.0% 0.0% t 1rr gQ yr a Budget by Department-Community Services 3-61 Parks and Golf Course Division—Maplewood Golf Course s 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. 2011/2012 Accomplishments Utilities and Environment • Promoted and ran seven Junior Golf Camps throughout the year. • Completed repair and major maintenance to the irrigation pumps in pump house. • Sustained Audubon Cooperative Sanctuary Certification—3rd year. • Continued to follow Best Management Practices to maintain a quality golf course. • Continued timely updates/marketing to website and lobby signage to include activities, projects,events and promotions. • Completed review and update revisions to Golf Course Operations Manual and job descriptions. • Participated in successful Re-Accreditation(CAPRA)process. • Completed major maintenance projects as needed to provide/improve the quality product and standards for customers. so 2013/2014 Goals- Utilities and Environment • Finalize replacement carpet areas in clubhouse, restaurant and bar. • 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. • Replace countertops in pro shop • Initiate golf cart fleet replacement lease. • Continued timely updates to website and lobby signage to include activities, projects,events,and promotions. • Continue to provide multiple Junior Camps throughout each year. • Continue cross marketing partnership with restaurant concessionaire. ori► r� I Budget by Department-Community Services 3-62 r Expenditure Budget by Category-Golf Course 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 ow Regular Salaries 614,665 611,720 618,075 627,644 635,963 635,981 637,148 1.3% 0.2% Part-Time Salaries 213,261 294,941 215,570 294,941 225,778 294,941 294,941 0.0% 0.0% Overtime 813 1,020 1,162 1,020 152 1,020 1,020 0.0% 0.0% Personnel Benefits 288,551 320,205 310,280 349,213 325,775 338,823 365,302 -3.0% 7.8% r Supplies 249,265 310,333 261,420 310,333 275,830 311,333 312,333 0.3% 0.3% Other Services and Charges 121,883 151,890 130,816 151,890 97,712 162,870 164,069 7.2% 0.7% Intergovernmental Services 10,300 0 10,199 0 10,860 0 0 N/A N/A s Capital Outlay 42,475 75,000 14,217 75,000 0 75,000 75,000 0.0% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 -8.0% 0.0% Interfund Payments 175,240 192,045 199,252 196,740 201,923 195,140 203,884 -0.8% 4.5% Transfer Out 100,000 100,000 100,656 100,000 51,418 50,000 50,000 -50.0% 0.0% Operating Total 4,154,039 2,504,738 2,272,417 2,542,204 2,226,071 2,465,769 2,504,357 -3.0% 1.6% CIP 131,942 100,000 123,242 100,000 38,517 50,000 50,000 -50.0% 0.0% Total 4,285,981 2,604,738 2,395,659 2,642,204 2,264,588 2,515,769 2,554,357 -4.8% 1.5% r Staffing Levels(Full-Time Equivalent Employees-FTE)-Golf Course 2010 2011 2011 2012 2012 2013 2014 Change Change ■s Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Intermittent FTE 6.06 8.22 6.16 8.22 6.42 8.22 8.22 0.0% 0.0% Temp/Intermit Pay&Ben $ 252,158 $ 341,747 $ 256,357 $ 341,747 $ 267,254 $ 341,747 $ 341,747 0.0% 0.0% r s r Budget by Department-Community Services 3-63 im Parks Planning and Natural Resources Division .Ir 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. • 1011/2012 Accomplishments Utilities and Environment • Council adopted the Parks, Recreation and Natural Areas Plan which was certified by the State Recreation and Conservation Office and received the Governor's Smart Communities Award. • Completed Encroachment Policy. • Commenced Forestry Ordinance development in partnership with inter-departmental team and as identified in the Urban and Community Forestry Development Plan. • Secured Federal funding authorization to complete damage and repair projects in parks associated with the January 2009 flood event. • Completed the Parks Impact Mitigation Fee update in partnership with Transportation, Fire and as administered by CED. • Accepted fourth Tree City USA recertification and second Growth Award. • Administered parks major maintenance Capital Improvement Projects to maintain integrity of existing assets. • Leveraged$465,000 in state and county grants to complete acquisition, planning and development projects. • Executed Memorandum of Understanding with the Renton School District for the Renton Accessible Playground. • As part of the Hawk's Landing Project in conjunction with Community and Economic Development and Public Works,a segment of the May Creek Trail was constructed. • Acquired the Tiffany Cascade Connector parcel as identified in the adopted Parks, Recreation and Natural Areas Plan 2013/2014 Goals- Utilities and Environment • Execute Interlocal Cooperative Agreement with the Renton School District for the Renton Accessible Playground and jointly construct playground. • Complete Forestry Ordinance in partnership with inter-departmental team and as identified in the Urban and Community Forestry Development Plan. • Complete Tree City USA recertification and Growth Award. • Administer parks major maintenance Capital Improvement Projects to maintain integrity of existing assets. • Partner with non-profit and other county agencies to improve and enhance natural areas. • Select consultant to develop master plan through construction contract documents for the Sunset Park. Expenditure Budget by Category-Parks Planning and Natural Resources 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 280,050 290,893 293,533 300,126 303,595 305,688 305,688 1.9% 0.0% Personnel Benefits 81,819 89,405 90,638 101,431 95,710 98,037 106,444 -3.3% 8.6% Supplies 300 21,800 2,177 21,800 1,036 6,800 6,800 -68.8% 0.0% Other Services and Charges 86,406 155,898 140,885 155,571 152,840 169,498 180,671 9.0% 6.6% Interfund Payments 0 24,190 24,190 24,753 24,753 82,829 82,462 234.6% -0.4% Total 448,574 582,186 551,423 603,681 577,934 662,852 682,065 9.8% 2.9% Staffing Levels(Full-Time Equivalent Employees-FTE)-Parks Planning and Natural Resources 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department-Community Services 3-64 " Recreation Division Mission Statement 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. 2011/2012 Accomplishments Livable Community • Increased on-line registration by ten percent and added picnic shelters. • Initiated partnerships for using the park buildings. • Implemented the Cost Recovery and Program Pricing Model. • Implemented card scanning to track attendance at the Senior Activity Center,Highlands Neighborhood Center and North Highlands Neighborhood Center. • Implemented the League Taxation mandate from the State of Washington Department of Revenue. • Implemented the compliance with the Lysted Head Injury Act for programs. • Supported the ten year CAPRA Re-accreditation for Community Services .. 2013/2014 Goals- Livable Community • Initiate a Senior Activity Center Business Plan. ,. • Continue to work with the Renton School District to improve current agreements,future partnerships/collaborations and opportunities. • Develop a Community Services Marketing Plan. .. • Develop a Sponsorship Plan. • Expand community partnerships with the outlying neighborhood park buildings. • Continue the annual CAPRA accreditation requirements and processes. tra Expenditure Budget by Category-Recreation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 i Regular Salaries 1,295,266 1,245,238 1,271,050 1,281,281 1,317,524 1,204,015 1,187,330 -6.0% -1.4% Part-Time Salaries 976,555 1,024,311 924,467 1,024,311 887,415 1,045,027 1,045,027 2.0% 0.0% Overtime 8,956 8,852 7,322 8,852 4,774 7,852 7,852 -11.3% 0.0% i• Personnel Benefits 621,646 662,000 630,590 717,775 649,431 650,861 697,967 -9.3% 7.2% Supplies 203,780 272,209 203,763 272,209 202,811 258,996 271,605 -4.9% 4.9% Other Services and Charges 405,890 513,270 511,513 513,270 466,473 503,834 503,834 -1.8% 0.0% _ Intergovernmental Services 43,569 0 3,819 0 4,783 0 0 N/A N/A Interfund Payments 877,758 1,421,478 1,421,478 1,448,139 1,449,019 1,399,567 1,394,943 -3.4% -0.3% Total 4,433,420 5,147,357 4,974,002 5,265,837 4,982,229 5,070,152 5,108,558 -3.7% 0.8% r� Staffing Levels(Full-Time Equivalent Employees-FTE)-Recreation Services 2010 2011 2011 2012 2012 2013 2014 Change Change s Authorized Orig Bdgt Authorized 0rig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Recreation Services 8.25 7.50 7.50 7.50 7.50 6.84 6.84 -8.8% 0.0% Community Center 7.80 7.80 7.80 7.80 7.80 6.75 6.50 -13.5% -3.7% Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 19.05 18.30 18.30 18.30 18.30 16.59 16.34 -9.3% -1.5% Intermittent FTE 27.30 29.07 25.90 29.07 24.87 29.30 29.57 0.8% 0.9% Temp/Intermit Salaries and Ben( $1,135,851 $1,209,235 $1,077,268 $1,209,235 $1,034,562 $1,219,052 $1,229,951 0.8% 0.9% r Budget by Department-Community Services 3-65 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. 2011/2012 Accomplishments Safety and Health • Worked with REACH on developing shelter for homeless women and children-REACH Center for Hope. ' • Worked with steering committee of ARISE on annual celebration of the accomplishments of the men • Worked with community organizations that serve the homeless and interested residents, helped coordinate the One Night Count of the homeless. • Worked with cities and egovalliance on an electronic funding application for agencies for the 2012/2013 funding cycle. • Implemented Capacity building project for non-profits in Renton • Expanded the summer lunch program to include mobile sites , • Completed 100%of the contracts with agencies by the end of the first quarter of the first year of the two year funding cycle. 2013/2014 Goals , Safety and Health • Work with community organizations and others that serve the homeless,on the One Night Count,Ten-Year Plan to end Homelessness,the REACH Center for Hope,and ARISE rotating shelter. • To provide current resource information on Human Services via the Renton Community Resource Directory,web- pages and promotion of 211. ' • 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. • Review the funding process,and continue to make improvements • Survey the agencies that Human Services funds to measure their client satisfaction. Expenditure Budget by Category-Human Services/CDBG 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 397,719 341,622 398,745 353,197 334,817 294,322 292,474 -16.7% -0.6% Part-Time Salaries 0 0 8,830 0 3,160 0 0 N/A N/A Personnel Benefits 147,076 148,746 154,840 146,019 124,296 147,984 160,248 1.3% 8.3% Supplies 27,909 29,295 15,098 29,295 22,374 30,250 30,250 3.3% 0.0% Other Services and Charges 574,423 646,366 574,639 637,157 610,627 578,785 578,785 -9.2% 0.0% Capital Outlay 110,182 0 1,611 0 0 0 0 N/A N/A Interfund Payments 69,468 90,043 93,530 92,118 96,012 73,168 74,025 -20.6% 1.2% Transfer Out 0 0 0 0 2,586 0 0 N/A N/A Total 1,326,778 1,256,071 1,247,294 1,257,786 1,193,871 1,124,509 1,135,781 -10.6% 1.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Human Services/CDBG 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Human Services 3.44 3.44 3.44 3.44 3.44 2.59 2.59 -24.7% 0.0% CDBG 2.56 1.56 2.56 1.56 2.56 1.74 1.74 11.5% 0.0% Total FTE 6.00 5.00 6.00 5.00 6.00 4.33 4.33 -13.4% 0.0% Intermittent FTE 0.00 0.00 0.23 0.00 0.09 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 20 $ - $ 9,664 $ - $ 3,620 $ - $ - N/A N/A Budget by Department-Community Services 3-66 i 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 of Renton 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 rr 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 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 199,849 0 0 0 0 0 0 N/A N/A Part-Time Salaries 33,810 0 0 0 0 0 0 N/A N/A Overtime 530 0 0 0 0 0 0 N/A N/A Personnel Benefits 59,771 0 0 0 0 0 0 N/A N/A Supplies 16,563 0 0 0 2 0 0 N/A N/A w Other Services and Charges 12,082 0 0 0 0 0 0 N/A N/A Intergovernmental Services 1,870,593 0 0 0 0 0 0 N/A N/A Interfund Payments 96,494 30,000 30,000 30,000 29,998 0 0 -100.0% N/A i Transfer Out 0 2,000,000 2,000,000 1,000,000 248,604 0 0 -100.0% N/A Total 2,289,692 2,030,000 2,030,000 1,030,000 278,604 0 0 -100.0° N/A Staffing Levels(Full-Time Equivalent Employees-FTE)-Library 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 r Intermittent FTE 0.91 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay&Ben $ 37,815 $ $ - $ $ - $ - $ N/A N/A rs ow r� Budget by Department-Community Services 3-67 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 for Renton citizens. 2011/2012 Accomplishments Representative Government • Coordination of multi-agency Renton's National Day of Service. • Introduced individual park volunteer program (IPV) • Implemented Special Event permitting process • Introduced"Celebration Trailer"to support City activities. • Conducted training for boards and commissions; implemented volunteer survey • Planned and produced annual City Volunteer Recognition Banquet. • Assisted in formation of new Renton Sister Cities Association. • Assisted with updated City of Renton Comprehensive Emergency Management Plan. Livable Community • Directed Tenth Annual 4 1 of July at Gene Coulon Memorial Beach Park • Directed 27`h Annual Renton River Days Community Festival • Neighborhood Program transitioned to Community Services Department • Expanded the Neighborhood Grant program to include a Mini-Grants 2013/2014 Goals- ' Representative Government • Work with City Departments to develop volunteer solutions which meet service needs. • Support community volunteer efforts with coordination of resources and facilitation of information. • Coordinate Special Events permitting process;enhance use of website;and internal/external communication • Administer"Celebration Trailer"and "Tools on Wheels" programs. • Assist Renton Sister Cities Association with organizational structure and programming ideas. , • Facilitate department responsibilities associated with Emergency Management objectives Livable Community ' • Complete National Incident Management System (NIMS)-compliant Renton River Days Event Action Plan. • Be responsive to event activities which reflects public interest,and supports economic opportunities;continue outreach which encourages participation of diverse populations. • Serve as resource to City departments for communicating with neighborhoods on emerging issues. • Provide tools, programs,and information which strengthen leadership within the neighborhoods. • Increase the number of households served by recognized neighborhood associations. • Support the Community Planning Initiative. • Transition the Farmers Market program into Community Services Department. • Increase sponsorship and community donations to the Renton Farmers Market. Budget by Department-Community Services 3-68 Expenditure Budget by Category-Neighborhoods,Resources,and Events 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 176,483 295,646 348,977 304,043 370,228 435,319 436,268 43.2% 0.2% Part-Time Salaries 24,664 49,173 12,554 49,173 12,762 20,273 20,273 -58.8% 0.0% Personnel Benefits 59,727 106,165 101,384 116,811 108,023 128,554 138,555 10.1% 7.8% Supplies 14,010 26,050 20,480 26,150 13,303 24,200 24,050 -7.5% -0.6% .� Other Services and Charges 84,761 212,346 155,026 215,521 159,288 180,021 179,621 -16.5% -0.2% Intergovernmental Services 44 0 32 0 6 50 50 100.0% 0.0% Interfund Payments 0 37,080 37,080 38,064 38,064 96,550 96,581 153.7% 0.0% Total 359,690 726,459 675,534 749,762 701,673 884,968 895,398 18.0% 1.2% Staffing Levels(Full-Time Equivalent Employees-FTE)-Neighborhoods,Resources,and Events 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 2.25 4.00 4.75 4.00 4.75 5.58 5.58 39.5% 0.0% rr Intermittent FTE 0.68 1.25 0.35 1.25 0.36 0.56 0.56 -55.5% 0.0% Temp/Intermit Pay&Ben $ 28,306 $ 52,078 $ 14,378 $ 52,078 $ 14,810 $ 23,178 $ 23,178 -55.5% 0.0% r r. r w Budget by Department-Community Services 3-69 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. 2011/2012 Accomplishments Livable Community • Hosted Smithsonian Institution Traveling Exhibit Service exhibit Journey Stories (Sept. 6 — Oct. 15, 2011), our second Smithsonian exhibit in three years. • Worked with consultants from The Collins Group to complete its Capital Campaign Preparedness Initiative and set short-term goals for a campaign. • Strengthened educational content on web site by making curricular materials for the 3rd and 4th grade Coast Salish t curriculum available to teachers and parents. • Undertook its first Renton Historical Society members' survey in preparation for making changes to membership levels and benefits. • Redesigned the Renton Museum and Historical Society Quarterly Newsletter, adding color and improving the general design. • Supported the Community Services Department's reaccreditation (CAPRA) process, resulting in a successful ' outcome. 2013/2014 Goals ' Livable Community • Complete the refurbishment of the Museum lobby, a recommendation of Capital Campaign Preparedness consultants. • Utilize the results of the members' survey to revise membership levels and benefits, and launch a membership drive concurrent with preliminary stages of a capital campaign. • Launch the quiet phase of capital campaign in support of capital improvements recommended in the Museum Master Plan. • Plan and implement a new local history classroom curriculum appropriate for middle school students. • Organize an exhibit showcasing the City of Renton's art collection, in collaboration with the Renton Municipal Arts t Commission. • Enhance the Museum's visibility by creating a new brand and identity consistent with the Museum Master Plan. r Budget by Department-Community Services 3-70 "W Expenditure Budget by Category-Museum 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 i, Regular Salaries 74,407 73,402 77,081 75,643 79,418 79,512 79,512 5.1% 0.0% Part-Time Salaries 9,070 10,821 8,995 10,821 9,019 10,821 10,821 0.0% 0.0% Personnel Benefits 18,177 18,962 19,322 21,471 20,883 21,577 23,132 0.5% 7.2% Interfund Payments 89,436 105,222 105,222 107,567 107,567 97,993 97,816 -8.9% -0.2% Total 191,090 208,407 210,620 215,502 216,887 209,903 211,281 -2.6% 0.7% r Staffing Levels(Full-Time Equivalent Employees-FTE)-Museum 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized 0rig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% fAw Intermittent FTE 0.26 0.30 0.25 0.30 0.26 0.30 0.30 0.0% 0.0% Temp/Intermit Pay&Ben $ 10,643 $ 12,409 $ 10,585 $ 12,409 $ 10,672 $ 12,409 $ 12,409 0.0% 0.0% r. it �r M err s Budget by Department-Community Services 3-71 Community Services Position Listing(1 of 3) 2010 2011 2011 2012 2012 2013 2014 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 A25 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 HVAC Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Custodial Services Supervisor 1.00 1.00 1.00 1.00 1.00 2.00 2.00 ' A13 Facilities Technician 1 3.50 3.50 3.50 3.50 3.50 3.50 3.50 All Lead Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 0.00 1.00 1.00 A07 Maintenance Custodian 6.00 6.00 6.00 6.00 6.00 5.00 5.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 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 24.50 24.50 24.50 24.50 24.50 23.50 23.50 Leased City Properties A13 Facilities Technician 1 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A01 Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Leased City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 Total Facilities Division 26.00 26.00 26.00 26.00 26.00 25.00 25.0011, ' Parks and Golf Course Division Parks M38 Parks Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M38 Parks and Golf Course Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 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 III 12.00 12.00 12.00 12.00 12.00 11.00 11.00 A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 0.00 1.00 1.00 A08 Park Maintenance Worker 11 5.00 5.00 5.00 5.00 5.00 6.00 6.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Parks 23.50 23.50 23.50 23.50 23.50 23.50 23.50 Golf Course Golf Course Administration M38 Parks and Golf Course Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A09 Golf Course Operations Assistant 0.00 0.00 0.00 0.00 0.00 1.00 1.00 A08 Golf Course Operations Specialist 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A07 Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 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 Worker III 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 lip Budget by Department-Community Services 3-72 r Community Services Position Listing(2 of 3) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Pro-Shop/Driving Range r 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 +M Total Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Total Parks and Golf Course Division 33.00 33.00 33.00 33.00 33.00 33.00 33.00 Parks Planning and Natural Resources Division M38 Parks Planning&Natural Resources Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Urban Forestry and Natural Resources Mgr 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A25 Capital Project Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Parks Planning and Natural Resources Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Recreation Division Recreation Services M38 Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Recreation Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M23 Recreation Supervisor 2.00 1.00 1.00 1.00 1.00 1.00 1.00 r A18 Recreation Program Coordinator 4.00 4.00 4.00 4.00 4.00 3.50 3.50 A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 0.00 0.34 0.34 A07 SecretaryII 0.25 0.50 0.50 0.50 0.50 0.00 0.00 Total Recreation Services 8.25 7.50 7.50 7.50 7.50 6.84 6.84 r Community Center,Carco Theatre&Aquatics M23 Recreation Supervisor 0.80 0.80 0.80 0.80 0.80 1.00 1.00 A18 Recreation Program Coordinator 3.00 3.00 3.00 3.00 3.00 1.75 1.50 A09 Recreation Systems Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Community Center 7.80 7.80 7.80 7.80 7.80 6.75 6.50 Renton Senior Activity Center M38 Recreation Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M23 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation Program Coordinator 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 Total Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Recreation Division 19.05 18.30 18.30 18.30 18.30 16.59 16.34 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 A25 Neighborhood Coordinator 0.00 1.00 1.00 1.00 1.00 1.00 1.00 nrr A18 Recreation Program Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 1.00 A16 Neighborhood Program Assistant 0.00 0.50 0.50 0.50 0.50 0.50 0.50 N16 Farmers Market Coordinator(LT) 0.00 0.00 0.75 0.00 0.75 0.75 0.75 A09 Administrative Secretary1 0.00 0.00 0.00 0.00 0.00 0.33 0.33 r� A07 Secretary 11 0.25 0.50 0.50 0.50 0.50 0.00 0.00 Total Neighborhoods,Resources&Events Division 2.25 4.00 4.75 4.00 4.75 5.58 5.58 tw M no Budget by Department-Community Services 3-73 Community Services Position Listing(3 of 3) 1 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 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 1.00 1.00 1.00 1.00 1.00 0.38 0.38 , A20 Human Services Coordinator 0.00 0.00 0.00 0.00 0.00 0.50 0.50 A09 Administrative Secretary 1 0.00 0.00 0.00 0.00 0.00 0.33 0.33 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A13 Facilities Technician 1 0.00 0.00 0.00 0.00 0.00 0.38 0.38 ' A18 CDBG Specialist 0.44 0.44 0.44 0.44 0.44 0.00 0.00 Total Human Services 3.44 3.44 3.44 3.44 3.44 2.59 2.59 Community Development Block Grants(CDBG) A20 Housing Repair Coordinator 0.00 0.00 0.00 0.00 0.00 0.62 0.62 1 A20 Human Services Coordinator 0.00 0.00 0.00 0.00 0.00 0.50 0.50 A18 CDBG Specialist 0.56 0.56 0.56 0.56 0.56 0.00 0.00 A13 Facilities Technician 1 1.00 0.00 1.00 0.00 1.00 0.62 0.62 , A08 Housing Repair Technician 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total CDBG 2.56 1.56 2.56 1.56 2.56 1.74 1.74 Total Human Services Division 6.00 5.00 6.00 5.00 6.00 4.33 4.33 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 92.30 92.30 94.05 92.30 94.05 90.50 90.25 Total Community Services Department 92.30 92.30 94.05 92.30 94.05 90.50 90.25 1 1 i 1 1 i 1 1 1 Budget by Department-Community Services 3-74 .. Fire & Emergency Services Fire Chief Mark Peterson 155 FTEs Administrative Support 1 FTE I Response Operations Safety&Support Services Community Risk Deputy Chief Emergency Management Reduction Assistant Fire p y Deputy Chief Deborah Needham Marshal Bill Flora 3 FTEs Erik Wallgren 131 FTEs 44 10 FTEs David Pargas 9 FTEs o. IAdmininstrative I Administrative e VAdministrativeministrativ e Administrative pstorrtat ive Support Support Support S Emergency ncident Incident Chaplains ManagementSupport Services Hazard MitigationResponse Management olunteers Staff Fire Station Inspections/ Staffing and Fire Suppression Health and Safety) Investigations Management Pre-Incident Emergency Training and Plan Review Survey Medical Development __]',� Logistics .. Post-Incident rHazmat Anal sis Technical Rescue (Equipment, y Facilities, Mitigation Apparatus) Hazardous Materials Planning Irr r Budget by Department-Fire and Emergency Services 3-75 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% CIP Budget Summary 519,996 529,056 529,056 536,926 936,926 250,000 250,000 -53.4% 0.0% Position Summary 152.00 152.00 161.00 152.00 161.00 156.00 155.00 2.6% -0.6% List of Fire&Emergency Services Renton Results Decision Packages: �r 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100009.0022 F&ES Health&Wellness Fund - 25,000 25,000 - 25,000 25,000 100009.0023 EMS and Fire/Rescue Svcs for COR 84.00 11,969,869 912,500 84.00 12,270,175 1,262,500 100009.0024 Administrative Services for F&ES 9.00 3,034,378 - 9.00 3,057,808 - 100009.0025 Community Risk Reduction 8.00 1,010,362 213,305 8.00 1,034,402 213,305 100009.0026 Safety&Support Services 8.00 1,780,014 - 8.00 1,801,648 - 100009.0027 EMS and Fire/Rescue Svs for KCFD#25 16.00 2,050,756 1,200,000 15.00 1,989,578 1,200,000 100009.0028 EMS and Fire/Rescue Svs for KCFD#40 29.00 3,849,193 4,374,526 29.00 3,932,585 4,374,526 100009.0029 Emergency Management for the COR 2.00 323,570 35,000 2.00 331,623 35,000 r 760009.0001 Fire Impact Mitigation Fund - 250,000 25,000 - 250,000 50,000 900005.0005 General Governmental Fund Revenues - - 1,726 - - 1,726 Total 156.00 $ 24,293,143 $ 6,787,057 155.00 $ 24,692,820 $ 7,162,057 r ■r r Budget by Department-Fire and Emergency Services 3-76 Fire&Emergency Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Timely responsiveness and "Projection of effort"when the Average response time(in minutes)to either 5:10 <4.40 community cannot help itself a fire or medical emergency. Recovery and restoration of After an actual emergency or exercise,the Safety and community after a disaster percentage of improvement plan targets that 100% 75% ,. Health are completed on schedule. Encourage the community to All plans reviewed and construction permits data not •� comply with local,state and issued within 15 days if they are compliant available at 100% federal laws with the International Fire Code. this time Highlight of Budget Changes: • Reduction of 6 Firefighter positions for both 2013&2014. • Increased the Valley Communications line item by$40,000 to get line item balanced • Fire& Emergency Services will be collecting a new BLS Transport fee to aid revenues i i i Budget by Department-Fire and Emergency Services 3-77 Expenditure Budget by Division-Fire&Emergency Services ■r 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Response Operations 15,586,029 15,717,590 16,437,951 16,557,487 17,923,770 17,735,586 18,058,884 7.1% 1.8% Safety&Support Services 4,644,636 5,018,318 4,528,630 5,124,794 4,808,309 4,897,690 4,941,063 -4.4% 0.9% Community Risk Reduction 1,009,074 1,014,306 1,204,951 1,062,027 1,106,856 1,086,296 1,111,250 2.3% 2.3% Emergency Management 315,053 295,702 340,066 310,836 334,379 323,570 331,623 4.1% 2.5% Operating Total 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% w CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 -53.4% 0.0% Total 22,074,787 22,574,972 23,040,653 23,592,070 25,110,241 24,293,143 24,692,820 3.0% 1.6% Expenditure Budget by Category-Fire&Emergency Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 10 Regular Salaries 13,305,275 13,953,904 13,972,333 14,348,915 14,729,941 14,722,063 14,743,378 2.6% 0.1% Overtime 861,740 758,467 1,058,257 758,467 1,060,183 742,900 743,000 -2.1% 0.0% Personnel Benefits 3,914,180 3,995,634 4,118,431 4,299,584 4,365,436 4,448,419 4,774,594 3.5% 7.3% Supplies 515,497 247,882 445,188 246,732 803,516 272,680 272,380 10.5% -0.1% Other Services and Charges 305,387 397,878 332,012 398,928 265,665 366,524 366,624 -8.1% 0.0% Intergovernmental Services 318,976 283,049 316,065 283,049 368,664 323,049 323,049 14.1% 0.0% Capital Outlay 33,994 231,859 24,810 231,859 6,625 206,210 206,210 -11.1% 0.0% Interfund Payments 2,299,743 2,177,243 2,179,988 2,487,610 2,558,421 2,961,298 3,013,585 19.0% 1.8% Transfer Out 0 0 64,514 0 14,864 0 0 N/A N/A Operating Total 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 -53.4% 0.0% Total 22,074,787 22,574,972 23,040,653 23,592,070 25,110,241 24,293,143 24,692,820 3.0% 1.6% Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Response Operations 125.00 126.00 135.00 126.00 135.00 130.00 129.00 3.2% -0.8% Safety&Support Services 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Community Risk Reduction 13.00 12.00 12.00 12.00 10.00 10.00 10.00 -16.7% 0.0% Emergency Management 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0% 0.0% Total FTE 152.00 152.00 161.00 152.00 161.00 156.00 155.00 2.6% -0.6% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Salaries and Ben( $ 60 $ - $ 38 $ - $ 80 $ - $ - N/A N/A alr i 1 Budget by Department-Fire and Emergency Services 3-78 Response Operations Mission Statement To provide efficient and effective response to escalating emergencies. 2011/2012 Accomplishments • Reached 100%National Incident Management System (NIMS)compliance on working incidents within our jurisdiction. • Evaluated and modified response districts to continue improvement on response times. • Partnered with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. .. 2013/2014 Goals • Maintain 100%NIMS compliance on working incidents within our jurisdiction. • Continue to evaluate and implement methods to ensure the most efficient response times and unit reliability. rr • Collect data and create reports that clearly illustrate the value added by response operation actions. • Maintain active response operations level participation in schools and other public settings. Expenditure Budget by Category-Response Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 10,818,150 11,228,636 11,505,186 11,552,050 12,160,052 12,094,621 12,109,055 4.7% 0.1% Overtime 809,919 674,623 1,014,317 674,623 1,013,362 684,060 684,060 1.4% 0.0% Personnel Benefits 3,184,890 3,217,484 3,373,464 3,447,431 3,564,706 3,638,714 3,896,992 5.5% 7.1% Supplies 219,594 80,000 218,148 80,000 535,854 78,000 78,000 -2.5% 0.0% i Other Services and Charges 25,316 32,100 27,698 31,050 16,629 31,050 31,050 0.0% 0.0% Capital Outlay 4,709 204,709 19,101 204,709 6,625 204,710 204,710 0.0% 0.0% Interfund Payments 523,450 280,038 280,038 567,624 626,543 1,004,431 1,055,017 77.0% 5.0% Total 15,586,029 15,717,590 16,437,951 16,557,487 17,923,770 17,735,586 18,058,884 7.1% 1.8% Staffing Levels(Full-Time Equivalent Employees-FTE)-Response Operations Division W 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 124.00 125.00 134.00 125.00 134.00 129.00 128.00 3.2% -0.8% Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 125.00 126.00 135.00 126.00 135.00 130.00 129.00 3.2% -0.8% r i Budget by Department-Fire and Emergency Services 3-79 Safety&Support Services Mission Statement To foster a culture of safety and support for our members. 2011/2012 Accomplishments • Organized the Logistics Division with reduction of staff to efficiently and effectively utilize Response Operations personnel for ongoing programs while maintaining budgetary control of said programs. • Utilized and further developed an asset management system to track inventory and budgeted items with the assistance of a new records management system. • Updated Standard Operating Procedures and completed a Desk Manual for the Logistics Division. • Ensured that all personnel received required and documented training that met state and national standards and certifications. • Maximized efficiency through coordination of job performance requirements to include matching training needs with the resources available internally and regionally. • Evaluated RF&ES' insurance rating to determine if our department is in line with the criteria set forth by the Washington Survey and Rating Bureau. • Continued the federal self-assessment process which includes a strategic and master planning process,community risk assessment/mitigation and standards of cover documentation. • Partnered with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. • Continued to develop a 5—10 year strategic plan for response operations to include a predictive model for future incident call volume. 