HomeMy WebLinkAbout2015 - 2016 Annual Budget City of Renton, WA
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RENTON. AHEAD OF THE CURVE e on
Renton City Hall • 1055 South Grady Way • Renton,Washington 98057 • rentonwa.gov
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L Renton Busme�;�I.
Renton: The center of opportunity in the Puget Sound Region
Visionwhere families and businesses thrive
I 6 Mission The City of Renton, in partnership and communication
with 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
1:2 1
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
r ■ Facilitate successful region neighborhoods in urban with their community
neighborhoods through centers ■ Prioritize services at
Comm 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■ Provide critical and strategies
•wcomplete streets,trails, ■ Nurture entrepreneurship that improve services
and foster successful ■ Pursue transportation relevant information on a
and connections between timely basis and facilitate ■ Respond to growing
neighborhoods and partnerships with and other regional
businesses and improvements and two-way dialogue between service demands through
community focal points it and the
community leaders services that improve city government partnerships, innovation,
■ Provide opportunities quality ualit of life community and outcome management
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■ Leverage public/private' for communities to be ■ Encourage volunteerism,
better prepared for resources to focus ■ Balance development with participation and civic
emergencies development on environmental protection engagement
economic centers
rity ofAY °
RENT. _ THF Cu ANT°
Boards, Commissions, and Committees Location Day Time '
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed '
CIVIL SERVICE COMMISSION 1s`Flr.HR Training.Rm. 4`h Tuesday 4:30 p.m.
CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed '
FIREMEN'S PENSION BOARD 7`h Flr.Mayor's Conf.Rm. 3rd Thursday 2:00 p.m.
HUMAN SERVICES ADVISORY COMMITTEE 7`h Flr.Council Conf.Rm. 3`d Tuesday 3 p.m.
LEOFF BOARD 1"Flr.HR Conf.Rm. 4`h Tuesday 8 a.m.
LIBRARY ADVISORY BOARD 7`h Flr.Council Conf.Rm. 3`d Wednesday 5:30 p.m.
MUNICIPAL ARTS COMMISSION 7`h Flr.Conf.Center. 1"Tuesday 4:30 p.m.
NISHIWAKI SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE 61h Flr.Conf.Rm.621 1"Thursday Semi- 4:30 p.m. ,
Annually June&Dec.
PARKS COMMISSION Locations vary 2"d Tuesday 4:30 p.m. '
PLANNING COMMISSION Council Chambers 1s`and 3`d 6 p.m.
Wednesdays
RENTON HOUSING AUTHORITY 2900 NE 10th St. 2"d Monday 9 a.m.
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center I"and 3`d Mondays 10 a.m.
Updated 10/30/2014 ,
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Mayor Denis Law Judge Terry Jurado
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First Elected—2008 Appointed—1998
as City Council—2004 to 2007 First Elected—2002
Renton City Council
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Don Persson Ed Prince Randy Corman Ruth Perez
First Elected—2000 First Elected—2012 First Elected—1994 Appointed—2014
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Marcie Palmer Greg Taylor Armondo Pavone
First Elected—2004 First Elected—2008 First Elected -2014
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GOVERNMENT FINANCE OFFICERS ASSOCIATION '
Distinguished
Budget Presentation
Award
PRI(SENTEU TO
City of Renton '
Washington
For the Fiscal Year Beginning
January 1, 2013
F:%CCUlive Dirwor
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 biennial
budget for the fiscal year beginning January 1, 2013. 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 2015/2016 Budget to GFOA to determine its eligibility ,
for another award.
Table of Contents
Page
EXECUTIVE SUMMARY
Budget Message from the Mayor 1-1
2015/2016 Budget Highlights 1-13
Budget at a Glance 1-27
Long Range Plan 1-37
r�r Financial Management Policies 1-57
RENTON RESULTS
�r Budget Framework 2-1
Renton Results Overview 2-5
Key Performance Indicators Summary 2-8
r 2010-2016 Resource Allocation by City Service Area 2-9
Safety and Health- Key Performance Indicators, Program Budgets and Performance Measures 2-10
Representative Government- Key Performance Indicators, Program Budgets and Performance 2-16
Measures
Livable Community- Key Performance Indicators, Program Budgets and Performance Measures 2-21
Mobility- Key Performance Indicators, Program Budgets and Performance Measures 2-27
Utilities and Environment- Key Performance Indicators, Program Budgets and Performance
2-30
Measures
Internal Services- Key Performance Indicators, Program Budgets and Performance Measures 2-36
Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2-43
Reconciliation to Total Budget 2-51
r• 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 3-49
a. Fire and Emergency Services 3-73
Human Resources and Risk Management (HR&RM) 3-83
Other City Services 3-91
Police 3-93
Public Works (PW) 3-107
DEBT MANAGEMENT
Overview 4-1
Outstanding Debt 4-2
Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4-3
Debt Service Coverage Ratio 4-4
General Obligation Debt 4-5
err
Waterworks Debt 4-7
Table of Contents
Page
CAPITAL INVESTMENT PROGRAM
City Wide Narrative 5-1
City Wide Summary 5-5
General Government 5-7
Internal Service Funds 5-57
Transportation 5-61
Airport 5-97
Golf Course 5-109
Water 5-117
Wastewater 5-133
Surface Water 5-151
BUDGET BY FUND '
Summary All Funds 6-1
General Governmental 6-11
Special Revenue 6-12
Capital Investment Program 6-19
Enterprise 6-27
Internal Service 6-34
Investment Trust 6-41
APPENDIX ,
General Information 7-1
Largest Taxpayers/Principal Employers 7-4
Full-Time Employee Staffing 7-5
Comparison of Taxes and Rates 7-6
Index of Positions and Pay Ranges (2016 not settled) 7-7
Rates and Fees Schedule 7-19
Budget Glossary 7-42
Adopted Legislations (Budget,Taxes, Fees, and etc) 7-48
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.. Readers Guide to the Budget
The following Reader's Guide lists each major section of this document in the order that it appears and provides
a brief description of what you will find in that section. Please refer to the Table of Contents for specific section
locations and content details.
Section 1: Executive Summary
The Introduction presents the Mayor's budget message. His letter articulates City initiatives and issues for the
2015/2016 Biennial Budget. Following this are the 2015/2016 Budget Highlights, Budget at a Glance, Long
r■' Range Plan, and Financial Management Policies. Included in the Executive Summary section is a condensed view
of the budget, covering everything from a summary of the budget process to summaries for fund types,
department expenditures and employment history, and revenue sources and levels.
Section 2: Renton Results
In this section we present the City of Renton's performance management initiative originated in 2007 to clearly
illustrate the services provided by the City of Renton, the resources needed to provide these services, and the
results of the service efforts to facilitate policy decisions and provide accountability to the community.
Section 3: Budget by Department
In this section we present budget information organized by department and division. Each department, and
each division within that department, presents its mission statement, expenditure budget, staffing levels, and
funding decisions.
Section 4: Debt Management
1W 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
r. department.
Section 6: Budget by Fund
r. 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
r used budget terms.
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1 EXECUTIVE SUMMARY
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Budget Message from the Mayor 1-1
2015/2016 Budget Highlights 1-13
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Budget at a Glance 1-27
Long Range Plan 1-37
Financial Management Policies 1-57
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i RENTON CITIZENS
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MAYOR MUNICIPAL COURT JUDGE
CITY COUNCIL Denis Law Terry Jurado
Ed Prince(President,Randy Corman, 425-430-6500 425-430-6550
Marcie Palmer,Armando Pavane,
Ruth Perez,Don Persson,and Greg
Taylor
425-430-6500
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CHIEF ADMINISTRATIVE OFFICER
Jay Covington
425-430-6500 t
COMMUNITY SERVICES PUBLIC WORKS COMMUNITY AND ECONOMIC
Terry Higashiyama,AdministratorGregg Zimmerman,Administrator DEVELOPMENT EXECUTIVE
425-430-6600 425-430-7394 Chip Vincent,Administrator
425-430-6580
Facilities Maintenance Services Mayor's Office
Peter Renner,Director Michael Stenhouse,Director Economic Development
Cliff Long,Director
Parks Planning&Natural Transportation Systems Communications
Resources Doug Jacobson,Deputy PW Development Services - Preeti Shridhar,Deputy Public
Leslie Betlach,Director Administrator Vacant,Director Affairs Administrator
Recreation Utility Systems Planning
Kris Stimpson,Director Lys Hornsby,Director Jennifer Henning,Director
Human Services
Karen Bergsvik,Manager
Renton History Museum
Elizabeth Stewart,Manager
CITY ATTORNEY
Neighborhoods,Resources, Larry Warren,Administrator
425-255-8678
and Events
Casey Stanley,Manager
— '
arks&Golf Course
Kelly Beymer,Director
SK
POLICE FIRE AND EMERGENCY SERVICES HUMAN RESOURCES&RIMANAGEMENT ADMINISTRATIVE SERVICES
Kevin Milosevich,Chief Mark Peterson,Chief/Administrator Iwen Wang,Administrator
425-430-7503 425-430-7051 Nancy Carlson,Administrator 425-430-6858
425-430-7650
Support Operations Bureau Response Operations Human Resources
Ed VanValey,Deputy Chief - Erik Wallgren,Deputy Fire Cathryn Laird,Manager _ Finance
-- Chief Jamie Thomas,Director
Special Operations Risk Management ,
Safety and Support Services Gary lamb,Manager
Chad Michael,Deputy Fire Information Technology
Investigations Mehdi Sadri,Director
Benefits VIA
Community Risk Reduction Maria Boggs,Manager
_ Administrative Anjela St.John,Fire Marshal _ City Clerk/Cable Manager
Services Jason Seth,City Clerk
Emergency Management
Deborah Needham,Director
Staff Services
Field Operations Bureau
Ed VanValey,Deputy Chief
Patrol Services
to/
Patrol Operations
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BUDGET MESSAGE TO COUNCIL
Updated 10/6 at 2p.m.
I appreciate the opportunity today to present to you our biennial budget proposal
for 2015-2016.
Before I get into the numbers, I want to thank you, our department heads, and all
city employees who, for the past several years, have helped us maneuver through
the most challenging financial times we've ever experienced. Thanks to your
support and leadership, and the efforts of city staff, we have continued to provide
�- our residents and businesses with quality city services, while encouraging new
investments, jobs and housing options in our community.
1 have said this before but it's worth repeating. At a time when the nation's
economy was in dire straits, and our population nearly doubled, we successfully
faced the challenge of providing services to our expanded population despite a
13% reduction in staff and a reduced budget that totaled millions of dollars over
the past six years.
AM Earlier this year, we established four key priority areas of focus that you agreed
with during your council retreat. They include:
o Address Economic Development Priorities
o Serve our Vulnerable and Diverse Populations
o Enhance the Customer Service and Productivity of our Employees
o Develop a Sustainable Fiscal Strategy
4. While the 2015-2016 budget focuses resources in each of these areas, we already
have successes to report from the current budget period.
In the area of Economic Development, we've had a lot of success.
"' Executive Summary-Budget Message from the Mayor 1-1
Earlier this year, the city partnered with the Aerospace Futures Alliance (AFA) and
other industry members to secure $12.5 million of funding from the state to build
a new training facility on the former Renton Chamber site overlooking the airport.
The AFA recently hired Laura Hopkins as the facility's executive director. Laura's
experience and expertise are well respected in both the private and educational
sectors, and she has been busy securing partnerships, and clarifying the facility's
business plan.
The name of this facility will be The Washington Advanced Manufacturing
Training Institute. The city, in its role as project manager to construct the facility,
continues to provide support. I am excited at the potential world-class training 1
this facility may offer.
As promised, we have been focusing a lot of our effort to Downtown ,
Redevelopment. This year, I convened a series of meetings with downtown
property and business owners, developers, and community stakeholders to seek
their input on how to move downtown redevelopment forward.
We received a lot of interest from potential developers. Within the next couple
weeks, the ground will be broken on a $10 million dollar downtown apartment
complex at S. 2nd and Main St. that will feature 101 apartments and 3,500 square
feet of retail on the main floor. And in conjunction with this exciting project, the
city will be working on converting Main Street, between S. 2nd and S. 3rd, to two-
way traffic with a design that will make one of the primary gateways into the
downtown much more pedestrian friendly and inviting. —r
Later this evening, the Council will consider repurposing some of our Community
Development Block Grant funds to create a program that provides financial
assistance as an incentive for owners in downtown Renton to rehabilitate their
buildings. Such a program will encourage private investment in downtown,
provide marketable space for new and expanding businesses, achieve significant
visual improvements, and improve downtown's overall health and safety.
Last month, with the help of the chamber, staff convened a successful meeting of ..
nearly 50 downtown business and property owners and other stakeholders to
Executive Summary-Budget Message from the Mayor 1-2 �'
•• discuss the formation of a downtown business association. We see the formation
of such an association as a key piece in our redevelopment efforts. The 2015-2016
.� budget provides staff and other resources to continue progress in these and other
efforts downtown.
And we're happy to let you know that we will be reinstating flower baskets in the
downtown area next spring in collaboration with downtown businesses in
cleaning-up and beautifying the area.
dw As you know, the redevelopment of the Highlands/Sunset area has been a
priority of the city for over 20 years. In 2013, the Council adopted a revitalization
plan that identifies a number of key public and private sector projects to achieve
the plan's objectives. In addition to a number of public infrastructure projects
completed to date, construction of the Highlands library, and residential projects
that are being built by Colpitts Development and Renton Housing Authority, will
�. dramatically change the appearance and livability of the area.
We also plan to request funding from the state's capital budget this next session
to help fund a new, 3.7 acre neighborhood park that is part of our vision for the
Sunset community.
This proposed budget provides resources that will allow us to continue progress in
the downtown and Highlands areas. It also calls for continued efforts to revitalize
commercial sectors in the Benson/Cascade area and the North 3rd-4th corridor, in
addition to balancing future development in the South Lake Washington
Boulevard and The Landing area.
The second key item of building an inclusive city has been one of my priorities
for the past seven years. We are devoting a tremendous amount of effort in
finding ways to better serve our diverse and vulnerable populations. And we are
very pleased that our efforts earned Renton a first-place national award this year
from the National Black Caucus of Elected Officials through the National League of
Cities.
Executive Summary-Budget Message from the Mayor 1-3
Earlier this year we engaged Benita Horn, a highly respected authority in this
region on cultural diversity and social equity, to help us move forward. In a very
short time, Benita has helped us make great progress towards our stated goals.
o We have been providing training for our employees on race, equity
and inclusion and by the end of the year most of the city employees
will have received the training.
o We have strengthened our relationship with our community liaisons
and are in the process of formalizing their commitment to the city.
And we are developing an equity lens that will help us evaluate
several internal systems such as job recruitment and purchasing, with t
the incorporation of inclusion as one of the guidelines.
To address the needs of
our senior population, we propose to eliminate the pet
license fee for low income seniors. Each eligible senior can have up to three
permanent pet licenses.
We are also amending our requirement for reduced utility rates. Currently the
rate is available only for "dual occupancy households" where both members in
the household meet disability or low income senior requirements. Our proposal j
changes the requirement to only one member of the household that needs to
meet the requirement. The current standard has been a very high bar for many
low income senior households to qualify for a utility rate discount.