2013/2014 Goals • Prepare a plan to address capital replacement items assigned to the Logistics Division that is rapidly approaching the end of their service life. (Example;hose, ladders and personal protective equipment). • Continue to use the asset management system to aide in tracking and budgeting of equipment and supplies. • Ensure that all personnel receive required and documented training that meets state and national standards and certifications. • Maximize efficiency through coordination of job performance requirements to include matching training needs with the resources available internally and regionally. • Continue to evaluate RF&ES'insurance rating to determine if our department is in line with the criteria set forth by the Washington Survey and Rating Bureau and maintain or improve that rating. • Continue the self-assessment process which includes a strategic and master planning process, community risk assessment/mitigation and standards of cover documentation. • Continue to partner with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. rr rr �w we Budget by Department-Fire and Emergency Services 3-80 r Expenditure Budget by Category-Safety&Support Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 .. Regular Salaries 1,618,070 1,870,996 1,499,833 1,915,122 1,653,927 1,707,165 1,711,488 -10.9% 0.3% Overtime 21,014 45,208 7,823 45,208 5,750 12,000 12,000 -73.5% 0.0% Personnel Benefits 419,755 472,516 402,773 511,341 458,718 471,536 509,584 -7.8% 8.1% Supplies 252,576 153,882 184,169 152,732 210,447 181,180 180,880 18.6% -0.2% Other Services and Charges 227,825 290,350 231,302 292,450 190,009 267,750 267,950 -8.4% 0.1% Intergovernmental Services 318,976 283,049 316,065 283,049 368,664 323,049 323,049 14.1% 0.0% Capital Outlay 29,286 25,650 5,709 25,650 0 0 0 -100.0% N/A Interfund Payments 1,757,135 1,876,667 1,879,412 1,899,242 1,907,905 1,935,010 1,936,112 1.9% 0.1% Transfer Out 0 0 1,544 0 12,889 0 0 N/A N/A Operating Total 4,644,636 5,018,318 4,528,630 5,124,794 4,808,309 4,897,690 4,941,063 -4.4% 0.9% CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 -53.4% 0.0% Total 5,164,632 5,547,374 5,057,686 5,661,720 5,745,235 5,147,690 5,191,063 -9.1% 0.8% Staffing Levels(Full-Time Equivalent Employees-FTE)-Safety&Support Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 10.00 10.00 10.00 10.00 10.00 10.00 10.00 0.0% 0.0% �r Non-Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Salaries and Ben( $ 60 $ $ 38 $ - $ 80 $ - $ - N/A N/A +rr ar Budget by Department-Fire and Emergency Services 3-81 Community Risk Reduction , Mission Statement Maintain a safe and livable city by reducing fire and life safety risks through the implementation of tools and processes that create greater efficiency and production in the inspection process. 2011/2012 Accomplishments W • Drafted and updated the Fire Inspection Field Manual. • Drafted and implemented a self-inspection process and revised inspection matrix,prioritizing the inspection workload directed toward high risk occupancies. me • Developed disaster preparedness flyers and distributed during businesses inspections. 2013/2014 Goals �l • Become trained and proficient in the new city and department records management programs to ensure efficient and effective use of the programs. • Identify and inspect businesses in the City of Renton that require Hazardous Materials permits. Expenditure Budget by Category-Community Risk Reduction Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 695,392 678,649 783,062 698,987 723,981 727,254 728,843 4.0% 0.2% Overtime 27,354 37,636 29,383 37,636 36,007 39,000 39,000 3.6% 0.0% Personnel Benefits 246,405 241,555 279,467 268,732 268,161 263,621 286,387 -1.9% 8.6% r Supplies 8,174 11,000 8,035 11,000 9,840 10,500 10,500 -4.5% 0.0% Other Services and Charges 12,592 23,428 21,495 23,428 42,918 22,564 22,564 -3.7% 0. %, Capital Outlay 0 1,500 0 1,500 0 1,500 1,500 0.0% 0.0% 10 Interfund Payments 19,157 20,538 20,538 20,744 23,973 21,857 22,456 5.4% 2.7% Transfer Out 0 0 62,970 0 1,976 0 0 N/A N/A Total 1,009,074 1,014,306 1,204,951 1,062,027 1,106,856 1,086,296 1,111,250 2.3% 2.3% Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Risk Reduction 2010 2011 2011 2012 2012 2013 2014 Change Change err Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Non-Commissioned 11.00 11.00 11.00 11.00 9.00 9.00 9.00 -18.2% 0.0% Total FTE 13.00 12.00 12.00 12.00 10.00 10.00 10.00 -16.7% 0.0% Budget by Department-Fire and Emergency Services 3-82 Emergency Management Mission Statement To work with residents and other agencies to bring about the reduction of risks to our community. 2011/2012 Accomplishments • Awarded Emergency Management Performance Grant which generated new revenue and collected substantial reimbursements for disaster expenditures. • Carried out disaster preparedness outreach to Community Liaisons representing Renton's diverse ethnic communities. • Conducted an assessment of future emergency planning needs for vulnerable individuals with functional and access needs. r Established a community forum to solicit and incorporate community input into department and emergency planning. Facilitated staff and volunteer involvement in multiple training classes related to Community Emergency Response Teams(CERT), Emergency Operations Center Mass Care and Sheltering,Amateur Radio Resource Management, , and Post-Seismic Building Assessment disaster assignments. • Completed a pilot Teen CERT program through a local high school. • Continued to operate the Renton Emergency Preparedness Academy for training residents and businesses in appropriate emergency/disaster actions • Conducted two exercises to test effectiveness of emergency plans and selected disaster assignment trainings. 2013/2014 Goals • Complete a Debris Management Plan. • Revise the damage assessment process for the city. • Develop refresher training for Emergency Operations Center assignments. rr Expenditure Budget by Category-Emergency Management 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 173,663 175,623 184,252 182,756 191,981 193,023 193,992 5.6% 0.5% Overtime 3,453 1,000 6,734 1,000 5,063 7,840 7,940 684.0% 1.3% Personnel Benefits 63,130 64,079 62,727 72,080 73,851 74,547 81,631 3.4% 9.5% Supplies 35,153 3,000 34,836 3,000 47,375 3,000 3,000 0.0% 0.0% Other Services and Charges 39,654 52,000 51,517 52,000 16,109 45,160 45,060 -13.2% -0.2% Total 315,053 295,702 340,066 310,836 334,379 323,570 331,623 4.1% 2.5°x6 Staffing Levels(Full-Time Equivalent Employees-FTE)-Emergency Management 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Non-Commissioned 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0% 0.0% Total FTE 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0.6 0.0% +ir r s Budget by Department-Fire and Emergency Services 3-83 Fire&Emergency Services Department Position Listing 2010 2011 2011 2012 2012 2013 2014 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 6.00 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 16.00 15.00 15.00 15.00 15.00 15.00 15.00 F70 Firefighter 95.00 97.00 106.00 97.00 106.00 101.00 100.00 Total Commissioned Members 124.00 125.00 134.00 125.00 134.00 129.00 128.00 A09 Administrative Secretary 1 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 125.00 126.00 135.00 126.00 135.00 130.00 129.00 Safety&Support Services M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Deputy Chief(Safety and Support Services) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F72 Captain 2.00 3.00 3.00 3.00 3.00 3.00 3.00 F71 Lieutenant 4.00 5.00 5.00 5.00 5.00 5.00 5.00 F70 Firefighter 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Commissioned Members 10.00 10.00 10.00 10.00 10.00 10.00 10.00 N14 Administrative Assistant 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 A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 100 A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 100 Total Non-Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Safety&Support Services Section 14.00 14.00 14.00 14.00 14.00 14.00 14.00 Community Risk Reduction F72 Captain 1.00 0.00 0.00 0.00 0.00 0.00 0.00 F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 100 Total Commissioned Members 2.00 1.00 1.00 1.00 1.00 1.00 1.00 M38 Emergency Management Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00 100 A24 Lead Fire Inspector 1.00 1.00 1.00 1.00 1.00 1.00 100 A23 Fire Plans Examiner/Fire Inspector III 1.00 1.00 1.00 1.00 1.00 1.00 100 A21 Emergency Management Coordinator 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A21 Fire Inspector III 2.00 3.00 3.00 3.00 3.00 3.00 3.00 A19 Fire Inspector II 1.00 1.00 1.00 1.00 1.00 1.00 100 A17 Fire Inspector 1 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A09 Administrative Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 100 A03 Office Assistant 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 11.00 11.00 11.00 11.00 9.00 9.00 9.00 Total Community and Risk Reduction Section 13.00 12.00 12.00 12.00 10.00 10.00 10.00 Emergency Management M38 Emergency Management Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A21 Emergency Management Coordinator 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Total Non-Commissioned 0.00 0.00 0.00 0.00 2.00 2.00 2.00 Total Emergency Management Section 0.00 0.00 0.00 0.00 2.00 2.00 2.00 Total Commissioned Members 136.00 136.00 145.00 136.00 145.00 140.00 139.00 Total Non-Commissioned Members 16.00 16.00 16.00 16.00 16.00 16.00 16.00 Total Fire&Emergency Services Department 152.00 152.00 161.00 152.00 161.00 156.00 155.00 Budget by Department-Fire and Emergency Services 3-84 Human Resources and Risk Management ADMINISTRATOR Nancy Carlson 9 FTEs Administrative Support Employee Training and 2 FTE Development HUMAN RESOURCES BENEFITS RISK MANAGEMENT Cathryn Laird Maria Boggs Gary Lamb 2.5 FTEs 1.5 FTEs 2 FTEs Recruitment and Selection Personnel Benefits Property and Liability Insurance Classification and Retiree Benefits Workers'Compensation Compensation Investigations and Workplace Health and Compliance Wellness Program Safety Employee/Labor Relations FMLA ADA Facilities Compliance' Unemployment i Budget by Department-Human Resources and Risk Management 3-85 Human Resources and Risk Management Mission Statement The Human Resources and Risk Management (HR&RM) 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 -8.1% 7.3% Position Summary 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% List of HR&RM Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 600014.0026 HR/RM Administration 5.00 968,935 5.00 988,962 600014.0027 Risk Management 2.25 3,060,354 3,663,764 2.25 3,100,376 3,694,062 600014.0028 Benefits 1.75 12,640,169 10,967,947 1.75 13,795,876 13,337,385 900005.0006 Non-GG Fund Revenues - - 147,101 - - 147,484 Total 9.00 $ 16,669,458 $ 14,778,812 9.00 $ 17,885,214 $ 17,178,931 HR&RM Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Highly qualified, healthy, Percent of targeted employees who well trained,and productive attend trainings offered by Human 52% 90% wo rkfo rce Re s o rces. Recruitment process is rated as "good Functional work environment orexcellent" by New Hires and 100% 90% Internal Support Promoted employees. Healthcare costs continue to be less than national trends 9% 55% Safeguard public interests and assets Limit Workers' Compensation increase as compared to average of priorfive 4510% 510% yea rs. Highlight of Budget Changes: • Personnel Benefits deceased in 2013 by$1.6 million due to changes in funding negotiated with unions. • Supplies increased in 2013 by$10k due to reallocated Wellness funds to identify supply costs. Budget by Department-Human Resources and Risk Management 3-86 rr Expenditure Budget by Division-Human Resources and Risk Management 2010 2011 2011 2012 2012 2013 2014 Change Change Fund/Dept Actual Orig Bdgt Actual ONg Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Administration 861,221 948,554 888,252 955,833 937,412 971,207 991,234 1.6% 2.1% Benefits 10,606,912 13,106,428 11,050,921 14,259,312 12,178,144 12,640,183 13,795,890 -11.4% 9.1% Risk Management 3,181,738 3,293,564 3 126 440 2,930,079 4 664,123 3,058,068 3,098,090 4.4% 1.3% Total 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 -8.1% 7.3% Expenditure Budget by Category-Human Resources and Risk Management rs 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regula rSala ries 733,610 748,942 707,103 769,706 744,293 765,285 777,508 -0.6% 1.6% Part-Time Salaries 11,768 8,102 9,022 8,102 8,095 8,102 8,102 0.0% 0.0% Personnel Benefits 11,611,424 13,695,593 11,588,723 14,754,738 12,798,620 13,170,359 14,335,292 -10.7% 8.8% Supplies 14,590 23,828 27,299 23,828 16,646 34,284 34,284 43.9% 0.0% Othe r Se rvi ces and Charges 2,089,657 2304 524 2,439,878 2314 805 2,018,070 2,443,640 2,476,399 5.6% 1.3% Intergovernmental Services 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% DebtService 0 0 0 0 1,716,067 0 0 N/A N/A Interfund Payments 186,269 289,057 289,057 270,545 271,333 244,288 250,129 -9.7% 2.4% ,.. Transfer Out 0 275,000 1,978 0 204,000 0 0 N/A N/A Total 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 -8.1% 7.3% Staffing Levels by Division-Human Resources and Risk Management 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 s Administration 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0% Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0% Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0% Total FTE 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% Intermittent FTE 0.32 0.19 0.24 0.19 0.22 0.19 0.19 0.0% 0.0% Temp/Intermit Pay&Ben $ 13,165 $ 8,102 $ 10,129 $ 8,102 $ 9,007 $ 8,102 $ 8,102 0.0% 0.0% �r rr s Budget by Department-Human Resources and Risk Management 3-87 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. 2011/2012 Accomplishments • Implemented Hiring Manager and seasonal/temporary hiring modules in Neogov(online application process) • Entered into negotiations for five new union contracts for Police, Fire and AFSCME employees • Provided leadership for two Employee Appreciation events:Annual Picnic and "Popcorn Day" • Resolved 12 grievances filed by employee unions X11 • Completed 75 regular recruitments including four civil service assessment centers and hired 250 seasonal employees annually • Held six training sessions of"How to Coach Effectively"for managers and supervisors • Updated and streamlined seasonal/temporary class specifications 2013/2014 Goals • Implement new performance management system • Continue training and development for managers and supervisors • Complete employee survey in 2013 it • Continue to streamline employment processes and forms Expenditure Budget by Category-Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 , Regula r Sa I a ri es 456,019 404,000 366,462 416,421 407,383 412,056 415,059 -10% 0.7% Part-Time Salaries 11,768 8,102 9,022 8,102 8,095 8,102 8,102 00% 00% Personnel Benefits 132,107 110,425 123,612 124,506 143,680 148,588 162,463 19.3% 9.3% Supplies 12,276 19,828 15,293 19,828 11,828 19,828 19,828 00% 00% Othe r Se rvi ces and Charges 62,783 144,663 110,349 144,663 124,112 196,663 196,663 35.9% 0.0% Interfund Payments 186,269 261,537 261,537 242,313 242,313 185,970 189,119 -23.3% 17% Transfer Cut 0 0 1,978 0 0 0 0 N/A N/A Total 861,221 948,554 888,252 955,833 937,412 971,207 991,234 1.6% 21% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0% I nte rmitte nt FTE 0.32 0.19 0.24 0.19 0.22 0.19 0.19 00% 00% Temp/Intermit Pay&Ben $ 13,165 $ 8,102 $ 10,129 $ 8,102 $ 9,007 $ 8,102 $ 8,102 00% 00% Budget by Department-Human Resources and Risk Management 3-88 m 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. 2011/2012 Accomplishments ... • Move More Program participation rose to 40%in 2011 and 35%in 2012 • Implemented cost cutting strategy by changing premium sharing • Held successful annual Health Fairs for all employees,including screenings and flu shots • Conducted regular Brown Bag lunches pertaining to employee health and wellness 2013/2014 Goals • Educate employees on the impact of Healthcare Reform • Complete employee satisfaction survey, with employees rating HMA's claims processing and customer services as "good"or"excellent" a. • Healthcare costs continue to be less than national trend • Increase employees' participation in Wellness programs Expenditure Budget by Category-Benefits 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regula rSal aries 113,196 152,152 147,865 155,844 157,694 161,975 166,238 3.9% 2.6% Personnel Benefits 10,061,960 12,468,024 10,439,216 13,606,223 11,554,604 11,961,158 13,099,629 -12.1% 9.5% Supplies 0 0 7,169 0 4,492 7,500 7,500 100.0% 0.0% Other Services and Charges 429,202 455,232 426,598 465,513 430,570 447,732 458,013 -3.8% 2.3% Intergovernmental Services 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments 0 27,520 27,520 28,232 28,232 58,318 61,010 106.6% 4.6% Total 10,606,912 13,106,428 11,050,921 14,259,312 12,178,144 12,640,183 13,795,890 -11.4% 9.1% �r Staffing Levels(Full-Time Equivalent Employees-FTE)-Benefits 2010 2011 2011 2012 2012 2013 2014 Change Change �r Authorized Odg Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0% vre r ■e s Budget by Department-Human Resources and Risk Management 3-89 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. 2011/2012 Accomplishments • Closed out all citations relating to the Confined Space Program received from Labor&Industries in 2010 • Continued aggressive collections of funds owed to City from 3`d party damage to City property W • Filled Risk Manager position vacancy created from resignation of previous Risk Manager 2013/2014 Goals tr • Limit workers'compensation costs to less than 10%over the average of the prior five years • Review and update all safety and risk management-related policies and procedures • Complete internal contract and insurance reviews within five days of receipt W • Complete a safety inspection of each city-owned facility annually Expenditure Budget by Category-Risk Management Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 RegularSaIaries 164,395 192,791 192,776 197,441 179,217 191,254 196,211 -31% 26% Personnel Benefits 1,417,357 1,117,144 1,025,895 1,024,009 1,100,336 1,060,613 1,073,200 3.6% 12% Supplies 2,314 4,000 4,837 4,000 326 6,956 6,956 73.9% 0.0% Other Services and Charges 1,597,672 1,704,629 1,902,931 1,704,629 1,463,388 1,799,245 1,821,723 5.6% 1.2% Debt Service 0 0 0 0 1,716,067 0 0 N/A N/A Interfund Payments 0 0 0 0 788 0 0 N/A N/A Transfer Out 0 275,000 0 0 204,000 0 0 N/A N/A Total 3,181,738 3,293,564 3,126,440 2,930,079 4,664,123 3,058,068 3,098,090 4.4% 13% Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division j 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0% Budget by Department-Human Resources and Risk Management 3-90 w Human Resources and Risk Management Position Listing 2010 2011 2011 2012 2012 2013 2014 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 M22 Senior Human Resources Analyst 0.00 0.00 1.50 0.00 1.50 1.50 1.50 M20 Human Resources Analyst 3.00 2.50 0.00 2.50 0.00 0.00 0.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N13 Risk Management Technician 0.50 0.00 0.00 0.00 0.00 0.00 0.00 .� Nll Human Resources Assistant 0.00 0.00 1.00 0.00 1.00 1.00 1.00 Total Administration/Civil Service Commission 6.00 5.00 5.00 5.00 5.00 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 M27 Benefits Program Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M22 Senior Employee Benefits Analyst 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M22 Senior Human Resources Analyst 0.00 0.00 0.50 0.00 0.50 0.50 0.50 M20 Human Resources Analyst 0.00 0.50 0.00 0.50 0.00 0.00 0.00 loll, Total Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 Risk Management M49 Human 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 N13 Risk Management Technician 0.50 1.00 1.00 1.00 1.00 1.00 1.00 +� Total Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 Total Human Resources and Risk Management 9.00 9.00 9.00 9.00 9.00 9.00 9.00 �r >r No ww Budget by Department-Human Resources and Risk Management 3-91 • This page is intentionally left blank .r • • ar • r • • r rr► .r Budget by Department-Human Resources and Risk Management 3-92 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. rr. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% r List of Other City Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100008.0060 Auxiliary Services-Jail 1,833,718 - 1,833,307 - 160020.0001 City Wide Security System Upgrades - - 90,000 - 60,000 360020.0001 Accessible Playground 750,000 - - 360020.0006 Henry Moses Aquatic Center - 120,000 60,000 360020.0009 Parks General Major Maintenance 300,000 - 190,000 360020.0010 Sports Court Repairs 40,000 20,000 360020.0011 Tree Maintenance - 15,000 100,000 360020.0012 Pathway,Side,Patio&Boardwalk 75,000 - 75,000 360020.0013 Capital Project Coordinator - 74,000 75,000 360020.0014 Regis Park Athletic Field Expansion - - 300,000 360020.0016 Parking Lots and Drive Repairs - 50,000 - 50,000 360020.0020 Sunset EIS Park - - - 100,000 360020.0023 Coulon Park Repairs&Maintenance - - 431,000 330,000 360020.0024 Riverview Park Bridge Reconstruction - - 250,000 - 560020.0001 Irrigation Automation and Conserv - - 30,000 15,000 600004.0041 General Government Debt - 6,167,715 290,530 6,154,716 302,937 600005.0021 Other City Svc-Employee Separation Pay - (445,091) - 850,016 - 600005.0022 LEOFF 1 Medical Obligation - 1,705,684 1,705,684 nM 600005.0023 Association Dues and Contracted Services - 480,757 - 481,144 - 660020.0004 Community Services Mtn Shops Rehab - - 100,000 - - 700005.0006 Indirect Cost Transfer Multi Depts - - 897,559 - 972,058 900005.0005 General Governmental Fund Revenues - - 61,468,099 63,784,359 Total $ 9,742,783 $ 64,981,188 - $ 11,024,867 $ 66,434,354 Highlight of Budget Changes: • Personnel Benefits decreased in 2013 by$1.5 million and increased in 2014 by$1.3 million due to 2013 reductions in city-wide benefits contributions for current and retired employees. • Supplies decreased by$25k due to removing one-time expenses for 2012. • Debt service increased by$3.6 million due to the addition of principal and interest payments for SCORE debt and 2011 Library bonds. Um r Budget by Department-Other City Services 3-93 Expenditure Budget by Division-Other City Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Other City Services 4,834,296 3,120,946 4,930,383 3,146,248 4,637,555 1,741,350 3,036,844 -44.7% 74.4% Ltd Tax General Obligation Bond 11,399,924 4,715,035 15,110,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6% -0.2% Total 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% • Expenditure Budget by Category-Other City Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 387,919 280,500 510,325 280,500 296,367 374,257 369,364 33.4% -1.3% Personnel Benefits 1,696,558 2,361,336 3,028,722 2,361,336 2,237,499 886,336 2,186,336 -62.5% 146.7% Supplies 0 0 0 25,000 0 0 0 -100.0% N/A Other Services and Charges 217,531 254,720 285,459 254,720 135,408 254,720 254,720 0.0% 0.0% Intergovernmental Services 73,226 202,000 220,420 202,000 224,813 202,000 202,000 0.0% 0.0% Debt Service 13,195,584 4,715,035 15,810,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6% -0.2% Interfund Payments 584,063 22,390 22,390 22,692 27,401 24,037 24,424 5.9% 1.6% Transfer Out 79,340 0 163,067 0 1,716,067 0 0 N/A N/A Total 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% a� 1w r 1w r Budget by Department-Other City Services 3-94 Police Police Chief Kevin Milosevich 148.40 FTEs [Admiiiitive SuChaplains/ Volunteers 1 Field Operations Bureau Support Operations Bureau 80 FTEs 66.4 FTEs Patrol Patrol Patrol Services Operations Operations Special Administrative Investigations Staff Services North Sector South Sector Operations Services L,-lice 0 Animal Control Patrol Officers Po Crime Analyst Detectives Training L Records f � Parking Directed School Resource Enforcement Enforcement Evidence Officers Team Program Special Domestic Community Traffic Unit Enforcement Violence Team Advocate Programs Narcotics [Electronic Home Detectives Detention Budget by Department-Police 3-9s .r Police Mission Statement s 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. sr Description The department assumes a leadership role in the community in addressing crime and safety-related concerns. This role all involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in our community. ■r 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 -0.8% 3.8% Position Summary 167.40 151.40 151.40 151.40 151.40 150.90 148.40 -0.3% -1.7% List of Police Renton Results Decision Packages: al 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100008.0060 Auxiliary Services-Jail - 3,750,000 4,500,000 - 100008.0061 COPS Hiring Recovery Program 1.50 160,348 - - - 100008.0062 Patrol Operations 64.00 8,982,138 64.00 9,191,931 - 100008.0064 Staff Services 14.40 1,403,208 14.40 1,450,477 - 100008.0065Inv estigations 20.00 2,639,554 20.00 2,696,607 1W 100008.0066 Patrol Services 14.00 2,503,671 14.00 2,538,020 - 100008.0067 Special Operations 22.00 3,115,313 180,693 22.00 3,177,244 180,693 100008.0068 Police Administration 4.00 4,513,858 - 4.00 4,552,469 - a! 100008.0069 Administrative Services 7.00 1,175,638 - 7.00 1,221,886 - 100008.0070 Electronic Home Detention Program 2.00 339,971 135,000 2.00 347,810 135,000 100008.0073 Police Officer/LT Deputy City Clerk 1.00 - - 1.00 - - r 900005.0005 General Governmental Fund Revenues - - 2,031,679 - - 2,036,233 Total 149.90 $ 28,583,698 $ 2,347,372 148.40 $ 29,676,444 $ 2,351,926 Police Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Average response time(in minutes)to 3.4 <3.5 Priority I calls. Average response time(in minutes)to Timely responsiveness and 7 <8 Safety and Priority II calls. "Projection of effort"when the Health Average response time(in minutes)to community cannot help itself 10 <12 Priority III calls. Average response time(in minutes)to 21 <21 Priority IV calls. ar Budget by Department-Police 3-96 MW +m Highlight of Budget Changes: • 2013 will reflect the reduction of SRO officer positions from 3 to 1.5 as the cities obligation for the COPS grant ends 5/31/2013. • 2014 reflects the reduction of the 3 SRO officers. Expenditure Budget by Division-Police 2010 2011 2011 2012 2012 2013 2014 Change Change r Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Administration 8,100,972 11,655,358 10,896,569 9,388,584 8,273,500 8,355,334 9,141,381 -11.0% 9.4% Patrol Operations 8,779,301 9,160,552 9,136,259 9,333,563 8,954,562 9,103,674 9,227,031 -2.5% 1.4% :. Special Operations 2,429,607 2,333,805 2,721,020 2,402,432 3,042,817 2,742,712 2,792,260 14.2% 1.8% Patrol Services 2,241,326 2,233,713 2,281,921 2,266,932 2,197,396 2,405,035 2,437,444 6.1% 1.3% Investigations 2,812,848 2,722,935 2,776,483 2,790,107 2,746,204 2,680,121 2,680,049 -3.9% 0.0% Administrative Services 1,921,788 1,500,955 1,799,478 1,521,525 1,815,132 1,884,113 1,939,792 23.8% 3.0% r� Staff Services 1,199,579 1,044,178 1,332,351 1,099,474 1,464,584 1,412,708 1,458,488 28.5% 3.2% Total 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 -0.8% 3.8% Expenditure Budget by Category-Police 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 13,449,062 12,595,695 12,888,532 12,869,710 12,773,214 13,256,504 13,222,897 3.0% -0.3% Part-Time Salaries 36,291 13,000 21,734 13,000 23,943 13,000 13,000 0.0% 0.0% Overtime 1,173,236 693,190 1,127,313 693,190 1,159,492 693,742 693,742 0.1% 0.0% +! Personnel Benefits 5,087,962 4,385,038 4,671,499 4,696,242 4,759,031 4,842,315 5,131,797 3.1% 6.0% Supplies 563,522 311,172 281,094 311,172 304,026 291,172 291,172 -6.4% 0.0% Other Services and Charges 1,212,241 1,089,884 1,018,049 1,089,884 1,102,113 1,054,884 1,054,884 -3.2% 0.0% i Intergovernmental Services 3,079,930 8,464,301 7,806,513 6,151,026 5,232,964 5,401,026 6,151,026 -12.2% 13.9% Capital Outlay 29,406 25,500 0 25,500 19,881 25,500 25,500 0.0% 0.0% Interfund Payments 2,853,771 3,073,715 3,118,455 2,952,896 3,113,118 3,005,555 3,092,427 1.8% 2.9% Transfer Out 0 0 10,893 0 6,415 0 0 N/A N/A .. Total 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 -0.8% 3.8% rr Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 24.00 8.00 8.00 8.00 7.00 7.00 7.00 -12.5% 0.0% Patrol Operations 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7% -2.1% Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Patrol Services 13.00 13.00 13.00 13.00 13.00 13.00 14.00 0.0% 7.7% i Investigations 21.00 21.00 21.00 21.00 21.00 21.00 20.00 0.0% -4.8% Admin Services 9.00 9.00 9.00 9.00 9.00 7.00 6.00 -22.2% -14.3% Staff Services 12.40 12.40 12.40 12.40 13.40 14.40 14.40 16.1% 0.0% Total FTE 167.40 151.40 151.40 151.40 151.40 150.90 148.40 -0.3% -1.7% Intermittent FTE 1.03 0.31 0.62 0.31 0.68 0.31 0.31 0.0% 0.0% Temp/Intermit Salaries and BenE $ 42,950 $ 13,000 $ 25,898 $ 13,000 $ 28,401 $ 13,000 $ 13,000 0.0% 0.0% rr Budget by Department-Police 3-97 W Administration Division Ur Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law so enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. 2011/2012 Accomplishments • In cooperation with the Community Services Department,video monitoring capabilities in the Transit Center was upgraded substantially. �r • Successful implementation of new personnel staffing/payroll software called TELESTAFF. • Class I crimes(homicide, rape, robbery, aggravated assault, burglary,theft, and auto theft) as measured per 1,000 population were reduced by 10%from 2009-2010,and by an additional 4%from 2010-2011. 1' • Began the transition to the LEXIPOL policy manual standards,this transition should be completed in 2013. 2013/2014 Goals irc • Full implementation of the LEXIPOL policy manual • Reduction in the Class I crimes by 3%each year. • Actively participate with both Valleycom and SCORE to ensure quality of service within budgetary restraints. Expenditure Budget by Category-Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,563,962 720,493 597,630 741,830 510,860 538,920 538,920 -27.4% 0.0% Overtime 132,142 5,814 1,556 5,814 9,365 5,814 5,814 0.0% 0.0% Personnel Benefits 718,868 206,340 180,083 222,433 147,227 161,929 174,316 -27.2% 7.6% Supplies 170,177 5,255 8,743 5,255 5,625 5,255 5,255 0.0% 0.0% Other Services and Charges 346,804 16,322 71,854 16,322 126,459 16,322 16,322 0.0% 0.0% Intergovernmental Services 3,075,416 8,464,301 7,801,706 6,151,026 5,227,523 5,401,026 6,151,026 -12.2% 13.9% Capital Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0% Interfund Payments 2,093,602 2,211,333 2,224,104 2,220,404 2,240,027 2,200,568 2,224,228 -0.9% 1.1% Transfer Out 0 0 10,893 0 6,415 0 0 N/A N/A Total 8,100,972 11,655,358 10,896,569 9,388,584 8,273,500 8,355,334 9,141,381 -11.0% 9.4°x6 +� Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division _ 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Non-Commissioned 21.00 5.00 5.00 5.00 4.00 4.00 4.00 -20.0% 0.0% wlr Total FTE 24.00 8.00 8.00 8.00 7.00 7.00 7.00 -12.5% 0.0% tlrl Budget by Department-Police 3-98 1W •' 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. s 2011/2012 Accomplishments • Leveraged technology to enhance efficiency: Increased 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. • Established a transit center expulsion ordinance to assist in dealing with crime and the perception of crime in the downtown corridor. • Successfully managed a reduction in staff without a significant negative impact on services. • Continued to utilize computer statistics and crime analysis to more effectively deploy resources. • Instituted a first level supervisors meeting to encourage/maintain consistency in Patrol performance and encourage internal knowledge management for Department success. • Encouraged the growth and support of potential leadership by encouraging first level supervisors to identify line Officers who exhibit desired leadership qualities and allowed them access and training to leadership opportunities. 