It is important to recognize that it takes an entire community to best serve our
most vulnerable populations. We've made great progress over the past two years
thanks to community partnerships.
o One example is the arrangement we worked out with the Renton
Youth Advocacy Center for utilization of the Tiffany Park
Neighborhood Center. This organization offers afterschool and
summer programs for local youth and teens between the ages of 12
to 17. They have great programs including tutoring, community i
services, sports, reading, interviewing skills and basic life skills. Our
Executive Summary-Budget Message from the Mayor 1-4
•- staff has worked very hard with director John Houston to help grow
and sustain this program.
r
o We're most excited over the success taking place in the Center of
Hope at city hall, located downstairs in refurbished space that used
" to be the jail. Our partnership with REACH (Renton Ecumenical
Association of Churches) has resulted in many positive outcomes for
" homeless women with children, which we heard at their first annual
fundraiser that was held Thursday night. This city can be very proud
for finding a creative way to partner with our local churches in
providing a program that has proven to be so successful in just a
" short period of time.
Benita will be giving you an update in November on our efforts to address cultural
diversity and inclusiveness in our community once she completes her assessment
and recommendations.
In the area of enhancing productivity and customer service, we have literally
changed the workforce culture here at City Hall. We have created an
environment that accepts change, embraces creativity and performance
" improvement, with a management team that provides vision, leadership, training
and motivation.
"
We continue to focus on our goal of being "the best city in King County," with
great customer service, strong partnerships, and measurable progress in
everything we do. We have created a culture that works to solve issues for our
citizens instead of passing the buck.
Our employees, from police officers to our storm water workers, continue to find
ways to meet the needs of our citizens while often going that extra mile to
provide special service. I continually receive comments from our citizens and
" business owners praising individual employees for their professionalism and for
the services they have provided.
"
Executive Summary-Budget Message from the Mayor 1-5
Im
This commitment to service has also equated into improved productivity as •.r
employees find new and better ways of doing business. Our ability to meet
service demands these past years with fewer employees and reduced budgets is ..
due to the tremendous efforts of department administrators, managers and our
entire workforce.
Another indicator that our employees are internalizing the challenge to improve
our productivity and customer service is the increasing number of training
sessions conducted by fellow employees. And the results can be seen by the
number of thank you notes that are posted on Honor Walls throughout City
Hall.
This proposed budget continues the staff training efforts by utilizing outside
expertise when needed, while still leveraging training by our own staff when i
possible.
The fourth priority is building a sustainable fiscal strategy. Every year, the cost
of maintaining basic city services increases but our revenues do not grow at the
same rate. Renton is no different than most other cities and many businesses in
our state that are struggling to keep pace with inflation and the cost of employee
wages and benefits.
In 2000, the motor vehicle excise tax was repealed; in 2001, the state limited the
growth of property tax to 1% per year; and last year the state reduced the share
of revenue we used to receive from the liquor excise tax and profits.
As you know, cities receive a very small portion of the property and sales taxes
collected. For each dollar collected for property taxes, Renton receives 22 cents.
For sales taxes, we receive less than 10 cents for every dollar collected. Still we
depend on these two categories that represent more than 50% of our total
revenues to pay for police and fire protection, city parks, road repairs and many
other city services.
And in addition to all this, the years of recession exposed the volatility of our
revenue structure and the vulnerability of relying on sales tax. While overall sales
Executive Summary-Budget Message from the Mayor 1-6
MW
a- taxes have increased in recent years due to the improved economy, they are just
now back to the level we received in 2008.
Om
Every year, the cost of maintaining basic city services increases at a rate higher
than our revenues grow. Nearly every jurisdiction is facing the same financial
aw challenges of meeting rising costs with the limited available revenue sources.
-� Take Seattle for instance. Despite a multi-billion dollar base budget and a strong
local economy, with hundreds of millions being spent in new construction, Seattle
.w residents recently had to vote to create a new Metropolitan Park District to
generate enough taxes to pay for deteriorating parks and facilities. And they are
planning to ask voters next month to also tax themselves to meet police and fire
needs.
The same scenario is playing out in many local cities and the county. With your
support, we have proposed instituting a Business and Occupation Tax to address
the budget shortfall, which I'll explain in more detail in a couple minutes.
,.. The choices we have to keep the city financially healthy are very limited. The City
Council must balance the budget and is faced with hard choices: either reduce
services or raise revenue to close the gap between expenses and revenue.
As in past years, the budget I present here today mixes aspiration with reality,
hope with hard truth, and inspiration despite fiscal challenges. And it includes
input from you and members of the community.
I convened the Mayor's Budget Advisory Group again this year to meet with each
,. department to review the services we provide, our successes and challenges, and
to provide guidance on priorities for the city as we move forward.
This group was comprised of local residents, business owners, and community
leaders. They met over a period of several weeks with every department head
and our finance department. In addition to examining our preliminary budget
projections, they had an opportunity to review several of the policies and
Executive Summary-Budget Message from the Mayor 1-7
programs that we instituted during the last budget process, including the
recommendations they had made to us.
They reviewed our recommendation to address the ongoing deficit in revenues
with a Business and Occupation tax. In the end, they concurred with the need to
raise revenues in order to maintain service levels. They also made suggestions on
how to spread this tax more broadly throughout the business community while
still protecting small businesses.
As always, 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.
The budget that I'm submitting to you today is not filled with many new
programs or initiatives. It was prepared with a continued commitment of
improving productivity and efficiency and operating within our means, while
striving to achieve our stated goal of becoming the best city in King County.
So this evening, I'm presenting a balanced budget for 2015 and 2016. The total
budget for the two year period is $486 million, of which nearly $230 million is for
the General Government fund that covers the bulk of our city services that are
critical to residents and local businesses.
Iwen will follow me in a couple minutes to provide more detail on this proposed
budget. And in the coming weeks, each department administrator will provide
you with the specifics of their department budgets. We are not rolling out any
new programs but have identified a few key areas where we had made significant
cuts in the past and now need to make adjustments to keep up with the
increasing demand.
I'm recommending adding back a few key positions that were lost during the
height of the recession. Overall, this budget proposes adding nine positions, one
that is limited term, two that will be funded by the utilities divisions, and six in the
general fund to allow us to keep up with the increased demand in services.
Executive Summary-Budget Message from the Mayor 1-8
A number of these positions, especially in Community and Economic
Development, are funded through the dramatic increase in permit activity and
.. fees.
We are also adding back two positions within the police department to staff the
School Resource Officers in our high schools that were eliminated early in the
recession. This is possible thanks to the partnership we have with the Renton
School District in sharing the costs of three officers dedicated to the high schools.
You will also see a request to increase our Human Services funding by $48,000
over the two year period. This is in response to a request by our Human Services
Advisory Committee that recently presented you with its recommendations of
funding local human service programs. As you'll recall, we're only able to fund
about half of the requests we received due to limited available budget. This
added budget request will allow us to meet the financial needs of a number of
smaller requests and help these agencies continue to meet some of the critical
needs in the community.
This budget also addresses some of our badly needed maintenance and capital
projects that we've had to defer for a number of years. Some of these projects
include:
o Repairing the pilings and float structures, and control erosion and
stabilize the bank between Ivars and the north picnic shelter at
Coulon Park
o Stabilizing the river bank on the shoreline of the Cedar River
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o Updating some of our irrigation system to reduce water use
4W As I mentioned earlier, in order to meet our increased costs without reducing
services to our citizens and business community, this budget includes the
"W implementation of a Business and Occupation Tax beginning in 2016.
.. This tax is already being collected by many cities in Washington, and Renton is the
only city our size in King County not to have a B&O tax. This is a tax that we have
Executive Summary-Budget Message from the Mayor 1-9
always resisted due to the increased challenges it places on the business
community, especially small businesses.
To address these concerns and to protect small businesses, you approved our
recommendation that exempts businesses doing less than $1.5 million in annual
sales, and places a maximum cap on taxable sales to protect large companies like
Boeing. While this tax will help us cover our anticipated revenue shortfall, and
allow us to conduct some long overdue maintenance, the rate remains much
lower than any other jurisdiction collects in this region.
Before deciding on implementing the B&0 Tax, we worked closely with our
business community to get their input. We held two forums in collaboration with
the Renton Chamber of Commerce, worked closely with the auto dealers, had
several meetings with the Boeing Company and other local businesses.
It was encouraging to hear from our business leaders that they believe the city
has used its resources responsibly and they understand our need for additional
revenue. Even though nobody embraced the implementation of a new tax, the
businesses we met with and members of the Budget Advisory Group felt it was
important that the city not reduce the level of service we currently provide.
Renton has a rich history of embracing the future and making its mark. We are a
city that is proud of its past, but even more excited about what the future holds—
a future where all our residents have access to all of the opportunities, jobs and
culture that Renton has to offer. j
There are exciting times ahead. Last week we participated in the groundbreaking
of a new, four-star hotel that will be built at Southport on Lake Washington. This
beautiful $180 million dollar facility will feature 350 quality rooms, fine
restaurants and a 40,000 square foot conference center.
In addition, IKEA will be building a new $75 to $100 million dollar store in our
community, in addition to another $40 million dollars of new projects already in
the permitting process for our city. t
Executive Summary-Budget Message from the Mayor 1-10
If we are to remain a city where businesses want to invest and parents want to
raise their families, we must build on our successes rather than falling back into
.� status quo.
In closing, what you have in front of you is a fiscally responsible budget—a budget
that takes care of basic city needs efficiently and sensibly.
y- I welcome your thorough evaluation of this proposed budget and am hopeful of
your support.
Thank You
Mayor Denis Law
Executive Summary-Budget Message from the Mayor 1-11
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Executive Summary-Budget Message from the Mayor 1-12
r
City of Renton
.. 2015-2016 Budget Highlights
"w Budget Overview The total adopted 2015-16 budget has revenue of$487.5 million and a
total expenditure of $485.9 million. This is an increase of 5.4% in
overall revenue and a 6.2% increase in expenditures when compared
•. with the 2013-14 adopted budget.
These percentages appear low due to large decreases in capital
revenue and spending associated with three very large projects:
s Rainier Avenue South, Strander Boulevard, and the Airport Taxiway
Bravo improvements, all funded primarily with federal grants. If we
exclude changes in capital, the 2015-16 adopted expenditures show
.r an increase of 12.4% over the adopted 2013-14 biennium
expenditures.
Just as the 6.2% is low, the 12.4% increase is deceptively high. This is
primarily due to the 2013-14 adopted budget's exclusion of any cost
associated to the labor contract that was not completely settled until
„ early 2014; and one-time employee medical premiums reduction in
2013; and that the final 2013-2015 labor contracts provided an
average wage increase of approximately 7% over the 3-year period,
with the bulk of the increase to take place in 2015.
Also contributing to the increase are the positions added after the
2013-14 budget adoption which are now included in the adopted
2015-16 budget. These positions included: 6 Fire Fighters funded by a
SAFER grant (grant expires at the end of 2015); the reorganization and
restoration of 2.5 positions in Community and Economic Development
(CED) to accommodate the growth in development activities over the
past two years as the local economy rebounds from the Great
Recession; the addition of a Prosecuting Attorney to allow the City to
aw properly protect victims and prosecute offenders of DUI and domestic
violence cases effectively; and finally, an increase in the Farmers'
Market Coordinator position from 0.75 FTE to 1.0 FTE to help support
+■� all downtown events.
Another contributing factor of the higher than normal rate of increase
is that during the Great Recession the City suspended some funding
policies and practices in order to balance the budget. We negotiated a
freeze in the employee medical premiums for 2013 plus an additional
$1.3 million temporary reduction in the City's contribution to the
Employee Healthcare Fund during 2013; we reduced funding of fleet
replacement reserves by excluding the four percent annual
replacement cost escalator; and the funding towards amortizing LEOFF
1 liability was lower in 2013-14 based on a more optimistic investment
return assumption used by the actuary. The 2015-16 adopted budget
recognizes these costs as part of restoring the City to fiscal
11� Executive Summary-2015/2016 Budget Highlights 1-13
sustainability.
Projected Budget Gap These costs all contributed to a baseline budget gap of$487 thousand
in 2015 and nearly $3.5 million in 2016 in the City's General Fund.
When we include an inflationary adjustment for future wages and
projected employee medical benefit cost increases, the gap will
continue to grow larger beyond the current biennium. While the 2015
gap can be made up with one-time resources, the one-going gap
requires long term, sustainable solutions. This budget proposes the
enactment of a local Business and Occupation tax (see General Fund
Revenues section below)to close the budget gap.
Past Budget Reductions: Since 2008, the City's General Fund has reduced its regular and
2008: $5M midyear savings seasonal staffing by a total of 109 full time equivalent positions (FTEs),
2009: $6M/33 positions& and has saved a cumulative $32.7 million during the past six years.
$4M cuts midyear
Some of these changes were one-year savings, but nearly $15 million
were on-going structural adjustments which included scaling services
2010: $6M/50.2 positions back or totally eliminating certain services. These structural changes
2011-12: $4M/4.5 positions made over the past three budget cycles required many hard choices;
therefore it has become increasingly challenging to identify additional
2013-14: $7.7 M/25 budget cuts that do not significantly impact service to the community.
positions.
We discussed the outlook and options with the City Council in
February and confirmed again in April and June that the adopted
budget will include new, sustainable revenue proposals instead of
additional budget reductions.
The 2015-16 Budget will Therefore, the adopted 2015-16 budget does not contain any citywide
stabilize and maintain core cuts for the first time since the 2008-2009 Great Recession. Our focus
services is to stabilize and maintain core city services at a level that is expected
by our residents and businesses, and will position Renton for the
future.
It is with this in mind, the adopted budget will restore/add a net of 9
positions citywide, to ensure the safe and smooth operation of the
city.
Overall we will be adding 2.5 positions in CED that are supported by
permit fees; 2 in-school Police Officers (for a total of 3 School
Resource Officers, one in each high school) jointly funded by the City
and the Renton School District; restore 3.5 positions in Administrative
Services Department (ASD); 2 positions in Human Resources; and 2
positions in utilities funded by utility rates. These increases are offset
by the reduction of 1 Financial Analyst position in the Public Works
department with functions transferred to ASD; and the reduction of 2
Judicial Specialist positions effective January 1, 2015.
The adopted 2015-2016 budget is balanced; it will transfer a total of
$2.4 million into the General Governmental Capital Fund to
improve/update Liberty Park playground equipment, restroom, and
trail connection, and to continue major maintenance and preservation
Executive Summary-2015/2016 Budget Highlights 1-14
of our existing facilities. The money comes primarily from 1-time
sources such as grants, including $1.2 million from a 2013 property tax
correction we expect to receive during 2015 and 2016.
Fund Balance The overall 2015-16 adopted revenues exceed the adopted
r„ expenditure by $1.6 million and results in a projected overall fund
balance of $81.5 million, approximately a 2% increase over the
estimated 2014 ending fund balance.
The increase in the fund balance is attributable to the increase in
equipment rental replacement reserves which includes the adopted
replacement of several large fire apparatuses and public works
equipment; both LEOFF 1 Retiree Medical and Firemen's Pension Fund
are continuing accumulation of balances to meet future obligations;
and additional fund balance in the Insurance Fund from the final
.r payment of interfund loans from Transportation CIP Fund and Golf
Course Fund.
s
The General Fund fund balance will be maintained at $13.4 million, or
12% of General Fund operating expenditures, as targeted by our fiscal
policy.
.. Overall,the city is in sound financial condition.
.r General Government Of the $487.5 million total revenue, $229.7 million is in the city's
Overview General Fund. The $229.7 million revenue is an increase of $27.3
million or 13.5% over the adopted 2013-14 budget. When compared
with the adjusted 2013-14 budget and the estimated actual, the 2015-
16 budget is$14.8 million or 7% higher.
Of the $485.9 million total expenditures, $229.7 million is for the City's
General Fund. The $229.7 million budget is an increase of $27.3
million or 13.5% over the adopted 2013-14 budget. When compared
with the adjusted 2013-14 budget and the estimated actual, the 2015-
16 budget is$12.8 million or 5.5% higher.
As is for the citywide budget, the increases over the 2013-14 adopted
budget are primarily in personnel cost increases which are 13.8%
higher. The higher personnel cost is attributed to a number of factors.
As mentioned previously, the 2013-14 adopted budget did not include
V, any labor contract adjustments, and the 3-year contract delayed most
of the wage adjustments to 2015 (this was the single largest
contributor to the increase); a combined addition of nearly 17
to restored positions (many of these positions are supported by
additional revenue); the temporary reduction in employee medical
premiums and a higher actual utilization rate over the past year; and a
gr nearly 33% increase in the State Pension (PERS) rate for the majority
of City employees.
In addition to personnel cost increases, we are also recognizing a
tir
VW Executive Summary-2015/2016 Budget Highlights 1-15
1
number of increased service costs with accompanying revenues,
impacting both expenditures and revenues.
Over the years, the City has been an early adopter of accepting credit
cards from customers making service fee payments. The wide
acceptance of credit cards has come with a cost. This cost has slowly
grown over time, and when combined with other on-line service
charges, these fees are now approaching $500k a year. Part of this
cost is offset by approximately $200k in additional interest revenue
earned on our checking account. The budget incorporates both
revenue and cost increases.
Also, the City has increased the number of photo enforcement
cameras at one intersection and 3 school zones to help improve traffic
safety at these locations ($294k), this cost again will be offset by
additional revenue from photo enforcement fines; and increased
permit activity requires additional contracted structural plan review
($80k), supported by permit fee revenue.
Expenditure increases that are not supported by revenues include: an
increase in our Valley Communication assessments (combined $400k
increase in 2015 and $600k increase in 2016); surface water charges
($150k) for additional road surfaces within the City; water bills for
irrigation in our parks (a total of$100k increase over the past 3 years,
including adjustment made in 2014--therefore, there is an adopted
irrigation system modernization project in the CIP section);
maintenance supplies and the service contract for new street right-of-
ways and reinstituting downtown flower baskets ($135k); and the
additional costs ($80k) for the ORCA card program (Commute Trip
Reduction incentive program through King County).
Lastly, the City has started replacing various aging vehicles and pieces
of equipment. The replacement costs are significantly higher than
their original costs and some of the equipment have long exceeded
their planned replacement time and were no longer contributing to
the reserve. With their replacement, departments will be contributing
again for these units. The higher replacement cost also requires us to
resume the cost escalator for their future replacements. These factors
combined create a large increase in the current required replacement
contribution to ensure adequate reserves are available for future
replacements. The updated annual reserve contribution is now 10%
of total historical cost ($26.5 million) and 8% of the projected
replacement value ($34.5 million), which remains reasonable.
With these costs increases to maintain existing services, even with
accompanying revenues and fee adjustments, the General Fund
continues to show persistent budget gaps into the future. The gap
starts at just under $3 million in 2016 and will grow over time to over
$6.7 million by 2018. This is due to the fundamental imbalance
between the revenue options available to local governments and the
Executive Summary-2015/2016 Budget Highlights 1-16
am
rn
services local governments are expected to provide. Renton is not an
exception. This issue has been a high priority topic for the State
Legislature and citizen advisory panels for various past State
Governors. But, in the end, is it a problem left for local governments
to solve themselves with the limited tools available.
General Fund Revenues
Business and Occupation To bridge the gap and to address the structural imbalance, this budget
(B&O)Tax implements a local Business and Occupation tax to help generate the
amount of sustainable revenue needed in the near future, and beyond
the current biennium. Prior to implementing this tax, the City
an engaged businesses and community leaders in the process and
received valuable input that allowed us to structure the B&O tax in a
way that would minimize impacts to the business community.
UW
The adopted 2015-16 budget recommends the implementation of a
B&O Tax starting January 1, 2016. The key provisions of the B&O tax
sw a re:
• Businesses with $1.5 million or higher annual gross receipts
are required to pay B&O tax.
• The maximum amount subject to B&O tax is capped at $5
billion a year. This cap is automatically adjusted annually by
inflation.
• The tax rate will be 0.085% for all business activities other
than retail, which has a rate of 0.05%.
• Limit the non-profit and government exemptions for both
B&O tax and Business License fee (e.g. non-profit retail
activities will not be exempt from B&O).
• A 3-year, new employer tax credit for new businesses with 50
"" or more employees in Renton.
• Businesses subject to B&O tax are exempt from paying the per
employee licensing fee.
The B&O tax is the only revenue option that the City Council can take,
which could generate the funds needed to maintain General Fund city
services into the future. It will provide $3.8 million in additional
revenue in 2016 and is projected to increase to nearly $6 million in
2018. Most of the revenue generated will be needed for the General
wo Fund. Without this new funding source, the city will need to reduce
around 30 positions from General Fund operations which would have
significant impact on basic services.
r
Property Tax 2015 preliminary assessed value (AV) for Renton is $12.6 Billion, 12%
higher than 2014. Despite the increased assessed value, the City does
not receive a 12% increase in property tax revenue. Property tax
revenue is projected to grow by $800k (2.25%) based on the 1%
growth limit plus 1.25% for new construction, for a total collection of
Executive Summary-2015/2016 Budget Highlights 1-17
$35.4 million in 2015. Based on these factors,the City's portion of the
total property tax rate will decrease from $3.15 per $1,000 of AV in
2014 to $2.87 per $1,000 of AV in 2015. We expect a 5% valuation
increase in 2016 plus 1.5% in new construction value which should
further reduce the tax rate to around $2.75 per$1000 AV.
Sales Tax Sales tax is projected to grow by 4.4% each year over the next two
years, or 2.5% real growth on top of the projected 2%annual inflation.
Utility Tax With no general rate increases adopted for most City utilities,
reduction on cell phone and land-line phones, and the fluctuation of
revenues in other utilities, the overall 2015-16 utility tax for the first
time in many years is expected to be lower than 2013-14.
Fee Adjustments Consistent with prior year practices, the fee schedule has been
reviewed and the adopted budget includes various fee increases, as
outlined in the adopted fee schedule. Included is an adjustment in the
Business License fee which increases from $65 per FTE to $67.5 per
FTE. This adjustment will also help synchronize the reporting process
and timing with the proposed B&O tax reporting.
General Fund Expenditures
Executive The Executive Department budget reflects a couple of new increases
$16,000 social media intern and alignments.
$50,000 in community survey The adopted budget includes a social media intern for maintaining the
City's social media sites, and the cost for an update of the community
survey that is conducted every two years. It will also incorporate cost
($62k per year) related to the intergovernmental relations program
that was moved from Community and Economic Development to
Executive during 2013.
Court Services The Court Services Department will see the reduction of 2 judicial
Reduction: specialist positions by the end of 2014. This was part of the 2013-14
2 FTE by the end of 2014 budget decision that had a delayed effective date.
We have seen a steady decline in court filings since the peak in 2009.
The staffing level was based on the caseload and the anticipated
efficiency gain from court process automations that the court
continues to implement.
City Attorney The City Attorney's office added 1 Prosecuting Attorney position and
$3,500 training and other the upgrade of one Legal Assistant position to Paralegal during 2014.
associated cost for the
Prosecuting Attorney The change to 2015-16 budget is $3.5k additional costs needed for the
1 additional Prosecuting Attorney.
Community& Economic CED is the department that saw the most staffing reductions during
Development the Great Recession due to the decline in permit activity. They are
now making a number of adjustments to staffing levels and
Executive Summary-2015/2016 Budget Highlights 1-18
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1 FTE Assistant Planner, organizational structure to accommodate the return of development
1 FTE LT Construction activities.
" Inspector,
.5 FTE Office Assistant 2013-14 adjustments consists of: the conversion of a Permit
Technician position from .5 FTE to 1 FTE (2013) in support of the new
•rs
$80,000 annually for permit system; reorganization and upgrade of 12 existing positions
civil/structural plan review (2014); added 1 Associate Planner and 1 Civil Engineer III (2014); and
converted a Construction Inspector position to a Civil Engineer II
position (2014). All are funded with permit fee increases.
The 2015-16 adopted budget will further modify the staffing level by
adding 1 Assistant Planner, 1 Limited Term Construction Inspector,
and .5 FTE Office Assistant. Also included in the adopted budget is an
increase in professional services by $80,000 in 2015 and 2016 to
outsource certain building plan reviews requiring specialized
expertise.
For the first time in Renton, the City is re-directing $241,000 in
Community Development Block Grant (CDBG) funds from the housing
repair program towards economic development projects. The housing
repair program will be funded with General Fund money during this
biennium.
The adopted budget also includes the use of 1% for the Art Projects
funds in 2015 in conjunction with the Downtown Circulation
Improvement project (2nd and Main two-way street conversion
project).
Community Services Community Services department had opportunities to make some
adjustments during 2014 due to retirements and other personnel
$20,000 maintenance changes. One such change was to increase the Farmer's Market
supplies: Coordinator position from .75 FTE to 1 FTE to assist downtown events
Various contracted services: planning and logistics.
$24k/yr for human services;
$35k/yr for hanging baskets; The 2015-16 budget change includes: $20,000 per year for repairs of
$35k/yr for parking lot aging and vandalized play equipment and turf maintenance; $24,000
striping; per year for additional Human Services agency funding; $35,000 per
$7.5k/yr habitat monitoring; year for parking lot striping; $35,000 per year for the downtown
$81.6k and $107.7k for new flower basket program; $36,000 in 2015 and $39,000 in 2016 for
ROW irrigation and irrigation; and $45,750 in 2015 and $68,700 in 2016 for maintenance
maintenance for 2015 & contracts for maintaining new right-of-way improvements. Also
2016, respectively. included is a $7,500 per year habitat monitoring service cost and a
one-time purchase of a stump grinder for$20,000 in 2015.
Fire& Emergency Services Public safety has always been the top priority for the City and the
Continue 6 SAFER Grant budget reductions over the past six years have largely left public
,W safety departments intact. 6 firefighter positions were slated for
Executive Summary-2015/2016 Budget Highlights 1-19
Firefighter positions with reduction in 2013-14 but the city was able to obtain a SAFER grant to
General Fund maintain these positions. The grant will expire in 2015 and these 6 '
positions will be retained and funded within the General Fund in 2016.
$88k and $122k for Valley The 2015-16 budget also reflects the increase in Valley
Communications assessment Communication assessment increases associated with increased Fire
increases in 2015 and 2016, call volumes.
respectively
Police The adopted budget will reinstate 3 School Resource Officer (SRO)
positions with shared funding from the Renton School District. 1 of
Add 2 SRO officers these positions was put in place in 2014 by converting one existing
Combined other adjustments: Police Officer position, 2 additional positions will be added: 1 in 2015
$848k in 2015 and 1 in 2016.
$931k in 2016
Also included in the prosed budget are: adding one K-9 unit by
converting one existing patrol office position to cover day-time K-9
needs ($108k in 2015 and $40k annually thereafter for associated
supplies and equipment); adjustments in the harbor patrol contract
($24k/year), Valley Communications assessment ($322k in 2015 &
$473k in 2016); additional photo enforcement cameras for 1
intersection and 3 school zones ($294k/year); ammunition supply
($60k/year); ballistic vest replacements ($33k and $30kfor 2015/16);
Basic Law Enforcement Academy($12k pear year); Renton's cost ($30k
per year) to participate in the anti-gang/anti-violence initiative ("Alive
and Free") administered through Seattle YMCA; and equipment and
computer forensic training for detectives ($25k).
Public Works The General Fund portion of the Public Works Department consists of
Reduction: department administration, street maintenance, and transportation.
1 Principal Financial Analyst The adopted budget will eliminate one vacant Principal Financial
Analyst position in the Administrative Division. The position has been
Addition (utilities): vacant over the past 18-months and the tasks has been distributed
1 Engineering Specialist III among other department staff, as well as assumed by Finance Division
1 Civil Engineer I staff.
$35k snow plow/sander Also included in the adopted 2015-16 budget is the addition of a snow
attachment plow/sander attachment ($35k) for a dump truck. This will allow the
City to start residential street snow removal sooner without waiting
for the completion of arterial street snow removal first.
The utilities systems (non-General Fund) will add 1 Engineering
Specialist III (0.5 Water and 0.5 Wastewater) to develop and maintain
the utilities related GIS data; and 1 Civil Engineer I in Surface Water to
fulfill NPDES permit requirements.
Administrative Services The Administrative Services Department is made up of three internal
support divisions: Finance, Information Technology, and the City
0.5 Sr. Finance Analyst Clerk's Office. This department is one of the most affected by the staff
>
Executive Summar -2015/2016 Budget Highlights 1-20
.ra
1 IT Systems Analyst reductions in the past six years. The adopted budget requests an
1 IT Service Desk Technician adjustment/restoration of 3.5 FTE positions.
1 Deputy City Clerk from LT to The Financial Analyst position will provide more review and support to
Regular key accounting functions such as payroll, account reconciliation, tax
return preparation, and support off-site receipting, credit card
$485k Banking Services processing, service contracts, etc. This additional % time position will
($3Revenue) allow us to combine it with an existing budgeted half-time position
$26k Financial Audit and recruit a full time staff member.
s
With the proliferation of specialized application programs, and both
dumb and smart communication devices used by City staff, the
complexity and number of IT support calls have been increasing
steadily over the last few years. This has impacted an already
understaffed division, in comparison with other jurisdictions, and is
" even more stretched today.These positions will allow IT to respond to
calls quicker and provide support to staff with programing and
application help sooner. They will be able to have a direct impact on
staff productivity and reduce levels of frustration.
The Deputy Clerk/Records Management position is a conversion of the
limited term position created in 2012 to consolidate the City's public
record request fulfillment into one area. This position processes large
record requests, reviews and redacts all records based on specific
exemptions, or case law, and ensures fulfillment of each request in
..s accordance with state law and City policies and procedures. The
knowledge, skill, and detail orientation required of this position make
it more cost effective to maintain it as a centralized function.
The banking service/credit card processing costs reflect a change
made in the accounting recognition of such costs from a "net cost"
.� (net of investment interest earned from our bank account) to a gross
cost method that recognizes the full cost and full revenue. This allows
us to see the hidden transaction costs fully and adjust service fees as
appropriate.
Additional audit costs are based on the State Auditor Office's rate
increases.
Human Resources& The 2015-16 adopted budget includes 2 position requests in the
Risk Management Human Resources & Risk Management Department (HRRM). With the
Mayor's emphasis in building a culture of high performance and
Addition: accountability, we are also dedicating more time in management
1 Senior HR Analyst training, seeing more activities in progressive coaching/discipline, and
1 HR Analyst overall more general actions in the areas of employee relations.
In addition, the Benefits Division administers and maintains the City's
self-funded healthcare plans, 457 deferred compensation plan,
r supports the LEOFF 1 Board and benefits, and coordinates with the
State Department of Retirement Systems (DRS). Changes are constant
in all these areas and the additional Analyst will allow us to keep up
rr
Executive Summary-2015/2016 Budget Highlights 1-21
and maintain these systems according to these laws and regulations.
General Government Debt The SCORE jail is consistently exceeding its planned inmate population
Service from contracting agencies, which results in additional revenue. The
Administrative Board directed that the revenue will first be used to
pay its annual debt service. The result is a savings of $1.8 million in
City's debt service cost. The adopted budget assumes this will
continue beyond the current biennium and through the six-year
financial planning horizon.
Capital Funds The adopted 2015-2016 budget includes $8.4 million in General
Governmental capital projects. Funding for capital projects was
Governmental Capital greatly depleted during the Great Recession. These funds are needed
Improvements Fund (316) to preserve and enhance over $80 million of sports courts and fields,
2-Year Total $8.4 million outdoor structures, buildings and amenities in our community. This
budget will continue to dedicate the 2013-14 increases in business
Sources: license fees and interfund utility taxes to supplement the Real Estate
General/Grants/Donations:
$2.8M Excise Tax King County Parks Levies, donations, and general Ilk
fund transfers.