2013/2014 Goals • Deploy resources more efficiently based on a calls-for-service staffing model. • Increase the number of positive police contacts in areas of heightened concern, by participating in community .. meetings,events and social contacts. Expenditure Budget by Category-Patrol Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 5,730,610 6,111,264 5,902,574 6,248,627 5,666,802 6,029,832 5,997,747 -3.5% -0.5% Overtime 466,012 300,000 501,314 300,000 539,707 300,000 300,000 0.0% 0.0% Personnel Benefits 2,071,184 2,110,580 2,092,537 2,243,245 2,104,391 2,178,992 2,287,511 -2.9% 5.0% Supplies 7,636 18,435 24,406 18,435 26,122 18,435 18,435 0.0% 0.0% Other Services and Charges 16,903 13,080 8,234 13,080 24,522 13,080 13,080 0.0% 0.0% Capital Outlay 7,602 0 0 0 0 0 0 N/A N/A Interfund Payments 479,354 607,193 607,193 510,176 593,018 563,336 610,258 10.4% 8.3% Total 8,779,301 9,160,552 9,136,259 9,333,563 8,954,562 9,103,674 9,227,031 -2.5% 1.4% r Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7% -2.1% Total FTE 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7% -2.1% r r r r► Budget by Department-Police 3-99 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. so 2011/2012 Accomplishments • Worked cooperatively with Code Enforcement,CED,the City Attorney's Office,and the Fire Department to address various quality of life issues which arose throughout the last two years, by using the City's Directed Enforcement UW Team program. • Developed and disseminated many meaningful crime analysis bulletins and much crime analysis information which was used to identify crime trends as well as prolific offenders who accounted for a great deal of crime occurring in 10 the City. • Utilized the crime analysis information by conducting proactive operations which resulted in the apprehension and conviction of numerous repeat and prolific offenders who were responsible for a substantial amount of crime in the City. 2013/2014 Goals • Work cooperatively with other City departments and various community resources to address quality of life issues. • 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 utilizing crime analysis information. • Reduce the impact of street gangs on the community by targeting known gang members, increasing our involvement with regional gang task forces and facilitating the prompt removal of graffiti. r • 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 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,510,072 1,455,026 1,639,882 1,488,410 1,832,616 1,769,038 1,773,271 18.9% 0.2% s Part-Time Salaries 11,159 12,000 11,118 12,000 10,594 12,000 12,000 0.0% 0.0% Overtime 157,851 86,190 212,104 86,190 187,532 86,190 86,190 0.0% 0.0% Personnel Benefits 567,927 526,456 618,455 561,699 697,462 656,351 701,666 16.9% 6.9% Supplies 11,282 32,080 21,209 32,080 14,364 12,080 12,080 -62.3% 0.0% Other Services and Charges 161,417 222,053 186,284 222,053 281,836 187,053 187,053 -15.8% 0.0% Interfund Payments 9,899 0 31,969 0 18,413 20,000 20,000 100.0% 0.0% Total 2,429,607 2,333,805 2,721,020 2,402,432 3,042,817 2,742,712 2,792,260 14.2% 1.8% 1W Staffing Levels(Full-Time Equivalent Employees-FTE)-Special Operations Division int 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.0% 0.0% Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Intermittent FTE 0.31 0.29 0.31 0.29 0.30 0.29 0.29 0.0% 0.0% Temp/Intermit Pay&Ben $ 12,937 $ 12,000 $ 12,903 $ 12,000 $ 12,305 $ 12,000 $ 12,000 0.0% 0.0% Budget by Department-Police 3-100 .. am Patrol Services Division Mission Statement Im 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 .,r improving the quality of life 2011/2012 Accomplishments rs • Increased 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. • Effectively direct resources based on collision data provided by Transportation Services to reduce the number of collisions identified at these high crash areas. • Neighborhood traffic related complaints were addressed within 48 hours of receiving them with contact being made to the complainant. Resolution of the complaint is annotated in the monthly report. • Greater than 80%of the reported traffic collisions were handled by the traffic unit during hours of shift coverage. • Parking enforcement was focused within the downtown business core area.This resulted in consistent compliance ,M with the two hour parking limits which resulted in satisfied business owners. 2013/2014 Goals • 100%verification of all photo enforcement violations within the 14 day required time frame. • Create a system to consistently track licensing of household pets within the city. • Complete Emergency Services Function associated with disasters in emergency sheltering of animals. • Focus traffic enforcement/education within neighborhoods main ingress/egress streets to increase safety for the citizens. Expenditure Budget by Category-Patrol Services Division �.. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,098,205 998,819 1,095,069 1,017,884 1,072,640 1,131,786 1,137,354 11.2% 0.5% +�r Overtime 57,082 81,379 68,432 81,379 57,960 81,379 81,379 0.0% 0.0% Personnel Benefits 430,575 380,325 439,286 408,259 431,845 443,629 476,135 8.7% 7.3% Supplies 37,922 17,646 24,944 17,646 17,710 17,646 17,646 0.0% 0.0% Other Services and Charges 464,582 618,396 516,850 618,396 470,206 618,396 618,396 0.0% 0.0% 1r Intergovernmental Services 0 0 192 0 0 0 0 N/A N/A Interfund Payments 152,961 137,148 137,148 123,368 147,036 112,199 106,534 -9.1% -5.0% Total 2,241,326 2,233,713 2,281,921 2,266,932 2,197,396 2,405,035 2,437,444 6.1% 1.3% u.r Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change r Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 10.00 10.00 10.00 10.00 10.00 10.00 11.00 0.0% 10.0% Non-Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% s. Total FTE 13.00 13.00 13.00 13.00 13.00 13.00 14.00 0.0% 7.7% "W Um 5 Budget by Department-Police 3-101 go Investigation Division ON Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law 0 enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. 2011/2012 Accomplishments • Maintained a 81%clearance ratio on all assigned cases • Division members were instrumental in the creation of VIT(Valley Investigation Team) This is a multi-agency investigative team that is utilized to investigate officer-involved shootings or in-custody deaths in the Valleycom service area. • Fully implemented Evidence On-Q. • Began the barcoding of property taken into evidence prior to Evidence On-Q implementation • Increased Evidence Technician participation during in-progress investigations and callouts 2013/2014 Goals r► • Maintain or exceed an 80%clearance ratio • Implement better case integration and cooperation with members of the Special Operations Division. • Train with and improve the function and abilities of Valley Investigative Team(VIT). r • Complete bar coding of remaining untagged property • Continue to dispose of more property items than are taken in • Continue to provide outstanding service to DV victims in the City of Renton r, Expenditure Budget by Category-Investigation Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 dr Regular Salaries 1,861,804 1,879,666 1,795,046 1,908,659 1,795,132 1,804,939 1,775,076 -5.4% -1.7% Part-Time Salaries 25,132 1,000 10,616 1,000 13,349 1,000 1,000 0.0% 0.0% Overtime 136,978 120,068 197,184 120,068 158,780 120,068 120,068 0.0% 0.0% Personnel Benefits 666,452 640,749 663,300 684,345 667,814 673,559 702,273 -1.6% 4.3% Supplies 28,189 19,080 24,694 19,080 18,378 19,080 19,080 0.0% 0.0% Other Services and Charges 21,725 18,668 37,323 18,668 25,043 18,668 18,668 0.0% 0.0% Intergovernmental Services 4,514 0 4,615 0 5,441 0 0 N/A N/A Capital Outlay 21,804 0 0 0 19,881 0 0 N/A N/A Interfund Payments 46,251 43,704 43,704 38,287 42,387 42,807 43,884 11.8% 2.5% Total 2,812,848 2,722,935 2,776,483 2,790,107 2,746,204 2,680,121 2,680,049 -3.9% 0.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Investigation Division 2010 2011 2011 2012 2012 2013 2014 Change Change 1W Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 17.00 17.00 17.00 17.00 17.00 17.00 16.00 0.0% -5.9% Non-Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 21.00 21.00 21.00 21.00 21.00 21.00 20.00 0.0% -4.8% Intermittent FTE 0.72 0.02 0.31 0.02 0.39 0.02 0.02 0.0% 0.0% Temp/Intermit Salaries and Benf $ 30,012 $ 1,000 $ 12,994 $ 1,000 $ 16,097 $ 1,000 $ 1,000 0.0% 0.0% err !► !W Budget by Department-Police 3-102 1W 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. Mr 2011/2012 Accomplishments r • Organized the National Night Out event each year. In 2012,over 1200 citizens participated in the event at Heritage Park. • By utilizing Electronic Home Detention,we saved over$800,000 in jail expenditures in 2012. • Implemented a new module in our records management software that will assist in the inventory and dissemination of department equipment. • Implemented a new staffing software called Telestaff that is coordinated with payroll. • Began Advanced Configuration in Telestaff,which included making changes to the roster screen,and developing +r Extra Duty sign-up and Bid Shifting • Integrated a new decision making process in the Defensive Tactics and Firearms programs. 2013/2014 Goals • Completely institute the reality based training program in our monthly in-service training schedule. • Transition from all paper payroll to all Telestaff payroll including Extra Duty,bid shifts,vacation bids rr • Conduct 50+ Blockwatch meetings in 2013 and 2014 • Sponsor National Night Out at Phillip Arnold Park in August 2013 Expenditure Budget by Category-Administrative Services Division 1W 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,006,522 755,155 1,004,871 767,821 1,008,154 1,034,576 1,042,016 34.7% 0.7% ,W Overtime 78,717 59,699 47,809 59,699 40,623 59,699 59,699 0.0% 0.0% Personnel Benefits 352,031 246,807 344,727 268,387 344,396 358,236 385,597 33.5% 7.6% Supplies 248,818 198,726 167,661 198,726 208,951 198,726 198,726 0.0% 0.0% Other Services and Charges 163,995 166,231 160,073 166,231 140,771 166,231 166,231 0.0% 0.0% w Interfund Payments 71,704 74,337 74,337 60,661 72,237 66,645 87,523 9.9% 31.3% Total 1,921,788 1,500,955 1,799,478 1,521,525 1,815,132 1,884,113 1,939,792 23.8% 3.0% .. Staffing Levels(Full-Time Equivalent Employees-FTE)-Administrative Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 err Commissioned 6.00 6.00 6.00 6.00 6.00 4.00 3.00 -33.3% -25.0% Non-Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 9.00 9.00 9.00 9.00 9.00 7.00 6.00 -22.2% -14.3% ■rr r Budget by Department-Police 3-103 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. wr 2011/2012 Accomplishments • Upgraded our computerized reporting system AEGIS Mobile to version 8.0 to work in conjunction with AEGIS 9.0. • Managed increase of case reports and Public Disclosure Requests with re-organization of division staffing levels to to meet department needs. • Transitioned from reporting our annual crimes statistics from the Uniform Crime Report procedures to the newly required Incident Based Reporting which will reflect a more accurate process. • Upgraded our records management system from service pack 6 to service pack 9.1 • Hired and trained three new Police Service Specialists 2013/2014 Goals • Respond to 100%of Public Records requests within five(5)days • Become and stay up-to-date on Validations as required by the State of Washington requirements • Maintain 100%accuracy on Incident Based Reporting(IBR). • Maintain 98%accuracy on case/data entry Expenditure Budget by Category-Staff Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 677,888 675,272 853,459 696,479 887,011 947,413 958,513 36.0% 1.2% Overtime 144,453 40,040 98,913 40,040 165,524 40,592 40,592 1.4% 0.0% MW Personnel Benefits 280,925 273,782 333,110 307,871 365,897 369,619 404,299 20.1% 9.4% Supplies 59,497 19,950 9,436 19,950 12,877 19,950 19,950 0.0% 0.0% Other Services and Charges 36,816 35,134 37,432 35,134 33,275 35,134 35,134 0.0% 0.0% Total 1,199,579 1,044,178 1,332,351 1,099,474 1,464,584 1,412,708 1,458,488 28.5% 3.2% Staffing Levels(Full-Time Equivalent Employees-FTE)-Staff Services Division M► 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Commissioned 0.00 0.00 0.00 0.00 0.00 1.00 1.00 100.0% 0.0% r Non-Commissioned 12.40 12.40 12.40 12.40 13.40 13.40 13.40 8.1% 0.0% Total FTE 12.40 12.40 12.40 12.40 13.40 14.40 14.40 16.1% 0.0% Ur ■f rl Budget by Department-Police 3-104 rrr Police Department Position Listing(1 of 2) 2010 2011 2011 2012 2012 2013 2014 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 1.00 1.00 1.00 M37 Commander 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Non-Commissioned Personnel M36 Police Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 ow N14 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 3.00 2.00 2.00 2.00 2.00 2.00 2.00 r Total Administration Division 6.00 5.00 5.00 5.00 5.00 5.00 5.00 Patrol Operations Commissioned Officers M37 Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00 r PC61 Sergeant 8.00 8.00 8.00 8.00 8.00 8.00 8.00 PC60 Police Officer-Patrol 60.00 0.00 0.00 0.00 0.00 0.00 0.00 PC60 Police Officer-Patrol 1 0.00 60.00 60.00 60.00 60.00 60.50 59.00 Total Commissioned Officers 70.00 70.00 70.00 70.00 70.00 70.50 69.00 Non-Commissioned Personnel Total Patrol Operations Division 70.00 70.00 70.00 70.00 70.00 70.50 69.00 Special Operations Commissioned Officers M37 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 12.00 12.00 12.00 12.00 12.00 12.00 12.00 PC60 Police Officer-VNET 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer-Auto Theft Task Force 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 17.00 17.00 17.00 17.00 17.00 17.00 17.00 Non-Commissioned Personnel PN54 Crime Analyst 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 Special Operations Division 18.00 18.00 18.00 18.00 18.00 18.00 18.00 6W Patrol Services Commissioned Officers M37 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 2.00 PC60 PoliceOfficer-Traffic 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Total Commissioned Officers 10.00 10.00 10.00 10.00 10.00 10.00 11.00 Non-Commissioned Personnel .r PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN50 Parking Enforcement Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Patrol Services Division 13.00 13.00 13.00 13.00 13.00 13.00 14.00 1 Includes reduction of 1 COPS grant position.Funding requirement ends 5/31/13.Shows as.5 FTE in 2013 and 0 FTE in 2014 Z Reduction of 2 COPS grant positions.Funding requirement ends 5/31/13. w r vW Budget by Department-Police 3-105 Police Department Position Listing(2 of 2) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Investigations Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 3.00 3.00 3.00 3.00 3.00 3.00 2.00 PC60 Police Officer/Detectives 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Total Commissioned Officers 17.00 17.00 17.00 17.00 17.00 17.00 16.00 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 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 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Investigations Division 21.00 21.00 21.00 21.00 21.00 21.00 20.00 Administrative Services Commissioned Officers M37 Commander 2.00 2.00 2.00 2.00 2.00 2.00 1.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer-SRO 2 2.00 2.00 2.00 2.00 2.00 0.00 0.00 PC60 PoliceOfficer-Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 6.00 6.00 6.00 6.00 6.00 4.00 3.00 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 9.00 9.00 9.00 9.00 9.00 7.00 6.00 Staff Services Commissioned Officers M37 Commander 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Total Commissioned Officers 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Non-Commissioned Personnel PN58 Police Service Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 2.00 2.00 PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN62 Police Service Specialist 10.40 10.40 10.40 10.40 11.40 10.40 10.40 Total Non-Commissioned 12.40 12.40 12.40 12.40 13.40 13.40 13.40 Total Staff Services Division 12.40 12.40 12.40 12.40 13.40 14.40 14.40 Auxiliary Services(Jail) Non-Commissioned Personnel PN59 Jail Sergeant 2.00 0.00 0.00 0.00 0.00 0.00 0.00 PN52 Jailer 13.00 0.00 0.00 0.00 0.00 0.00 0.00 PN51 Police Secretary 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Non-Commissioned Personnel 16.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Auxiliary Services(Jail) 16.00 1.00 1.00 1.00 0.00 0.00 0.00 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 18.00 3.00 3.00 3.00 2.00 2.00 2.00 Total Commissioned Officers 123.00 123.00 123.00 123.00 123.00 122.50 120.00 Total Non-Commissioned Personnel 44.40 28.40 28.40 28.40 28.40 28.40 28.40 Total Police Department 167.40 151.40 151.40 151.40 151.40 150.90 148.40 Budget by Department-Police 3-106 ,.r Public Works ADMINISTRATOR Gregg Zimmerman 139.5 FTEs I Adminstrative Support 2 FTEs TRANSPORTATION I MAINTENANCE SERVICES SYSTEMS UTILITY SYSTEMS* Michael Stenhouse Lys Hornsby 82 FTEs Doug Jacobson 23.5 FTEs 31 FTEs i Street Systems Maintenance { Solid Waste I and Operations i Planning and Solid Waste Programming Water ri Water Design Wastewater i Wastewater Airport Surface Water i i I Surface Water Fleet i err *Utility Systems Division funds the four(4)FTE's that are managed in the VW Finance Division of the Administrative Services(AS)Department. See AS Department page for FTE count and Budget. M aw Budget by Department-Public Works 3-107 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Operating Budget Summary 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP Budget Summary 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8% -45.2% Position Summary 139.50 139.50 139.50 139.50 141.50 137.50 139.50 -1.4% 1.5% 40 List of Public Works Renton Results Decision Packages: 2013 Adopted 2014 Adopted or Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 400015.0003 Public Works Administration 3.00 479,503 - 3.00 488,760 400016.0117 Trans Operations Maintenance Section 9.90 2,271,970 - 9.90 2,273,726 400016.0118 Transportation Systems Admin 2.50 631,352 - 2.50 648,054 - rF 400016.0119 Building the Mobility Network 6.42 867,454 500,000 6.42 886,754 400,000 400016.0120 Trans Operations Engineering Section 3.20 372,795 - 3.20 384,732 - 400016.0121 Transit Coordination/Commute Trip Reductior 0.70 110,676 - 0.70 112,856 - VI 400016.0122 Airport Operations 6.00 1,379,685 1,408,843 6.00 1,405,557 1,431,610 400016.0123 Bridges and Guardrails 0.33 38,038 - 0.33 38,639 - 400016.0124 Sidewalk Program 0.05 7,052 - 0.05 7,219 Im 400019.0005 Public Works Maintenance Administration 5.45 969,059 - 5.45 986,193 - 400019.0006 Street Maintenance 19.10 3,295,963 764,563 19.10 3,412,815 769,885 500018.0101 Waterworks Revenue Bond Debt - 3,065,268 - - 3,056,056 - 10 500018.0102 King County Metro Fund 15,126,703 15,126,703 - 15,202,336 15,202,336 500018.0103 Public Works Trust Fund Loan Debt 918,149 - - 740,036 - 500018.0104 Solid Waste Collection 1.25 15,461,276 15,643,882 1.25 15,765,506 16,360,628 500018.0105 Utility Systems Administration 3.00 805,441 - 3.00 815,842 - VA 500018.0106 Water Engineering and Planning 5.80 3,483,895 12,658,018 5.80 3,635,731 12,963,071 500018.0107 Wastewater Engineering and Planning 4.50 2,643,236 6,227,905 4.50 2,717,613 7,244,194 500018.0108 Surface Water Engineering and Planning 7.80 2,738,095 7,924,008 7.80 2,821,480 4,852,912 1W 500018.0109 Surface Water NPDES Education 0.20 26,118 - 0.20 86,919 - 500018.0110 Water Education 0.20 19,176 - 0.20 19,370 - 500018.0111 Solid Waste Education 0.75 130,853 52,278 0.75 134,392 54,500 60 500019.0010 Water Maintenance 25.30 5,076,597 10,078 25.30 5,196,183 10,078 500019.0011 Wastewater Maintenance 6.95 1,304,856 19,740 6.95 1,328,754 19,740 500019.0012 Surface Water Maintenance 13.20 2,332,169 10,700 15.20 2,587,013 10,700 ! 500019.0013 Solid Waste Litter Control 1.00 281,948 4,692 1.00 298,711 4,692 600016.0003 Trans Operations Internal Support Services 1.90 231,667 - 1.90 238,592 - 600019.0007 Fleet Services Capital Recovery - 1,490,000 1,595,790 - 1,041,000 1,625,179 600019.0008 Fleet Services Operation&Maintenance 9.00 2,523,931 2,523,934 9.00 2,614,632 2,614,630 1W Budget by Department-Public Works 3-108 MW .. 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 700005.0006 Indirect Cost Transfer Multi Depts - 717,091 - - 736,970 low 760016.0001 Arterial Street Fund 640,000 643,000 - 650,000 643,000 900005.0005 General Governmental Fund Revenues - 7,143,022 - - 7,308,126 900005.0006 Non-GG Fund Revenues - - 50,000 - - 50,000 Total Operating 137.50 68,722,925 73,024,247 139.50 69,595,473 72,302,251 w 460016.0008 A Major Facility Maintenance - 130,000 130,000 - 130,000 130,000 460016.0010 A Renton Gateway Utilities 105,204 105,204 105,204 105,204 460016.0011 A Storm Water System Rehabilitation 76,000 76,000 85,000 85,000 460016.0012 A Taxiway Bravo/Renumbering/Sign Replace 9,700,000 9,700,000 - - 460016.0014 T 1%for the Arts Prgm 15,000 15,000 15,000 15,000 460016.0015 T Arterial Circulation Prgm 120,000 120,409 120,000 120,410 ..r 460016.0016 T Arterial Rehabilitation Program 366,000 366,000 1,085,000 1,085,000 460016.0017 T Barrier Free Transition Plan Implement - 30,000 30,000 30,000 30,000 460016.0018 T Bicycle Route Development Prgm - 30,000 30,000 30,000 30,000 a 460016.0019 T Bridge Inspection&Repair Prgm - 1,322 1,322 - 25,000 25,000 460016.0020 T CIP Street Overlay - 776,000 776,000 - 747,000 747,000 460016.0022 T Environmental Monitoring Prgm - 20,000 20,000 - - - 460016.0023 T GIS-Needs Assess&Data Develop - 15,000 15,000 - 15,000 15,000 460016.0024 T Intelligent Transportation System Prgm - 30,000 30,000 - 30,000 30,000 460016.0025 T Intersection Safety&Mobility Prgm - 168,000 168,000 182,000 182,000 460016.0027 T NE 3rd/NE 4th Corridor Improvements - 61,000 61,000 71,000 71,000 r 460016.0028 T Preservation of Traffic Op Devices Prgm - 62,000 62,000 62,000 62,000 460016.0029 T Proj Develop&Redesign Prgm - 100,000 100,000 115,000 115,000 460016.0030 T Rainier Ave Impr-Grady Way to S 2nd St - 9,844,223 9,844,223 - - Im 460016.0031 T Roadway Safety and Guardrail Program 10,000 10,000 - 15,000 15,000 460016.0033 T Sidewalk Rehab&Replacement Prgm 170,000 170,000 - 100,000 100,000 460016.0034 T SW 27th St/Strander Blvd Connect 8,222,575 8,222,575 - - 460016.0035 T SW 27th St/Strander interfund Loan Repaym 149,591 149,591 149,590 149,590 460016.0036 T Traffic Safety Prgm 330,000 330,000 36,000 36,000 460016.0037 T Transit Prgm 25,000 25,000 25,000 25,000 460016.0038 T Transportation Concurrency/LOS Prgm 10,000 10,000 30,000 30,000 +.� 460016.0039 T Transportation Demand Management Prgm 45,000 45,000 45,000 45,000 460016.0040 T Walkway Program 125,000 125,000 170,000 170,000 460016.0041 T WSDOT Coordination Prgm 10,000 10,000 30,000 30,000 460016.0042 T Carr Rd Improvements 1,050,000 1,050,000 2,191,000 2,191,000 460016.0043 T S 7th Street-Rainier Ave S to Talbot Rd 5 192,000 192,000 408,000 408,000 460016.0044 T Highlands to Boeing/Landing Pedestrian Con 2,000,000 2,000,000 - - 460016.0046 T Logan Ave N Improvements 800,000 800,000 300,000 300,000 460016.0047 A Pavement Management Program 170,000 170,000 165,000 165,000 460016.0048 A Fire Water System Rehabilitation - 50,000 50,000 100,000 100,000 460016.0049 A Seaplane Launch Ramp Replacement - - 150,000 150,000 r 460016.0050 A Airside/Landside Separation Project 20,000 20,000 20,000 20,000 460016.0051 A 820 Bldg Demolition - - 637,313 637,313 460016.0053 A Wildlife Assessment 88,888 88,888 - - ,r 460016.0054 T NE 31st Street Culvert Repair - 480,000 480,000 - - 560018.0001 W Highlands 435 Zone Reservoirs 800,000 800,000 1,600,000 1,600,000 560018.0002 W Water Main Oversizing - 100,000 100,000 100,000 100,000 560018.0003 W Water Main Replacement - 1,000,000 1,000,000 1,000,000 1,000,000 r 560018.0004 W Automatic Meter Reading Conversion - 500,000 500,000 515,000 515,000 560018.0005 W Emergency Power to Water Facilities - 150,000 150,000 50,000 50,000 a Budget by Department-Public Works 3-109 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 560018.0006 W Water Conservation Program - 200,000 200,000 200,000 200,000 560018.0007 W Primary Disinfection Improvements - 200,000 200,000 - - 560018.0008 W Rainier Avenue South Utility Improvements - 400,000 400,000 - - 560018.0010 WW Miscellaneous/Emergency Projects - 100,000 100,000 100,000 100,000 560018.0012 WW East Renton Lift Station Elimination - 25,000 25,000 25,000 25,000 560018.0014 WW Sanitary Sewer Hydraulic Model - 200,000 200,000 - - 560018.0015 WW Telemetry Upgrade - 150,000 150,000 - - 560018.0018 WW Lind Avenue Lift Station Replacement - 600,000 600,000 - - 560018.0019 WW Airport Lift Station Rehabilitation - 350,000 350,000 700,000 700,000 560018.0022 WW Wastewater Operation Master Plan - 50,000 50,000 - 50,000 50,000 560018.0024 SW Springbrook Crk Wetland&Habitat Mit - 150,000 150,000 150,000 150,000 560018.0026 SW Small Drainage Projects Program - 200,000 200,000 200,000 200,000 560018.0027 SW Miscellaneous/Emergency Storm Projects - 50,000 50,000 50,000 50,000 560018.0028 SW Lower Cedar River Sediment Mgmt Proj - 750,000 750,000 2,050,000 2,050,000 560018.0029 SW Talbot Hill Ar Mosquito Abatement Prgm - 75,000 75,000 - 100,000 100,000 560018.0030 SW Stream Flow&Wtr Qlty Monitoring Prgm - 10,000 10,000 - 10,000 10,000 560018.0031 SW Surface Water Utility GIS - 100,000 100,000 - 100,000 100,000 560018.0035 SW Madsen Crk Sedimentation Mntc - 50,000 50,000 - 50,000 50,000 560018.0036 SW Hardie Ave.SW Underpass Storm Sys Imp - 119,000 119,000 - 4,981,000 4,981,000 560018.0037 SW NE 5th St&Edmonds Ave Storm Sys Impr - 760,000 760,000 - - - 560018.0041 SW Maplewood Creek Sedimentation Facility - 100,000 100,000 - - - 560018.0042 WW Misty Cove Lift Station Replacement - 300,000 300,000 - 300,000 300,000 560018.0043 WW Thunder Hill Interceptor Repl/Rehab - - - - 300,000 300,000 560018.0044 WW Central Renton Interceptor Reline/Upsiz - - - - 400,000 400,000 560018.0045 WW Liberty Lift Station Installation Project - 100,000 100,000 - - - 560018.0046 WW S 132nd Street Sewer Extensions - 225,000 225,000 - - - 560018.0047 WW Develop Access Road-Aberdeen Apt - 50,000 50,000 - 100,000 100,000 560018.0048 WW Renton Hill Deep Manhole - 100,000 100,000 - - - 560018.0049 WW 2013 Sanitary Sewer Main Repl/Rehab 1,000,000 1,000,000 - - 560018.0050 WW 2014 Sanitary Sewer Main Repl/Rehab - - - - 1,275,000 1,275,000 560018.0052 W Transmission Main Replacement - - - - 500,000 500,000 560018.0053 W Water System Security - 15,000 15,000 - 15,000 15,000 560018.0054 W Telemetry Improvements - 100,000 100,000 - 100,000 100,000 560018.0055 W Reservoir Recoating - 50,000 50,000 - 175,000 175,000 560018.0056 W Emergency Response Projects - 50,000 50,000 - 50,000 50,000 560018.0057 W Water System GIS - 5,000 5,000 - 5,000 5,000 560018.0058 W Water Quality Monitoring - 15,000 15,000 - 15,000 15,000 560018.0059 W Hydraulic Model of Water System - 10,000 10,000 - 10,000 10,000 560018.0060 W Maplewood Equipment Access&H2S Mitig - 50,000 50,000 - - - 560018.0061 W Maplewood Filter Media Replacement - 50,000 50,000 - 50,000 50,000 560018.0062 W Aquifer Monitoring and Management - 50,000 50,000 - - - 560018.0063 SW Harrington Ave NE/Green Connections St - 340,000 340,000 - 940,000 940,000 40 560018.0064 SW Stormwater Facility Fencing Project - 100,000 100,000 - 100,000 100,000 560018.0065 SW NE 10th St&Anacortes Ave NE Detention - 60,000 60,000 - 215,000 215,000 560018.0066 SW Sunset Terrace Regional Stormwater Facili - 325,000 325,000 - 985,000 985,000 Im Or M Budget by Department-Public Works 3-110 NK 2013 Adopted 2014 Adopted Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 560018.0067 SW Monroe Ave.NE&N 2nd Street Infiltratiot 100,000 100,000 760016.0002 Transportation Impact Mitigation Fund 183,000 40,000 107,000 40,000 Total CIP - 45,964,803 45,822,212 25,192,107 25,125,517 Total 137.50 $114,687,728 $118,846,459 139.50 $ 94,787,580 $ 97,427,768 Note: The first letter(s)of the CIP description title identifies the type of project. A=Airport,T=Transportation,W=Water,WW=Wastewater,SW=Surface Water Budget by Department-Public Works 3-111 Public Works Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013-14 Targets Comprehensive mobility network No delayed takeoff or landings of Boeing and that connects to the public to 3 0 desired destinations other tenant aircraft. Maintain a reasonable Overall Condition data not Index(Pavement)rating. available at >_70 this time Well-maintained condition of the mobility infrastructure Promote public safety by maximizing percent 99% 99% Mobility of time signals are operational. Maintain safe bridges by having no load- 0 0 restricted bridges. Complete construction of projects on time 100% 90% Efficient and safe operation of and within budget. mobility infrastructure Reduce travel time on arterials. 2.8% 2!1% Percentage of Single Occupancy(SOV) <1% >_1% to commuters citywide is reduced. Increase residential recycling annual tons 1% 3% collected per capita. Manage solid waste Increase residential organics collection per 5% 3% capita. Decrease solid waste tons disposed per 0 capita. 2o� -1/0 Restore water service within 4 hours during data not available at 98% emergency shut downs. this time Operate and maintain piped Development Plans and permit reviews utility infrastructure completed within 5 business days of receipt. 95% 80% Utilities and owEnvironment Requests for Wastewater system 90% 80% information provided within 2 business days. Reduce the number of insurance claims against the City resulting from grease plug -17% -5% backups. Maintain 20%or greater discount on federal Compliance with environmental flood insurance rates by maintaining a low � standards and laws Community Rating System(CRS) 6 5_6 classification rating. Maintain Surface Water NPDES permit 100% 100% compliance in the City. Maintenance cost is maintained at a lower data not cost than local private vendors per pricing available at 1525% Internal Equipment and data that is survey performed annually. this time Support reliable and accessible Minimize the number of unscheduled repairs data not for City vehicles and motarized equipment available at 5515% fleet as as percent of the total repairs. this time ■L Budget by Department-Public Works 3-112 .. Highlight of Budget Changes: • Adopted the following position reductions for 2013/2014: 0 1.0 Electronic Systems Assistant II 0 1.0 Principal Civil Engineer,Transportation 0 1.0 Civil Engineer I,Surface Water 0 1.0 Civil Engineer II,Surface Water • Adopted the following position additions for 2014: 0 2.0 Maintenance Worker III,Surface Water Maintenance for Stormwater Pond Maintenance Program. • Part-time salaries increased in 2013 by$66k due to reallocating funds from other lines and the addition of maintaining retention ponds previously operated by King County. • Personnel benefits increased in 2014 by$4S1k due to over city-wide healthcare cost increases and 2.0 FTE increases. • Supplies increased in 2013 by$528k due to increase costs for fuel. .� • Other services and charges increased in 2013 by$3 million due to increase costs in utilities(paid to city utilities and pass-through to King County). • Intergovernmental increased in 2013 by$1.4 million due to corrections made to utility taxes in the 2012 Adopted Budget. • Capital Outlay increased in 2013 by$1 million but decreased in 2014 by$450k due to the timing of replacing the city's fleet inventory. r • Transfers increased in 2013 by$195k mainly due to a one-time new program request of$185k to purchase a new dump truck. "W VW r r Budget by Department-Public Works 3-113 Expenditure Budget by Division-Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Administration 514,858 454,179 452,538 473,685 470,051 479,503 488,760 1.2% 1.9% Maintenance Services 25,202,048 28,447,772 28,722,038 27,999,553 29,983,545 32,401,227 32,667,638 15.7% 0.8% Transportation Services 6,927,525 6,344,975 6,322,286 6,560,140 6,557,370 6,550,689 6,646,129 -0.1% 1.5% Utility Systems 30,477,310 25,845,873 25,963,170 26,020,164 37,877,637 29,291,506 29,792,946 12.6% 1.7% Operating Total 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8% -45.2% Total 83,490,614 87,983,315 82,496,459 88,119,145 108,829,843 114,687,728 94,787,580 30.2% -17.4% Expenditure Budget by Category-Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 9,509,631 9,839,708 9,497,526 10,158,576 9,726,476 10,052,884 10,225,874 -1.0% 1.7% Part-Time Salaries 184,301 196,601 189,605 196,601 209,523 262,881 273,473 33.7% 4.0% Overtime 286,157 244,580 263,462 244,580 311,823 225,853 225,341 -7.7% -0.2% Personnel Benefits 3,535,484 3,896,745 3,647,995 4,343,880 3,854,042 4,067,122 4,509,048 -6.4% 10.9% Supplies 2,609,846 2,523,895 2,600,464 2,523,895 2,921,663 3,052,212 3,119,603 20.9% 2.2% Other Services and Charges 25,550,428 28,582,341 27,020,488 28,634,968 28,277,340 31,632,574 32,022,017 10.5% 1.2% Intergovernmental Services 4,614,461 3,954,728 5,440,971 3,954,728 6,016,632 6,848,579 7,116,130 73.2% 3.9% Capital Outlay 842,409 1,285,923 2,056,268 583,923 2,327,784 1,598,923 1,149,923 173.8% -28.1% Debt Service 4,556,764 4,609,402 4,609,748 4,604,209 14,964,114 4,503,417 4,316,092 -2.2% -4.2% Interfund Payments 5,887,849 5,338,875 5,472,282 5,178,182 5,475,001 5,653,480 5,861,972 9.2% 3.7% Transfer Out 5,544,409 620,000 661,221 630,000 804,205 825,000 776,000 31.0% -5.9% Operating Total 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8% -45.2% Total 83,490,614 87,983,315 82,496,459 88,119,145 108,829,843 114,687,728 94,787,580 30.2% -17.4% Staffing Levels by Division-Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Maintenance Services 78.00 78.00 78.00 78.00 80.00 80.00 82.00 2.6% 2.5% Transportation Services 33.00 33.00 33.00 33.00 33.00 31.00 31.00 -6.1% 0.0% Utility Systems 25.50 25.50 25.50 25.50 25.50 23.50 23.50 -7.8% 0.0% Total HE 139.50 139.50 139.50 139.50 141.50 137.50 139.50 -1.4% 1.5% Intermittent FTE 5.09 4.80 5.28 4.80 5.82 7.04 7.34 46.6% 4.3% Temp/Intermit Pay&Ben $ 211,853 $ 199,681 $ 219,716 $ 199,681 $ 242,265 $ 292,805 $ 305,317 46.6% 4.3% Budget by Department-Public Works 3-114 ,a-, ow Administration Division Mission Statement r• 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. 