REET: 3.OM
The $8.4 million is allocated to the following areas:
Business License/B&O: 1.9M
1) $1 million for property acquisition for the potential Coulon Park
Utility Tax:0.7M expansion to accommodate increased usage as a result of existing go
and proposed development in the area.
2) $2.3 million in development projects for continuation of other
current projects such as the development at Liberty Park as part
of/in support to the redeveloped Cedar River Library; the North
Highlands Park; completion of the Meadow Crest Inclusive
Playground nature area; planning for the downtown/Piazza Park
(including the previous Big-5 site); and completing the acquisition
and planning for the Sunset Neighborhood park.
3) $5.3 million in major maintenance projects. It has been the top
priority of the City Council and the community to maintain what
we have. Some of these projects are: the repair/replacement of
structural piling and floats; erosion control and bank stabilization
along Lake Washington shoreline at Coulon Park and Cedar River
shoreline at Jones Park; modernize the irrigation systems in our
parks to conserve water and save costs; and ongoing dangerous
tree removal and maintenance.
4) $175k in master plan updates that are required for the City to be 99
eligible for grants.
Details of the projects and use of city resources for these projects can
be found in the CIP section of this budget.
$21.1M Transportation The Transportation Improvement Plan (TIP) accounts for 70% of the
Executive Summary-2015/2016 Budget Highlights 1-22
r.
Improvements Fund (317) General Governmental CIP and has been presented at public
hearings earlier this year and has been approved by the City Council.
The adopted two-year total transportation improvements are $21.1
million. $14.3 million will be will be funded with grants, $4 million
from Business License fees (including B&0 taxes restoring any loss
from business license fee exemption), $1.3 million from the arterial
street fuel tax, and $196k from mitigation fees collected. $1.1
million will be from carryover/reallocation of funds already
i appropriated previously. Details of the projects and use of city
resources for these projects can be found in the CIP section of this
budget.
i
Enterprise Funds
n The city has several enterprise type (or business type) operations,
that must be self-sustaining. These include the Water, Wastewater,
and Surface Water utilities; the Solid Waste utility; the Maplewood
Golf Course, and the Renton Municipal Airport.
Utilities 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
y.r performed by City staff. The 2015-16 financial plan is a major update
prepared by outside consultants.
The update shows no rate increase for Water or Sewer utilities, a
reduction of the "metro rate stabilization charge" from $1.16 to
$0.58, and a 4% increase per year for Surface Water. The resulting
.� net impact on a typical family would be no increase in City utility
charges in 2015 (a very light decrease) and at 0.5% or 53 cents
overall increase in 2016.
' King County Metro is raising the sewer treatment charge by 5.6%
effective 2015.
Maplewood Golf Course The Maplewood Golf Course will continue to operate with existing
staffing levels and streamlined operations, which generate about
$2.5 million per year. There is an adopted increase in green fees
between $1 and $2 per round in 2015 and other fees in 2016. The
fee increases are expected to generate $76k more in 2015 and
$149k more in 2016 which will assist in providing a quality facility.
.. With the final payment of the 1995 clubhouse and driving range
improvement debt in 2015, about $400k per year is freed up and
allows the Golf Course to make more capital investments which are
planned to start in 2017.
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
i Executive Summary-2015/2016 Budget Highlights 1-23
$2.5 million in capital to make needed improvements to its facilities. Overall, the airport
projects over the next two lease revenues are at about $2.5 million per year against operating
years. expenses of $1.7 million. The Airport has undertaken a number of
capital projects in the past two years: the completion of the Taxiway
Bravo Rehabilitation ($9.7 million); the 820 Building demolition
($637K); the runway blast fence replacement ($1.5 million); and
other smaller improvement projects totaling $1.1 million. The
adopted budget includes a less ambitious capital program in 2015-16
which totals $2.5 million.
FundsInternal Service
The city operates several "businesses"that provide service internally j
to other city departments. These include the Equipment Rental
Fund (501), Insurance Fund (502, property, liability, worker's comp,
and unemployment), Information Technology Fund (503), Facilities
Fund (504), Communications Fund (505, print, mail, and general
communication), Healthcare Insurance Fund (512), and LEOFFI
Retiree Healthcare Fund (522).
All of the costs identified herein are paid for and included in the
operating departments' budget. The charges are calculated based
on either specific charges or by systematic cost allocation. The
health insurance charge (for both active and retired employees) is
part of personnel benefit costs. The remaining internal service funds
(Fleet, Property/Liability Insurance, Technology, Facilities, and
Communications)services are paid as internal service charges.
About 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 Fund The Equipment Rental fund maintains nearly 600 pieces of
equipment, of which approximately 300 are vehicles and large
Operating: $2.6 M/year mobile equipment used intensive)
yin delivering City services. The
$4.4 M adopted Fund also accumulates replacement reserves for the replacement of
equipment replacements vehicles when needed.
Due to the budget reductions over the past six years, we had
suspended applying the 4% replacement value escalator to the
reserve calculation and deferred some replacements. The adopted
2015-16 budget includes the replacement of 2 fire engines, 1
hazardous materials van ($1.5 million); and replacing one 2009
vactor truck ($425k, which cost just under $300k when bought in
2009). For these reasons, the adopted 2015 budget restores a 2.5%
cost escalator to partially capture the higher replacement costs.
However, the surge in replacement requests and the substantially
higher new acquisition costs also means a substantial increase in
replacement reserve charges to user departments.
Executive Summary-2015/2016 Budget Highlights 1-24 r
Information Technology The Information Technology (IT) Fund was created in 2007 to
allocate the costs of the City's centralized IT services costs. This fund
+� Operating:$4M/year provides for the computer and communication network systems,
Capital:$1.1M application programs, and copier equipment for the city.
The adopted budget contains a total of $1.1 million in IT capital
projects over the 2-year budget period, all of which are major
maintenance items. $580k ($290k per year) is for ongoing
replacement/expansion of servers, network equipment, storage
capacity and disaster recovery capability to maintain network
integrity and resilience for continuing operations. The remaining
$520k is for department-specific software replacements/upgrades.
The City has been participating in the regional orthography, which
started in the eCityGov group, and is now much larger and includes
low the State Department of Natural Resources, the University of
Washington, and others; therefore, we expect to get the LiDAR
(slope) image in 2015's flyover at either the same or just slightly
higher cost than in 2012.
We will also start converting the leased copier fleet to a fully owned
fleet starting in 2015. We currently pay nearly $100k a year in lease
fees, and with the dramatically lower equipment purchasing costs
we expect to save $50k a year by converting to a systematic
r..
replacement program.
Risk Management The City's Risk Management program consists of three funds: the
2015-2016:
Property and Liability Insurance Fund (502), the Employee Health
r. Insurance Fund (512), and the LEOFF I Retiree Medical Fund
$18.0/$19.3 million (522).The 502 Fund's annual budget totals $3.5 million, consisting of
property and liability insurance ($1.6 million each for 2015 and
VW 2016); workers compensation (around $1.4 million per year);
unemployment insurance (around $100k per year); and the
remaining balance of$350k is for program administration.
" The City self-insures employee health benefits with stop-loss
coverage of $250k per incident. The 2015 and 2016 budget and
charges are based on projected plan costs by the number of
employees. As discussed earlier, the 2015 premium increase will be
based on actual plan cost increases from July 1, 2013 through June
30, 2014, which is just a little over 10%. We are projecting a similar
increase in 2016.
Providing retiree health care is required by state law for LEOFF I
r 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 $42 million in present value and
r requires an annual contribution of $2.1 million to fully amortize the
obligation by 2038. This contribution is included in the 2015-16
budget proposal.
Executive Summary-2015/2016 Budget Highlights 1-25
as
Facilities The Facilities Fund (504) was fully implemented in 2010 to
accumulate costs for maintaining and operating the City's offices,
Operating:$4.5 million/year public facilities (primarily used by the general public), and
Major Maintenance: operational facilities (primarily used for city operations purposes),
$405K 2015/ and charges the costs to the appropriate functions/departments. '
$3431<2016 The Fund also accounts for major maintenance (major repairs and
updates) costs related to these facilities, which is now funded with
current operating resources. The funding levels for major
maintenance projects for the 2015-16 budget are $405k and $343k,
respectively.
Communications The Communications Fund was also created in 2010 by pooling
citywide communications resources for the central print shop,
Operating:$1 million/year interoffice mail, external postage and printing services, and the
Government TV channel operation. These were put in one place for
consistent coordination of brands, messages, and better
prioritization of workload. The annual operating cost is at $1 million '
per year, which is allocated based on actual service demand by
departments.
Pension Trust Fund
Firemen's Pension The City is the custodian of the Firemen's Pension Fund, a trust fund
$200k per year Pension managed by appointed Trustees consisting of City elected officials
benefit payment and retired pensioners.
$10k to review funding
The Fund accumulates resources and pays current pension benefits
status 2015 per state law. The Fund has sufficient assets to fully fund the City's
pension obligation. Currently the plan assets generate more than
sufficient earnings to cover the benefits; and the City also receives a
distribution of a state fire insurance premium surcharge that is
restricted exclusively for fire pensions. The fund balance is expected w!
to grow due to the "overfunded" status of the Pension. After the
plan is closed and all beneficiaries are expired, the balance may be
moved to LEOFF 1 retiree medical.
i
I
Executive Summary-2015/2016 Budget Highlights 1-26
The Budget Process
Washington state law requires that cities must adopt a balanced budget by prior to the beginning of the fiscal
.. year. The adopted budget appropriates funds and establishes legal expenditure limits for the upcoming fiscal
year. Washington state law also allows for the adoption of biennial budgets provided the City Council also
adopts a second ordinance for a mid-biennial review and modification prior to the end of the first year in the
.. fiscal biennium. In 2011, the City of Renton moved from an annual budget to a biennial budget with mid-
biennial review.
.. Budget Development and Adoption
The City of Renton's development of the biennial budget occurs every two years from February through
.. October. Development begins with the Mayor and the Council's review of the City's current service levels and
projected revenues into the new biennium to determine if they need to make significant changes to the budget.
During this review, the Mayor's first priority is to ensure that the City is able maintain the current levels of
MW service. As costs to maintain service levels continue to rise, additional funding may need to be identified to
preserve the current levels of service.
,. The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to determine
whether the City's current levels of service are meeting the needs of our community, adopt the City's Business
Plan Goals, and sets policy direction and priorities for the next budget cycle.
s
During June and July City departments prepare and submit budget proposals with the estimates for providing
existing service levels for each year in the biennium. In addition, they submit capital improvement program
(CIP) budgets and requests for new programs that they would like the Mayor to consider. New program
requests include current service level expansion and new services. The Mayor evaluates the departments'
requests and may recommend new programs for Council approval within the context of the Council's adopted
Business Plan Goals.
The Mayor must provide a proposed biennial budget to the Council no later than October 31. The Mayor's
proposal also includes the estimated revenue to support the costs of providing City services. Proposed
expenditures cannot exceed the reasonably anticipated revenue sources, unless new revenue sources are also
being proposed. In which case, proposed legislation to authorize the new revenue sources must be submitted to
.. the City Council along with the proposed budget.
After the Mayor submits the proposed budget,the Council conducts two public hearings during October. During
the same time frame, the Council holds committee meetings in open sessions to discuss budget requests with
department representatives and make subsequent amendments to the Mayor's proposed budget. Once the
public hearings have been held, the deliberative process is complete, and the Council has made their changes,
the City Council will adopt the budget ordinance in November.
Once the Council adopts the budget, the Mayor must ensure that expenditures are made within legal limits. If
the economy changes or the City identifies unanticipated needs during the year that require changing the
budget, the Mayor will recommend those changes. A Council-adopted ordinance must accompany all budget
increases. If revenues fall short, the Mayor can make decreases to the budget to ensure that the City does not
overspend available resources.
r
M Executive Summary-Budget at a Glance 1-27
Biennial Budget Calendar
The following table illustrates a typical biennial budget calendar for both the initial budget development year +�
and the mid-biennium adjustment year. The process and legal deadlines in Year 1 is identical to the annual
budget process. Year 2 is the simplified mid-year review process.
Process Description
Year 1 Year 2 ,
112 13 415 16 7 18 19 101112 112 3 4 5 6 7 18 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 1-28
Budgetary Basis and Basis of Accounting
Basis of accounting refers to the point at which revenues or expenditures/expenses are recognized. The City's
,�. budget is adopted on the modified basis of accounting: revenue is reported when it is both measurable and
available and expenditures are reported when the liabilities are incurred. Property tax, sales taxes, and other
tax-payer assessed revenues due for the current year are considered both measurable and available for
.. budgetary purposes, even though a portion may be collected in the subsequent year. Licenses, fines, penalties,
and miscellaneous revenues are recorded as revenue as they are received in cash since this is when they are
both available and can be accurately measured.
The budgetary basis of accounting does vary slightly from the City's financial statement reporting. Both
governmental activities and business-type activities in the government-wide statements, the proprietary fund,
„s and the fiduciary fund statements are presented on the full accrual basis of accounting. Revenues are
recognized when earned and expenses are recognized when incurred. Whereas, the governmental fund
financial statements are presented on the modified basis of accounting, similar to the budgetary basis of
accounting.
The budget, as adopted, constitutes the legal authority for expenditures. The budget is adopted with budgetary
,,. control at the fund level, by year. Expenditures may not legally exceed appropriations at the fund level of detail
for each year of the biennium. Transfers or revisions within funds are allowed, but only the City Council has the
legal authority to increase or decrease a given fund's budget. Any unspent operating appropriations
automatically lapse at the end of each fiscal year, except for any amounts that are continued through the City's
annual adopted carry-forward ordinance. The carry-forward ordinance also identifies unspent capital
appropriations to be carried forward into the following year.
ire
s
10
M
Ills Executive Summary-Budget at a Glance 1-29
Budgetary Fund Structure
Financial Structure
The City's budget comprises seven major fund types, as shown below: General Government, Special Revenue,
Debt Service, Capital Projects, Enterprise, Internal Service, and Fiduciary Funds. The following pages provide a
general overview of each fund type. '
Governmental Funds Proprietary Funds
'General Government Special Revenue Debt Service Capital Projects Enterprise Internal Service
General Fund Arterial Streets Mitigation Funds 'Waterworks
303,304,305 Equipment Rental
000 102 Utes
501 ,
Community Services Utility 05,Operations
Fund
000-001 Leased City Properties 'Ciry Facilities CIP 4406,407,
316 416 Insurance Services
108
502,512,522
Street Fund
Utility Construction
000-003
925,426,427
Special Hotel Motel 'Transportation CIP Information
Taz 317 Technology
110 i 503
3
CD Block Grant Fund
000-004 Utility Debt Service
South Lake
Washington Facilities
Paths and Trails Infrastructure Project
118 318 504
Museum Fund
Solid Waste
000-005
Utility
Housing Opportunity 403
1 oforArt Fund
Communication
125 326
Library Fund � 505
000-006
New Library
Development Fund
Farmers Market Fund Cable Communication 336
227
000-009
Fire andEmergency
Svcs Memorial Fund Springbrook
000-010 Wetlands Bank Fund Golf Course Airport
135
M
Gol(Operations Airport Operations
404 402
Limited TaxH GO Bond
Funds
000-201
Golf Construction Airport Construction
424 422
Miscellaneous Debt
Service Fund
000-215
Major Funds are those with budgets representing ten percent or more of the City's overall budget. They are
marked with an asterisk (*).
Executive Summary-Budget at a Glance 1-30 '
.. 1. General Governmental Funds
These funds are used to account for resources that are generally not dedicated for a specific purpose.They
are used to meet the basic services that your local government provides.