2011/2012 Accomplishments • Completed the design and began construction on the Rainier Avenue Improvements Project. • Completed construction of the Logan Avenue Trail (aka Logan Avenue North Stage 2 Lake Washington Trail). r • Began construction of the SW 27th Street/Strander Blvd Project. • Completed design and construction of the South Lake Washington Improvements/Garden Avenue Widening Project. • Completed design and construction of the NE 3`d/4th Street Corridor Project at Whitman Avenue. • Installed 10 new school speed zone assemblies with flashers for 7 schools. • Continuous improvements made in snow removal (added second larger de-icer truck, using salt in key locations, 24/7 GPS tracking of snowplow locations). • Continuing to make progress in eliminating localized stormwater flooding in Renton through targeted drain line maintenance and capital improvement projects. • City in the process of assuming maintenance responsibilities for stormwater facilities in residential subdivisions. • Completed key utility infrastructure projects including the Cascade Sewer Interceptor Rehabilitation (Royal Hills), +� Hawks Landing utilities extension,and the Earlington Neighborhood Utility and Street Rehabilitation Project. • Implementing 6-year Electronic Water Meter Installation Project—over 2000 electronic meters installed to date. • Worked with King County Metro to finalize routing of a new bus rapid transit route between Renton and Burien, RapidRide F Line. • Worked with the Washington State Department of Transportation to successfully complete construction of 1-405 improvements including new north and south general purpose lanes and a new interchange at Talbot Road. 2013/2014 Goals • Complete construction of the improvements to Rainier Avenue between Grady Way and South 2nd Street by the first quarter of 2014. • Complete construction of Phase 2 of the SW 27th Street/Strander Blvd. Project(bridge under the BNSF tracks and two-lane road into the Tukwila Sounder Station parking lot) by the first quarter of 2014. • Complete construction of the Highlands to Landing Pedestrian Trail. • Work with King County to implement RapidRide F Line bus rapid transit route between Renton and Burien by ■rr September 2013. • Assume maintenance of surface water facilities in residential subdivisions(213 facilities) by 2014. • Work with WSDOT on important 1-405 projects,including HOT lanes and SR 167/1-405 interchange improvements. • Work with the Department of Community and Economic Development on Sunset Terrace development and infrastructure improvements. w. rr r VM Budget by Department-Public Works 3-115 Expenditure Budget by Category-Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 289,097 292,416 292,393 299,505 299,526 300,570 301,080 0.4% 0.2% Personnel Benefits 80,607 83,642 86,322 94,868 93,003 92,838 101,162 -2.1% 9.0% Supplies 2,399 3,200 2,045 3,200 4,836 2,000 2,000 -37.5% 0.0% Other Services and Charges 855 4,578 1,435 4,578 1,151 450 450 -90.2% 0.0% Interfund Payments 141,900 70,343 70,343 71,534 71,534 83,645 84,068 16.9% 0.5% Total 514,858 454,179 452,538 473,685 470,051 479,503 488,760 1.2% 1.9% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department-Public Works 3-116 *• Maintenance Services Division Mission Statement .. Support the operating sections of the Public Works Maintenance Division: • Provide planning, budgeting,goal setting,and management. .. • Provide purchasing and inventory support. • Establish effective liaison and project coordination. • Perform administrative,customer service contact,and record systems management. 2011/2012 Accomplishments Street Maintenance • Eighty-five percent of the citizens contacting the division rate our service as satisfactory. • A street Overall Condition Index(OCI) rating of 70 or above is maintained. rr • 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 and Surface Water Maintenance • Surface water flooding and sewer overflows are minimized. ... Fleet Maintenance • Ensure safe,available,and reliable vehicles and equipment. .. 2013/2014 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 ow • Ensure safe,available,and reliable vehicles and equipment for the City's use. .. w• Budget by Department-Public Works 3-117 i Expenditure Budget by Category-Maintenance Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 4,721,015 4,868,239 4,729,079 5,031,158 4,976,094 5,200,650 5,351,432 3.4% 2.9% Part-Time Salaries 78,426 89,364 86,096 89,364 84,471 99,444 109,524 11.3% 10.1% Overtime 191,327 160,011 171,955 160,011 187,572 160,011 160,011 0.0% 0.0% Personnel Benefits 1,922,866 2,115,827 1,974,556 2,346,662 2,114,616 2,250,378 2,528,642 -4.1% 12.4% Supplies 2,310,588 2,329,468 2,346,160 2,329,468 2,529,275 2,797,051 2,864,857 20.1% 2.4% Other Services and Charges 12,394,578 14,461,931 14,081,777 14,529,558 14,357,162 16,958,768 17,077,241 16.7% 0.7% Intergovernmental Services 31 0 12,010 0 258 0 0 N/A N/A Capital Outlay 842,409 1,285,923 2,056,268 583,923 2,327,784 1,598,923 1,149,923 173.8% -28.1% Interfund Payments 2,740,809 3,137,009 3,264,137 2,929,409 3,219,378 3,151,002 3,300,008 7.6% 4.7% Transfer Out 0 0 0 0 186,936 185,000 126,000 100.0% -31.9% Total 25,202,048 28,447,772 28,722,038 27,999,553 29,983,545 32,401,227 32,667,638 15.7% 0.8% Staffing Levels(Full-Time Equivalent Employees-FTE)-Maintenance Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized 0rig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 0.0% 0.0% Street/Solid Waste 20.10 20.10 20.10 20.10 20.10 20.10 20.10 0.0% 0.0% Water 25.30 25.30 25.30 25.30 25.30 25.30 25.30 0.0% 0.0% Wastewater/Surface Water 18.15 18.15 18.15 18.15 20.15 20.15 22.15 11.0% 9.9% Budget by Department-Public Works 3-118 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. 2011/2012 Accomplishments Design • Completed right-of-way acquisition and design,and bid,awarded,and began construction of the Rainier Avenue South Improvements Project. • Completed right-of-way acquisition and design,and bid,awarded,and began construction of the South 27th Street/Strander Blvd Project. • Completed right-of-way acquisition and design,and bid,awarded,and began construction of the South Lake Washington Street Improvement(Garden Avenue NE) Project. • Completed right-of-way acquisition and design,and bid,awarded,and began construction of the Phase 1 NE 3rd/4th Street Corridor(Whitman Court Intersection Signalization) Project. • Completed construction of the City of Renton portion of the Lake Washington Blvd BNSF Crossing Project. • Completed the 2011 and 2012 Bridge Inspection and Repair Program. • Completed support for the contract preparation and construction of the construction of the 2011 and 2012 Overlay and Arterial Rehabilitation programs. • Completed support for the design,contract preparation,and construction of the 2011 and 2012 Sidewalk Replacement and Repair and Walkway programs. • Responded to Washington State Department of Ecology inquires concerning Renton's Environmental Monitoring Program for the Oakesdale constructed wetlands. .� • Began design of Highlands to Landing Pedestrian Connection. Operations and Maintenance • Entered into an agreement with Department of Enterprise Services to provide management services for a possible future energy conversion project to convert High Pressure Sodium(HPS)street lights to Light Emitting Diode(LED) fixtures. • Support Rainier Avenue South Project construction for signal operations and traffic revisions. • Installed equipment in the Traffic Management Center to view video detection feeds from intersections within the City on multiple work stations. • Installed video system(computer, monitor and server)for viewing feeds from statewide highway cameras including roadways from multiple jurisdictions. • Installed 7 uninterruptible power supply(UPS)units for battery backup for power failure to signalize intersections. • Completed 10 major preventive maintenance programs for traffic signals. • Installed 120 miles of painted pavement markings. • Installed 1,100 new or replacement signs(including street names)through regular maintenance and work orders. Installed 23,000 Raised Pavement Markers(RPMs)along City arterial streets. • Replaced damaged or stolen street light fixtures, poles or copper wire. • Purchased second Speed Radar Trailer for traffic calming along City streets. • Performed traffic counts at permanent stations along City arterials. n.r ir. Budget by Department-Public Works 3-119 ft • Provided Traffic Control Plans for Special Events within the City as needed. Io • The Graffiti Abatement Program responded to 638 inquires. • Maintained and updated the traffic signal model program (SYNCHRO)for improving signal timing operations tw throughout the City. • Prepared 500 investigations in response to citizen traffic requests and traffic complaints. • Replaced City base radio station and Signal Shop backup radio station along with installing 45 radios in City vehicles. • Completed VHF radio system narrow frequency banding to comply with FCC mandate. Planning and Programming • Provided project coordination and financial oversight of approximately 40 projects and programs within the 2012- 2017 TIP and provided the planning and programming for the 2013-2018 TIP. • Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the region consistent with the Six-Year Business Plan. Received$21,801,900 in grant funding in the 2011-2012 budget cycle. • Continued to provide internal and external coordination with the state's 1-405 Stage 2 Project. • Initiated and provided project management for the Sunset Corridor Transportation Study and Plan. • 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. • Conducted transportation impact fee study. • Actively participated in regional forums(RTC, PSRC,SCATBd, ETP,Sound Transit,WSDOT, RPEC)and other discussions on transportation funding packages to ensure Renton's interests are presented and achieved. • 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. • 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. • Assisted King County Metro in developing the new RapiclRide Line F including the extension of the bus route to The Landing. • Completed Logan Avenue pavement assessment study. • Completed feasibility study of converting downtown one-way couplets to two-way traffic. • Completed the South 7th Street Traffic Analysis Report. . • Updated the City's truck route map. >r Budget by Department-Public Works 3-120 +� Airport • Secured a grant for and completed the Airport Sustainability Plan. • Secured$3 million in FAA grant funding for Airport capital projects. • Started design for Renton Aerospace Training Center. • Hired an Airport engineer to help deliver on the Airport Capital Program. .. • Maintained a self-supporting revenue structure for the Airport in 2011 and 2012. • Boeing departure delays:two delays in 2011 and zero delays in 2012 due to winter maintenance. • Completed new lease which allows a specialized fixed base operator to construct a new building. +` • Helped Renton Gateway Center(ProFlight)complete construction on their new fixed based operation building. • Worked with Boeing to re-activate Apron B. • Completed design for Taxiway Bravo Rehabilitation. • Completed design for Seaplane Base Dredging Project. 2013/2014 Goals Design +•� • Complete construction of the Rainier Avenue Project. • Complete construction of the SW 27th Street/Strander Blvd Project. • Complete construction of the South Lake Washington Street Improvement(Garden Avenue NE) Project. • Complete construction of the Phase 1 NE 3rd/4th Street Corridor(Whitman Court Intersection Signalization) Project. • Complete design and construction of the Highlands to Landing Pedestrian Connection. .. • Complete construction of the developer BNSF/Southport Court and Lake Washington Blvd Crossing Improvements Project. • Complete design of the SR 169"Half Bridge"abutment barrier extension and crash attenuator project. • Begin and complete design and construction of Duvall Avenue NE/NE 12th Street Hawk Signal. • Begin and complete design and construction of the NE 31"Street Culvert Replacement Project. • Begin and complete design and construction of the South 7th Street/Shattuck Avenue South Intersection •" Improvement Project. • Begin and complete design and begin construction of the South Carr Road Improvement Project. • Begin and complete design of the Logan Avenue North Improvement Project. • Begin preliminary design of Houser Way/Lake Washington Blvd Connection Project. • Manage the Bridge Inspection and Repair Program. " • Manage Roadway Safety and Guardrail Program. • Manage Environmental Monitoring Program. • Manage Arterial Rehabilitation Program. • Support Street Overlay Program. • Support Sidewalk Replacement and Repair Program. •. • Support Walkway Program. r ar. Budget by Department-Public Works 3-121 s Operations and Maintenance • Complete evaluation of energy savings and begin conversion of high pressure sodium street lights to light emitting diode(LED)fixtures. • Working with the Design Section to install Pedestrian Count-Down Signals and Accessible Pedestrian System Push Buttons for 20 high pedestrian activity signalized intersections and a HAWK pedestrian crossing system on Duvall Avenue NE at NE 12`h Street. • Working with the Design Section to begin the implementation process of an Adaptive Signal Control System along SW 43rd Street/Carr Road South/Petrovitsky corridor for 11 signalized intersections and intersection improvements at Carr Road South and Benson Drive South(SR 515). • Upgrade 6 M50 Eagle traffic signal controllers with data key file uploading capability. • Expand ACS-Lite Adaptive Signal Control System to SW Grady Way from Oakesdale Avenue SW to Talbot Road South. • Install 10 new vehicle two-way radios and replace others as needed due to failures or accidents. • Maintain Central Signal Control System for efficient traffic operation. • Continue participation in Graffiti Abatement Program. • Complete 17 major preventive maintenance programs for traffic signals and school flashers. ' Install 120 miles of painted pavement markings along City arterial streets. • Install 1,000 new or replacement signs through regular maintenance and work orders. • Install 10,000 Raised Pavement Markers along City arterial streets. ' Maintain and update traffic signal analysis program for improving signal timing operations throughout the City. • Provide professional traffic engineering review and response to citizen service requests and complaints. Planning and Programming • Provide project coordination and financial oversight of approximately 40 projects and programs within the 2013-2018 TIP and prepare the 2014-2019 and the 2015-2020 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 WSDOT's future 1-405 projects. • Complete corridor study for Rainier Avenue Phase 11. • Conduct feasibility study for converting Houser Way to two-way traffic south of Lake Washington Blvd. • Complete conceptual design work for the Lake Washington Loop Trail around the perimeter of the Renton Airport. • Assist the Department of Community and Economic Development in completing the Benson Hill Neighborhood Plan. • Actively participate in regional forums(RTC,PSRC,ETP,Sound Transit,SCATBd,WSDOT,RPEC)and other discussions on transportation funding packages to ensure Renton's interests are presented regionally and achieved. • Review and provide comments on development reviews,traffic impact studies,and annexation reviews. • Continue to work with the approximately 30 commute trip reduction (CTR)sites within Renton to implement the state mandated CTR requirements. a► • Continue to work with Metro to implement a new bus rapid transit route between Renton and Burien including the extension to The Landing. • Coordinate with the Administrative Services Department to improve the City's Transportation GIS system. • Coordinate with King County Metro facilities and service personnel to respond to citizen requests and complaints. Budget by Department-Public Works 3-122 ..w `� • Continue to partner with the Renton School District to improve school walking routes for elementary schools. .. Airport • Complete Taxiway Bravo Rehabilitation Project. • Install a new emergency generator for the tower and airfield lighting. dw • Complete the construction of the Renton Aerospace Center. • Complete the parking lot and drainage rehabilitation project north of the control tower. • Replace the existing jet blast fence. • Complete Seaplane Base Dredging Project. • Demolish the vacant 820 Building. Expenditure Budget by Category-Transportation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 2,534,112 2,576,690 2,488,419 2,657,726 2,406,048 2,498,834 2,515,912 -6.0% 0.7% Part-Time Salaries 105,810 104,687 89,296 104,687 112,710 135,887 136,399 29.8% 0.4% Overtime 93,577 80,932 89,310 80,932 124,038 62,205 61,693 -23.1% -0.8% Personnel Benefits 892,409 925,508 915,389 1,039,587 940,398 995,692 1,085,144 -4.2% 9.0% Supplies 287,237 172,229 242,101 172,229 380,613 229,163 228,748 33.1% -0.2% Other Services and Charges 1,292,313 1,210,552 1,200,748 1,210,552 1,308,369 1,289,098 1,259,945 6.5% -2.3% Intergovernmental Services 1,080 0 3,095 0 2,485 0 0 N/A N/A Interfund Payments 1,100,988 654,377 660,657 664,427 668,939 699,810 708,288 5.3% 1.2% Transfer Out 620,000 620,000 633,271 630,000 613,769 640,000 650,000 1.6% 1.6% Operating Total 6,927,525 6,344,975 6,322,286 6,560,140 6,557,370 6,550,689 6,646,129 -0.1% 1.5% CIP 12,106,088 14,950,517 13,450,167 15,115,603 26,272,580 35,780,803 7,526,107 136.7% -79.0% Total 19,033,614 21,295,492 19,772,453 21,675,743 32,829,950 42,331,492 14,172,236 95.3% -66.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Transportation Services 2010 2011 2011 2012 2012 2013 2014 Change Change `.. Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Planning 4.50 4.50 4.50 4.50 3.50 3.50 3.50 -22.2% 0.0% Design 4.00 4.00 4.00 4.00 5.00 4.00 4.00 0.0% 0.0% Operations/Maintenance 16.50 16.00 16.00 16.00 16.00 15.00 15.00 -6.3% 0.0% Airport 5.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0% Total FTE 33.00 33.00 33.00 33.00 33.00 31.00 31.00 -6.1% 0.0% .r Intermittent FTE 2.88 2.57 2.48 2.57 3.12 3.63 3.65 41.6% 0.3% Temp/Intermit Pay&Ben $ 119,669 $ 106,742 $ 103,054 $ 106,742 $ 129,839 $ 151,182 $ 151,694 41.6% 0.3% wr► r• Budget by Department-Public Works 3-123 +rr Utility Systems Division Mission Statement 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. 2011/2012 Accomplishments Water Utility Engineering • Executed a 50-year water supply contract with Seattle Public Utilities to provide the City of Renton with long-term water to meet the City's future needs. • Completed the 2012 update of the Water System Plan. • Obtained the Department of Ecology's approval of a 10-year extension of the water rights permits for the Maplewood wells along with the removal of several costly permit conditions. • Completed the installation and functional testing of hardware and software for Automated Meter Reading(AMR) system and installed over 3,000 radios and meter change-outs to convert commercial customer accounts to AMR. • Completed the construction of water main improvements in Main Avenue South,Earlington area and Maplewood addition. • Completed the construction of water main improvements for the Hawks Landing Project. • Completed recoating the interior and exterior of the West Hill Reservoir. • Began construction of water main improvements in Rainier Avenue South in conjunction with roadway and utilities improvements. • Continued systematic replacement and upgrade of the City's water telemetry system. • Continued maintenance and update of drinking water quality monitoring database,water system GIS and hydraulic model. • Continued implementation of regulatory requirements programs including development and publication of annual water quality report, aquifer protection program, water conservation and water use efficiency program, and cross-connection control program. • Provided technical assistance to the City's Development Services Division and to the Transportation Systems Division for the design and construction of the water improvements associated with private development projects and with capital roadway improvements projects. Wastewater Utility Engineering • Completed design and began construction of the Liberty Lift Station Project. • Began design for the Telemetry Upgrade, Lind Avenue Lift Station, Airport Lift Station, and Misty Cove Lift Station Projects. • Completed construction of Presidents Park Phase I,Stonegate Lift Station, Westview Lift Station, Lake Washington Beach Lift Station,Cascade Interceptor and Earlington Sewer Replacement Phase ll. Surface Water Utility Engineering • Completed the Lake Washington Blvd/Hawks Landing Storm System Improvement Project and the Lake Avenue South/Rainier Avenue South Storm System Replacement Project. • Completed the Elliot Spawning Channel FEMA Repair Project. Budget by Department-Public Works 3-124 UW ' Completed the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green River Ecosystem Restoration Program. • Completed the Lincoln Avenue NE and Monterey Place NE Storm System Replacement Projects and started construction of the Stevens Avenue NW/Lind Avenue NW Storm System Improvement Project. • Completed the Madsen Creek Sedimentation Basin and Maplewood Sedimentation Basin Cleaning Project construction. >r • Completed the Oakesdale Avenue SW Pump Station Repair Project. • Completed the annual Mosquito Abatement Program for treatment of upland areas in the Talbot Hill area adjacent to the Panther Creek Wetlands and City maintained stormwater facilities. • Conducted the annual sediment surveys for the lower Cedar River and mitigation spawning channel monitoring and other required mitigation monitoring for the Cedar River Section 205 Flood Hazard Reduction Project. Initiated work with the King County Flood Control District to start and fund the design, permitting and construction of maintenance dredging of the lower 1.25 miles of the Cedar River. • Completed the third year of the 10-year Springbrook Creek Wetland and Habitat Mitigation Bank Project establishment period. A total of 21.7 credits have been released for City and WSDOT use. • Completed 30%design of the Hardie Avenue SW/SW 7th Street Storm System Improvement Project. • Developed a new program to accept maintenance of stormwater facilities in residential plats with pubic streets. „r Completed the inspection of 151 of the 213 total stormwater facilities. • Provided technical assistance to WSDOT on its 1-405 improvement projects and project completion agreements. • Obtained five Department of Ecology Stormwater Retrofit and LID grants,from State Supplemental Capital Budget .. appropriation. The projects include the Rainier Avenue Stormwater Retrofit Project,the SW 7th Street Stormwater Retrofit Project, the NE 101h Street and Anacortes Avenue NE Detention Pond Retrofit Project, the Harrington Avenue NE Green Connections Project and the Sunset Regional Stormwater Facility Project. The total cost of these .� projects is $4.48 million, with $3.36 million being funded by the Ecology grants for the projects. The design and permitting of these projects will start in 2012 and 2013 with construction planned for completion by early 2015 or earlier. +r • Continued to meet regulatory requirement of the NPDES Phase II Municipal Stormwater Permit. Reviewed and commented on the new 2013-2018 NPDES Phase II permit and coordinated with other jurisdiction on the new permit. Solid Waste Utility • Provided six English language and two Spanish language 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 and collection of batteries, and printer cartridges generated within City facilities. • Partnered with the Department of Community and Economic Development, to implement the Clean Community Initiative Program. Budget by Department-Public Works 3-125 2013/2014 Goals Water Utility Engineering • Continue working on the six-year conversion of all 18,000 City's water meters to an Automated Meter Reading system. • Complete the design for replacement of one of the two Highlands 435-zone reservoirs. • Complete the construction of water main improvements in the Rainier Avenue South Corridor Improvements Project. • Construct annual water main replacement projects in Presidents Park and Monterey Terrace. • Recoat the interior and exterior of the South Talbot Hill Reservoir. • Construct primary disinfection piping for Wells 8,9 and EW-3. • Finalize negotiations on purchase of property for new reservoir in the Black River Quarry area. • Continued maintenance and update of the drinking water quality monitoring database, water system GIS and hydraulic model. • Continued implementation of regulatory requirements programs including development and publication of annual water quality report, aquifer protection program, water conservation and water use efficiency program, and cross-connection control program. • Continue monitoring of franchise agreement terms with Olympic Pipeline Company and Seattle Public Utilities. Wastewater Utility Engineering • Complete design and construction of the South 132nd Street Sewer Extension, 2013 Sanitary Sewer Rehabilitation, and Renton Hill Deep Manhole Restoration Projects in 2013. • Complete construction of Liberty Lift Station, Lind Avenue Lift Station, and East Renton Lift Station Projects in 2013. • Complete design and construction of the 2014 Sanitary Sewer Rehabilitation and the Central Renton Interceptor Reline/Upsize Projects in 2014. • Complete construction of the Airport Lift Station and the Misty Cove Lift Station Projects in 2014. • Begin pre-design for the Thunder Hills Interceptor Replacement/Rehabilitation Project in 2014. art Surface Water Utility Engineering • Complete the design and 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, ar in cooperation with the King County Flood Control District in 2014. • Complete the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System Improvement Project in 2013. • Complete the design, permitting and construction of the Rainier Ave Stormwater Retrofit Project that is funded by an Ecology Stormwater Retrofit grant,in coordination with the Rainier Avenue TIP Project in 2013. • Complete the design, permitting and construction of the NE 101h Street and Anacortes Avenue NE Detention Pond Retrofit Project that is funded by an Ecology Stormwater Retrofit grant in 2014. s • Complete the design, permitting and construction of the Harrington Avenue NE Green Connections Stormwater Retrofit Project that is funded by an Ecology Stormwater Retrofit grant in 2014. • Complete the design, permitting and construction of the Sunset Terrace Regional Stormwater Facility Project thatr is funded by an Ecology Stormwater Retrofit grant in 2014. • Complete the design, permitting and construction of the first phase of the Hardie Avenue SW/SW 7ch Street Storm System Improvements Project that includes the SW 7th Street stormwater retrofit improvements that is funded by an Ecology Stormwater Retrofit grant in 2014. • Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2013 and 2014. • Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2013. • Complete design, permitting and construction of the annual program to install fences around Utility maintained stormwater facilities that do not have fences as part of the Stormwater Facility Fencing Project in 2013. Budget by Department-Public Works 3-126 ■+ • Council adoption of the Surface Water Utility Master Plan to define future program and resources needed to deliver services, meet regulatory requirements and future CIP program needs in 2013. • Complete Phase 2 of the Storm System Mapping and GIS Project in 2014. „� • Complete the annual Small Drainage Problem Projects, the Mosquito Abatement Program, Storm System GIS Program and other ongoing programs. • Complete the transfer of the 213 privately maintained existing stormwater facilities in single residential plats with r public streets to be maintained by the City and implement full maintenance program by 2014. • Continue to meet the regulatory requirements NPDES Phase II Municipal Stormwater Permit and start implementation of the new 2013-2018 NPDES permit requirements in 2013. • Continue to implement the Community Rating System program, assisting in the plan review of new development, providing technical assistance to external customers and other divisions or departments on design standards, utility billing, floodplain, water quality, habitat and other environmental resource or surface water management regulatory(Clean Water Act, Endangered Species Act)or permitting requirements. •� • Continue regional and interagency coordination on salmon recovery efforts in WRIA 8,WRIA 9 and the Cedar River Council, flood hazard reduction efforts related to the King County Flood Control District Advisory Committee and Basin (Green River and Cedar River) Technical Committees, FEMA floodplain map updates and NPDES Phase II Municipal Stormwater Permit compliance. Solid Waste Utility • Provide four Natural Yard Care workshops per year targeting education to English and Spanish speaking residential homeowners to increase knowledge of strategies to reduce reliance on pesticides. • Provide technical assistance to businesses and apartment buildings to educate them about strategies to increase recycling, reduce contamination and prevent waste. • Implement a residential reuse event and two special recycling events per year to increase diversion of materials from the landfill. • Plan for the eventual assumption of Solid Waste services for Allied Waste customers that have been brought into .. the City limits by annexation. r r r Budget by Department-Public Works 3-127 Expenditure Budget by Category-Utility Systems 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012-2013 2013-2014 Regular Salaries 1,965,407 2,102,363 1,987,635 2,170,187 2,044,809 2,052,830 2,057,450 -5.4% 0.2% Part-Time Salaries 66 2,550 14,214 2,550 12,342 27,550 27,550 980.4% 0.0% Overtime 1,253 3,637 2,197 3,637 213 3,637 3,637 0.0% 0.0% Personnel Benefits 639,603 771,769 671,728 862,763 706,026 728,214 794,100 -15.6% 9.0% Supplies 9,623 18,998 10,159 18,998 6,938 23,998 23,998 26.3% 0.0% Other Services and Charges 11,862,682 12,905,280 11,736,528 12,890,280 12,610,658 13,384,258 13,684,381 3.8% 2.2% Intergovernmental Services 4,613,350 3,954,728 5,425,865 3,954,728 6,013,888 6,848,579 7,116,130 73.2% 3.9% Debt Service 4,556,764 4,609,402 4,609,748 4,604,209 14,964,114 4,503,417 4,316,092 -2.2% -4.2% Interfund Payments 1,904,153 1,477,146 1,477,146 1,512,812 1,515,149 1,719,023 1,769,608 13.6% 2.9% Transfer Out 4,924,409 0 27,950 0 3,500 0 0 N/A N/A Operating Total 30,477,310 25,845,873 25,963,170 26,020,164 37,877,637 29,291,506 29,792,946 12.6% 1.7% CIP 8,262,785 11,940,000 7,586,261 11,950,000 7,668,660 10,184,000 17,666,000 -14.8% 73.5% Total 38,740,095 37,785,873 33,549,431 37,970,164 45,546,297 39,475,506 47,458,946 4.0% 20.2% Staffing Levels(Full-Time Equivalent Employees-FTE)-Utility Systems 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012-2013 2013-2014 Solid Waste 2.75 2.75 2.75 2.75 2.75 2.75 2.75 0.0% 0.0% Water 6.75 6.75 6.75 6.75 6.75 6.75 6.75 0.0% 0.0% Wastewater 5.25 5.25 5.25 5.25 5.25 5.25 5.25 0.0% 0.0% Surface Water 10.75 10.75 10.75 10.75 10.75 8.75 8.75 -18.6% 0.0% Total FTE 25.50 25.50 25.50 25.50 25.50 23.50 23.50 -7.8% 0.0% Eli Intermittent FTE 0.00 0.06 0.40 0.06 0.35 0.66 0.66 980.4% 0.0% Temp/Intermit Pay&Ben $ 95 $ 2,550 $ 16,734 $ 2,550 $ 14,434 $ 27,550 $ 27,550 980.4% 0.0% A r Budget by Department-Public Works 3-128 r Fund 501 - Equipment Rental Fund 2013-2014 Vehicle Acquisitions/Replacements +r Charge Equipment Year 2013 2014 Dept Assigned Code Number Puchased Make Model Life Replacement Replacement Cost Cost Police Admin Poo102 A414 FORD TAURUS 2002 10 25,000 - r Police Spec Ops Poo104 A416 FORD CROWN VICTORIA 2002 3 - 45,000 Police Patrol Poo108 A406 FORD CROWN VICTORIA 2001 3 45,000 Police Patrol Poo108 A468 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A472 DMCH CHARGER 2009 4 45,000 Police Patrol Poo108 A474 DMCH CHARGER 2009 4 45,000 r Police Patrol Poo108 A475 DMCH CHARGER 2009 4 - 45,000 Police Patrol Poo108 8116 FORD EXPEDITION 2005 8 - 45,000 Police Patrol Poo108 A463 DMCH CHARGER 2008 4 45,000 - Police Patrol Poo108 A464 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A466 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A471 DMCH CHARGER 2009 4 45,000 as Police Patrol Poo108 A476 DMCH CHARGER 2009 4 45,000 Police K-9 Poo109 A467 DMCH CHARGER 2008 4 45,000 - w Public Works Maintenance Solid Pool18 D090 DMCH 3500 1999 10 50,000 Waste 'r Public Works Transportation Poo123 C196 FORD PU 2000 8 30,000 System Maint �y Public Works Maintenance Street Poo125 E118A ELGN CROSSWIND 2008 4 - 250,000 Public Works Maintenance Surface Poo126 C217 FORD F250 2002 8 30,000 Water - Public Works Maintenance Surface Poo126 E116 INTE VACTOR 2008 5 425,000 Water Public Works Maintenance Surface Poo126 New N/A DUMPTRUCK 2013 15 185,000 +rr Water Public Works Maintenance Surface Poo126 New N/A SLOPE MOWER 2014 5 - 60,000 Water a. Public Works Maintenance Surface Poo126 New N/A MOWER TRAILER 2014 10 6,000 Water Public Works Maintenance Surface Poo126 New N/A DEWATERING PUMPS 2014 10 5,000 Water +r Public Works Maintenance Surface Water Poo126 New N/A 1-TON FLAT BED TRUCK 2014 10 55,000 Public Works Maintenance Water Poo127 C218 FORD RANGER 2002 8 25,000 Public Works Maintenance Water Poo127 C224 FORD RANGER 2003 8 - 25,000 Public Works Maintenance Water Poo127 8101 CHEV BLAZER 2001 8 30,000 - Community Services Facilities Poo132 C183 CHEV S10 1998 8 - 25,000 r� nr Budget by Department-Public Works 3-129 (continued) Fund 501 - Equipment Rental Fund 2013-2014 Vehicle Acquisitions/Replacements 2013 2014 Charge Equipment Year Dept Assigned Code Number Make Model puchased Life Replacement Replacement Cost Cost Fire Suppression Poo140 F072 INTE 4700 2000 7 - 225,000 Fire Suppression Poo140 F064 INTE 4700 1999 7 225,000 - Fire Suppression Poo140 F065 INTE 4700 1999 7 225,000 - Fire FD40 Pool52 F428 FORD EXPEDITION 2000 8 45,000 - Total: $ 1,490,000 $ 1,041,000 Budget by Department-Public Works 3-130 r r Public Works Position Listing(Sheet 1 of 4) 2010 2011 2011 2012 2012 2013 2014 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 r N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Administration Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Transportation Systems Division r 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 r A07 Secretary II 1.00 0.50 0.50 0.50 0.50 0.50 0.50 Total Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50 r. 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 r A28 Civil Engineer III 1.50 1.50 1.50 1.50 0.50 0.50 0.50 A24 Transportation Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Transportation Planning 4.50 4.50 4.50 4.50 3.50 3.50 3.50 r 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 0.00 0.00 r A28 Civil Engineer III 2.00 2.00 2.00 2.00 3.00 3.00 3.00 Total Transportation Design 4.00 4.00 4.00 4.00 5.00 4.00 4.00 Transportation Operations/Maintenance r 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 III 0.50 0.50 0.50 0.50 0.50 0.50 0.50 r A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Signal/Electronics Sys Tech II 6.00 6.00 6.00 6.00 6.00 6.00 6.00 A21 Traffic Signage and Marking Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00 r A17 Traffic Sign and Paint Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Al2 Traffic Maintenance Worker II 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A05 Office Assistant III 1.00 0.50 0.50 0.50 0.50 0.50 0.50 Total Transportation Operations/Maintenance 16.50 16.00 16.00 16.00 16.00 15.00 15.00 Airport M33 Airport Manager 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Airport Manager 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A25 Capital Project Coordinator 0.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Assistant Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00 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 r Total Airport 5.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Transportation Systems Division 33.00 33.00 33.00 33.00 33.00 31.00 31.00 rr Budget by Department-Public Works 3-131 Public Works Position Listing(Sheet 2 of 4) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Utility Systems Division Water Utility Systems M38 Utility Systems Director 0.25 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 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A23 Engineering Specialist III 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Senior Program Specialist 0.00 0.50 0.50 0.50 0.50 0.50 0.50 A13 Program Specialist 0.50 0.00 0.00 0.00 0.00 0.00 0.00 A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Water Utility Systems 6.75 6.75 6.75 6.75 6.75 6.75 6.75 Wastewater Utility Sys and Tech Svcs M38 Utility Systems Director 0.25 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 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A23 Engineering Specialist III 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A19 Engineering Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Wastewater Utility Sys and Tech Svcs 5.25 5.25 5.25 5.25 5.25 5.25 5.25 Surface Water Utility Systems M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 X011 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 4.00 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 2.00 2.00 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 0.00 0.00 A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Surface Water Utility Systems 10.75 10.75 10.75 10.75 10.75 8.75 8.75 Solid Waste Utility Systems M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 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 s Total Solid Waste Utility Systems 2.75 2.75 2.75 2.75 2.75 2.75 2.75 Total Utility Systems Division 25.50 25.50 25.50 25.50 25.50 23.50 23.50 • Budget by Department-Public Works 3-132 rn Public Works Position Listing(Sheet 3 of 4) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 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 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 SecretaryII 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Maintenance Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 r 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 Services 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 Al2 Maint Services Worker III/Street 10.00 10.00 10.00 10.00 14.00 14.00 14.00 A08 Maint Services Worker II/Street 4.00 4.00 4.00 4.00 0.00 0.00 0.00 A04 Solid Waste Mtc Worker 1.00 1.00 1.00 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 20.10 20.10 20.10 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 A23 Wastewater Maint Svcs Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .. A15 Lift Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Al2 Maintenance Svc Wkr III(Waste/Surface Water) 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A08 Maintenance Svc Wkr II/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 A23 Wastewater Maint Svcs Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Maintenance Svc Wkr III(Waste/Surface Water) 7.00 7.00 7.00 7.00 9.00 9.00 11.00 A08 Maintenance Svc Wkr II(Waste/Surface Water) 1.00 1.00 1.00 1.00 2.00 2.00 2.00 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 0.00 0.00 0.00 Total Surface Water/Waste Water Maint Sery 18.15 18.15 18.15 18.15 20.15 20.15 22.15 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 A21 Water Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Water Utilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Water Utility Instrumentation 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 • r. Budget by Department-Public Works 3-133 Public Works Position Listing(Sheet 4 of 4) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted , 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 7.00 7.00 9.00 9.00 9.00 A08 Maintenance Services Worker II 3.00 1.00 1.00 1.00 1.00 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 2.00 2.00 2.00 0.00 0.00 0.00 Total Water Maintenance Services 25.30 25.30 25.30 25.30 25.30 25.30 25.30 Equipment Maintenance Services 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 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Equipment Maintenance Services 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Total Maintenance Services Division 78.00 78.00 78.00 78.00 80.00 80.00 8200. , Total Public Works Department 139.50 139.50 139.50 139.50 141.50 137.50 139.50 j 1 Budget by Department-Public Works 3-134 r r r 4 DEBT MANAGEMENT r Overview 4-1 r Outstanding Debt 4-2 r General Obligation Debt Computation of Limitation of Indebtness 4-3 �r. Debt Service to Maturity by Funding Sources 4-4 r General Obligation Debt 4-5 r Waterworks Debt Summary 4-7 irs Revenue Bonds 4-7 Public Works Trust Fund Loans 4-10 S 1 1 1 1 DEBT MANAGEMENT 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: .r Type of Bonds Issued(Latest Year) Fitch Moody Standard & Poor's Water&Sewer Revenue Bonds AA+ AA+ Limited GO Bonds AA Aa3 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, 2013, there was $38.1 million in principal outstanding which are: Water/Sewer Revenue Bonds$32.6 million and PWTF Loan $5.5 million. GENERAL OBLIGATION DEBT: Under RCW 39.36.020(2), the public may vote to approve bond issues for general government purposes in an amount not to exceed 2.5% of the value of all taxable property within the City. Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5%of the City's assessed valuation. Prior to the passage of new legislation in 1994, the statutory limit on councilmanic (non-voted or limited general obligation (LTGO)) debt for general government purposes was 0.75% of assessed valuation. Another 0.75% of councilmanic debt was available only for lease-purchase contracts (RCW 35.43.200). Now, these two components have been combined and can be used for any municipal purpose, including using the entire 1.5%for bonds. 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 2012, the City's has $74.3 million limited general obligation debt (Council approved debt) outstanding and an available capacity of $83.3 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$788 million available. Debt Management-Overview 4-1 jr7 DEBT MANAGEMENT OVERVIEW , Interest Issue Maturity Total Amt Outstanding Item Rates Date Date Issued 1/1/2012 Issued Redeemed 12/31/2012 General Obligation Bonds: Limited GO 2010 GO Va I ley Comm Refundi ng(02) 3.00%-4.00% 04/05/10 12/01/15 1,065,000 848,000 201,000 647,000 ' 2001 GO City Ha 11&DT Parking Refunding(97) 2.10%-4.85% 10/18/01 12/01/17 13,505,000 - 2010 GO DT Parking Refunding(01) 3.00%-4.50% 05/11/10 12/01/21 6,170,000 6,025,000 5,000 6,020,000 2002 GO FS 12 Construction Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 2,515,000 2,515,000 - ' 2006 GO S LK WA Infr Impv Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 15,770,000 610,000 15,160,000 2011 GO Li bra ryBonds 2.00%-5.00% 08/02/11 12/01/22 16,715,000 16,715,000 1,375,000 15,340,000 2011 GO City Hall Refunding (2001)Bonds 2.00%-5.00% 09/21/1112/01/17 9,425,000 9,265,000 1,450,000 7,815,000 Subtotal Limited GO 68,755,000 51,138,000 6,156,000 44,982,000 Other Miscellaneous debt 2009 FD 40 Loan for acquisition of FS13 3.75% 03/01/09 09/01/28 6,798,085 6,161,039 271,517 5,889,522 2009(A)SCORE LTGO 4.00%-5.00% 11/04/09 01/01/22 2,789,700 2,789,700 - 2,789,700 2009(B)SCORE BABS 3.00%-6.62% 11/04/09 01/01/39 26,530,2001 26,530,200 - 26,530,200 • Subtotal Miscellaneous 36,117,985 35,480,939 271,517 35,209,422 Total General Obligation Debt 104,872,985 86,618,939 6,427,517 80,191,422 Water/Sewer Revenue Bonds: 1998 Water/SewerRefunding 3.70%-5.10% 03/01/9806/01/13 6,120,000 1,045,000 1,045,000 - • 2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 1,025,000 1,025,000 - 2003Water/Sewer Refunding 2.00%-3.70% 10/01/0306/01/13 8,035,000 805,000 390,000 415,000 2004 Water/Sewer 3.55%-5.00% 11/01/04 12/01/18 10,335,000 10,335,000 9,045,000 1,290,000 2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 1,430,000 - 1,430,000 2007 Water/SewerRefunding 4.00%-5.00% 11/06/0712/01/22 8,320,000 8,275,000 15,000 8,260,000 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 2012 Water/SewerRefundin 2.00%-3.00% 12/07/12 12/01/27 9,190,000 - 9,190,000 - 9,190,000 Total Revenue Bonds 67,420,000 34,925,000 9,190,000 11,520,000 32,595,000 Water/Sewer Public Works Trust Fund Loans: • Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 25,641 - 25,641 - Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 279,001 87,483 191,518 East Renton Interceptor 1.00% 06/14/93 07/01/13 2,542,704 269,140 134,570 134,570 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 15,309 5,103 10,206 NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 170,360 42,590 127,771 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 584,276 116,855 467,421 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 484,360 96,872 387,488 Corrosion Control Treatment Facilities 1.001/o 03/26/96 07/01/17 1,106,000 296,142 49,357 246,785 Maplewood WtrTreatment Improvements 0.50% 01/17/02 07/01/21 567,831 303,010 30,301 272,709 Construct CT Pipeline for Wells 0.50% 11/05/0207/01/22 814,527 471,570 42,870 428,700 Maplewood WtrTreatment Improvements 0.50% 07/01/04 06/30/241 5,150,000 3,544,412 272,647 3,271,765 Total Public Works Trust Fund Loans 17,463,590 6,443,222 904,289 5,538,933 Total WaterWorks Obligations 84,883,590 41,368,222 9,190,000 12,424,289 38,133,933 Total Outstanding Debt 189,756,575 127,987,161 9,190,000 18,851,806 118,325,356 i Debt Management-Outstanding Debt 4-2 DEBT MANAGEMENT OVERVIEW Computation of Limitation of Indebtness December 31,2012 General purpose Parks and Utility Non-Voted Voted Open Space Purpose (Limited GO) (Unlimited GO) Voted Voted 2012 Assessed Valuation(20131 $ 10,507,803,069 x 1.50% 2.50% 2.50% 2.50% Non Voted Debt Limits 157,617,046 Voted Limits 262,695,077 262,695,077 262,695,077 Less General Obligation Bonds Outstanding (74,301,900) Add Cash on hand for Debt Service - Available Debt Capacity by Purpose $ 83,315,146 $262,695,077 $ 262,695,077 $262,695,077 Total Voted Capacity $788,085,230 Debt Management-General Obligation Debt 4-3 Cmmmutntinn of I imitatinn of Indahtnact DEBT MANAGEMENT OVERVIEW ' Debt Service Requirement to Maturity Long Term Debt Summary as of December 31,2012(Dollars in Thousands) , General Obligation) Waterworks Revenue Waterworks PWTF Total Year Total Principal Interest Total Principal Interest Total Principal nterest Total Principal Interest , 2013 6,166 4,042 2,124 2,543 1,290 1,253 918 879 40 9,627 6,211 3,416 2014 6,153 4,150 2,003 2,907 1,695 1,212 740 709 31 9,801 6,554 3,247 2015 6,153 4,294 1,859 2,906 1,765 1,141 729 704 25 9,788 6,763 3,025 2016 5,940 4,220 1,720 2,910 1,845 1,065 628 609 19 9,478 6,674 2,803 2017 5,929 4,373 1,557 2,908 1,930 978 409 395 13 9,246 6,698 2,548 2018 5,568 4,210 1,358 2,909 2,020 889 357 346 11 8,835 6,576 2,259 2019 5,567 4,368 1,200 2,908 2,105 803 355 346 9 8,831 6,819 2,012 2020 5,573 4,576 997 2,907 2,185 722 354 346 8 8,833 7,107 1,726 2021 5,572 4,785 787 2,907 2,270 637 352 346 6 8,831 7,401 1,430 2022 2,770 2,210 560 2,909 2,360 549 320 316 4 5,999 4,885 1,114 2023 1,901 1,449 452 2,908 2,450 458 275 273 3 5,085 4,172 913 2024 1,902 1,520 382 2,909 2,535 374 274 273 1 5,085 4,327 757 2025 1,904 1,596 308 2,906 2,620 286 - - 4,810 4,216 594 2026 1,902 1,668 234 2,910 2,715 195 - - 4,811 4,383 428 2027 1,906 1,750 156 2,909 2,810 99 - 4,815 4,560 255 2028 1,734 1,660 74 - - - - - 1,734 1,660 74 Total 1 $66,642 $50,872 $15,771 $43,256 $32,595 $10,661 $5,710 $5,539 $171 $115,608 $ 89,005 $ 26,603 Ali llnclude Inter-govt Loans with Val ley Comm and FD 40 for the acquisition of Station 13 but exclude SCORE which will be paid as part ofiail Service charge. Debt Management-Debt Service to Maturity by Funding Sources 4-4 DEBT DEBT MANAGEMENT _,,, GENERAL OBLIGATION .. 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 r the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible for one-fifth or$2,551,600 of the total obligation. Debt Service for these bonds is accounted for in the General Government Miscellaneous Debt Service Fund (215). 2001 Refunding(refund 1997)Series A Bonds. Has an average interest rate of 5.02%for purposes of advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest rate of 5.79%. This resulted in a positive cash flow difference of$393,062. Debt Service is accounted for in Fund (201). 6. 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. 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). 2011 Library Bonds. Has an average interest rate of 3.72% and was issued to finance all or a portion of the costs of acquiring land for and constructing, improving, and equipping two new public library facilities and repairing, renovating and improving existing library facilities; providing the form and terms of the bond. Debt Service is accounted for in Fund (215). t2011 Refunding(refund 2001)Bonds. Has an average interest rate of 3%for purposes of advance refunding the 2001 Refunding (refund 1997) Series A Bonds with an average interest rate of 5.02%. This resulted in a reduction in the aggregate debt service payments of $1,402,171 and a present value gain of $1,348,396. Debt Service is accounted for in Fund (201). i Debt Management-General Obligation Debt 4-5 MI DEBT MANAGEMENT GENERAL OBLIGATION DEBT , Valley ' NCH S.Lk Wa. Comm Fire Station Downtown 2011 LTGO Year Total LTGO * Principal Interest Development Infrastructure Refunding 13 Parking Libra r 2013 6,165,940 4,042,439 2,123,500 1 1,749,000 1,400,813 240,880 500,635 275,325 1,999,288 ' 2014 6,153,190 4,150,130 2,003,060 1,749,400 1,402,013 229,280 500,635 275,175 1,996,688 2015 6,153,285 4,294,225 1,859,059 1,749,100 1,396,838 228,800 500,635 280,025 1,997,888 2016 5,940,135 4,220,216 1,719,918 1,752,450 1,410,088 - 500,635 279,725 1,997,238 2017 5,929,485 4,372,672 1,556,812 1,748,250 1,402,838 500,635 279,425 1,998,338 2018 5,568,360 4,210,075 1,358,285 1 - 1,404,088 500,635 1,664,100 1,999,538 2019 5,567,497 4,367,947 1,199,550 1,403,338 500,635 1,666,325 1,997,200 2020 5,572,547 4,575,922 996,625 1,405,588 500,635 1,670,625 1,995,700 �• 2021 5,571,997 4,785,158 786,839 1,405,588 500,635 1,666,775 1,999,000 2022 2,769,722 2,209,547 560,175 1,413,338 500,635 855,750 2023 1,901,472 1,449,482 451,991 1,400,838 500,635 - rr 2024 1,901,872 1,519,759 382,113 1,401,238 500,635 2025 1,904,385 1,596,059 308,326 1,403,750 500,635 2026 1,901,635 1,667,754 233,881 1,401,000 500,635 2027 1,906,135 1,750,080 156,054 1,405,500 500,635 2028 1,734,411 1,660,055 74,356 1,401,750 332,661 Totals 66,642,066 50,871,522 15,770,544 8,748,200 22,458,600 698,9601 7,842,181 1 8,057,500 18,836,625 *Exclude SCORE Bonds which will be repaid through SCOREjail service charges. General Government Debt Service to Maturity $8.00 $7.00 $6.00 $5.00 o $4.00 $3.00 $2.00 t $1.00 $0.00 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 ■NCH Development IS.Lk Wa. Infrastructure ■Valley Comm Refunding Fire Station 13 Downtown Parking ■ 2011 LTGO Library ■SCORE m. s Debt Management-General Obligation Debt 4-6 DEBT MANAGEMENT WATERWORKS UTILITY DEBT WATERWORKS DEBT SUMMARY As of January 1, 2013, the City has $38.1 million in total principal revenue bond debt outstanding. This revenue bond debt of the City has been incurred through two (2) different bond categories: • Waterworks Revenue Bond debt, for various water/sewer projects, has $32.6 million in outstanding principal debt. • Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington, have $5.5 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 proposed budget will continue to meet the debt service coverage ratio. 2013 Debt Service Coverage Ratio Calculation for Waterworks 2014 Debt Service Coverage Ratio Calculation for Waterworks Utility Utility Total Revenues 52,161,152 Total Revenues 57,969,031 Total Expensesl 32,971,853 Total Expenses' 33,894,147 Amount Available for Debt Service 19,189,299 Amount Available for Debt Service 24,074,884 Total Debt Service 4,503,417 Total DebtServicc 4,316,092 DEBT SERVICE RATIO 4.26 DEBT SERVICE RATIO 5.58 '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. These were paid off on 12/01/2012. 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 Debt Management-Waterworks Debt Summary&Revenue Bonds 4-7 DEBT MANAGEMENT WATERWORKS UTILITY DEBT , additions to and betterments and extensions of the waterworks utility. A portion ($9.2 million) of these bonds were refund on 12/07/2012. ' 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. 2012 Water/Sewer Revenue Refunding Bonds (Ordinance #5672) were issued in the amount of$9,190,000 and dated December 7, 2012. The average interest rate is 2.5%. These bonds were issued for the purpose of refunding a portion of the 2004 Water/Sewer Revenue Bonds. Debt Management-Revenue Bonds 4-8 DEBT DEBT MANAGEMENT ,,,,� WATERWORKS UTILITY 2007 W/S 2012 W/S Total Revenue2003 W/S Refunding 2008(A)W/S 12008 (B)W/S Refunding Year Bonds Refunding 2004 W/S 2007 W/S (02) (Exempt) (Taxable) (2004) 2013 2,542,997 422,678 260,230 59,200 366,450 415,508 710,138 308,794 2014 2,907,328 - 282,953 154,200 1,075,650 415,508 671,468 307,550 2015 2,905,950 - 289,375 150,400 1,071,450 415,508 672,368 306,850 2016 2,909,745 - 290,000 146,600 1,066,250 895,508 205,238 306,150 2017 2,907,858 - 287,000 151,850 1,072,250 1,091,308 - 305,450 2018 2,909,358 - 73,500 301,600 1,231,000 933,508 - 369,750 2019 2,908,208 - - 256,200 1,180,000 985,258 - 486,750 2020 2,906,758 - - 207,200 1,124,400 1,034,458 - 540,700 2021 2,907,158 - - 194,800 1,119,400 1,045,658 - 547,300 2022 2,909,308 - - 197,600 1,118,000 1,045,258 - 548,450 2023 2,907,958 - - - - 1,203,658 - 1,704,300 2024 2,908,678 - - - - 1,203,478 - 1,705,200 2025 2,905,898 - - - - 1,201,148 - 1,704,750 rr 2026 2,909,578 - - - 1,201,628 - 1,707,950 2027 2,909,315 - - - - 1,204,665 - 1,704,650 Totals 1 $43,256,089 $ 422,678 $ 1,483,058 $1,819,650 $10,424,850 $14,292,050 $2,259,210 $12,554,594 $3.00 $2.50 _ $2.00 $1.50 c 2 2 $1.00 ' $0.50 _ ' $0.00 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 ■2003 W/S Refunding ■2004 W/S 0 2007 W/S ■2007 W/S Refunding (02) 2008(A)W/S (Exempt) E2008(B)W/S (Taxable) 2012 W/S Refunding(2004) Debt Management-Revenue Bonds 4-9 01 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. 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 4-10 DEBT DEBT MANAGEMENT WATERWORKS UTILITY Central NE 27th/ Maplewood Renton Aberdeen Corrosion Maplewood Water Sewer East Dayton Drainage East Honeycreek Control Water Construct Treatment Total PWTF Replacement Renton Avenue Improvem Kennydale (Sunset) Treatment Treatment CT Pipeline Impv Year Loans (Ph I&II) Interceptor NE ents Interceptor Interceptor Facilities Impvs for Wells Construction 2013 918,148 1 89,399 135,916 5,307 . 43,867 121,529 104,622 51,825 31,664 45,013 289,006 2014 740,035 53,058 - 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 44,585 286,279 2016 627,673 - 118,023 98,809 50,344 31,210 44,370 284,916 2017 408,618 - - - +_j9,850 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 4' .3 279,463 2021 351,851 - - - - - 30,452 43,299 278,100 2022319,821 - - - - - - - - 43,084 276,737 2,023 E 275,374 - - - - - - 275,374 2024 274,010 - 274,010 Totals 5,710,013 194,995 135,916 10,512 130,325 ! 479,104 406,862 254,188 279,526 440,488 I 3,378,097 i $1,000 `° $900 - �"' $800 $700 $600 3$500 - _ _.__ .__ _ iL$400 - $300 $200 $100 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 ■Central Renton Sewer Replacement(Ph I&II) ■East Renton Interceptor ■Dayton Avenue NE ■NE 27th/Aberdeen Drainage Improvements ■East Kennydale Interceptor ■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 4-11 This page is intentionally left blank , ■r rr .r .r .rl .r r Debt Management-Public Works Trust Fund Loans 4-12 ,rr 5 CAPITAL INVESTMENT PROGRAM City Wide Narrative 5-1 rr City Wide Summary 5-5 General Government 5-7 �r Internal Service Funds 5-39 rr Transportation 5-43 Airport 5-89 Golf Course 5-105 r Water 5-113 r. Wastewater 5-137 Surface Water 5-163 r 1 1 r 1 1 1 I CAPITAL INVESTMENT PROGRAM 2013 through I. Capital Investment Program Policy Overview The Projects listed in the 2013-14 Capital Budget for funding are consistent with this 2013-2018 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 2013-2014. 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/Administrative Services 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 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. Administrative Services 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 Administrative Services Administrator notification of completion of the capital project(s). Administrative Services 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 This page is intentionally left blank • wr r ..r Capital Investment Program-City Wide Narrative 5-4 CAPITAL INVESTMENT PROGRAM through2013 thousands . dollars) CITY WIDE SUMMARY Adopted Projected Project Departments 2013 2014 2015 2016 2017 2018 Total General Government 2,843 1,500 11,914 4,794 6,297 10,185 37,533 Transportation 25,258 6,027 32,043 43,122 40,099 49,211 195,760 Airport 10,340 1,392 1,045 1,955 6,944 685 22,361 Golf Course 50 50 480 3,500 150 230 4,460 Water Utility 3,745 4,385 4,260 4,310 4,410 4,510 25,620 Wastewater Utility 3,250 3,250 3,250 3,250 3,250 3,250 19,500 Surface Water Utility 3,189 10,031 4,700 3,100 3,600 3,000 27,620 Total 1 48,675 26,635 57,692 64,031 64,750 71,071 332,854 Adopted Projected Resources 2013 2014 2015 2016 2017 2018 Project Total User Fee 311 663 329 356 453 419 2,530 REET 500 550 - - - - 1,050 Fuel Tax 640 650 660 670 680 680 3,980 Utility Tax 425 425 - - - 425 1,275 Bond Proceeds - - 105 1,055 1,470 1,355 3,985 Operating 9,951 13,744 10,268 13,603 10,820 9,366 67,751 Grants/Contribution Received 18,864 5,636 43 1,913 1,913 1,303 29,672 Mitigation Funds Received 933 107 170 170 210 180 1,770 Grants/Contribution Anticipated 9,860 2,335 2,760 810 5,277 220 21,262 Interest Income 204 380 270 288 332 313 1,788 �. Business License Fee 2,102 2,140 1,780 1,820 1,860 1,900 11,602 Other Government Resources In-Hand 4,488 - - - - - 4,488 KC levy transfer 160 5 - - - - 165 Undetermined - 28,363 38,522 35,409 45,121 147,415 Fund Balance 238 - - - - - - Total 1 48,675 1 26,635 1 44,747 59,206 58,423 1 61,283 1 298,731 Balance Available/Unfunded Needs 12,945 4,825 6,327 1 9,7881 34,123 w. r. Capital Investment Program-City Wide Summary 5-5 r This page is intentionally left blank 1 j 1 1 Capital Investment Program-City Wide Summary 5-6 General G ,,o, ,v,, ernment . 4 A it ,s Volunteers planting street trees in North Renton for Arbor Day/Earth Day Event 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 2013 through 2018 (in thousands ofdollars) SUMMARY Adjusted Estimated Life to Date Budget Year End Adopted P r o j e c t e d Project # Projects Type* Thru 2011 2012 2012 2013 1014 2015 1016 2017 2018 Total 1 Security Upgrades F 125 160 160 90 60 90 90 - - 615 2 Henry Moses Aquatic Center F 580 177 177 120 60 120 120 - 1,177 3 North Highlands Community Center F - - - - 2,000 - - 2,000 4 Community Services Maintenance Shops Rehab f 100 - - - - 100 5 Grant Matching Program P/F - 239 239 21 - - - - - 260 6Black River Riparian Forest P - - - 90 100 2D0 2,000 2,390 7Maplewood Community Park P - - - - - 225 4,000 225 4,450 8 Parks,Recreation,&Open Space Plan P 213 - - - - 225 - 438 9 Regis Park Athletic Field Expansion P 94 280 280 - 300 4,400 - 350 4,400 9,824 10 Springbrook Trail Missing Link P 650 - - - - 100 2,000 - - 2,750 11 Urban Forestry P 145 86 86 - - 110 110 110 110 671 12 Park Master Planning P - - - - 90 90 90 90 360 13 Integrated Pest Management Program P - - - - 100 - - 100 14 KC Proposition 2 Cap Exps Levy Fd P 787 787 160 5 - - 952 15 Parks General Major Maintenance P 1,037 398 429 300 190 475 485 440 2,360 5,685 16 Irrigation Renovation&Conservation P 352 - - - - 425 250 250 250 1,527 17 Irrig Automation and Consery P 137 23 30 30 15 15 15 15 15 265 18 Parking Lot and Drive Repairs P 49 10 10 50 50 90 50 309 60 409 19 Ball Field Renovation Program P 55 16 16 - - 50 SD 75 50 296 20 Pathway,Sidewalk,Brdwk Repairs P 429 7 30 75 75 65 40 40 40 771 21 Sports Court Repairs P 20 25 20 40 20 150 80 20 20 375 22 Capital Project Coordination P 186 72 72 74 75 78 80 - 565 23 Accessible Playground P 750 750 750 - - - 1,500 24 Leased Facilities F 500 - - 120 120 - - - - 740 25 Highlands Library Natural Area P - 10 30 - - 1010 30 1. 50 26 Tree Maintenance P 337 203 183 232 100 250 250 250 250 2,055 27 Contract Coordination P - - - - 131 139 147 155 572 28 Coulon Park Repairs and Maintenance P - 556 645 431 330 175 385 270 160 2,307 29 Riverview Park Bridge Reconstruction P - 3 250 - - - - 253 30 Sunset EIS Park P 280 280 100 3,000 3,380 Total 1 4,9091 4,0931 4,18,111 2,843 1 1,500 12,014 1 4,794 1 6,576 110,195 69,841 Adjusted Estimated Life to Date Budget Year End Adopted P r o j e c t e d Project Resources Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total ' User Fee - - - - REEF 175 398 250 500 550 - - - 1,475 Fuel Tax - Utility Tax - 425 425 - - - 850 Bond Proceeds - - - - - - - - - 800 Business License Fee - - - 400 400 - - Operating 1,521 1,291 520 120 120 - - - - 2,281 Grants/Contribution Received 500 350 361 - - - - - - 861 Mitigation Funds Received 650 400 400 750 - - - 1,800 Grants/Contribution Anticipated - - - 250 - - - - - 250 Mitigation Funds Anticipated - - - - - _ _ _ _ MisclTransfers 1,742 330 1,158 - - - - - 2,900 Interest Income - _ KC levy transfer WALUEI 160 160 160 5 - - - BVALUEI Beginning Fund Balance 560 287 469 238 - Total pyALUEI 3,216 3,318 2,843 1,500 RVALU EI Balance Avoilable/(Unfunded Needs) I WALUEI 1 8671 866 12,014 4,794 6,576 10,195 t7VALUEI " E-Economic Development G-General Government P-Parks F-Facilities i 1 1 1 Capital Investment Program-General Government 5-8 in CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) r. Project Title: City-wide Security System Upgrades Project:1 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.220031.020.594.18.62.000 Total Anticipated Project Cost: $ 615 Current LOS 100%Growth % r 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 petering 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 Adopted P r o j e c t e d Project Thru 2011 1012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - -Consultant Services - - - - - -Major Maintenance - - - - - - - Construction - - - - - - - - Inspection - - - - - - Project Management - - - - - - - - r Equipment Acquisition 125 160 160 90 60 90 90 - 615 Contingencies - - - Total CIP Expenses 125 160 160 90 60 90 90 - - 615 Resources: User Fee - - - - - - - - REET Fuel Tax - - - - - -Utility Tax - - - - - - - Business License Fee - - 90 60 - - - 150 Bond Proceeds - - - - - - - - Operating 125 110 99 - - - - - - 235 Grants/Contribution Received - 11 - - - - - - Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - Misc/rransfers - 50 50 - - - - - - 50 Interestincome - - - - - - - - KClevytransfer - - - - - - - - - Beginning Fund Balance - - - - Total CIP Resources 1 1251 1601 160 1 90 1 60 -I 435 i Balance Available/(Unfunded Needs) - 1 (90)1 (180) (180) (180) (180) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project 1� Thru 2011 2011 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditurelncrease/Decrease - - 14 14 14 14 14 14 83 Net Impact - - 14 14 141 141 14 1 14 83 r Capital Investment Program-General Government 5-9 r CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) �r Project Title: Henry Moses Aquatic Center Project:2 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.250003.020.594.18.62.000 W Total Anticipated Project Cost: $ 1,177 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. Not all water features that were part of the original design were put in at the time of construction. Each year,if pool revenues exceed expenses by$120,000,that excess revenue will be used towards fully developing the initially planned features,and update equipment and decor. Currently,expenses have not been exceeding revenues,but other repairs and improvements have been made. 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. Summary of Progress:The Henry Moses Aquatic Center opens after the Memorial Day weekend,and runs through Labor Day.The lap pool developed some cracks two years ago which caused concern.Any crack in a pool can allow water to penetrate,which in turn can create oxidation of the pool's rebar.This causes expansion,which can cause further cracks and concrete spalls.The cure for this condition will require a substantial repair before the start of the 2013 swim season,estimated between$60 and$80K. Future improvements that are closerto the original intent of this account will include a waiting area cover(customers line up for long periods in full sunlight),and the replacement of the children's play structure in 2013(est.$120,000). In 2014,the intention is to replace the pool furniture,components of which degrade in the sunlight. Adjusted Estimated CIP Expenditures&Resources Budget Year End Adopted P r o j e c t e d Proiect Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition Consultant Services - -Major Maintenance - - - - - Construction 580 177 177 120 60 120 120 - - 1,177 Inspection - - - - - - _ Project Management Equipment Acquisition Contingencies Total CIP Expenses 580 177 177 120 60 120 120 - - 1,177 Resources: , User Fee - - - - - _ _ REET - - - 85 60 - - - 145 Fuel Tax - - - UtilityTax - - - - - _ _ Business License Fee - - - 35 - - - 35 Bond Proceeds - - - - - - - _ _ Operating 580 177 177 - - - - 757 Grants/Contribution Received - - - - - _ _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - KC levy transfer Beginning Fund Bolonce - - - - - Total CIP Resources 1 580 1 1771 1771 120 1 601 1 - - - 937 Balance Available/(Unfunded Needs) - - (120) (240) (240) (240) (240) Adjusted Estimated Impact on Operating Funds Life to Dote Budget Year End Adopted P r o J e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government 5-10 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands. dollars) Project Title: North Highlands Community Center Project:3 Project Type: Development and Major Maintenance Project Number: C20002 9! 