Major Revenues Primary Services
• Taxes • Police protection
• Fees, licenses, and permits • Fire protection/emergency medical
services
• Fines and forfeitures • Parks and recreation
• Intergovernmental (Federal, State, and Local) 0 Municipal Court/ legal services
• Street maintenance planning
• Economic development/ planning
• Administrative functions
2.Special Revenue Funds
These funds are used to account for revenues that are to be used for a specific purpose as required by law or
administrative action.
Major Revenues Primary Services
• Federal,State, and Local Grants • Economic development
• Taxes • Cable communications
• Street overlay
• Art fund
3. Debt Service Funds
"0 These funds are used to account for accumulation of dedicated revenue and payment of principal and
interest related to the City's general obligation bond issues.
Major Revenues Primary Services
• Property tax levies • Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
' Executive Summary-Budget at a Glance 1-31
4.Capital Investment Funds
These funds are used to account for the acquisition and construction of major capital facilities and
equipment. All projects supported by these funds can be found in the 2015-2020 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 ,
5. Enterprise Funds
These funds are used to account for operations that are financed and operated in a manner similar to private '
business enterprises. Services are financed primarily through user fees.
Major Revenues Primary Services
• Service (user) charges • City utilities
• Federal,State, and Local Grants • Renton Municipal Airport '
• Revenue bonds • Maplewood Golf Course
• State loans
W
6. Internal Service Funds
These funds are used to account for the goods and services furnished by one city department for another
department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments • Fleet management
• Insurance, health/ property liability
• Information technology
• Facilities '
• Communications
7. Fiduciary Funds
These funds are used to account for assets held by the City in a trustee capacity.
Major Revenues Primary Services '
• Investment interest • Fire pension fund
Executive Summary-Budget at a Glance 1-32
w�
r Employment History-City of Renton
800
695.20 672.28 667.03 678.78 684.78 685.78 ■Admnstmtiv
700
600 MC-&Ec De
500
� N Can mundYSery ices
400
0 300
Wnterpnse/Utilkies
x
r 200 ■Public Waks
100
0 ■Fire&Emergency Svcs
r 2012 2013 2014 Orig 2014 2015 2016
Authorized Authorized Bdgt Authorized Adopted Adopted ■Pdke
General
Government Enterprise Total FTE's
2015/2016 Adopted Staffing Changes
' Regular(full-time and part-time) 585.33 91.45 676.78
Community&Economic Development 1.50 1.50
Administrative Services 3.50 3.50
Court Services -2.00 -2.00
Human Resources and Risk Management 2.00 2.00
Police 2.00 2.00
r0 SRO Police Officers,+2.00
Public Works -1.00 2.00 1.00
Total Regular(full-time and part-time) 591.33 93.45 684.78
Limited Term Staffing 2.00 0.00 2.00
Total Limited Term Staffing 1.00 0.00 1.00
r
Total 2016 Adopted Staffing(Regular+Limited Term) 592.33 93.45 685.78
The total authorized FTE count is for regular full-time,part-time and limited term positions. Refer to the Budget by Department section for additional
• detail.
no
M
Executive Summary-Budget at a Glance 1-33
Employment History-City of Renton (continued)
General
Government Enterprise Total FTE's '
2013/2014 Adopted Staffing Changes
Regular(full-time and part-time) 597.75 91.45 689.20
City Attorney 0.13 0.13 ,
Community&Economic Development -3.00 -3.00
Administrative Services -2.00 -2.00
Community Services -2.80 -2.80 ,
Court Services -2.50 -2.50
Executive -2.00 -2.00
Fire and Emergency Services -6.00 -6.00
Police -3.00 -3.00
Public Works -2.00 0.00 -2.00
Total Regular(full-time and part-time) 574.58 91.45 666.03 '
Total Limited Term Staffing 1.00 0.00 1.00
Total 2014 Adopted Staffing(Regular+Limited Term) 575.58 91.45 667.03
2013/2014 Adjustment
Regular(full-time and part-time) 574.58 91.45 666.03
City Attorney 1.00 1.00
Community& Economic Development 2.50 2.50
Administrative Services 0.00 0.00 '
Community Services 0.25 0.25
Court Services 1.00 1.00
Fire and Emergency Services 6.00 6.00 '
Police 0.00 0.00
Public Works 0.00 0.00 0.00
Total Regular(full-time and part-time) 585.33 91.45 676.78 ,
Limited Term Staffing 1.00 0.00 1.00
Administrative Services -1.00 -1.00
Community& Economic Development 2.00
Total Limited Term Staffing 2.00 0.00 2.00
Total 2014 Authorized Staffing(Regular+Limited Term) 587.33 91.45 678.78
Executive Summary-Budget at a Glance 1-34
w.
Staffing(Full-Time Equivalent Employees-FTE) Comparison by Department(1 of 2)
2012 2013 2013 2014 2014 2015 2016 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Legislative Services
City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00
City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Total Regular FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00
Executive
Mayor's Office 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.00 0.00
Hearing Examiner 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Communications 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.00 0.00
Total Regular FTE 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00 0.00
Court Services
�r Municipal Court 16.50 15.00 15.00 14.00 15.00 13.00 13.00 -1.00 0.00
Total Regular FTE 16.50 15.00 15.00 14.00 15.00 13.00 13.00 -1.00 0.00
City Attorney
rr City Attorney 11.75 11.88 11.88 11.88 12.88 12.88 12.88 1.00 0.00
Total Regular FTE 11.75 11.88 11.88 11.88 12.88 12.88 12.88 1.00 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 4.75 5.58 5.58 5.58 5.83 5.83 5.83 0.25 0.00
Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.00 0.00
�. Recreation Services 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.00 0.00
Human Services/CDBG 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.00 0.00
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
�r
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 25.00 25.00 25.00 25.00 25.00 25.00 0.00 0.00
Total Regular FTE 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.25 0.00
Community and Economic Development
..e Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Economic Development 4.00 3.00 3.00 3.00 4.00 4.00 4.00 1.00 0.00
Planning 25.00 22.00 25.00 22.00 25.00 25.50 25.50 3.50 0.00
Development Services 16.50 15.50 16.00 15.50 16.00 16.00 16.00 0.50 0.00
Total Regular FTE 47.50 42.50 46.00 42.50 47.00 47.50 47.50 5.00 0.00
Administrative Services
r City Clerk 5.00 5.00 5.00 5.00 5.00 6.00 6.00 1.00 0.00
Finance 20.00 19.00 19.00 19.00 19.00 19.50 19.50 0.50 0.00
Information Systems 18.50 15.50 15.50 15.50 14.50 16.50 16.50 1.00 0.00
Total Regular FTE 43.50 39.50 39.50 39.50 38.50 42.00 42.00 2.50 0.00
See Budget by Department(3-1)for details.
�1
Executive Summary-Budget at a Glance 1-35
Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(2 of 2) ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Fire and Emergency Services
Response Operations 135.00 129.00 129.00 129.00 134.00 134.00 134.00 5.00 0.00 '
Safety and Support Operations 14.00 14.00 14.00 14.00 15.00 15.00 15.00 1.00 0.00
Community Risk Reduction 10.00 11.00 11.00 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 161.00 156.00 156.00 155.00 161.00 161.00 161.00 6.00 0.00
Human Resources/Risk Management '
Administration/Civil Svc Commission 5.00 5.00 5.00 5.00 5.00 7.00 7.00 2.00 0.00
Risk Management 2.25 2.25 2.25 2.25 2.25 2.25 2.25 0.00 0.00
Benefits 1.75 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 11.00 11.00 2.00 0.00
Public Works
Administration 3.00 3.00 3.00 3.00 3.00 2.00 2.00 -1.00 0.00 '
Maintenance Services 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.00 0.00
Transportation 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.00 0.00
Utility Systems 25.50 23.50 23.50 23.50 23.50 25.50 25.50 2.00 0.00 '
Total Regular FTE 141.50 137.50 137.50 139.50 139.50 140.50 140.50 1.00 0.00
Police ,
Administration 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00
Patrol Operations 70.00 70.50 70.50 69.00 69.00 65.00 65.00 -4.00 0.00
Special Operations 18.00 18.00 18.00 18.00 18.00 20.00 20.00 2.00 0.00 '
Patrol Services 13.00 13.00 13.00 13.00 13.00 12.00 12.00 -1.00 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 7.00 7.00 7.00 7.00 10.00 11.00 3.00 1.00 ,
Staff Services 13.40 13.40 13.40 13.40 13.40 14.40 14.40 1.00 0.00
Total Regular FTE 151.40 149.90 149.90 148.40 148.40 149.40 150.40 1.00 1.00
Total All Staffing(Regular FTE) 695.20 668.78 672.28 667.03 678.78 684.78 685.78 17.75 1.00 ,
See Budget by Department(3-I)for details.
Executive Summary-Budget at a Glance 1-36 '
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
Citywide Revenue and Sources
2013-14 Citywide Revenue&Sources 2015-16 Citywide Adopted Revenue&
$462.6 million Sources$487.5 million
isc
Utility M -
Taxes 4% 1
tility
Misc 7% axes
5% 7%
Other ( Utility
Utility Taxes Fines&' Service
Fines& Service 4% Forfeits Charges Other
Forfeits Charges 2%
2% 28% Inter-Gov 27% Taxes
4% 6/°
Inter-Gov
Dev Svc Dev Svc 4%
1% 2%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14 Adp
Citywide Revenue&Resources Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $
Revenue;
Property Tax $ 33,466,364 $ 31,741,366 $ 32,840,495 $ 32,485,690 $ 34,640,495 $ 35,440,000 $ 36,353,314 7,211,453 11.2%
Sales Tax 22,697,632 22,656,180 23,532,262 24,926,335 25,914,681 27,065,218 28,268,383 9,145,159 19.8%
Utilit Taxes 15,994,432 16,715,662 17,254,850 16,247,046 16,397,451 16,538,734 16,673,217 (758,561) -2.2%
B&OTax - - - - 5,000,000 5,000,000 N/A
Business License Fee 2,233,700 2,621,619 2,660,000 2,900,785 2,897,097 2,982,000 1,724,000 (575,619) -10.9%
Real Estate Excise Tax 2,811,902 2,600,000 2,650,000 4,131,665 4,000,000 4,000,000 4,000,000 2,750,000 52.4%
OtherTaxes 4,787,254 4,611,741 4,476,741 4,537,861 4,405,674 4,550,674 4,576,674 38,866 0.4%
Sub-total-Taxes 81,991,285 80,946,568 83,414,348 85,229,384 88,255,398 90,576,626 96,595,588 22,811,298 13.9%
Licenses&Permits 497,991 218,277 218,600 272,268 218,600 219,277 219,600 2,000 1 0.5%
State Shared Revenue 3,931,550 3,281,006 3,521,006 3,449,086 4,037,643 3,562,462 3,572,462 332,912 4.9%
Fire Service Contracts 5,874,568 5,574,526 5,574,526 5,436,365 5,574,526 5,800,000 5,800,000 450,948 4.0%
Development Services 3,165,838 3,206,398 3,232,485 4,086,057 4,932,905 4,781,760 4,797,213 3,140,089 48.8%
Utility Service Charges 59,876,029 64,316,636 67,470,085 64,311,538 68,262,085 66,867,682 66,997,999 2,078,960 1.6%
Other Charges for Services 3,289,269 3,495,642 3,551,923 3,301,346 3,411,923 3,624,987 3,786,498 363,920 5.2%
Fines and Forfeits 3,949,921 3,956,637 4,321,280 4,144,927 3,430,728 4,429,489 4,556,680 708,252 8.6%
Interest Earnings 5,271,532 6,453,287 6,317,864 5,432,705 5,857,772 6,077,380 6,273,904 (419,867) -3.3%
Miscellaneous Revenue 1,944,649 778,733 528,733 2,128,868 11706,177 664,733 649,733 7,000 0.5%
Subtotal Operating Revenue 169,792,632 172,227,710 178,150,850 177,792,544 185,687,757 186,604,396 193,249,677 29,475,512 8.4%
Other lx Revenue - - - - 1,180,000 600,000 600,000 1,200,000 N/A
Intergovernmental Grants 20,397,170 33,230,483 8,562,761 28,680,671 41,566,324 14,108,682 5,650,334 (22,034,228) -52.7%
Mitigation Fees/CapitalContri. 1,562,900 460,000 834,500 1,882,698 1,547,000 1,525,500 829,500 1,060,500 81.9%
Bond/Loan/Capital Proceeds 12,311,276 648,460 651,896 3,809,875 1 651,896 534,932 146,298 (619,126) -47.6%
Subtotal Capital Sources 34,271,346 34,338,943 10,049,157 34,373,244 44,945,220 16,769,114 7,226,132 (20,392,854) -45.9%
Interfund Services 34,082,228 30,767,351 33,306,336 32,267,695 33,590,252 38,303,202 40,308,938 14,538,452 22.7%
Interfund Transfers 4,599,231 2,533,000 1,198,000 6,986,071 7,731,657 2,772,000 2,285,000 1,326,000 35.5%
Subtotal lnterfundTransactions 38,681,459 33,300,351 34,504,336 39,253,766 41,321,909 41,075,202 42,593,938 15,864,452 23.4%
} Total Rev/Other Svcs $242,745,436 $239,867,004 $222,704,343 $251,419,555 $271,954,886 $244,448,712 $243,069,747 24,947,110 5.4%
s
Executive Summary-Long Range Plan 1-37
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET r►
Citywide Expenditure & Uses
by Department
2013-14 Adopted Citywide Expenditure& 2015-16 Adopted Citywide Expenditure&
Uses$457.3 million Uses$485.9 million
_111PP77— _7�
pl- Police
CED �, ,
30/ a , CED
Admini 3% _
Svs Public
3% Works Admin Svs Public
45% 4% Works
General HRRM General 41%
Gov 7% Gov HRRM
3% Citywide 3% Citywide
5% 5%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14 Adp
Citywide Expenditure&Uses Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ %
Legislative $ 278,768 $ 289,114 $ 295,116 $ 289,911 $ 309,907 $ 335,838 $ 348,161 99,770 17.1%
Court 2,061,603 2,009,664 1,999,521 2,003,104 2,094,010 2,111,321 2,187,710 289,845 7.2%
Executive 3,216,888 2,535,690 2,596,290 2,173,635 2,363,073 2,882,097 2,925,119 675,237 13.2% ,
Administrative Services 7,617,003 7,586,606 7,625,755 7,512,865 9,651,549 9,004,510 9,253,582 3,045,732 20.0%
City Attorney 1,706,320 1,712,973 1,687,621 1,762,225 1,863,395 2,001,421 2,108,770 709,597 20.9%
Community&Eco Development 6,125,734 6,036,446 6,148,404 7,091,518 7,875,201 7,604,756 7,915,753 3,335,658 27.4%
Community Services 20,893,940 22,679,518 21,361,708 22,129,379 51,703,680 25,165,287 27,383,434 8,507,494 19.3%
Police 28,487,781 28,583,698 29,676,444 28,571,445 30,412,473 32,407,334 34,028,968 8,176,159 14.0%
Fire 24,158,450 24,043,143 24,442,820 24,444,372 25,219,873 26,876,976 27,970,913 6,361,926 13.1%
Public Works 107,747,538 113,892,170 94,125,160 106,805,548 138,155,324 103,624,591 96,161,072 (8,231,668) -4.0%
Human Resource Risk Management 17,575,679 16,669,458 17,885,214 15,716,179 17,992,595 19,326,472 20,640,182 5,411,982 15.7%
Other City Services 12,673,825 9,742,783 11,024,867 9,723,848 11,172,707 9,431,090 9,135,012 (2,201,548) -10.6%
Total Operating Expenditures 232,543,527 235,781,263 218,868,920 228,224,030 298,813,789 240,771,692 240,058,675 26,180,185 5.8%
Inter-Fund Transfers(various) 4,599,231 1,483,000 1,198,000 6,986,071 7,731,657 2,772,000 1 2,285,000 2,376,000 88.6%
Total Exp/Other Uses 237,142,758 237,264,263 $220,066,920 $235,210,101 $306,545,446 $243,543,692 $242,343,675 28,556,185 6.2%
In(De)crease in Fund Balance 5,602,678 2,602,742 2,637,423 16,209,454 (34,590,560) 905,019 726,072
Beginning FB 92,679,769 54,535,284 57,138,026 98,282,449 114,491,903 79,901,343 80,806,362 j
Ending FB 98,282,447 57,138,026 59,775,449 114,491,903 79,901,343 80,806,362 81,532,434 f
Executive Summary-Long Range Plan 1-38
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
Citywide Expenditure & Uses by Line Item
2013-14 Citywide Expenditure&Uses by Line 2015-16 Citywide Expenditure&Uses by Line
Item$457.3 million Item$485.9 million
Supplies/ Inter-Gov
Supplies/ Inter Gov Small Eq 6%
Small Eq 6% 3%
2% NINO, Utilities Utilities
Personnel
Personnel
36% Capital 38% Capital
r•
Debt Service Debt Service
11� 6% 4%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14Adp
Citywide Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ %
Expenditure by Line item
Wages $ 53,667,217 $ 54,349,334 $ 54,591,036 $ 54,088,080 $ 56,954,628 $ 59,556,669 $ 62,024,637 12,640,937 11.6%
Overtime 3,082,003 2,321,533 2,316,228 3,372,375 2,316,228 2,220,079 2,308,421 (109,261) -2.4%
Retirement 3,501,613 3,757,976 4,079,905 3,770,915 4,297,862 5,081,462 5,916,529 3,160,109 40.3%
Social Security 3,283,812 3,239,800 3,256,368 3,333,189 3,298,167 3,583,231 3,710,935 797,998 12.3%
r Medical 10,936,265 10,224,241 12,471,823 9,479,695 12,581,081 13,527,017 14,720,104 5,551,057 24.5%
LECH Medical 2,207,683 1,672,684 1,672,684 1,672,684 1,672,684 2,191,684 2,191,684 1,038,000 31.0%
Payroll Taxes 1,585,336 1,822,070 2,146,728 1,743,947 2,031,408 2,190,570 2,017,675 239,447 6.0%
Intermittent Pay/Benefit 2,154,313 2,440,466 2,463,877 2,374,728 2,418,278 2,464,901 2,492,069 52,627 1.1%
' Total Personnel Costs 80,418,242 79,828,104 82,998,649 79,835,613 85,570,337 90,815,612 95,382,054 23,370,914 14.4%
Materials/Supplies&Small Eq 5,316,918 5,154,689 5,201,359 6,361,828 5,663,374 6,023,781 6,006,185 1,673,918 16.2%
Services 39,016,945 43,336,828 43,548,830 44,000,748 48,051,841 50,199,236 48,612,382 11,925,960 13.7%
r.