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 2015 or later depending on funding of voter approved bond levy. UW No Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 1011 2012 2012 1013 2014 2015 1016 2017 2018 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 - - - - - - - - - Business License Fee - - - - - - - - Bond Proceeds - - - - - - - - Operating - - - - - - - UW Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - MitigationFundsAnticipated - - - - - - - - Misc/Transfers - - - - - - - - Interest Income - - - - - - - - KC levy transfer - - - - - - - - Beginning Fund Balance - Total CIP Resources - - - - - - - Balance Available/(Unfunded Needs) 1 (2,000) (2,000) (2,000) (2,000) (2,000) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e of Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - - - -Net Impact - - - - - r 1W i Capital Investment Program-General Government 5-11 • CAPITAL INVESTMENT PROGRAM 2013 through i . dollars) ■r Project Title: Community Services Maintenance Shops Rehab Project:4 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.220034.020.594.18.62.000 W Total Anticipated Project Cost: $ 100 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: The list of improvements that would make the facility compliant with zoning includes:painting the building in more than one color to breakup the mass(which runs tight to the sidewalk),installing some windows on the large,flat CMU wall on the Park Avenue side,providing nominal landscaping at the front corner,and establishing a small yard fence setback along Park Avenue.There was not sufficient funding in 2011 or 2012 to carry these out.That is why we're asking for funding for this building-we intend,after a period of years,to have completed the upgrades so that we are in compliance with our own regulations.Altogether the Bronson Way facility improvements are estimated between$80 and$100K. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 1 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - -Consultant Services - - - - - -Major Maintenance - - - - - - - - - Construction - - - 100 - - - - 100 Inspection - - - - - - - _ - Project Management - - - - - - - -Equipment Acquisition Contingencies - - - - - - - _ _ Total CIP Expenses - - - 100 - - - 100 Resources: User Fee - - - - - - - - REST Fuel Tax - - - -Utility Tax - - - - - _ _ _ Business License Fee - - - 100 - - - - - 100 Bond Proceeds - - - - - - - - - - Operating Grants/Contribution Received - - - - - - - Mitigation Funds Received Gronts/Contribution Anticipated - MitigationFundsAnticipated Misc/Transfers Interest Income - - xClevytransfer Beginning Fund Balance Total CIP Resources - - -1 100 Balance Available/(Unfunded Needs) - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 1013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - _ Expenditure Increase/Decrease Net Impact - - - - - - - - - - Capital Investment Program-General Government 5-12 .i. CAPITAL INVESTMENT PROGRAM 2013 through i (in . . . dollars) Project Title: Grant Matching Program Project:5 +� Project Type: Development and Major Maintenance Project Number: C32011 Project Account Number: 316.332011.020.594.76.61.000 Total Anticipated Project Cost: $ 260 annually Current LOS %Growth % am 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),or Washington Department of Natural Resources. Expenditure of these monies must have specific Council approval. Summary of Progress: The City applied for a 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 but the property owner decided not to sell and the City did not enter into the grant contract to receive the funding. In 2012,$10,000 were used to leverage a Washington Department of Natural Resources grant for tree planting in the North Renton Neighborhood;additionally,$10,000 was spent for prelimnary acquisition costs for a parcel along May Creek, 'r for the Scott property,the former Sub Shop and for the Riverview Park bridge replacement.Proposals for RCO grants were submitted to renovate the Riverview Park bridge. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 1013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition = _ _ Consultant Services - Major Maintenance - 239 239 21 - - - - - 260 Construction - - - - - - - - - - Inspection - - - - - - - - -Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies Total CIP Expenses - 239 239 21 - - - - - 260 Resources: User Fee - - - - - - - - - REET - - - - - - - - - Fuel Tax - - - - - - - -Utility Tax - - - - - - - - - Business License Fee - - - - - - - - - - Bond Proceeds - - - - - - - - - Operating - - - - - - - - - Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - MitigationFundsAnticipated - - - - - - - - - - r Misc/Transfers 100 - - - - - - - - 100 Interest Income - - - - - - - - - - KClevy transfer - - - - - - - - - - Beginning Fund Onion- 139 - 21 160 Total CIP Resources 239 - - 21 - - - 260 Balance Avoilable/(Unfunded Needs) 239 - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - - - ExpenditureIncreose/Decrease - - - - - - - - -Net Impact - - - - - - - - - - i Capital Investment Program-General Government 5-13 i CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollors) i Project Title: Black River Riparian Forest Project:6 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332002.020.594.76.63.000 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.) Impacts to the operating budget might include utilities,office supply and equipment and labor for the learning center and surrounding amenities. Summary of Progress:The first phase of this project is being re-scheduled to 2015 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 2016. Construction documents will be prepared in 2017 with proposed construction in 2018. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 1 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - Consultont5ervice5 - - - -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 Business License Fee Bond Proceeds - - - Operating Grants/Contribution Received Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - MitigationFundsAnticipated Misc/Transfers Interest Income - - levy transfer Be - - - - - - - - Beginning Fund Balance Total CIP Resources - - Balance Available/(Unfunded Needs) - - - - I (90) (190) (390) (2,390) (2,390) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 1 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - _ Expenditure Increase/Decrease - - - - - - - - 15 15 Net Impact - - - - - - - - 15 15 Capital Investment Program-General Government 5-14 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands d Project Title: Maplewood Community Park Project:7 11� Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost: $ 4,450 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 SW first introduced in 2002.) Impacts include labor,equipment,supplies and utility costs dependant upon the final design of the facility. 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 sometime in the future. +� Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 T 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant 5ervices - - - - - 225 - 225 450 Major Maintenance - - - - - - - - Construction - - - - - - - 4,000 - 4,000 Inspection - - - - - - - - - Project Management - - - - - - - -Equipment Acquisition - - - - - - - - - Contingencies Total CIP Expenses - - - - - - 225 4,000 225 4,450 Resources: 1� User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - -Utility Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - Gmnts/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - Grants/Contribution Anticipated - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - -Interest Income - - - - - - - - KClevytransfer - - - - - - - - Beginning Fund Balance Total CIP Resources - - - - - - - - Balance Available/(Unfunded Needs) - - - - - (225) (4,225) (4,450) (4,450) Adjusted Estimated .� Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 1011 2013 2014 2015 2016 1017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - - - - - - 250 250 Net Impact - - - - - - - - 250 250 Capital Investment Program-General Government 5-15 CAPITAL INVESTMENT PROGRAM 2013 through i . dollars) Project Title: Parks,Recreation and Open Space Plan Project:8 Project Type: Development and Major Maintenance Project Number: C32002 Project Account Number: 316.332002.020.594.76.63.000 Total Anticipated Project Cost: $ 438 Current LOS %Growth % Project Description The Parks,Recreation,and Natural Areas Plan is an implementation document including a strategic plan,inventory of existing facilities,service levels,needs assessment,user demands,and surveys to develop recommendations for the City's future needs(intro 1999).A habitat component also comprises this planning document.A Trails and Bicycle Plan will be incorporated into the Plan and was completed in partnership with the Transportation Division;this plan was adopted by City Council in 2009.The Parks,Recreation,and Natural Resources Plan should be updated every five years to continue meeting State requirements for grant program eligibility. Summary of Progress:The Parks,Recreation and Natural Resources Plan was completed and adopted by City Council in 2011. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 1016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - _ - Consultant Services 213 - - - - 225 - 438 Major Maintenance - - - - _ _ Construction - - - Inspection - - - - - - -Project Management Equipment Acquisition Contingencies Total CIP Expenses 213 - - - - - 225 - - 438 Resources: User Fee - - - REET 175 - - - - - - 175 Fuel Tax - - - Utility Tax Bu - - - - - - - - - Business License Fee Bond Proceeds - - Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Tronsfers Interest Income - - KClevytransfer - - - - - _ _ Beginning Fund Balance 38 - - - - - - - - 38 Total CIP Resources 213 - - - - - 213 Balance Available/(Unfunded Needs) - - - - - I (225) (225) (225) (22S) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 1 2017 2018 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - - - - - - - - - _ Capital Investment Program-General Government 5-16 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Regis Park Athletic Field Expansion Project:9 fl�l Project Type: Development and Major Maintenance Project Number: C32003 Project Account Number: 316.332003.020.594.76.63.000 Total Anticipated Project Cost: $ 9,824 Current LOS %Growth % rl� Project Description This project will occur in three phases. Phase I consisted of design and construction of the lighted soccer field and softball field,lighted basketball court,phase one parking,and entry drive and bridge over Madsen Creek.Phase II includes design and construction documents in 2014 and in 2015 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. Impacts include labor,supplies,equipment and utilities to operate the facility,dependent upon the final design. (First introduced in 1998.) Summary of Progress:Phase I was completed in 2000.This project is being re-programmed to the future. "Iff Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - Consultant services - - - 300 - - 350 - 650 Major Maintenance - - - - - - - - Construction 94 280 280 - 4,400 - - 4,400 9,174 Inspection - - - - - - - - Project Management - - - - - - - -Equipment Acquisition - - - - - - - - Contingencies - Total CIP Expenses 94 280 280 - 300 4,400 - 350 4,400 9,824 Resources: User Fee - - - - - - - - - - REET - - - - 300 - - - - 300 Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - Business License Fee - - - - - - - - - - >� Bond Proceeds - - - - - - - - Operating - - - - - - - - - Grants/Contribution Received - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - Misc/Transfers 94 - - - - - - 94 Interest Income - - - - - - - KClevy transfer - - - - - Beginning Fund Balance 280 280 280 Total CIP Resources 94 280 280 - 300 1 674 Balance Available/(Unfunded Needs) - - - - 1 (4,400) (4,400) (4,750) (9,150) (9,150) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adapted P r o j e c t e d Project Thru 2011 2012 2012 2013 1014 1015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - 20 25 30 35 110 Expenditure Increase/Decrease - - - - - 137 140 145 180 602 Wt mpa t - - - - - 157 1 165 175 1 215 712 7• Capital Investment Program-General Government 5-17 CAPITAL INVESTMENT PROGRAM 1 2013 through 2018 (in thousonds of dollors) Project Title: Springbrook Trail Missing Link Project:10 Project Type: Development and Major Maintenance Project Number: C32014 Project Account Number: 316.332014.020.594.76.63.000 Total Anticipated Project Cost: $ 2,750 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. Impacts include maintenance of the trail and utilities,if any,such as irrigation. Summary of Progress:The boardwalk trail was completed in 2010. Funding is derived from the Parks Mitigation Fund.$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 Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - 100 - 100 Major Maintenance - - - - - - - Construction 650 - - - - - 2,000 - 2,650 Inspection - - - - - - - Project Management - - - - - - -Equipment Acquisition - - - - - - - Contingencies - - - - - - - TExpenses Total C/P Expenses 650 - - - 100 2,000 - 2,750 Resources: User Fee - - - - - REET Fuel Tax - - - - - - -Utility Tax - - - - - - - Business License Fee - - - - - - - - - Bond Proceeds - - - - - Operating Grants/Contribution Received - - - - - - - - Mitigation Funds Received 650 - - - - - - - 650 Grants/Contribution Anticipated - - - - - - - - - Mitigation Funds Anticipated - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - KClevytransfer - - - - - - - - eeginn,ng Fund Balance To a,ClP Resources 650 - - - - - - - 650 Balance Available/(Unfunded Needs) I I - I - I - I - I (100) (2,100) (2,100) (2,100) (2,100) Adjusted Estimated Impact on Operating Funds Life to Dote Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2011 2013 2014 2015 1 2016 1 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - 3 3 3 3 12 Net Impact - - - - - 3 1 3 3 3 12 Capital Investment Program-General Government 5-18 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Urban Forestry Program Project: 11 Project Type: Development and Major Maintenance Project Number: C32017 Project Account Number: 316.332017.020.594.76.63.000 Total Anticipated Project Cost: $ 671 Current LOS %Growth % Project Descriptioh The interdepartmental Urban and Community Forestry Development Plan was approved in 2009 and lays the foundation for the urban forestry program using the Plan's implementation schedule. Some of the goals of the Plan include a forestry ordinance,formal tree planting program,environmental partnerships,Tree City USA recertification,tree inventory and others.In 2013,funds are budgeted to begin a tree planting program for adding and replacing street trees,to perform a tree inventory of public lands using tree maintenance software purchased in 2012 and to prepare management plans for natural areas.Tree planting and natural area management plans continue in 2014.Impacts include labor,equipment and supplies beginning in 2014. Identified projects are listed below: law Adjusted Estimated Life to Date Budget Year End Adopted P r a j e c c e d Project Project Thru 2011 2012 2012 2013 1 2014 2015 1 2016 2017 1018 Total Tree Planting Program 145 20 20 - 60 60 60 60 405 Natural Area Management - 30 30 50 So 50 50 230 WW Tree Inventory - 36 36 - - - 36 Total 145 86 1 86 - 110 110 110 110 1 671 Adjusted Estimated MW 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 Th-2011 2012 2012 2013 2014 2015 2016 2017 1018 Total Expenditures: Property Acquisition - - - - - - - - Consultant services - - - 50 50 50 50 200 Major Maintenance 145 86 86 - 60 60 60 60 471 Construction - - - - - - - - Inspection - - - - -Project Management - - - - - -Equipment Acquisition - - - - - - - - - - w Contingencies - - - - - Total CIP Expenses 145 86 86 1 1101 110 110 1 110 671 Resources: User Fee - - - - - - - - - - REET - - - - - - - ! Fuel Tax - - - - - - - - -Utility Tax - - - - - - Bond Proceeds - - - - - - - - - Operoting 86 86 - - - - - 86 Grants/Contribution Received - - - - - - - - Mitigation Funds Received - - - - - - - - - Business License Fee - - - - - - - - Grants/Contribution Anticipated - - - - - - - - Mitigation Funds Anticipated - - - - - - - Misc/Tronsfers 145 - - - - - - - 145 Interest Income - - - - - - - - KC levy transfer - - - - - - - - Beginning Fund Balance Total CIP Resources 145 Balance Available/(Unfunded Needs) - - - - - (110) (220) (330) (440) (1,100) r Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 1012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - 'r Expenditure Increase/Decrease - - - 120 120 130 130 500 Net Impact - - - - 1201 1201 1301 130 500 Capital Investment Program-General Government 5-19 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousonds ofdollors) Project Title: Park Master Planning Project:12 Project Type: Development and Major Maintenance Project Number: N/A 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 the future. Adjusted Estimated r CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 1017 2018 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 Business License Fee Bond Proceeds - - - - Operating Grants/Contribution Received - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - - - - KClevytransfer Beginning Fund Balance Total CIP Resources - - - - - - Balance Available/(Unfunded Needs) - - - - 1 (90) (180) (270) (360) (3_601) Adjusted Estimated Impact on Operating Funds Life to Dote Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 1016 2017 2018 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact - - - - - - - - - Capital Investment Program-General Government 5-20 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollors) Project Title: Integrated Pest Management Program Project:13 Project Type: Development and Major Maintenance Project Number: N/A rr 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. 'MM Summary of Progress:This is being re-programmed to 2015 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan. .A Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 1013 2014 2015 2016 2017 1 2018 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 - - - - - - - Business License Fee - - - - - - - - - Bond Proceeds - - - - - - - - Operating - - - - - - - -Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - MitigationFundsAnticipated - - - - - - - - Misc/Tronsfers - - - - - - - - - Interest Income - - - - - - - - - KClevytransfer - - - - - - - - - Beginning Fund Balance - Total CIP Resources - - - - - - - - Bolonce Avoiloble/(Unfunded Needs) - - - - I (100) (100) (100) (100) (100) Adjusted Estimated ! Impact on Operating Funds Life to Date Budget Year End Adopted P r a J e c t e d Project Thru 1011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - - - - - - -Net Impact - - - - - - - - - - ! Capital Investment Program-General Government 5-21 CAPITAL INVESTMENT PROGRAM 1 2013 through 2018 (in . . . .. . Project Title: KC Proposition 2 Capital Expenditures Levy Fund Project:14 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332029.020.594.76.61.000 Total Anticipated Project Cost: $ 952 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:During 2012,the Tiffany/Cascade Park Connector property was acquired using a 50%grant match which will be received in 2013. Grant money received will reimburse the K.C.Proposition 2 Capital Expenditures Levy Fund. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 1012 2013 2014 2015 1 2016 2017 1 2018 Total Expenditures: Property Acquisition - - Consultant Services -Major Maintenance - - - - - - - _ Construction - 787 787 160 5 - - 952 Inspection - - - - Project Management Equipment Acquisition - - - - - Contingencies Total CIP Expenses - 787 787 160 5 - - 952 Resources: User Fee - - REET Fuel Tax UtilityTax Business License Fee Bond Proceeds - - Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/rransfers Interest Income - - KClevy transfer 627 160 160 160 5 - - - - 952 Beginning Fund Balance - - - - - - - _ _ _ Total CIP Resources 627 160 160 160 5 - - - 952 Balance Available/(Unfunded Needs) I - I - I - 1 - - 1 _ Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 1 2017 2018 Total Revenue Increase/Decrease Expenditure Increase/Decrease - - - - - - - - _ Net Impact - - - - - - - - - - Capital Investment Program-General Government 5-22 .l. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollors) r Project Title: Parks General Major Maintenance Project:15 Project Type: Development and Major Maintenance Project Number: C32005 Project Account Number: 316.332022.020.594.76.63.000-316.332028.020.594.76.63.000 Total Anticipated Project Cost: $ 5,685 Current LOS %Growth % Project Description ' Major maintenance projects are necessary to maintain parks in a safe working order.Identified projects are listed below: •Playgrounds,Kiosks and Interpretive Signs-2013 Liberty Park Playground;2014 Kennydale Lions Kiosk and Cedar River Trail Playground •Light System Upgrades-2013 Highlands Park walkway and Senior Center parking lot •Shoreline and Bank Stabilization- •Boundary,Topographic and Site Surveys-Kennydale Beach Park seawall Cllr •Fencing,Guardrails,Bulirails,Railings •Landscape Renovation and Repairs-2014 Heritage Park drainage •Structural Reviews and Repairs-2013 Trestle Bridge review Adjusted Estimated 4111111111' Project Life to Date Budget Year End Adapted P r a j e c t e d Project 7h.2011 1012 2012 2013 2014 2015 2016 2017 2018 Total Playgrounds,Kiosks and lntepretive Signs - 7 12 150 120 120 110 120 120 747 Light System Upgrades 914 282 297 150 - 75 110 - 110 1,641 Shoreline and Bank Stabilization 61 - 100 - - 45 100 200 2,000 2,406 Boundary,Topographic&Site Surveys 28 20 20 - 20 60 90 100 120 438 am Fencing,Guardrails,Bulirails,Railings 33 - - - - - - - 33 Landscape Renovation&Repairs - - - - 50 75 75 - - 200 Structural Reviews and Repairs 89 - - - 100 - 20 10 219 Total 1,037 398 429 300 190 475 485 440 2,360 5,685 Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yeor End P r o p o s e d P r a j e c t e d Project Thru 2011 2012 2012 2013 2014 1015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - Consultant5ervices - - - - - Major Maintenance 1,037 399 429 300 190 475 485 440 2,360 5,685 Construction - - - - - - - - Inspection - - - - - - - Project Management - - - - - - EquipmentAcquisition - - - - - - - - Contingencies Total CIP Expenses 1,037 398 429 300 190 475 485 440 2,360 5,685 Resources: User Fee - - - - - - - - REET - 398 250 300 190 - - 888 Fuel Tax - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - Business License Fee - - - - - - - Operating Grants/Contribution Received - - - - - - - - ._ Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - Mitigation Funds Anticipated - - - - - - - - Misc/rransfers 1,026 1,026 Interest Income - - - - - - - KClevy transfer - - - - - - - T7inning Fund Balance 11 179 300 - 11 Tota,"P Resources 1,037 396 429 190 - 1,925 Will! Balance Available/(Unfunded Needs) 1 (475) (960) (1,400) (3,760) (3,760) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adapted P r o j e c t e d Project Thru 2011 2012 1011 1013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 5 5 5 5 5 5 30 Net Impact - - - 51 5 5 5 1 5 5 30 IO 1W Capital Investment Program-General Government 5-23 ■r CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Irrigation Renovation and Conservation Project:16 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 LOS %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 2015. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adapted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - Consultant Services - - - - - Major Maintenance 352 - - - 425 250 250 250 1,527 Construction - - - - - Inspection - M - - - - - - _ Project Management Equipment Acquisition Contingencies Total CIP Expenses 352 - - - - 425 250 250 250 1,527 Resources: User Fee - - - REET Fuel Tax - - - -Utility Tax Business License Fee - - - - - - - - - - Bond Proceeds - - - - - - _ Operating 352 - - - - - - 352 Grants/Contribution Received - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Tronsfers Interest Income - KC levy transfer Beginning Fund Balance Total CIP Resources 352 Balance Available/(Unfunded Needs) - - - - 1 (425) (675) (925) (1,175) (1,175) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 1014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease - - - - - (2) (2) (2) (2) (8) Net Impact - - - - - (2) (2) (2) (2) (8) Capital Investment Program-General Government 5-24 Im CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) WN Project Title: Irrigation Automation and Conservation Project:17 Project Type: Development and Major Maintenance Project Number: C32010 10 Project Account Number: 316.332010.020.594.76.63.000 Total Anticipated Project Cost: $ 265 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. In 2013 and 2014,irrigation automation is planned for City building locations and contract landscape maintenance locations.This is part of the Community Services Department's Water Conservation Plan and strategy. or Summary of Progress:In 2010,irrigation automation was completed in Coulon Park.In 2011,irrigation automation was completed at Liberty,Earlington and Glencoe Parks as well as several contract landscape maintenance locations.In 2012 irrigation automation is planned for the Transit Center,Burnett Avenue,Main Street parking lot and several contract landscape maintenance locations. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2011 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - Consultant5ervices - - - - - - - - - Major Maintenance 137 23 30 30 15 15 15 15 15 265 Construction - - - - - - - Inspection - - - - - - - Project Management - - - - - - - - am Equipment Acquisition - - - - - - - Contingencies - - Total CIPExpenses 137 23 30 30 15 15 15 15 15 265 Resources: User Fee - - - - - - - - - REET - - - - - - - - - Fuel Tax - - - - - - - - -Utility Tax - - - - 15 - - - - 15 Business License Fee - - - 30 - - - - - 30 Bond Proceeds - - - - - - - - - - Operating 81 23 30 - - - - - - 104 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - Grants/Contribution Anticipated - - - - - - - MitigationFundsAnticipated - - - - - - - - Misc/Transfers - - - - - - - - Interestincome - - - - - - - KClevytransfer - - - - - - - - Beginning Fund Balance 56 - 56 Total CP Resources 137 23 1 30 1 301 15 1 205 Balance Available/(Unfunded Needs) - - - - (15) (30) (45) (60) (60) Adjusted Estimated i Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - (3) (3) (3) (3) (3) (3) (18) Net Impact - - - (3) (3) (3) (3) (3) (3) (18) r r VIIIIIIIIII Capital Investment Program-General Government 5-25 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousonds of dollors) Project Title: Parking Lots and Drive Repairs Project:18 Project Type: Development and Major Maintenance Project Number: 032008 Project Account Number: 316.332008.020.594.76.63.000 Total Anticipated Project Cost: $ 409 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. Repairs are planned for Teasdale Park parking lot in 2013 and Coulon in 2014. Summary of Progress., Funding in 2011 was delayed to 2012. Liberty Park parking lot repairs are scheduled in 2012. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition Consultant5ervices - - - - - Major Maintenance 49 10 10 50 50 90 50 50 60 409 Construction - - - Inspection - - Project - - - - - ProectManagement Equipment Acquisition Contingencies Total CIP Expenses 49 10 10 50 50 90 50 50 60 409 Resources: User Fee - - - - REET Fuel Tax UtilityTax - - - - - - _ Business License Fee - - - 50 50 - - - - 100 Bond Proceeds - - - - - _ _ Operating 49 10 10 - - - - - - 59 Grants/Contribution Received - - - - - - _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interestlncome - - - KClevytransfer Beginning Fund Balance - - - - To[al CIP Resources 491 101 101 501 50 1 - Balance Available/(Unfunded Needs) - - - - 1 (90) (140) (190) (250) (250) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 1012 2013 2014 1015 2016 2017 1 2018 Total RevenueIncrease/Decrease - Expenditurelncreose/Decrease Net Impact - - - - - - Capital Investment Program-General Government 5-26 CAPITAL INVESTMENT PROGRAM i 2013 through i d rs Project Title: Ball field Renovation Program Project:19 Project Type: Development and Major Maintenance Project Number: N/A 10 Project Account Number: 316.332030.020.594.76.63.000 Total Anticipated Project Cost: $ 296 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. Impacts include a potential increase in revenue for demand to play on higher quality fields and for playability during foul weather.This project is being re-programmed to 2015. Summary of Progress: In 2011,funds were used to provide safety upgrades to existing ballfield bleachers throughout the system. ow Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisitionow - - - - - - - - - - Consultant Services - - - - - - - Major Maintenance 55 16 16 - - 50 50 75 50 296 Construction - - - - - - - - Inspection - - - - - - -Project Management - - - - - - - - 'i' Equipment Acquisition - - - - - - - - Contingencies Total CIP Expenses 55 16 16 - - 50 50 75 50 296 Resources: User Fee - - - - - - - - REET - - - - - - Fuel Tax - - - - - -Utility Tax - - - - - - - - Business License Fee - - - - - - - - - - Bond Proceeds - - - - - - - - MW Operating 50 16 16 - - - - 66 Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - MitigationFundsAnticipoted - - - - - - - - Misc/Tronsfers - - - - - - -Interest Income - - - - - - - - KClevytransfer - - - - - - - - - Seginning Fund Balance 5 - 5 Total CP Resources 55 16 1 16 - - - - - - 71 Balance Available/(Unfunded Needs) - - - - (50) (100) (175) (225) (225( Adjusted Estimated Impact on Operating Funds Life to Dote Budget Year End Adopted P r o j e c t e d Project Thru 2011 2011 2011 2013 1014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - 2 2 2 2 8 Expenditure Increase/Decrease - - - - - - - - -Net Impact - - - - - 2 2 2 1 2 8 i Capital Investment Program-General Government 5-27 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousonds ofdollors) Project Title: Paths,Walks,Patios and Boardwalks Project:20 Project Type: Development and Major Maintenance Project Number: C32009 Project Account Number: 316.332009.020.594.76.63.000 Total Anticipated Project Cost: $ 771 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. In 2013,new sidewalk will be installed from the parking lot to the shelter at Teasdale Park as an ADA upgrade.Sidewalk repair near the Senior Activity Center along the Cedar River Trail will repair some heaved sidewalk. In 2014,repairs are anticipated to occur at Philip Arnold Park for an ADA upgrade to the shelter and at City Hall around the entrance on the lobby level. Summary of Progress: In 2012,sidewalk installation at Cedar River Park will connect the drive with the storage building. Carry forward unspent funds. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o J e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition Consultant Services - - - Major Maintenance 429 7 10 75 75 65 40 40 40 771 Construction - - - - - Inspection - Project Management Equipment Acquisition Contingencies Total CIP Expenses 429 7 10 75 75 65 40 40 40 771 Resources: User Fee - - - - - - - _ _ _ REET - - - 75 - _ _ 75 Fuel Tax - - - Utility Tax - - - - Business License Fee - - - - 75 - - - - Bond Proceeds - - - Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated - MitigationFundsAnticipated - - - - - - _ _ _ Misc/Transfers 260 - - - - - - 260 Interest Income - - - KClevy transfer - - - Beginning Fund Balance 169 7 10 - - Total CIP Resources 429 7 10 75 75 Balance Available/(Unfunded Needs) - - - - 1 (65) (105) (145) (185) (185) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a J e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 1017 1 2018 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government 5-28 CAPITAL INVESTMENT PROGRAM 2013 through i . . . .. Project Title: Sports Court Repairs Project:21 Project Type: Development and Major Maintenance Project Number: C32007 i Project Account Number: 316.332007.020.594.76.63.000 Total Anticipated Project Cost: $ 375 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. Basketball courts at Kiwanis Park and Regis Park will receive repairs in 2013 with repairs anticipated at Earlington Park in 2014. 