Intergovernmental 13,120,827 12,980,204 14,016,255 14,162,703 14,140,057 14,030,820 14,770,396 1,804,757 6.7%
Debt Service 13,125,064 13,160,306 12,959,569 12,174,562 14,144,682 10,880,803 10,167,515 (5,071,557) -19.4%
Interfund-IDC&Services 2,679,078 2,587,847 2,693,967 2,592,277 2,672,999 2,593,695 2,702,820 14,701 0.3%
IS-IT 4,015,597 3,915,403 3,843,654 3,915,403 3,843,654 4,419,915 4,483,492 1,144,350 14.7%
IS-Communication 988,539 877,773 896,374 877,773 896,374 991,431 1,026,739 244,023 13.8%
IS ER M&0 2,578,445 2,545,935 2,636,632 2,679,878 2,682,366 3,004,067 3,058,290 879,790 17.0%
IS ER RR 959,512 1,410,790 1,499,179 1,421,790 1,540,279 2,660,971 2,874,305 2,625,307 90.2%
IS-Insurance 1,550,368 1,597,451 1,631,450 1,592,032 1,631,450 1,856,156 1,900,886 528,141 16.4%
IS-Facilities 4,173,513 4,278,735 4,255,599 4,278,735 4,255,599 4,921,483 4,929,824 1,316,973 15.4%
IS-EE Medical 12,540,693 12,893,660 14,031,560 11,992,760 14,031,560 14,762,799 15,978,642 3,816,221 14.2%
ow Transfer out(capital/Reserve 3,549,231 1,483,000 1,198,000 6,986,071 7,731,657 2,772,000 2,285,000 2,376,000 88.6%
Subtotal Non-Personnel Cost 103,614,729 106,222,621 108,412,428 113,036,560 121,285,892 119,117,157 118,796,476 23,278,584 10.8%
Exp Before Capita 1 184,032,971 186,050,725 191,411,077 192,872,173 206,856,229 209,932,769 214,178,530 46,649,498 12.4%
r
Capital 39,139,379 51,213,538 28,655,843 42,337,928 99,689,217 33,610,923 28,165,145 (18,093,313) -22.7%
Early Ret./Refunding Escrow 13,970,409 - - - - - N/A
Exp Before Interfund 53,109,788 51,213,538 28,655,843 42,337,928 99,689,217 33,610,923 28,165,145 (18,093,313) -22.7%
Grand Total $237,142,758 $237,264,263 $220,066,920 $235,210,101 $306,545,446 $243,543,692 $242,343,675 $28,556,185 6.2%
Executive Summary-Long Range Plan 1-39
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
General Fund Revenue and Sources '
2013-14 General Fund Revenue&Sources 2015-16 General Fund Adopted Revenue&
$202.4 million Sources$229.7 million
Property- - 7 -7
"-PPPPP' 5 a 17s IT al F". Saq1esqTa'. ,',,
F Tax
32% F Tax
Utility Tax- Utility Tax
Misc.
Misc. OtherTaxes
2% Other 2% _ svcChrgs
Interfund
3% Interfund
-...MMA 3%
Court Fines Dev.sys Intergovt Court Fines Dev.Svs Intergovt
3% 3% 2% 3% 4% 3%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14 Adp
General Government Actual Adopted Adopted Actual YR End Est Adopted Adopted $ %
Revenue:
PropertyTax $33,466,364 $31,741,366 $32,840,495 $32,485,690 $34,640,495 $35,440,000 $36,353,314 7,211,453 11.2%
Sales Tax 22,697,632 22,656,180 23,532,262 24,926,335 25,914,681 27,065,218 28,268,383 9,145,159 19.8%
UtilityTaxes 15,954,432 16,250,662 16,789,850 15,782,047 15,914,743 16,173,734 1 16,308,217 (558,561) -1.7%
Business&Occupation Tax - - - - - - 5,000,000 5,000,000 N/A
Reduction in Business License (1,200,000) (1,200,000) N/A
Less:Transferto CIP - - - - - - (1,000,000) (1,000,000) N/A
Business License(GF portion) 443,436 520,000 520,000 492,860 492,275 492,000 488,000 (60,000) -5.8%
Real Estate Excise Tax 2,811,902 2,600,000 2,650,000 4,131,665 4,000,000 4,000,000 4,000,000 2,750,000 52.4%
Less:Transfer toCIP (943,792) (500,000) (550,000) (700,000) (2,200,000) (1,000,000) (2,000,000) (1,950,000) 185.7%
Other Taxes 4,318,566 4,213,000 4,213,000 4,040,569 4,247,000 4,279,000 4,305,000 158,000 1.9%
Subtotal Taxes 78,748,540 77,481,208 79,995,607 81,159,167 83,009,194 86,449,952 90,522,914 19,496,051 12.4%
Building Permit/Development SE 3,557,500 3,080,188 3,105,701 4,006,868 4,792,873 4,679,749 4,693,368 3,187,227 51.5%
Other Lic.and Permits 87,949 103,067 103,067 105,073 104,000 105,000 105,000 3,866 1.9%
InterGov 3,297,196 2,310,500 2,550,500 2,820,619 2,995,561 2,938,542 2,938,542 1,016,084 20.9%
Fire Service Contract 5,874,568 5,574,526 5,574,526 5,436,365 5,574,526 5,800,000 5,800,000 450,948 4.0%
Other Cha rges for Svcs 3,015,588 2,997,013 3,384,692 3,258,961 3,073,512 3,207,282 3,356,974 182,551 2.9%
Int erFundServiceCha rge 3,311,715 3,004,214 1 3,017,506 3,464,913 3,311,705 3,147,416 3,336,420 462,116 7.7%
Court Fines 3,060,389 3,058,500 3,058,500 2,766,663 2,376,000 3,320,500 3,320,500 524,000 8.6%
Miscellaneous Revenue 808,494 1,103,993 1,103,993 893,486 1,237,100 1,454,993 1,454,993 702,000 31.8%
General Fund Operating Rev 101,761,939 98,713,209 101,894,092 103,912,116 106,474,471 111,103,434 115,528,711 26,024,843 13.0%
Transfer 5,118,187 250,000 250,000 299,527 - 250,000 250,000 - 0.0%
Capital and Other Grants 1,577,043 650,360 662,767 1,333,885 1,717,763 913,568 422,254 22,695 1.7%
1X Revenue - - - 1,180,000 600,000 600,000 1,200,000 N/A
Subtotal Other Sources 6,695,230 900,360 912,767 1,633,412 2,897,763 1,763,568 1,272,254 1,222,695 67.4%
Total Rev/Other Svcs 108,457,169 99,613,569 102,806,859 105,545,527 109,372,234 112,867,002 116,800,965 27,247,538 1 13.5%
The adopted budget includes a new Business & Occupation (B&O) Tax at 0.05% for retail activities and 0.085%
for other business activities effective January 1, 2016. Only those businesses generating more than $1.5 million
in annual gross receipts are subject to the new tax. Those businesses meeting the B&O threshold and paying
B&O tax will be exempt from the per employee Business License Fee, therefore a reduction in business license
fee revenue is anticipated. The 2016 B&O estimate of $5 million and Business License Fee loss of $1.2 million
represents 3/4 of the tax returns that will be filed and due in 2016. The stabilized annual B&O tax is expected to
be around $6.8 million a year and the stabilized loss of Business License Fee revenue is expected at $1.6 million
a year. Therefore, the net effect of the B&O tax is $3.8 million in 2016 and around $5.2 million starting 2017.
Executive Summary-Long Range Plan 1-40
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
General Fund Expenditure by Department and Change in Fund Balance
..__..... . ....
. ..._............ . .......... ...
_ 2013-14 General Fund Expenditue&Uses 2015-16 Adopted General Fund Expenditure&
Court $202.4 million Court Uses $229.7 million
Services Services
2% 29�° Public
Public Fire Works
24% Works 24% 9%
9% Police.
� 29%
Com.Svcs
Com.Svcs 12%
Debt 12% Debt
rvice Service
g% 6
Capital 1X&Capital
0% 1%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14 Ad
General Government Actual Adopted Adopted Actual YR End Est Adopted Adopted $ %
r Expenditures by Dept: - N/A
Legislative $ 278,768 $ 289,114 $ 295,116 $ 289,911 $ 309,907 $ 335,838 $ 348,161 99,770 17.1%
Executive 1,377,109 1,318,832 1,340,745 1,240,910 1,359,996 1,497,993 1,535,707 374,124 14.1%
Court Services 2,074,980 2,009,664 1,999,521 2,003,104 1 2,094,010 2,111,321 2,187,710 289,845 7.2%
City Attorney 1,706,320 1,712,973 1,687,621 1,922,225 1 1,863,395 2,001,421 2,108,770 709,597 20.9%
Community&Economic Devi. 6,056,915 5,986,446 6,098,404 6,269,780 1 6,607,846 7,160,835 7,574,782 2,650,766 21.9%
Administrative Services 3,219,316 3,009,430 3,131,989 3,294,969 3,670,684 3,886,678 4,063,117 1,808,376 29.4%
nr Human Resources 937,412 971,207 991,234 904,182 1,002,994 1,316,577 1,366,886 721,022 36.7%
Police 28,494,195 28,583,698 29,676,444 28,760,825 30,316,637 32,399,334 34,028,968 8,168,159 14.0%
Fire&ES 24,173,315 24,043,143 24,442,820 24,444,372 25,154,873 26,876,976 27,970,913 6,361,926 13.1%
Public Works 8,840,850 9,275,434 9,478,261 8,717,298 9,591,104 10,462,578 10,861,563 2,570,446 13.7%
Community Services 11,787,196 12,510,846 12,639,836 11,992,675 12,917,358 13,699,445 14,184,015 2,732,777 10.9%
Other City Services 2,921,488 1,741,350 3,036,844 3,175,340 2,771,844 2,967,502 2,886,336 1,075,644 22.5%
Debt Service* 7,437,337 8,001,433 7,988,023 8,048,508 8,400,863 6,463,588 6,248,676 (3,277,192) -20.5%
General Fund Operating Exp 99,305,200 99,453,569 102,806,859 101,064,100 106,061,512 111,180,086 115,365,603 24,285,260 1 12.0%
1-Time&Capital Projects* 4,309,671 160,000 - 2,300,000 6,405,000 1,400,000 1,140,000 2,380,000 11487.5%
Grant Expenses 324,011 - 303,005 851,973 361,358 295,986 657,344 1 N/A
Subtotal Other Uses 4,633,682 160,000 2,603,005 7,256,973 1,761,358 1,435,986 3,037,344 1898.3%
Total Exp/Other Uses 103,938,882 99,613,569 102,806,859 103,667,105 113,318,485 112,941,443 116,801,589 27,322,604 13.5%
ln(Decrease)in FB 4,518,287 (0) (0) 1,878,422 (3,946,251) (74,442) (624)
Beginning Fund balance 11,057,551 10,751,945 10,751,945 15,575,839 1 17,454,2611 13,508,010 13,433,568
Ending Fund Balance(EFB) 1 15,575,838 10,751,945 10,751,945 17,454,261 1 13,508,010 1 13,433,568 13,432,943
EFB as%of Operating Budget 16% 11% 10% 17% 13% 12% 12%
rl� Executive Summary-Long Range Plan 1-41
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
General Fund Expenditure by Line Item
2013-14 General Fund Expenditure&Uses 2015-16 General Fund Expenditure&Uses
by Line Item$202.4 million by Line Item$229.7 million
Supplies/ Supplies/
Small Eq Small Eq
0
2% 2/°Services&
Services& Utilities
Personnel
Utilities Personnel 7%
64% 11
7% Inter-Gov
Inter-Gov, 6%
6%
Transfer/ Transfer/
Debt Capital Debt Service Capital
Service 0% 6% 1%
2012 2013 2014 2013 2014 2015 2016 2015-16 vs.2013-14 Adp
General Fund Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ %
Expenditure by Line item
Wages $ 43,366,208 $ 43,859,516 $ 43,924,640 $ 42,931,685 $ 45,969,496 $ 47,765,619 $ 49,774,652 9,756,114 11.1%
Overtime 2,842,862 2,126,516 2,121,723 3,125,928 2,121,723 2,021,903 2,110,219 (116,117) -2.7%
Retirement 2,748,583 2,917,541 3,117,270 2,903,059 3,333,091 3,797,021 4,354,650 2,116,860 35.1%
Social Security 2,492,608 2,445,884 2,447,169 2,520,729 2,487,744 2,686,954 2,782,456 576,357 11.8%
Medical 8,722,036 7,910,523 9,840,257 7,531,567 9,954,295 10,685,558 11,632,245 4,567,023 25.7%
LEOFF Medical 2,207,117 1,672,684 1,672,684 1,672,684 1,672,684 2,191,684 2,191,684 1,038,000 31.0%
Payroll Taxes 1,079,249 1,292,512 1,611,078 1,240,861 1,495,560 1,612,449 1,439,086 147,945 5.1%
Intermittent Pay/Benefit 1,557,451 1,774,445 1,785,344 1,738,412 1,739,745 1,739,273 1,753,273 (67,243) -1.9%
Total Personnel Costs 65,016,113 63,999,621 66,520,164 63,664,926 68,774,337 72,500,459 76,038,264 18,018,938 13.8%
Materials/Supplies&Small Eq 2,117,589 1,905,130 1,917,288 1,787,468 2,085,093 2,367,275 2,341,924 886,781 23.2%
Services 6,398,962 6,791,085 6,775,428 6,437,193 8,076,175 7,800,288 7,790,538 2,024,313 14.9%
Intergovernmental 6,039,197 6,128,125 6,896,625 6,625,118 6,871,859 7,135,724 7,650,391 1,761,365 13.5%
Debt Service 7,402,337 8,001,433 7,988,023 8,048,508 8,400,863 6,463,588 6,248,676 (3,277,192) -20.5%
Interfund-IDC&Services 48,023 12,342 12,342 7,806 12,342 12,342 12,342 - 0.0%
IS-IT 3,522,906 3,338,520 3,271,216 3,338,520 3,271,216 3,769,326 3,782,237 941,827 14.2%
IS-Communication 841,085 721,823 738,532 721,823 738,532 814,535 845,649 199,829 13.7%
IS-ER M&O 2,117,694 2,045,594 2,108,602 2,150,266 2,150,602 2,439,128 1 2,482,843 767,775 18.5%
IS-ER RR 718,249 1,051,588 1,122,517 1,062,588 1,152,267 1,921,805 2,115,873 1,863,573 85.7%
IS-Insurance 1,310,619 1,325,210 1,349,392 1,325,210 1,349,392 1,561,682 1,599,938 487,018 18.2%
IS-Facilities 4,038,797 4,133,098 4,106,730 4,133,098 4,106,730 4,744,291 4,752,914 1,257,377 15.3%
Subtotal Non-Personnel Cost 34,555,459 35,453,948 36,286,695 35,637,597 38,215,071 39,029,984 39,623,325 6,912,666 9.6%
Exp Before Capital 99,571,572 99,453,569 102,806,859 99,302,523 106,989,408 111,530,443 1 115,661,589 24,931,604 1 12.3%
Transferout ca pitaI/Reserves) 2,017,310 160,000 - 4,364,583 6,329,077 1,411,000 1,140,000 2,391,000E1494.]4%EarlyRet./RefundingEscrow 2,350,000 - - - - - -Exp Before Interfund 4,367,310 160,000 4,364,583 6,329,077 1,411,000 1,140,000 2,391,000Grand Total $103,938,882 $ 99,613,569 $102,806,859 $103,667,105 $113,318,485 $112,941,443 $116,801,589 $27,322,604
�r
Executive Summary-Long Range Plan 1-42 �'
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
Change in Fund Balance
r Beginning 2015-16 2015-16 2015-16 Ending Fund
Fund Number/Name Fund Balance Revenue Expenditure Change Balance
000 General Governmental $ 13,508,009 $ 229,667,966 $ 229,743,032 $ (75,066) $ 13,432,943
102 ARTERIAL STREETS 15,689 1,290,000 1,290,000 - 15,689
108 LEASED CITY PROPERTIES 368,261 1,537,914 1,335,382 202,532 570,793
110 S PECI A L H OTE L-MOTE L TAX 135,913 530,000 510,000 20,000 155,913
125 ONE PERCENT FOR ART 92,771 30,000 102,950 (72,950) 19,821
127 CABLE COMMUNICATIONS DEVELOPMENT 285,632 195,348 195,348 285,632
135 SPRINGBROOK WETLANDS BANK 669,613 - - - 669,613
303 COMMUNITY SERVICES IMPACT MITIGATION 1,110,618 173,000 - 173,000 1,283,618
304 FIRE IMPACT MITIGATION 846,165 198,000 500,000 (302,000) 544,165
305 TRANSPORTATION IMPACT MITIGATION 749,185 433,000 196,000 237,000 986,185
316 MUNICIPAL FACILITIES CIP 446,689 8,447,000 8,758,000 (311,000) 135,689
317 CAPITAL IMPROVEMENT 1,434,436 19,749,628 21,106,220 (1,356,592) 77,844
326 HOUSING OPPORTUNITY/ECONOMIC DEVELOPMENT 1,010,599 - - 1,010,599
336 NEW LIBRARY DEVELOPMENT 57,000 - - - 57,000
42 AIRPORT 233,478 6,124,313 6,046,714 77,599 311,077
403 SOLID WASTE UTILITY 1,257,755 32,976,046 33,819,672 (843,626) 414,129
r 4X4 MUNICIPALGOLF 111,691 5,468,176 4,919,530 548,646 660,337
4X5 WATER 11,030,050 32,581,005 34,632,044 (2,051,039) 8,979,011
4X6 WASTEWATER 5,019,553 20,266,393 18,934,710 1,331,683 6,351,236
416 KING COUNTY METRO 2,611,562 33,277,444 33,277,444 - 2,611,562
4X7 SURFACE WATER 3,113,930 21,859,216 21,773,623 85,593 3,199,523
501 EQU I PMENT RENTAL 3,608,097 11,685,636 9,710,239 1,975,397 5,583,494
502 INSURANCE 11,757,156 8,332,848 7,104,171 1,228,677 12,985,833
503 INFORMATION TECHNOLOGY 843,690 9,333,502 9,354,203 (20,701) 822,989
504 FACILITIES 706,922 9,852,947 9,844,946 8,001 714,923
505 COMMUNICATIONS 327,742 2,020,170 2,018,168 2,002 329,744
512 HEALTHCARE INSURANCE 6,420,432 27,250,560 28,020,722 (770,162) 5,650,270
522 LEOFFI RETIREES HEALTHCARE 7,221,225 3,302,346 2,283,297 1,019,049 8,240,274
611 FIREMENS PENSION 4,907,478 936,000 410,950 525,050 5,432,528
All Other Funds 66,393,332 257,850,492 256,144,335 1,706,157 68,099,489
TOTAL ALL FUNDS $ 79,901,341 $ 487,518,458 $ 485,887,367 $ 1,631,091 $ 81,532,432
The 2015-16 Adopted Budget will result in a net increase in fund balance of$1.6 million citywide. The change is
a combination of capital project funding timing (all capital project related funds as well as enterprise funds),
accumulation of resources to meet future obligations (LEOFF 1 and Firemen's Pension), planned increase in
reserves for replacements (Equipment Rental Fund) and contingencies (Insurance Fund). The operating funds
are expected to remain relatively stable with revenues closely matched with planned expenditures.
..r
r.
Executive Summary-Long Range Plan 1-43
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
h
C ange in Fund Balance
Beginning Fund Balance ■Ending Fund Balance
Millions ,
$0 $4 $8 $12 $16
General Governmental $13.5
$13.4
ARTERIAL STREETS $0.0
a $0.0
LEASED CITY PROPERTIES $0.4
■ $0.6
SPECIAL HOTEL-MOTEL TAX $0.1
$0.2
ONE PERCENT FOR ART $0.1
1 $0.0
CABLE COMMUNICATIONS DEVELOPMENT $0.3
1 $0.3
SPRINGBROOK WETLANDS BANK $0.7
■ $0.7
COMMUNITY SERVICES IMPACT MITIGATION $1.1
M $1.3
FIRE IMPACT MITIGATION $0.8
■ $0.5
TRANSPORTATION IMPACT MITIGATION $0.7
$1.0
MUNICIPAL FACILITIES CIP $0.4
1 $0.1
CAPITAL IMPROVEMENT $1.4
$0.1
HOUSING OPPORTUNITY $1.0
Ml $1.0
NEW LIBRARY DEVELOPMENT $0.1
1 $0.1
AIRPORT $0.2
1 $0.3
SOLID WASTE UTILITY $1.3
1 $0.4
MUNICIPALGOLF $0.1
WATER $9.0 $ 1.0
WASTEWATER $5.0
$6.4
KING COUNTY METRO $2.6
$2.6
SURFACE WATER $3.1
$3.2
EQUIPMENT RENTALff$0.7
$36
$5.6
INSURANCE $11.8
$13.0
INFORMATION TECHNOLOGYFACILITIES
COMMUNICATIONS $0.3
■ $0.3
HEALTHCARE INSURANCE $6•
$5.7
LEOFF1 RETIREES HEALTHCARE $7.2
$8.2
FIREMENS PENSION $4.9
Executive Summary-Long Range Plan 1-44
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
General Fund Long Range Projection
Base Operating Expenditure Operating Revenue -*-Ending Fund Balance
$160.0
$140.0 ----------
$120.0
$100.0
$80.0
$60.0
$40.0
$20.0
$-
2012 2013 2014 2015 2016 2017 2018 2019 2020
$(20.0) ----
2414 `'2424;:.
Sales Tax Growth* 5.2% 4.3% 4.0% 4.4% 4.4% 4.0% 0.8% -2.6% 4.0%
Property Tax 3.4% -2.9% 6.6% 2.3% 2.6% 2.5% 2.5% 2.0% 2.0%
B&O/Business License 0.0% 0.0% 0.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
Overall Operating Revenue Growth 4.8% 2.1% 2.5% 4.3% 4.0% 3.2% 2.5% 0.7% 2.3%
r KeyExnenditureAssunwItions: 2412 2413 am 2M 241rs 2412 2415. 2M 2424
Wage Increase 2.5% 0.6% 2.1% 4.2% 2.0% 2.0% 2.0% 2.0% 2.0%
Contri buti on to Empl oyee Medi ca 1 6.7% -13.3% 32.7% 7.5% 8.8% 10.1% 10.0% 10.0% 10.0%
PERS(Pension)Contribution Rate 7.7% 9.2% 9.2% 12.5% 12.5% 12.5% 12.5% 12.5% 12.5%
er Overall Operating Expense Growth 4.9% 1.8% 4.9% 4.8% 3.8% 3.7% 3.3% 3.7% 3.8%
2012 2013 2014 2015 2016 2017 2018 2019 2020
Summary I$in Million) Actual Actual Projected ProjectedLProjeected Projected Projected Projected Projected
Beginning Fund Balance $ 10.8 $ 15.6 $ 17.5 $ 13.5 $ 13.4 $ 13.1 $ 11.8 $ 6.7
Operating Revenue $ 101.8 $ 103.9 $ 106.5 $ 111.1 $ 119.3 $ 122.2 $ 123.0 $ 125.8
Base Operating Expenditure (99.3) (101.1) (106.1) (111.2) (119.6) (123.5) (128.1) (132.9)
O ratin Su lus(Deflcit) $ 2.5 $ 2.8 $ 0.4 $ 0.1 $ (0.3) $ 1.3) $ 5.1) $ 7.1
1X Sources* $ 6.7 $ 1.6 $ 2.9 $ 1.8 $ 1.3 $ 0.7 $ 0.7 $ 0.7 $ 0.7
1X Uses (4.6) (2.6) (7.3) (1.8) (1.4) (0.7) (0.7) (0.7) (0.7)
Net Resources-Uses $ 4.5 $ 1.9 $ (3.9) $ (0.1) $ (0.0) $ (0.3) $ (1.3) $ (5.1) $ (7.1)
r Ending Fund Balance $ 15.6 $ 17.5 1 $ 13.5 $ 13.4 $ 13.4 1 $ 13.1 1 $ 11.8 $ 6.7 1 $ (0.4)
*2018 reduced growth and 2019 negative growth of overall sales tax revenue reflect the end of annexation sales tax credit statign September 2018.
The City's fiscal policy requires the city to prepare a long-term projection for General Governmental and other
funds as deemed necessary. The city prepares projections for tax-supported Governmental funds as well as
rate-supported utility funds. The purposes are similar: to ensure operations, as well as maintaining capital
assets, are sustainable with the taxes and utility rate revenues. These plans allow the City to proactively manage
and implement corrective measures over time to avoid sudden drastic changes in service levels or in
r.i revenue/tax policies.
In addition, the City's fiscal policy requires a balanced budget, with operating costs covered by operating
revenues. While the policy does not require a balanced budget in the projected period beyond the current
budget years,the intent is to adjust current operations to a sustainable level within the projection horizon.
Vol Executive Summary-Long Range Plan 1-45
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
Over 77% of General Fund Revenue is from taxes, and 31% from Property Tax alone. As indicated in the ke
p Y Y
revenue assumptions table above, we are projecting a healthy economy that will generate between 1.25% to
1.5% of new construction value per year to be added to the property tax roll over the next four years, and a i
strong sales tax growth rate of over 4%a year. Key expenditure growth drivers are wages, employee healthcare
costs, and state pension costs. The assumption is wage will grow by the rate of inflation, and employee
healthcare cost to grow by historical average, and state pension contribution will stabilize at 12.5%. These ,
underlying assumptions cannot bring the overall revenue growth to match the projected expenditure growth.
This is the structural deficit that local governments are faced with and an issue we have visited again and again,
but no permanent fix is in sight. We believe that unless the state legislature takes action to allow property tax
to grow by inflation and population growth, this issue will persist into the future.
To solve this problem locally, the adopted budget includes a new B&O tax, discussed more fully below in the
"B&O Tax/Business License Fee" section, starting 2016 which allows General Fund revenue to grow in 2016-17 at
a rate similar to the projected operating expenditures. A gap starts to reappear again and widen in 2018 and
2019 due to the expiration of the 10-year annexation sales tax credit for the Benson Hill annexation.
MAJOR
Property Tax(RCW 84.52)
Annexations and new construction has contributed to substantial growth in the City's property tax base in the
past decade, but has since been eroded by the Great Recession. The City's assessed value (AV) peaked in 2009
at $13.2 billion when the $2 billion (or 24%) value from Benson Hill annexation was added to our tax base. The
Great Recession eroded the tax base to $10.6 billion by 2013 or by 21% during this period. The valuation
improved by 8% in 2014, and the preliminary information form the King County Assessor's office indicates the
City's 2015 assessed value will improve again by 12%to$12.7 billion, or just 5% below the 2013 peak.
While the assessed value often increases or decreases by a large percentage from year to year, the City's
property tax revenues do not. This is due to the mechanism of how Washington State's property tax collection
is determined and the limitations placed on the amount can be raised by a governmental entity by the state law.
Two basic limitations are the limitation on the tax rate, and the limitation on the rate of growth in property tax
revenue.
1. The Tax Rate Limit:
The state constitution establishes the maximum regular property tax levy increase for all taxing districts
combined at 1%, or $10 per $1000, of assessed value of the property. This limitation is further divided by
the RCW to the various taxing districts. For cities served by library and/or fire districts, the tax rate limit is
calculated by deducting the amount levied by the library district (up to $0.50 per thousand dollars AV) and
the Fire district (up to $1.50 per thousand dollars AV) from the $3.60 local portion of the levy. For cities that
have a fire pension fund, as does Renton, an additional $0.225 may be levied. Based on this calculation,
Renton's property tax rate is limited to$3.325 per$1,000 of assessed value.
2. The 1%growth limit in property tax revenue:
Before 2002, a taxing district could increase the property tax levy amount annually by 6% of the amount
levied in the previous year, up to the applicable tax rate limit discussed above. This growth limit was
established in 1973 as the legislature responded to people's concerns that property taxes were rising too
fast due to the real estate boom occurring at that time.
Executive Summary-Long Range Plan 1-46
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or
inflation. Property tax growth resulting from new construction, changes in value of state-assessed utility
property, and newly annexed property are exempt from this limit and may be added to the base tax levy.