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.Future court repair projects have been moved out in time.In 2011,court repairs were completed at Tiffany and Kiwanis Parks. Repairs to courts at Highlands Park and at Liberty Park are planned for 2012. low Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 1013 2014 1015 2016 1017 2018 Total Expenditures: Property Acquisition - - - - - - - - - = Consultant Services - - - - - - - - - Major Maintenance 20 25 20 40 20 150 80 20 20 375 Construction - - - - - - - - Inspection - - - - - - - - - Project Management - - - - - - - - - r' Equipment Acquisition - - - - - - - - - Contingencies - - - - - TotalClPExpenses 20 2520 40 20 150 80 20 20 375 Resources: User Fee - - - - - - - - - - REET - - - 40 - - - - 40 Fuel Tax - - - - - - - - - Utility Tax - - - - - - - - - - Business License Fee - - - - 20 - - - - 20 Bond Proceeds - - - - - - - - - Operating - 25 20 - - - - - 25 Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - MitigationFundsAnticipated - - - - - - - - - - Misc/Tronsfers - - - - - - - - - - Interest Income - - - - - - - KClevytransfer - - - - - - - - - Beginning Fund Balance 20 - - - - - 20 Total CP Resources 251 25 1 20 1 401 20 1 r• Balance Available/(Unfunded Needs) - - - - I (150) (230) (250) (270) (270) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 1018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncreose/Decrease - - - - - - - -Net Impact - - - - - - - - - low r 1W Capital Investment Program-General Government 5-29 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . .. . Project Title: Capital Project Coordination Project:22 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.000000.020.594.76.91.010 Total Anticipated Project Cost: $ 565 Current LOS %Growth % Project Description To reimburse Parks capital project planning,coordination,and management costs paid by Fund 001. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: P roperty Acquisition Consultant Services - - - - - MojorMaintenonce Construction Inspection - _ - - - - - Project Management 186 72 72 74 75 78 80 - 565 Equipment Acquisition - - - - _ _ _ _ Contingencies Total LIP Expenses 186 72 72 74 75 78 80 - - 565 Resources: User Fee - - - - REET - - - - - _ _ Fuel Tax - - - _ Utility Tax - - - 74 75 - - 149 Business License Fee Bond Proceeds - - - - - Operating 186 72 72 - - - - - 258 Grants/Contribution Received - - - - - _ _ _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Beginning Fund Balance - - - - - _ Total CP Resources 186 72 72 74 75 - - - 407 Balance Available/(Unfunded Needs) - - - - 1 (78( (158) (158) (158) (158) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue/ncreose/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government 5-30 .r CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands do . Project Title: Accessible Playground Project:23 Project Type: Development Project Number: N/A Project Account Number: 316.332035.020.594.76.63.000 Total Anticipated Project Cost: $ 1,500 Current LOS Growth 100% Project Description t� Design and construct a new playground with accessible structures for all ages and abilities. Design will include various la elements such as slides,swings and sensor equipment as well as g P Yg g g play g Y rubberized safety surfacing,benches and drinking fountains. Public/private partnerships will be coordinated to raise matching funds.The site will be located on the North Highlands Neighborhood Center and Hillcrest Early Childhood Center properties. Impacts include labor,supplies,materials and utilities for the safe operation of the playground and restroom facilities. Summary of Progress: A partnership project with the Renton School District(RSD),Renton Rotary,other service clubs and individuals. In 2011,a Memorandum of Understanding with RSD was signed and in 2012 an interlocal agreement with RSD and the City was completed.Design for the playground began in 2012 is expected to be completed by year's end. t� Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2011 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - 1W Consultant Services - - - - -Major Maintenance - - - - - - - - - Construction - 750 750 750 - - - - 1,500 Inspection - - - - - - - - Project Management - - - - - - - - Equipment Acquisition - - - - - - - - - Contingencies - Total CIP Expenses 750 750 750 - - - - 1,500 Resources: User Fee - - - - - - REET - - - - - - - - Fuel Tax - - - - - - -Utility Tax - - - - - - Business License Fee - - - - - - Bond Proceeds - - - - - - - Operating - - - - - - - - - Grants/Contribution Received 350 350 - - - - - - 350 Mitigation Funds Received - 400 400 750 - - - - - 1,150 Grants/Contribution Anticipated - - - - - - - - Mitigation Funds Anticipated - - - - - - - IIr Misc/Tronsfers - - - - - - -Interest Income - - - - - - - - KClevytransfer - - - - - - Beginning Fund Balance - - Total CIP Resources - 750 750 750 Balance Avoilable/(Unfunded Needs) - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditurelncrease/Decrease - - - 12 12 12 12 12 12 72 Net Impact - - - 12 12 121 12 12 1 12 72 Capital Investment Program-General Government 5-31 ar CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands. .. . 4 Project Title: Leased Facilities Project:24 Project Type: Development and Major Maintenance Project Number: C20010,C20026 Project Account Number: 108.220010.020.594.19.62.000 1W Total Anticipated Project Cost: $ 740 Current LOS %Growth % Project Description 4W The recent history of this account is this: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 used a Federal(EECBG)grant and a PSE energy grant that provided all of the funding to make the substantial HVAC upgrade that was indicated in the 2008 review. In fact the original system was nearing collapse. Our occupancy rate has fallen in the meanwhile,and we have not replaced the tenants.The building has been marketed and shown quite a bit. Our failure to land new tenants may be partly attributed to a cluttered appearance of the available suites as they were abandoned intact;outdated bathrooms,which are not ADA compliant; and lobbies with worn carpet and finishes on those floors having vacancies.We also know that the roof needs to be replaced($180,000 est.)but that will have to wait until the performance of this account improves. Summary of Progress:In addition to the improvements shown above,in 2009,the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 1 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - Consultant services - - - - Major Maintenance 500 - - 120 120 - - - - 740 Construction - - - - Inspection Project Management Equipment Acquisition Contingencies - - - - - _ _ _ Total CIP Expenses 500 - 120 120 - - - 740 Resources: User Fee - - - REET Fuel Tax - - - - - - -Utility Tax Business License Fee - - - - - Bond Proceeds - - - - Operating - - - 120 120 - - 240 Grants/Contribution Received 500 - - - - - - 500 Mitigation Funds Received - - - - - - - _ _ Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Fransfers Interest Income - - - - - - - - - - KClevytransfer Beginning Fund Balance Total CIP Resources 500 - 120 1 120 - - - 740 Balance Available/(Unfunded Needs) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease Expenditure Increase/Decrease - - - - - - - _ Net lmpac[ Capital Investment Program-General Government 5-32 .r CAPITAL INVESTMENT PROGRAM 2013through2018 (in thousands. .. . Project Title: Highlands Library Natural Area Project:25 Project Type: Development and Major Maintenance Project Number: N/A .till Project Account Number: 316.332036.020.594.76.63.000 Total Anticipated Project Cost: $ 50 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 NE 13 Street to the north with NE 12 Street to the south,making for a neighborhood pass through for walkers. Design and construction drawings will be needed to bring concepts of use for approval followed by development of the final plan. i Summary of Progress:Library to KCLS;City is responsible for fencing and safety repairs. w Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 1018 Total Expenditures: Property Acquisition - - - - - - -Consultant Services - - - - - - - Major Maintenance - 10 10 - 10 10 10 10 50 Construction - - - - - - - - - Inspection - - - - - - -Project Management - - - - - - - Equipment Acquisition - - - - - - - - - Contingencies - - - Total CIP Expenses - 10 10 - - 10 10 10 1 30 50 Resources: User Fee - - - - - - - - rir REET - - - - - - - - - Fuel Tax - - - - - -Utility Tax - - - - - - - Business License Fee - - - - - - - - Bond Proceeds - - - - - - - - Operating - 10 10 - - - - - 10 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 ii 101 101 10 lum Balance Available/(Unfunded Needs) - - - - (101 (20) (30) (40) (40) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue/ncrease/Decreose - - - - - - - - - - Expenditurelncrease/Decrease - - - - - - - -Net Impact - - - - - - - - - - 1• If♦ Capital Investment Program-General Government 5-33 err CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of do 4W Project Title: Tree Maintenance Project:26 Project Type: Major Maintenance Project Number: C32D05 Project Account Number: 316.332012.020.594.76.63.000 Total Anticipated Project Cost: $ 1,622 Current LOS %Growth % Project Description The Community Services Department regularly maintains over 6,000 street trees,20,370 park trees,and 106,000 natural area trees citywide.Regular maintenance improves sight lines to traffic signals,traffic signs,and business advertising;creates clearance over streets for vehicles and pedestrians;enhances street light illumination;eliminates poor growth characteristics for greater longevity;reduces infrastructure costs and;corrects potential tree problems,including branch or tree failure.In 2013 and 2014,funds will be used citywide to remove dangerous trees and prune trees that threaten public safety.Special Projects are defined as tree and sidewalk conflicts apart from regular maintenance.In 2013,sidewalks and trees along Liberty Park and the K.C.Main Library are scheduled for repair with similar treatment in 2014 for Logan and Burnett Avenues in downtown.Identified projects are listed below: Adjusted Estimated Life to Date Budget Year End Adopted P r o j e c t o d Project Project Thru 2011 1011 2012 2013 2014 2015 2016 1017 2018 Total Tree Maintenance 337 33 33 100 100 100 100 100 100 870 Tree Maintenance Special Projects - 170 150 132 - 150 150 150 150 752 Total 337 203 183 232 100 250 250 250 250 1,622 Adjusted Estimated CIPExpenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 1014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant5ervices - - - - - _ _ _ _ _ Major Maintenance 337 203 183 232 100 250 250 250 250 1,872 Construction - - - Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 337 203 183 232 100 250 250 250 250 2,055 Resources: User Fee - - - - - - REET Fuel Tax - - - - Utility Tax - - - 15 100 - - - 115 Bond Proceeds - - - - - Operating 98 203 - - - - - 301 Grants/Contribution Received - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Business License Fee - - - MitigationFundsAnticipated - - Misc/Transfers 117 183 - = 117 Interest Income - - - KC levy transfer Adopted - - - - - - _ Beginning Fund Balance 122 217 339 Total CIP Resources 337 203 183 232 100 - - - 872 Balance Available/(Unfunded Needs) - - - (zso) (soo) I750I (l,000( (l,000)1 Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 1013 2014 2015 1016 2017 2018 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease - Net Impact Capital Investment Program-General Government 5-34 • CAPITAL INVESTMENT PROGRAM 12013 through 2018 (in thousands ofdollars) Project Title: Contract Coordination Project Type: Project Number:27 VW Project Account Number: 316.000000.020.576.80.41.000 Total Anticipated Project Cost: $ 572 Current LOS Growth 100% Project Description i New contract position that assists staff with design,construction coordination and supervision of CIP projects. Impacts include supplies and materials to process contracts. Summary of Progress: ow Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 1014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - Consultant Services - - - - - - - -Major Maintenance - - - - - - - - - _ Construction - - - - - - - - - Inspection - - - - - - - - Project Management - - - 131 139 147 155 572 411111111111 Equipment Acquisition - - - - - - - - - Contingencies Total CIP Expenses - - - - 131 139 147 155 572 Resources: User Fee - - - - - - - - - REET Fuel Tax - - - - - - -Utility Tax - - - - - - - - - - Business License Fee - - - - - - - - - Bond Proceeds - - - - - - - - - - '� Operating - - - - - - - - - Grants/Contribution Received - - - - - - - - Mitigation Funds Received - - - - - - - Grants/Contribution Anticipated - - - - - - MitigotionFundsAnticipated - - - - - - - - i Misc/Tronsfers - - - - - - - - Interest Income - - - - - - - - KClevytransfer - - - - - - - - - Beglnning Fund Balance - - Total ClPResources - - - - - - Balance Available/(Unfunded Needs) - - - - 1 (131) (270) (417) (572) (572) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project 4M Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 1 1 1 1 1 1 3 Net Impact - - - 1 1 1 1 1 1 3 VW Capital Investment Program-General Government 5-35 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Coulon Park Repairs and Maintenance Project:28 Project Type: Major Maintenance Project Number: Project Account Number: 316.332045.020.594.76.63.01* Total Anticipated Project Cost: $ 2,307 Current LOS %Growth % Project Description Major maintenance projects are necessary to maintain parks in a safe working order.With the age of Coulon Park,there are five project types that are directly relate to Coulon Park: "Coulon Park Structural Repairs 'Coulon Park Lighting-2014 Waterwalk "Coulon Park Turf Replacement-2013 and 2014 South beach area •Coulon Park Shoreline Erosion-2013 Survey;2014 Study(2015 Repairs) "Coulon Park Five Year Structural Review Coulon Park Maintenance includes the above five projects.Coulon Park is over 30 years old.With heavy use of the park and age of facilities,repairs,renovations and maintenance is required to replace many of the aging structures and systems.Reviews of structures is conducted on a 5-year schedule.A review was completed in 2012 with another scheduled for 2016. Project Adjusted Estimated Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 1012 2013 2014 2015 2016 2017 2018 Total Coulon Park Structural Repairs - - - 346 120 65 205 100 100 936 Coulon Park Lighting Repairs - - - - 75 - - 110 - 185 Coulon Park Turf Replacement - - - 55 55 55 55 60 60 340 Coulon Park Shoreline Erosion - - 30 8o 55 - - - 165 Coulon Park 5-Year Structural Review - - - - - - 125 - - 125 Coulon Park Structure Painting* - - - - - _ - Structural Reviews&Repairs - 556 645 - - - - - Total - 556 645 431 330 175 385 270 160 1 2,307 Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 1011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - -Consultant Services - - - - - - -Major Maintenance - 556 645 431 330 175 385 270 160 2,307 Construction - - Inspection - - - - - - - Project Management Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - _ _ _ Total CIP Expenses - 556 645 431 330 175 385 270 160 2,307 Resources: User Fee FEET - - - - - - Fuel Tax Utility Tax - - - 336 235 - - - 571 Business License Fee - - - 95 95 - - - 190 Bond Proceeds - - - Operating 556 - - - - - - 556 Grants/Contribution Received - - - - - - - - - Mitigation Funds Received Grants/Contribution Anticipated - - - - - - - MitigationFundsAnticipated - - - - Misc/Transfers - 645 - - - - Interest Income - Klevy - - - - - - Clevytransfer - - - - - - - - - Beginning Fund Balance Total CIP Resources - 556 645 431 330 - - - 1,317 Balance Available/(Unfunded Needs) - - - (175) (560) (830) (990) (990) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year End Adopted P r a j e c t e d Project Thru 2011 2012 2012 2013 1 2014 2015 2016 1 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - - _ Expenditure Increase/Decrease - - 5 5 5 5 5 5 30 Net Impact - - - 5 1 5 5 5 5 5 30 *S27,000 is budgeted in Fund 504 for 2013 and 2014 Capital Investment Program-General Government 5-36 aw CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . . .. . Project Title: Riverview Park Bridge Reconstruction Project Type: Major Maintenance Project Number: 29 VW Project Account Number: 316.332041.020.594.76.63.000 Total Anticipated Project Cost: $ 253 Current LOS Growth 100% Project Description Riverview Park bridge connects the parking lot along SR 169 with the remainder of the park by spanning the Cedar River.The bridge was constructed using timber piles driven into the north and sound banks and into the middle of the river.The bridge piles have sustained flood damage over the years. Shifting piles,weather and high use have impacted the understructure of the bridge,the decking and the wooden handrails.This project removes the entire bridge and replaces it with a single-span metal bridge,eliminating the creosote-treated piles in the water and improving the aquatic ecosystem. Recreation and Conservation Office grants are currently being pursued to offset the costs of the design and construction.The Custer Fund would also be utilized to partially fund the project. Impacts would be the elimination of significant repair costs every few years for the existing bridge. Summary of Progress: A structural review and assessment of the Riverview Park bridge was completed in 2012.The report indicates further decay to treated support timbers and displaced piles.Staff is submitting for state and federal grants through the RCO in 2012. $110,000 would be utilized from the Custer Fund and,upon grant award from the RCO,$990,000 would become available to fund construction of the bridge.Approximately$150,000 is required for design and construction documents using the anticipated RCO grants to cover those costs, tl�r otherwise the City would need to fund the design and construction documents portion. Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year End Adapted P r o j e c t e d Project Thru 2011 2012 1012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - 3 - - - - - 3 Consultant services - - - - - - Major Maintenance - - - - - - - - Construction - - 250 - - - - 250 Inspection - - - - - - - - Project Management - - - - - - Equipment Acquisition - - - - - - Contingencies - - Total CIP Expenses - 3 250 - - - - 253 Resources: tr1� User Fee - - - - - - - - REET - - - - - - - - - Fuel Tax - - - - - - - -Utility Tax - - - - - - - - - Business License Fee - - - - - - - - - Bond Proceeds - - - - - - - Operating - 3 - - - - - - 3 Grants/Contribution Received - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - 250 - - - - 25O Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - -Interest Income - - - - - - - - - KClevytransfer - - - - - - - - - - eeginning Fund Balance - - Total ClPRes; urces - 3 - 250 - - - 253 am Balance Available/(Unfunded Needs) - - - - - - - - - Adjusted Estimated No Impact on Operating Funds Life to Date Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - -Net Impact - - - - - - - - - - U 111111111 VW Capital Investment Program-General Government 5-37 CAPITAL INVESTMENT PROGRAM 2013 through i . dollars) Project Title: Sunset EIS Park Project Type: Development Project Number:30 Project Account Number: 316.332043.020.594.76.63.000 Total Anticipated Project Cost: $ 3,380 Current LOS Growth 100% Project Description The Sunset Area Community Revitalization Program will redevelop the area with new public housing and encourage development and infrastructure improvements,creating opportunities for affordable housing and retail investment.As part of the redevelopment,park and regional storm water facilities will be integrated into a park master planning process in 2013. Design and construction drawings are planned in two phases beginning in 2013 and completed in 2014. Construction of the park will occur in 2015.This park was identified in the adopted Parks, Recreation and Natural Areas Plan. Impacts include labor,utilities,equipment and supplies to operate and maintain the park. Summary of Progress:The Sunset Terrace Regional Stormwater Facility,integrated into the park design,will be constructed during 2014.The stormwater facility has to be completed by June of 2015 using a separate funding source supplemented by a Department of Ecology grant obtained by the Surface Water Utility Division in 2012. Adjusted Estimated CIP Expenditures&Resources Life to Dote Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 1 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - Consultant Services - 280 280 100 3,000 - - 3,380 Major Maintenance - - - - _ _ _ Construction - - - - Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 280 280 - 100 3,000 - 3,380 Resources: User Fee - - - REET Fuel Tax - - -Utility Tax - - - - - _ _ _ Business License Fee - - - - 100 - - 100 Bond Proceeds - - Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated - - - - - - _ _ _ Mitigation Funds Anticipated - - - Misc/Transferz - 280 280 - - - - - _ 280 Interest Income - - - KC levy transfer Beginning Fund Balance - - - - - - - _ _ _ Total CIP Resources - 280 280 - 100 - - - - 380 Balance Available/(Unfunded Needs) - - - - 1 (3,000) (3,000) (3,000) (3,0001 (3,000) Adjusted Estimated Impact on Operating Funds Life to Dote Budget Year End Adopted P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total RevenueIncrease/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government 5-38 ■r Internal Serv 'ice Funds ,ilk a ilii 4 R I i �1 Capital Investment Program-Internal Service Funds 5-39 so Fund 501- Equipment Rental Fund 2013-2014 Vehicle Acquisitions/Replacements Charge Equipment Year 2013 2014 ob Dept Assigned Code Number Make Model Puchased Life Replacement Replacement Cost Cost Police Admin Poo102 A414 FORD TAURUS 2002 10 25,000 - Police Spec Ops Poo104 A416 FORD CROWN VICTORIA 2002 3 - 45,000 Police Patrol Poo108 A406 FORD CROWN VICTORIA 2001 3 45,000 Police Patrol Poo108 A468 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A472 DMCH CHARGER 2009 4 45,000 Police Patrol PooIO8 A474 DMCH CHARGER 2009 4 45,000 Police Patrol Poo108 A475 DMCH CHARGER 2009 4 45,000 Police Patrol Poo108 B116 FORD EXPEDITION 2005 8 - 45,000 Police Patrol Poo108 A463 DMCH CHARGER 2008 4 45,000 - Police Patrol Poo108 A464 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A466 DMCH CHARGER 2008 4 45,000 Police Patrol Poo108 A471 DMCH CHARGER 2009 4 45,000 Police Patrol Poo108 A476 DMCH CHARGER 2009 4 45,000 Police K-9 Poo109 A467 DMCH CHARGER 2008 4 45,000 - Public Works Maintenance Solid Waste Poo118 D090 DMCH 3500 1999 10 - 50,000 Public Works Transportation System Poo123 C196 FORD PU 2000 8 30,000 Maint Public Works Maintenance Street Poo125 E118A ELGN CROSSWIND 2008 4 - 250,000 Public Works Maintenance Surface Water Poo126 C217 FORD F250 2002 8 30,000 - Public Works Maintenance Surface Water Poo126 E116 INTE VACTOR 2008 5 425,000 Public Works Maintenance Surface Water Poo126 New N/A DUMP TRUCK 2013 15 185,000 - Public Works Maintenance Surface Water Poo126 New N/A SLOPE MOWER 2014 5 - 60,000 Public Works Maintenance Surface Water Poo126 New N/A MOWER TRAILER 2014 10 6,000 Public Works Maintenance Surface Water Poo126 New N/A DEWATERING PUMPS 2014 10 5,000 Public Works Maintenance Surface Water Poo126 New N/A 1-TON FLAT BED TRUCK 2014 10 55,000 Public Works Maintenance Water Poo127 C218 FORD RANGER 2002 8 25,000 Public Works Maintenance Water Poo127 C224 FORD RANGER 2003 8 - 25,000 Public Works Maintenance Water Pool27 B101 CHEV BLAZER 2001 8 30,000 - Community Services Facilities Poo132 C183 CHEV S10 1998 8 - 25,000 Fire Suppression Poo140 F072 INTE 4700 2000 7 - 225,000 Fire Suppression Poo140 F064 INTE 4700 1999 7 225,000 - Fire Suppression Poo140 F065 INTE 4700 1999 7 225,000 Fire FD40 Poo152 F428 FORD EXPEDITION 2000 8 45,000 - Total: $ 1,490,000 $ 1,041,000 Capital Investment Program-Internal Service Funds 5-40 Fund 503 - Information Technology Fund 2013 2014 Total Anticipated Project Cost: $ 814,020 $ 740,020 Department Capital(Costs charged directly to identified department): - Police Department Applications Projects: 45,000 45,000 This project continues to fund a three year effort to place video in each patrol and traffic vehicle,VCC Cad Upgrades,Parking enforcement equipment. Fire Projects: 10,000 10,000 Fire Department inspectors field equipment CAD upgrades,GIS tracking as well as handheld application devices to support communication needs. Community and Economic Development Projects: 50,000 15,000 Permits Plus-Upgrade or replace Permits Plus software. Software is being phased out. 2012-$SOOK,2013-$200K Public Works 65,000 65,000 Capital Project Managements system Enterprise Capital(costs allocated city-wide based on equipment count) Server Systems: 90,000 90,000 Increases core system capacity to accommodate growth.Efficient use of the computing resource and increase system reliability can be obtained by virtualized servers,running many copies of an operating system on a single hardware server. Metropolitan Area Network 100,000 100,000 Increasing use of information systems is improving productivity and increasing the demand on network core systems. In virtually every department the City is replacing older business processes with more efficient 9$ 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 that ,• allow these systems to operate 24x7x365. Continuing efficient operation of the network requires some ongoing improvements and periodic major systems upgrades. Mobility Device Security Systems 7,500 7,500 IP v6 Planning and Impementation 5,000 5,000 Virtual Desktop Pilot-Phase Implementation(sourced from computer replacement program) 12,500 12,500 tv Data Archival/SearchSystem/Storage 15,000 10,000 Core Systems Replacements 70,000 70,000 Replaces aging servers,storage,backup/archival systems,network,security systems,wireless sytems,communication systems,and UPS battery/backup equipment. Enterprise GIS 20,000 20,000 Additional product licensing and programming. d Capital Copier Rentals 110,020 110,020 Total IT Capital Projects/Programs 600,020 560,020 Annual Equipment Replacement(non-capital) 214,000 180,000 This project replaces aging City desktop,laptop and ruggedized computers on a 5 year rotation schedule. VAW .rr Capital Investment Program-Internal Service Funds 5-41 Fund 504-Facilities Fund 2013 2014 Total Anticipated Projects Cost: $518,877 $358,877 go Operational Facilities Major Maintenance Projects: Fire Station No.11(Built 1978): 13,000 13,000 Seismic,energy,accessibility and operational upgrades were completed in 2010 so,ongoing maintenance issues are lower than typical �* for an older station. An emergency power generation system capacity upgrade is planned for 2013. Fire Station 12: 15,000 15,000 A building pressurization issue was corrected in 2010 and a retro-commissioning of the mechanical system was completed.Sealing the building interior envelope membrane and carpet replacement are planned for 2013.The equipment and backup systems for the Emergency Control Center are important to maintain at the schedules recommended in the O&M Manual. Fire Station No.13: 10,000 10,000 This new station,with administration offices,will be$10,000 in a typical year. Fire Station No.14: 10,000 10,000 Interior painting in training and admin areas and Fall restraint system install on roof. Fire Station No.16: 12,000 12,000 Exterior and interior painting,carpet replacement,replace old insulated glass windows, and replace apparatus bay ceiling fans. Fire Station No.17: 5,000 5,000 HVAC equipment upgrades. City Shops 20,000 20,000 Exterior painting structures,doors and frames. Public Facility Projects: Carco Theatre: Major maintenance that includes ADA upgrades(including handrails and lift)and interior painting. 12,000 12,000 City Hall: Major maintenance that includes:replacement of 2 original hot water boilers,and seal and paint roof and mechanical penthouse. 70,000 70,000 Improvements to the 4th floor of City Hall to accommodate the City Attorney's office. 160,000 Senior Center: 94,877 94,877 Major maintenance that includes:exterior painting,replace ceiling tiles in auditorium,and other appearance upgrades. Coulon Structure Maintenance 27,000 27,000 Exterior Painting of all buildings. Citywide Exercise Equipment Replacement 10,000 10,000 Replacement of cardio equipment. North Highlands Neighborhood Center 16,000 16,000 Exterior painting of the Highlands building. Liberty Park Stadium 5,000 5,000 Repair newly bird damaged roof beam assemblies,Exterior painting,Concrete crack and spall repair. Liberty Park Community Building 5,000 51000 Install vapor barrier in crawl space and enhance rodent control measures. Renton Community Center 24,000 24,000 Replace carpet throughout with resilient product(Marmoleum). Highlands Library 10,000 10,000 Major HVAC system failure maintenance. Totals $518,877 $358,877 Capital Investment Program-Internal Service Funds 5-42 r Lake Washington Trail(AKA Sam Chastain) � y r i SW Sunset Blvd at Hardie Ave SW Pedestrian Improvements From corridor improvements to intersection improvements ., and new trails-it keeps transportation moving safely. Capital Investment Program-Transportation S-43 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) SUMMARY BY COUNCIL PRIORITY Adjusted Estimated Life to Date Budget Yearend Adopted P r o j e c t e d Project # Projects Priority Type' Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Street Overlay 1 M 659 916 916 776 747 876 920 966 1,014 6,874 2 Arterial Rehabilitation Program 2 M 342 348 348 366 1,085 404 425 446 468 3,884 26 Preservation of Traffic Operation Devices Program 3 M 86 62 62 62 62 62 62 62 62 520 22 Bridge Inspection&Repair Program 4 M 57 200 200 1 25 20 20 20 25 368 20 Sidewalk Rehabilitation and Replacement Program 5 M 239 210 210 170 100 250 250 250 250 1,719 21 NE 31st Street Culvert Repair 6 M 11 130 80 480 - - - - - 571 23 Roadway Safety and Guardrail Program 7 M 2 65 55 SO 15 15 15 15 25 152 3 Rainier Ave Improvements-Grady Way to S 2nd Street •• C 25,268 9,311 9,311 9,844 - - - - - 44,423 4 SW 27th Street/Strander Boulevard Connection •' C 11,559 8,332 8,332 8,223 - 1,822 7,665 6,765 4,561 48,926 4A SW27th5treet/Strander Blvd Connection-Loan Repay "' C - 150 150 150 150 ISO 150 - - 750 5 NE 3rd/NE 4th Corridor Improvements '• C 679 2,987 2,966 61 71 2,850 4,440 555 160 11,781 14 South 7th Street-Rainier Ave S to Talbot Road South C 32 - - 192 408 200 800 600 4,800 7,032 10 Carr Road Improvements '• C - - - 1,050 2,191 200 - - - 3,441 42 Logan Ave N Improvements 1 C - 40 50 800 300 4,600 2,400 - - 8,150 11 NE Sunset Boulevard(SR 900)Corridor Improvements 2 C 200 - SO - - 3,700 4,430 8,870 9,000 26,210 12 Sunset Area Green Connections 3 C - - - - - 1,940 4,310 5,545 6,505 18,300 7 Rainier Ave Phase ll-S 3rd Street to Airport Way 4 C - - - - - 3,420 3,850 5,980 2,300 15,550 8 Park Avenue North Extension 5 C - - - - - 2,400 2,600 - - 5,000 6 Duvall Ave NE-NE 7th St to Sunset Blvd NE 6 C - - - - - 1,810 1,650 2,240 6,350 12,050 15 5 Grady Way-Main Ave to West City limits 7 C - - - - - 450 1,275 1,275 - 3,000 9 116th Ave SE Improvements 8 C - - - - - 3,574 3,760 1,600 5,351 14,285 40 Lake Washington Blvd N-Park Ave N-Gene Coulon Park 9 C 330 134 134 - - 230 330 - - 1,024 41 Lind Ave SW-SW 16th St to SW 43rd St 10 C - - - - - 250 1,350 1,900 - 3,500 13 Oakesdale Ave SW-Monster Road to SR 900 11 C - - - - - 50 5,300 5,350 24 Intersection Safety&Mobility Program 1 S 6 10 10 168 182 250 250 250 250 1,366 25 Traffic Safety Program 2 5 195 100 100 330 36 40 40 40 40 821 16 Highlands to Boeing/Landing Pedestrian Connection " N 150 229 229 2,000 - - - - - 2,379 18 Lake to Sound(L2S)Trail 1 N - - - - - 1,250 - - - 1,250 17 Lake Washington Loop Trail 2 N - - - - - 350 1,200 1,725 1,725 S,ODO 31 Barrier-Free Transition Plan Implementation 3 N 3 10 50 30 30 50 50 50 50313 19 Walkway Program 4 N 4 30 40 125 170 250 250 250 280 1,369 30 Bicycle Route Development Program 5 N 8 5 5 30 30 70 70 70 80 363 29 Transportation Demand Management(TDM)Program 1 T 47 42 43 45 45 45 45 45 45 360 28 Transit Program 2 T 17 10 10 25 25 25 25 40 40 207 34 Arterial Circulation Program 1 O 94 70 100 120 120 235 235 235 250 1,389 33 Project Development&Pre-Design Program 2 O 59 80 100 100 115 135 135 135 150 929 38 Geographic Info-Trans.Data Development 3 O 6 50 50 15 15 15 15 15 15 146 35 Transportation Concurrency/LOS Program 4 O ZS 10 10 10 30 30 30 30 30 195 36 Environmental Monitoring Program 5 O 23 10 - 20 - - - - - 43 32 City Center Community Plan 6 O - 50 50 - - - - - - 50 27 Intelligent Transportation Systems(ITS)Program 7 O 44 120 120 30 30 30 30 30 30 344 37 WSDOT Coordination Program 8 O 23 30 10 10 30 30 30 30 40 203 39 196 for the Co=n 9 O 20 30 15 15 15 15 15 15 120 Total 1 40,1671 23,7411 23,781 1 25,2581 6,0271 32,043 1 43,1221 40,099 1 49,211 2591708 Adjusted Estimated Life to Data Budget Yearend Adopted P r o j e c t e d Project Resources: Thru 1011 2011 2012 2013 2014 2015 2016 2017 2018 Total Vehicle Fuel Tax 634 600 600 640 650 660 670 680 680 5,214 Business License Fee 1,151 1,624 2,142 1,702 1,740 1,780 1,820 1,860 11900 14,096 Grants In-Hand(1) 8,582 13,317 13,277 18,246 3,530 40 1,910 1,910 1,300 48,795 Grants ln-Hard(2) 4,750 - - - - - - - - 4,75 Mitigation In Hand 5,722 230 520 183 107 170 170 210 180 7,262 Bonds/LID's Formed 2,800 - - - - - - - - 2,80 Other Govt Resources In-Hand(1) 11,590 5,871 5,871 4,488 - - - - - 21,94 Other Govt Resources In-Hand(2) 1,411 - - - - - - - - 1,47 Grants Proposed - - - - - - - - - 0 Other Proposed - - - - - - - - - 0 Proposed Fund Balance 3,782 1,845 1,116 - - - - - - 4,897 Undetermined - - - - - 28,363 38,522 35,409 45,121 147,41 Total Resources 40,4 23,487 23,526 25,258 6,027 31,013 43,092 40,069 49,18 258,5 Balance Amilablel(U funded Needs) (255) 255 1 255 1,0301 301 30 1 301 1,120 "NOTE:M-Maintenance&Preservation,C-Corridor Projects,5-Safety,N-Non-Motorized,T-Transit,and 0-Other Projects under construction and/or with a phase under construction #Corresponds to project number(#)on individual project pages Capital Investment Program-Transportation 5-44 r CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands. .. . rr Project Title: Street Overlay Project: 1 Project Type: Major Maintenance Project Number: 122108 Project Account Number: 317.122108.016.595.**.63.*** Total Anticipated Project Cost: $ 6,874 Current LOS 0%Growth 0% Project Description Annual program for repairing and resurfacing exi4ting roadways,operating the City's Pavement Management System and providing data for deficiency ratings. Summary of Progress: Adjusted Estimated 1Ut CIP Expenditures&Resources Life to Date Budget Year end Adapted P r o j e c t e d Project 1011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 2 - - - - - - - - 2 Preliminary Engineering 4 13 13 14 15 15 15 15 15 106 4W R-O-W(includes Admin) - - - - - - - - - - Construction 612 863 863 722 692 820 864 910 958 6,441 Construction Services 41 40 40 40 40 41 41 41 41 325 Post Construction Services - I - - I - - - I - - I - - Total CIP Expenses 659 916 916 776 747 876 1 920 966 1,014 6,874 • Resources: Vehicle Fuel Tax 620 600 600 640 650 660 670 680 680 5,200 Business License Fee 39 126 126 136 97 98 103 176 214 989 Grants In-Hand(1) - - - - - - - - - - i Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - rr' Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - Proposed Fund Balance - 190 190 - - - - - - 190 Undetermined - - - - - 118 147 110 120 495 To[ "P Resources 659 916 916 776 747 876 920 966 1,014 6,874 Balance Available/(Unfunded Needs) - - - - - - - - - (0) Adjusted Estimated Impact on Operating Funds Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - 1� Capital Investment Program-Transportation 5-45 r CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousandso Project Title: Arterial Rehabilitation Program Project: 2 Project Type: Major Maintenance Project Number: 122186 Project Account Number: 317.122186.016.595.**.63.*** Total Anticipated Project Cost: $ 3,884 Current LOS 0%Growth 0% Project Description Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 1 2016 2017 2018 Total Expenditures: Planning Preliminary Engineering - - - - - - - R-O-W(includes Admin) - - - - - - - - _ _ Construction 342 348 348 366 1,085 404 425 446 468 3,884 Construction Services - - - - - - - - _ _ Post Construction Services - I - - I - - - I - - I _ _ Total CIP Expenses 342 348 348 366 1,085 404 425 446 468 3,884 Resources: Vehicle Fuel Tax - - - - - _ _ _ Business License Fee 342 348 348 366 385 404 425 446 468 3,184 Grants In-Hand(1) - - - - 700 - - - - 700 Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand Bonds LID's Formed Other Gov't Resources In-Hand(1) Other Gov't Resources In-Hand(2) Grants Proposed Other Proposed Proposed Fund Balance Undetermined - - - - - - _ _ _ _ Total CIP Resources 342 348 348 366 1,085 404 425 446 468 3,884 Balance Avoiloble/(Unfunded Needs) I - I - I - I - I - I - I - I - I _ I _ Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 1012 2013 2014 2015 2016 2017 1018 Total Revenue Increase/Decrease Expenditure Increase/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact Capital Investment Program-Transportation 5-46 UK CAPITAL INVESTMENT PROGRAM i 2013 through 2018 (in . . . .. . Project Title: Rainier Ave Improvements-Grady Way to S 2nd Street Project: 3 Project Type: Development Project Number: 122703 Project Account Number: 317.122703.016.595.*.63.* Total Anticipated Project Cost: $ 44,423 Current LOS 0%Growth 0% Project Description Improvements remove barriers,eliminate substandard conditions,and provide an enhanced pedestrian environment. Project elements include adding business access and transit(BAT)lanes north and southbound,removing the BNSF railroad bridge support pier,adding left-turn lanes at intersections,widening sidewalks with streetscaping, adding pedestrian-scale illumination,transit facility improvements(shelters,benches,information kiosks),planted buffer strips and landscaped medians. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering 6,603 147 147 - - - - - 6,750 R-O-W(includes Admin) 5,869 851 851 - - - - - - 6,720 Construction 1,583 6,841 6,841 7,907 - - - - 16,330 Construction Services 765 1,473 1,473 1,938 - - - - - 4,175 Post Construction Services 10,449 - - - - - - - - 10,449 Total CIP Expenses 25,268 9,311 9,311 9,844 - - - - - 44,423 +r Resources: Vehicle Fuel Tax - - - - - - - - - - Business license Fee 187 - - - - - - - 187 Grants In-Hand(WSDOT,STP) 4,801 5,197 5,197 6,604 - - - - - 16,603 Grants In-Hand(2) 4,750 - - - - - - - - 4,750 Mitigation In-Hand 4,623 140 50 - - - - - - 4,673 Bonds/LID's Formed - - - - - - - - - Other Gov't Resources In-Hand(1) 8,826 3,818 3,818 3,240 - - - - - 15,884 Other Gov't Resources In-Hand(2) 711 - - - - - - - 711 Grants Proposed - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance 1,370 156 246 - - - - - - 1,616 Undetermined - - i - esources - - - - - - - Total CII R 25,268 9,3 11 11 9,3 9,844 - - - - - 44,423 Balance Available/(Unfunded Needs) I - I - I - I - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 1014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - - 4,255 4,255 4,255 4,255 4,255 21,275 Net Impact - - - - 4,255 4,255 4,255 4,255 4,255 21,275 :r ,r► Capital Investment Program-Transportation 5-47 CAPITAL INVESTMENT PROGRAM throughi 2013 . .. . Project Title: SW 27th Street/Strander Boulevard Connection Project: 4 Project Type: Development Project Number: 122239,122240 Project Account Number: 317.122239.016.595.*.63.* Total Anticipated Project Cost: $ 48,926 Current LOS 0%Growth 0*r6 Project Description This project provides a critical four/five-lane arterial that will serve as a connector to West Valley Highway(SR 181)and East Valley Road,as well as an arterial connector to SR 167 from the south.The project will provide a grade-separated crossing at the Union Pacific Railroad(UPRR)and Burlington Northern Santa Fe(BNSF)railroad tracks. Right-of-way includes:City of Renton-$3.17 million,City of Tukwila-$0.95 million. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o J e c t e d Project 2011 2012 2012 2013 1014 2015 1 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering 5,158 70 70 - - 1,535 - - - 6,763 R-O-W(includes Admin) 3,891 - - 227 - - 900 - - 5,018 Construction 2,373 7,182 7,182 6,953 - 249 6,000 6,000 4,050 32,807 Construction Services 137 1,080 1,080 1,043 - 37 765 765 511 4,338 Post Construction Services - - - - - - - - - - Total CIP Expenses 11,559 8,332 8,332 8,223 - 1,822 1 7,665 6,765 4,561 48,926 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) 3,108 6,025 6,025 7,275 - - 1,870 1,870 1,260 21,408 Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand 558 - - - - - - - - 558 Bonds/LID's Formed 2,800 - - - - - - - - 2,800 Other Gov't Resources In-Hand(1) 2,564 2,052 2,052 948 - - - - - 5,564 Other Gov't Resources In-Hand(2) 700 - - - Grants Proposed - Other Proposed - - - - - - - - _ - Proposed Fund Balance 2,085 - - - - - - - - 2,085 Undetermined - - - - - 1,822 5,795 4,895 3,301 15,813 Total CIP Resources 11,814 8,077 8,077 8,223 - 1,822 7,665 6,765 4,561 48,926 Balance Available/(Unfunded Needs) 255 Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o J e c t e d Project 2011 2011 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - - 466 466 466 466 466 2,330 Net Impact - - - - 466 466 466 466 466 2,330 - Capital Investment Program Transportation 5-48 P g p CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . .. . Project Title: SW 27th Street/Strander Boulevard Connection-Loan Repayment Project: 4A Project Type: N/A Project Number: xxxxxx Project Account Number: N/A Total Anticipated Project Cost: $ 750 Current LOS 0%Growth 0% Project Description This project will account for the SW 27th St/Strander Blvd Connection I6an repayment.The loan was approved by Council in May 2011 and will be amortized over a 5-year r period,at a 2.25%interest rate.The interest amount to be paid over the life of the loan is$50,000. Summary of Progress: AW Adjusted Estimated t� CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 1013 2014 2015 2016 2017 1018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering - - - - - - - - - - r R-O-W(includes Admin) - - - - - - - - - - Construction - - - - - - - - - - Construction Services - - - - - - - - - - Post Construction Services - - - - - - - - - - Loan Repayment - 150 150 150 150 1501 150 - - 750 Total CIP Expenses - 150 150 150 150 1501 150 - - 750 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - 150 150 150 150 150 150 - - 750 Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID'sFormed - - - - - - - -Other Govt Resources In-Hand(1) - - - - - - - - - - +. Other Gov't Resources In-Hand(2) - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermmed - - - - - - - - - - Tata,"P Resources - T. 150 150 150 150 150 - - 750 Balance Available/(Unfunded Needs) - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 1016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - •s rr Capital Investment Program-Transportation 5-49 CAPITAL INVESTMENT PROGRAM through2013 . . * .. . Project Title: NE 3rd/NE 4th Corridor Improvements Project: 5 Project Type: Development Project Number: 122176 Project Account Number: 317.122176.016.595.**.63.*** Total Anticipated Project Cost: $ 10,781 Current LOS 0%Growth 0% Project Description This project involves a series of improvements in this corridor to improve traffic operations such as rechannelizationond traffic signal modifications,possible transit priority signal treatments and queue jumps.This project will seek to meet pedestrian,transit and bicycle needs. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 1011 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 218 - - - - - - - - 218 Preliminary Engineering 460 37 136 61 71 330 - - - 1,058 R-O-W(includes Admin) 0 273 630 - - 300 - - - 930 Construction - 2,226 1,930 - - 2,000 4,000 500 140 8,570 Construction Services - 451 270 - - 220 440 55 20 1,005 Post Construction Services - - - - - - - - - - Total CIP Expenses 679 2,987 2,966 61 71 2,850 4,440 555 160 11,781 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee 27 330 813 61 35 16 35 45 - 1,032 Grants In-Hand(1) 224 1,744 1,753 - - - - - - 1,977 Grants In-Hand(2) - - - - - - - - - _ Mitigation In-Hand 344 30 400 - 36 150 150 190 160 1,430 Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - - - Other Proposed - - Proposed Fund Balance 84 883 - - - - - - - 84 Undetermined - - - - - 1,684 1 4,255 1 320 - 6,259 Ta[aI CIP Resources 679 2,987 2,966 61 711 1,850 1 4,440 1 555 1 1601 10,781 Balance Available/(Unfunded Needs) - - I - I - - I (1,000) (1,000) (1,000) (1,000) (2,000) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o ) e c t e d Project 2011 2012 2012 2013 1 1014 2015 2016 1017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 460 460 460 460 460 460 2,760 Net Impact - - - 460 460 460 460 4601 460 2,760 l� r at 1W MIN Capital Investment Program-Transportation 5-50 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands. .. . Project Title: Duvall Ave NE-NE 7th St to Sunset Blvd NE Project: 6 Project Type: Development Project Number: 122702 Project Account Number: Total Anticipated Project Cost: $ 12,050 Current LOS 0%Growth 0% Project Description Widening roadway to five lanes,including new pavement,curb,gutter,sidewalk,street lights,storm drainage,channelization and bike lanes from NE 7th St to the intersection with Sunset Blvd NE. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - 10 - - - 10 Preliminary Engineering - - - - - 800 400 - - 1,200 R-O-W(includes Admin) - - - - - 1,000 1,250 - - 2,250 Construction - - - - - - - 2,000 5,700 7,700 Construction Services - - - - - - - 240 650 890 Post Construction Services - - - - - - - - - - Total CIP Expenses - - - - - 1,810 1,650 2,240 6,350 12,050 Resources: Vehicle Fuel Tax - - - - - - - - - Business License Fee - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID'sFormed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 1,810 1,650 2,240 6,350 12,050 Total CIP Resources - - - - - 1,810 1,650 2,240 6,350 12,050 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2011 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - r Capital Investment Program-Transportation 5-51 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdol. Project Title: Rainier Ave Phase II-S 3rd Street to Airport Way Project: 7 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 15,550 Current LOS 0%Growth 0% Project Description Phase 2 of the Rainier Ave Corridor Improvements will extend the improvements from where the current phase ends to Airport Way.Project elements include widening sidewalks with streetscaping, adding pedestrian-scale illumination,transit facility improvements(shelters,benches,information kiosks),planted buffer strips and landscaped medians. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c It e d Project 2011 2012 2012 2013 2014 2015 2016 1017 2018 Total Expenditures: Planning - - - - 80 - - - 80 Preliminary Engineering - - - - - 1,840 - - - 1,840 R-O-W(includes Admin) - - - - - 1,500 1,550 - - 3,050 Construction - - - - - 2,000 5,200 2,000 9,200 Construction Services - - - - - - 300 780 300 1,380 Post Construction Services - - - - - - - - - - Total CIPExpenses - - - - - 3,420 3,850 5,980 2,300 15,550 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID'sFormed - - - - - - - - -Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - 3850 5, - Undetermined , 980 50 2,30030 15,5 Total CIP Resources - - - - - 3,420 3,850 5,980 2, 0 15,550 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-52 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in Ofdollars) 1W Project Title: Park Avenue North Extension Project: s Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 5,000 Current LOS 0%Growth 0% Project Description The project will extend Park Ave N to provide access to Southport,PSE property and The Boeing Company. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering - - - - - 580 50 - - 630 R-O-W(includes Admin) - - - - - 500 - - - 500 Construction - - - - - 1,200 2,300 - - 3,500 Construction Services - - - - - 120 250 - - 370 Post Construction Services - - - - - - - - - - Total CIP Expenses - - - - - 2,400 2,600 - - 5,000 W Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - Mitigation In-Hand - - - - - - - - - Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - Grants Proposed - - - - - - - - - - Other Proposed - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 2,400 2,600 - - 5,000 Total CIP Resources - - - - - 2,400 2,600 - - 5,000 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2011 2012 2013 2014 2015 2016 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-53 CAPITAL INVESTMENT PROGRAM ;12013 through 2018 (in . . .. . Project Title: 116th Ave SE Improvements Project: 9 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 14,285 Current LOS 0%Growth 0% Project Description Widen roadway to provide a 3-lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE,including new pavement,curb,gutter,sidewalk,street lights,traffic signals,storm drainage,channelization and landscaping from Puget Drive SE to south City limits. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - 10 - - - 10 Preliminary Engineering - - - - - 1,104 - 500 300 1,904 R-O-W(includes Admin) - - - - - 300 - - - 300 Construction - - - - - 2,000 3,500 1,000 4,677 11,177 Construction Services - - - - - 160 260 100 374 894 Post Construction Services - - - - - - - - - - Total CIP Expenses - - - - - 31574 3,760 1,600 5,351 14,285 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LTD's Formed - - - - - - - - -Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - - - OtherProposed - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 3,574 3,760 1,600 5,351 14,285 Tota,CIP Resources - - - - - 3,574 3,760 1,600 5,351 14,285 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-54 CAPITAL INVESTMENT PROGRAM 2013 through i . .. . Project Title: Carr Road Improvements Project: 10 Project Type: Development Project Number: 122920 Project Account Number: Total Anticipated Project Cost: $ 3,441 Current LOS 0%Growth 0% Project Description Includes new pavement,curb,gutter,sidewalk,street lights,traffic signals from Benson Rd South(108th Ave SE)to Talbot Rd So.Potential improvements vary from roadway realignment/widening at several locations to address geometric deficiencies,widening to 5-lane roadway(2 lanes westbound,3 lanes eastbound),to a new 4-5 lane roadway on new alignment. This project includes intersection improvements at Carr Road and Benson Rd S(108th Ave SE). Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - 200 - - - 200 Preliminary Engineering - - - 150 65 - - - - 215 R-O-W(includes Admin) - - - 900 540 - - - - 1,440 Construction - - - - 1,486 - - - - 1,486 Construction Services - - - - 100 - - - - 100 Post Construction Services - - - - - - - - - - Total CIP Expenses - - - 1,050 2,191 200 - - - 3,441 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - 30 - - - 30 Grants In-Hand(1) - - - 1,050 2,191 - - - - 3,241 Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 170 - - - 170 Total CIP Resources - - - 1,050 2,191 200 - - - 3,441 w Balanre Available/(Unfunded Needs) - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure lncrease/Decrease - - - - - 230 230 230 230 920 Net Impact - - - - - 230 230 230 230 920 .r nwr w� Capital Investment Program-Transportation 5-55 CAPITAL INVESTMENT PROGRAM ,2013 through 2018 (,n . . . .. . Project Title: NE Sunset Boulevard(SR 900)Corridor Improvements Project: 11 Project Type: Development Project Number: 122902 Project Account Number: Total Anticipated Project Cost: $ 26,210 Current LOS 0%Growth 0% Project Description This project involves a series of key improvements in this corridor to improve traffic operations such as channelization,traffic signal modifications,signal treatments, possible queue jumps,access management through installation of medians.This project will seek to meet pedestrian,transit and bicycle needs.The project limits are from 1- 405 on the west to the east City limits. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 200 - 10 - - - - - - 210 Preliminary Engineering - - - - - 2,700 - - - 2,700 R-O-W(includes Admin) - - - - - 1,000 1,100 - - 2,100 Construction - - - - - - 3,000 8,000 8,100 19,100 Construction Services - - - - - - 330 870 900 2,100 Post Construction Services - - - - - - - - - - Total CIP Expenses 200 - 10 - - 3,700 4,430 8,870 9,000 26,210 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - 10 - - - - - - 10 Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) 200 - - - - - - - - 200 Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 3,700 4,430 8,870 9,000 26,000 Total CIP Resources 200 - 30 - - 3,700 4,430 8,870 9,000 26,210 Balance Available/(Unfunded Needs) - II - III - - - I - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adapted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-56 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Sunset Area Green Connections Project: 12 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 18,300 Current LOS 0%Growth 0% Project Description This project will construct multi-modal improvements identified in the Sunset Area Community Planned Action Study.Roadways will be widened/extended/realigned to provide for future traffic flows.Several residential streets will be developed as"green connections"improving pedestrian mobility and enhance the neighborhood. Roadways included are NE 10th St,NE Sunset Lane,Harrington Ave NE,NE 12th St,Edmonds Ave NE,Jefferson Ave NE,Kirkland Ave NE and Glennwood Ave NE. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r o j e c t e of Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering - - - - - 1,940 - - - 1,940 R-O-W(includes Admin) - - - - - - 980 - - 980 Construction - - - - - - 3,000 5,000 5,860 13,860 Construction services - - - - - - 330 545 645 1,520 Post Construction services - - - - - - - - - - Total CIP Expenses - - - - - 1,940 4,310 5,545 6,505 18,300 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - -Other Proposed - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 1,940 4,310 5,545 6,505 18,300 Total ClP Resources - - - - - 1,940 4,310 5,545 6,505 18,300 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Totol Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-57 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . .. Project Title: Oakesdale Ave SW-Monster Road to SR 900 Project: 13 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 5,350 Current LOS 0%Growth 0% Project Description Widen existing roadway to four lanes plus two-way-left-turn-lane where needed and bike lanes. Realign Beacon Coal Mine Road approach to intersection with the new Oakesdale Ave SW roadway. Includes new roadway,curbs,sidewalk,drainage,street lighting,traffic signals,channelization,retaining walls and widening the existing bridge. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 1011 2012 2011 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - 50 - 50 Preliminary Engineering 3,000 3,000 R-O-W(includes Admin) - - - - - - - - 2,300 2,300 Construction - - - - - - - - - Construction services - - - - - - - - - - Post Construction Services - - - - - - - - - - TotalClPExpenses - - - - - - - 50 5,300 5,350 Resources: Vehicle Fuel Tax - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources in-Hand(2) - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - - - 50 5,300 5,350 Total CIP Resources - - - - - - - 50 5,300 5,350 Balance Available/(Unfunded Needs) - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budge[ Yearend Adopted Pro j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditurelncrease/Decrease - - N/A N/A N/A N/A N/A N/A -Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-58 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . . .. Project Title: South 7th Street-Rainier Ave S to Talbot Road Sol Project: 14 Project Type: Development Project Number: 122151 Project Account Number: Total Anticipated Project Cost: $ 7,032 Current LOS 0%Growth 0% Project Description Widening the existing roadway to 3 lanes(2 lanes EB and 1 lane WB)and a separated multi-use trail. Included will be new curb,gutter,wider sidewalks,streetlighting, channelization and landscaping,including street trees.Also included is a new traffic signal at Shattuck Ave S and other signal modifications. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 1015 2016 2017 2018 Total Expenditures: Planning 32 - - - - - - - - 32 Preliminary Engineering - - - 96 - 200 300 100 - 696 R-O-W(includes Admin) - - - 96 - - 500 500 - 1,096 Construction - - - - 358 - - - 4,200 4,558 Construction Services - - - - 50 - - - 600 650 Post Construction Services - - - - - - - - - - Total CIP Expenses 32 - - 192 408 200 800 600 4,800 7,032 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - 32 68 - - - - 100 Grants In-Hand(1) - - - 160 340 - - - - 500 Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - -Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - -Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance 32 - - - - - - - - 32 Undetermined - - - - - 200 800 '2214,800 6,400 Total CIP Resrces ou32 - - 192 408 200 800 6D0 4,800 7,032 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 2015 1 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncreose/Decrease - - - - - - - - -Net Impact - - - - - - - - - - er Capital Investment Program-Transportation 5-59 CAPITAL INVESTMENT PROGRAM 12013 through 2018 (in thousands ofdol. Project Title: S Grady Way-Main Ave to West City Limits Project: 15 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 3,000 Current LOS 0%Growth 0% Project Description This project will perform a comprehensive analysis of multi-modal transportation improvements,including review of potential transit improvements along Grady Way,such as BAT lanes and traffic signal priority(TSP).Phase 1 will remove the islands at the intersections of 5 Grady Way with Lake Ave 5 and Shattuck Ave S,to allow for a continuous eastbound lane from Rainier Ave 5 to Talbot Rd. Included are modifications to the traffic signal,new pedestrian crossings and channelization. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - - Preliminary Engineering - - - - - 450 - - - 450 R-O-W(includes Admin) - - - - - - - - - - Construction - - - - - - 1,100 1,100 - 2,200 Construction Services - - - - - - 175 175 - 350 Post Construction Services - - - Total CIP Expenses - - - - - 450 1,275 1,275 - 3,000 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID'sFormed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Grants Proposed - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 450 1,275 1,275 - 3,000 Total CIP Resources - - - - - 450 1,275 1,275 - 3,000 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - Capital Investment Program-Transportation 5-60 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands. .. Project Titled Highlands to Boeing/Landing Pedestrian Connection Project Project: 16 Project Type: Development Project Number: 122901 Project Account Number: Total Anticipated Project Cost: $ 2,379 Current LOS 0%Growth 0% Project Description This project will provide a continuous barrier-free pedestrian connection between the Highlands and Boeing 737 manufacturing plant,the Landing,Gene Coulon Park and nearby Lake Washington Trail and Cedar River Trail. The project was conceived by the Highlands Task Force Committee that included residents,businesses and elected officials from the Renton Highlands. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 0 - - - - - - - - 0 Preliminary Engineering 150 229 229 - - - - - - 379 R-O-W(includes Admin) - - - - - - - Construction - - - 1,770 - - - - - 1,770 Construction services - - - 230 - - - - - 230 Post Construction Services - - - - - - - - - - Total CIP Expenses 150 229 229 1 2,000 - - - - - 2,379 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - 112 112 - - - - - - 112 Grants In-Hand(1) 122 Ila 118 1,700 - - - - - 1,940 Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - 300 - - - - - 300 Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance 28 - - - - - - - 28 UndeterminPReed - - - - - - - - - - Tota1Clsources 150 229 229 1 2,000 - - - - - 2,379 .r BalanceAvailable/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Yearend Adopted P r a j e c t e d Project 2011 2012 2012 2013 1014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - 1,587 1,587 1,587 1,587 1,587 7,935 Net Impact - - - - 1,587 1,587 1,587 1,587 1 1,587 7,935 ar as �. Capital Investment Program-Transportation 5-61 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in . . .. . Project Title: Lake Washington Loop Trail Project: 17 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost: $ 5,000 Current LOS 0%Growth 0% Project Description The project will provide a shared use regional trail from the Cedar River Trail and extending to the north city limits along Rainier Ave N. Project elements include a 12-foot shared path separated from the travel lanes by an 8-foot landscaped strip. Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2011 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - 50 - - - 50 Preliminary Engineering - - - - - 300 50 - - 350 R-O-W(includes Admin) - - - - - - - - - - Construction - - - - - - 1,000 1,500 1,500 4,000 Construction Services - - - - - - 150 225 225 600 Post Construction Services - - - - - - - - - Total CIP Expenses - - - - - 350 1,200 1,725 1,725 5,000 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID'sFormed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance - - - - - - - - - - Undetermined - - - - - 350 1,2D0 1,725 1,725 5,000 TataI CIPR esources - - - - - 350 1,200 1,725 1,725 5,000 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 1 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - Capital Investment Program-Transportation 5-62 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands ofdollars) Project Title: Lake to Sound(L2S)Trail Project: 18 Project Type: Development Project Number: 122903 Project Account Number: Total Anticipated Project Cost: $ 1,250 Current LOS 0%Growth 0% Project Description The Lake to Sound(L2S)Trail is a joint partnership between the cities of SeaTac,Renton,Tukwila,Burien and Des Moines,in coordination with King County.The 17-mile L2S Trail will provide an east-west connection between the shoreline of Lake Washington(Renton)and the shoreline of Puget Sound(Des Moines). Summary of Progress: Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - - - - - - Preliminary Engineering - - - - - - - - - R-O-W(includes Admin) - - - - - - - - - - Construction - - - - - 1,125 - - - 1,125 Construction Services - - - - - 125 - - - 125 Post Construction Services - - - - - - - - - - Total CIP Expenses - - - - - 1,250 - - - 1,250 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - Mitigation In-Hand - - - - - - - - - - Bonds/LID's Formed - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - - - Other Proposed - - - - - - - -. Proposed Fund Balance - - - - - - - - - 1,2- Undeterrnmed - - - - - 1,250 - - - 1,250 Toto,ClPResources - - - 50 .r Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r a j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A - Net Impact - - - - - - - - - - «r Capital Investment Program-Transportation 5-63 CAPITAL INVESTMENT PROGRAM 2013 through i (in thousands. .. . , Project Title: Walkway Program Project: 19 Project Type: Development Project Number: 120009 , Project Account Number: Total Anticipated Project Cost: $ 1,369 Current LOS 0%Growth 0% Project Description ' This program provides for the design and construction of high priority non-motorized transportation facilities for pedestrians. Projects are identified and prioritized using criteria from the Comprehensive Citywide Walkway Study,Council direction,and through coordination with the City's Neighborhood Program. Summary of Progress: ' Adjusted Estimated CIP Expenditures&Resources Life to Date Budget Year end Adopted P r o j e c t e d Project 2011 2012 2011 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning - - - - 5 5 5 5 5 25 ' Preliminary Engineering 4 10 40 15 25 25 25 25 25 184 R-O-W(includes Admin) - - - - - - - - - - Construction - 20 - 95 120 200 200 200 230 1,045 Construction Services - - - 15 20 20 20 20 20 115 Post Construction Services - - - - - - - - - - Total CIP Expenses 4 30 40 125 170 250 250 250 280 1,369 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee - 30 40 100 140 140 140 150 180 890 Grants In-Hand(I) - - - - - - - - - - Grants In-Hand(2) - - - - - - - - - - Mitigation In-Hand - - - 25 30 20 20 20 20 135 Bonds/LTD's Formed - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(2) - - - - - - - - - - Grants Proposed - - - - - - - - - OtherProposed - - - - - - - - - - Proposed Fund Balance 4 - - - - - - - - 4 Undetermined - - - - - 90 90 80 80 340 Tota/CIP Resources 4 30 40 125 170 250 2511 250 280 1,369 Balance Available/(Unfunded Needs) - - - - - - - - - - Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r a j e c It e d Project 2011 2012 2012 2013 2014 1015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - - - III i Capital Investment Program-Transportation 5-64 CAPITAL INVESTMENT PROGRAM i . . . .. . Project Title: Sidewalk Rehabilitation and Replacement Prograr Project: 20 Project Type: Major Maintenance Project Number: 122801 Ir Project Account Number: Total Anticipated Project Cost: $ 1,719 Current LOS 0%Growth 0% Project Description This program provides for the removal and replacement of existing curb and gutter,sidewalks,and curb ramps where such facilities have deteriorated or have been damaged. Summary of Progress: Adjusted Estimated �r CIP Expenditures&Resources Life to Date Budget Yearend Adopted P r o j e c t e d Project 2011 2012 2011 2013 2014 2015 2016 1017 2018 Total Expenditures: Planning 10 - - - - - - - - 10 Preliminary Engineering 44 - - 5 - - - - - 49 rl R-O-W(includes Admin) - - - - - - - - - - Construction 167 200 200 150 100 250 250 250 250 1,617 Construction Services 17 10 10 15 - - - - - 42 Post Construction Services - - - - - - - - - Total CIP Expenses 239 210 210 170 100 250 250 250 250 1,719 Resources: Vehicle Fuel Tax - - - - - - - - - - Business License Fee 200 50 50 170 100 40 40 101 40 741 Grants In-Hand(1) - - - - - - - - - - Grants In-Hand(1) - - - - - - - - - - Mitigation In-Hand - - - - - - - - - Bonds/LID's Formed - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Other Gov't Resources In-Hand(1) - - - - - - - - - - Grants Proposed - - - - - - - - -Other Proposed - - - - - - - - - - Proposed Fund Balance 39 160 160 - - - - - - 199 Undetermined - - - - - 210 210 149 210 779 TataIClPResources 239 210 210 170 100 250 250 250 250 17,19 Balance Available/(Unfunded Needs) I - - I - I - I - - - I - I - (0) Adjusted Estimated Impact on Operating Funds Life to Date Budget Year end Adopted P r o j e c t e d Project r 1011 2012 2012 1013 2014 2015 1 2016 2017 1018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditurelncrease/Decrease - - - N/A N/A N/A N/A N/A N/A Net Impact - - - - - - - - -