This growth limit can be "lifted" by voters with a simple majority approval, and the amount can be added to
the levy base permanently for future years if the intent is clearly stated in the ballot measure.
Distribution of Property Tax
Most properties in Renton pay $14.25 per $1000 AV in
2014, of which 22% goes to city services. The
remaining 78% goes to the Renton School District o $ o
0 Lr
(38%), King County (12%) for regional services, the o un N a "o
Ln
State School fund (17%), King County Library System o r4 m 8
Y +° o
(4%), Valley Medical (4%), Port of Seattle (1%), and YQJ Ln
Emergency Medical Services (2%). The City's portion
of property tax is $741 in 2014 on an average home.
Past and Projected Property Tax Revenue
Assessed
Past and Projected Property Tax
Value Property Tax % $50
Year (millions) %change Revenue change
2011 Actual $ 11,480 -1.6% 5 32,357,894 11.4% $40
2012 Actual $ 10,815 -5.8% S 33 480,858 3.5% °$30
2013 Actual $ 10,558 1 -2.4°0 S 32.485.690 -3.0% E
2014 Pro. $ 11,332 7.3% S 34,640,495 6.6% $20
2015 Budget $ 12,692 12.0% 5 35,440,000 2.3%
2016 Budget $ 13,326 5.0°0 S 36,353,314 2.6% $10
2017 Proi. $ 13,859 3.0% S 37,262,147 2.5%
2018 Proi. $ 14,275 3.0% S 38,193,701 2.5% $0
2019 Proi. $ 14,704 3.0°0 38 957 575 2.0°0 °G 01 11 09 10 a 12 13 14 15 16 v 18 19 20
Actual Proj. Raj. Proj. Proj, Prcj. Praj. Proj.
2020 Proj. $ 15,145 3.0% 1 $ 39,736,726 2.0%
Sales Tax(RCW 82.14)
Sales tax is the second largest taxing source for
Renton representing 24% of General Fund Sales Tax Distribution
revenue. Renton's economy generates
approximately $240 million in sales taxes, but State
similar to property tax, the City only receives
approximately 10% of the sales tax revenue
generated within Renton. The remaining 90%
goes to other government entities and to
nJ, Sound City
support public transit and public facility agencies. Cr Justic,ir
0'
1% 1'
In addition to the local sales tax, the City also
receives a distribution of a voter-approved KC General
611111lbso.-
criminal justice sales tax and a 0.1% annexation
sales tax for the annexation of the Benson Hill area in 2008.
Criminal Justice Sales Tax (RCW 82.14.340) This is a 0.1% voter-approved optional sales tax in King County,
collected countywide and distributed based on population. Because it employs a more diverse tax base and
different distribution formula than regular sales taxes, this source is typically more stable and is projected to
grow by the inflationary growth plus population growth.
Executive Summary-Long Range Plan 1-47
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
Annexation Sales Tax Credit $ss Past and Projected Sales Tax
This is a tool the State uses to encourage cities to •Criminal Justice ■Annexation Credit
annex currently unincorporated urban areas. The $225 •Base Sales Tax
tax is credited toward the State's portion of sales $ 0
tax, so there is no net impact on taxpayers. The z
credit will last 10 years and is intended to help cities $15
who annex large urban areas to pay for service $10
06 °' 08 09 10 11 12 13 Proj.
15 16 Proj.
Proj.
10 20
costs that exceeded revenue generated in the area.
Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
Renton receives the sales tax credit for the Benson
Hill Annexation that took effect in March 2008. Base sales Annexation Criminal %
Year Tax Credit Justice Total change
The effective date of any new annexation credit IS 2011 Actual 17,729,731 2,033,954 1,809,757 21,573,442 3.5%
2012 Actual 18,564,670 2,208,492 1,924,470 22,697,632 5.2%
July 1 (beginning of the State fiscal year), with the 2013 Actual 20,416,372 2,418,789 2,091,174 24,926,335 9.8%
first distribution reaching the city in September (a 2014 Pro. 21,285,392 2,433,576 2,195,713 1 25,914,681 4.0%
two-month lag). Therefore, the amount Renton 2015 Budge 22,239,731 2,519,968 2,305,519 27,065,218 4.4%
received in 2008 for Benson Hill represented 2016 Budge 23,239,421 2,608,167 2,420,795 28,268,353 4.4%
2017 Proj. 24,168,998 2,712,494 2,517,627 29,399,118 4.0%
receipts over a four-month period. 2018 will be the 2018 Proj. 25,135,758 1,880,662 2,618,332 29,634,752 0.8%
final year for this tax credit, with the final 2019 Proj. 26,141,188 1 - 2,723,065 28,864,253 -2.6%
distribution in August. 2020 Proj. 27,186,836 2,831,988 1 30,015,823 4.0%
Composition and Projected Growth
The current year composition of the City's sales tax is relatively Mi2014 sales Tax Comaosition Manur.
Misc.
diverse with General Retail representing the largest portion at 3% 10%
31%, followed by Service Industry at 22%, Automotive at 19%,
Construction at 10%, Manufacturing at 10%, and Wholesale and
Miscellaneous at 5% an 3%, respectively. This is relatively Services
consistent with historical average with the exception of 22%
manufacturing and contracting sectors.
Wholesale Contracting
5% 10%
The change in manufacturing sector is due to the use tax reporting
change of one local company to directly report use tax instead of Average
the normal vendor collection and remission of sales taxes. This Sector 2006-2013 2014 Difference
change has the effect of reclassifying activities in various sectors Retail 31.9% 31.3% -0.6%
into the manufacturing sector. It also allows less visibility of Manuf. 5.3% 9.9% 4.6%
whether the underlining activities are one-time or on-going in Services 20.8% 21.6% 0.8%
Contracting14.9% 10.0% -4.9%
nature. Wholesale 5.6% 5.5% -0.2%
Auto 18.8% 19.0% 0.2%
The construction sector, after recovery in 2013 to 14% of the total Misc. 2.7% 2.8% 0.1%
sales tax revenue, dropped back to 10% of total sales tax in 2014. Total 100.0% 100.0% 0.0%
During the three worst years of the Great Recession, construction dropped from over 20% to 10%. The strong
showing in 2013 reflects a couple of very large commercial projects. We believe the direct reporting change in
the manufacturing sector has an impact on the performance of this sector but the 10% is still lower than
expected.
Like many other cities in the state, Renton's sales tax is one of the hardest hit revenue sources by the Great
Recession with an overall peak-to-through reduction of 18% and a revenue loss of $3.8 million, and finally six
years after the recession has ended we expect 2014 sales tax revenue to finally exceed its peak reached in 2008.
Executive Summary-Long Range Plan 1-48
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
The projection of future sales tax growth is based on inflation and population growth. The slower and negative
I" growth in 2018 and 2019 reflects the end of annexation sales tax credit.
Utility Taxes(RCW 82.16)
Cities and towns in Past and Projected Utility Taxes
Washington State are $20 ($Millions)
r
authorized to levy a
business and occupation $15
tax on public utility j
businesses based on ! S10
.r revenues they generate ", $5
within the city or town; this
is known as a utility tax. $0
1� 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20
The tax rate for electric, Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
phone, and gas utilities are
■Electric ■Natural Gas ■Brokered NG ■City Utilities ■Cell Phone ■Phone ■Cable TV NC Garbage
limited to 6% without voter
approval, with no limitation
on other public utilities. The City currently levies a 6% utility tax on phone (both landline and cellular services),
electric, natural gas, and cable services. City utilities (water, sewer, storm drainage, and solid waste), pay an
r inter-fund utility tax. The current tax rates are 6.8%for water, storm drainage, and garbage (both City operated
and franchise provider operated) services. The additional 0.8% was added during the 2013-14 budget to
generate additional revenue for general governmental capital projects.
Brokered City Non-City %
Year Electric Natural Gas NG Utilities Cable TV Phone Cell Phone Garbage Total Change
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%
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 Actual 5,155,789 1,550,900 263,660 3,964,989 1,481,779 917,021 2,050,312 397,596 15,782,047 -1.1%
2014 Estimate 5,286,242N1,550,900 300,000 4,003,680 1,529,365 952,500 1,922,056 370,000 15,914,743 0.8%2015 Projected 5,365,536 300,000 4,058,377 1,579,365 952,500 1,967,056 400,000 16,173,734 1.6%
2016 Projected 5,446,019 300,000 4,058,377 1,629,365 952,500 1,971,056 400,000 16,308,217 0.8%
2017 Projected 5,527,709 300,000 4,180,128 1,653,805 952,500 1,980,911 400,000 16,545,954 1.5%
M 2018 Projected 5,610,625 300,000 4,305,532 1,678,613 952,500 1,990,816 400,000 16,788,985 1.5%
2019 Projected 5,694,7841 300,000 4,434,6981 1,703,7921 952,5001 2,000,7701 400,000 1 17,037,444 1.5%
2020 Projected 1 5,780,2061 1,550,9001 300,000 4,567,7391 1,729,3491 952,5001 2,010,7741 400,000 1 17,291,468 1.5%
ow Natural gas is used mostly for heating purposes; therefore, the consumption and the resulting tax revenue are
very sensitive to winter weather conditions. The landline phone service has declined over the years but appears
to have stabilized over the past couple of years. The growth rate of wireless/cellular phone service slowed in
.. the past two years as well. The drop in the 2011 tax collection reflects the service providers removing data-only
service from the taxable base. The impact of "share everything" plans on utility tax is still to-be-determined.
IM Electricity, city utilities, and cable TV are projected to grow by population plus inflation.
B&O Tax and Per Employee Business License Fee
.. The City of Renton first implemented its per-employee based business license fee in 1998 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
No employee rate was adjusted in 2013 to create a 1) a base fee registration fee of $45; and 2) an increase from
$55 per FTE to $65 per FTE (FTE is defined as each 1,920 worker hours). The 2013 fee increase is has generated
approximately an additional $675k annually, which is dedicated to Capital Projects.
.r
am Executive Summary-Long Range Plan 1-49
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
B&O Tax
The adopted 2015-16 budget Business Total General Gen Gov Total
recommends the implementation Year License B&OTax Revenue %chane Fund Trans .CIP CIP Allocated
2011 Actual 2,110,264 - 2,110,264 1.4% 421,483 1,688,781 - 2,110,264
of a new Business and Occupation 2012 Actual 2,226,249 2,226,249 5.5% 443,436 1,782,813 2,226,249
(B&O) Tax that is based on gross 2013 Actual 2,900,785 2,900,785 30.3% 492,860 1,972,569 435,356 2,900,785
receipts of a business. The key 2014Proj. 2,897,097 - 2,897,097 -0.1% 492,275 1,969,101 435,721 2,897,097 ,
2015 Budget 2,982,000 2,982,000 2.9% 492,000 1,990,000 1 500,000 2,982,000
provisions of the B&O tax are: 2016 Budget 1,724,000 5,000,000 6,724,000 125.5% 3,288,000 2,000,000 1,436,000 6,724,000
2017 Pro'. 1,350,000 6,800,000 8,150,000 21.2% 5,695,320 2,020,000 434,680 8,150,000
2018 Pro'. 1,377,000 6,936,000 8,313,000 2.0% 5,806,750 2,040,200 466,050 8,313,000
• Businesses with $1.5 2019 Pro'. 1,405,000 7,075,000 8,480,000 2.0% 5,920,651 2,060,602 498,747 8,480,000
million or higher annual 2020 Pro;. 1,433,000 7,217,000 8,650,000 2.0% 6,037,013 2,081,208 531,779 8,650,000
gross receipts are required to pay B&O tax.
• The maximum amount subject to B&O tax is capped at $5 billion a year. This cap is automatically
adjusted annually by inflation.
• The tax rate will be 0.085% (maximum allowed is 0.2% and statewide average is 0.15%) for all business
activities other than retail, which has a rate of 0.05%; these rates cannot be adjusted by more than the
rate of inflation in any given year.
• Narrow the non-profit and government exemptions for both B&O tax and Business License fees.
• Provides a 3-year, new employer tax credit for new businesses with 50 or more employees in Renton.
• Businesses subject to B&O tax are exempt from paying the per employee business license fee
The tax is the only revenue option that City Council can take, which could generate the funds needed to
maintain general city services. It will provide $3.8 million additional revenue (net of business license fee loss) in
2016 and increase to around $6 million in 2018. Most of this amount will be needed for the General Fund
operations. Without this new funding source, the City will need to reduce around 30 positions from General
Fund operations in the current budget cycle as well as future budget cycles.
Real Estate Excise Tax(REET)
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 2011 Actual 2,074,059 -25.9%
given t0 secure the purchase) at a rate Of 2012 Actual 2,811,902 35.6%
1.28%. Local governments are also authorized to impose REET. All cities 2013 Actual 4,131,665 46.9%
and counties may levy a quarter percent tax (described as "the first quarter 2014 Prom. 4,000,000 -3.2%
percent of the real estate excise tax" or "REET 1"). Cities and counties 2015 Budget 4,000,000 0.0%
planning under the Growth Management Act (GMA) have the authority to 2016 Bud et 4,000,000 0.0%
2017 Pro'. 3,200,000 -20.0%
levy a second quarter percent tax ("REET 2"). The statute further specifies 2018 Pro'. 3,200,000 0.0%
that if a county is required to plan under GMA or if a city is located in such a 2019 Pro'. 3,200,000 0.0%
county, the tax may be levied by a vote of the legislative body. If, however, 2020 Proi. 3,200,000 0.0%
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 counties can use the receipts of REET 1 for all capital purposes. An
amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA
must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their
comprehensive plan. Capital projects are: "public works projects of a local government for planning, acquisition,
construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways;
sidewalks;street and road lighting systems, traffic signals, bridges, domestic water systems;storm and sanitary
sewer systems; parks, recreational facilities; law enforcement facilities,fire protection facilities; trails; libraries;
Executive Summary-Long Range Plan 1-50
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
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.
Another 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
Past and Projected REET Revenue
revenue losses due to the Great Recession. ($millions)
$6.0 --
Trend and Projection $5.0
The combined two quarter-percent of the REET are
expected to generate $4.1 million in 2014. The $4.0 -
projection for the upcoming biennium is in the same $3.0
range with $4 million per year. Currently the City $2.0
uses the first $2 million of REET revenue for debt
service payments with additional revenue budgeted $1.0
for the General Governmental CIP Fund (316). In $
06 07 08 09 SO 11 12 13 14 15 16 17 18 19 20
2015, $3 million will be used for debt service purpose I Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
with $1 million to be transferred to CIP.
Gambling Excise Tax(RCW 9.46.110&9.46.113)
Gambling Tax
The City levies gambling taxes as follows: $2.5 ■Card Room ■Pull Tab !Bin o
• 5% on net receipts for bingo and raffles $2.0
• 2%for amusement games -$1.5
• 5% on gross receipts for for-profit r
punchboards and pull-tabs 51.0
• 10%on gross receipts for card rooms $0.5
All rates are the maximum authorized by state $0.0
06 07 08 09 10 11 12 13 14 15 16 17 18 19 20
statute, except for the card rooms, which has a Actual Proj. Proj. Proj. Pro;. Pro, P,aj Proj.
maximum rate of 20%. The State Legislature began
allowing the operation of "enhanced card rooms" or mini-casinos on non- Gambling
tribal land on a pilot basis in 1997 and on a permanent basis in the spring of Year Tax %change
2000. This activity provided a significant revenue source for Renton, which 2011 Actual 1,875,482 -13.1%
generates about 80% of the City's gambling taxes. The remaining 20% are 2012Actua1 1,659,082 -11.5%
2013 Actual 1,319,585 -20.5%
made up of pulltabs and bingo. 2014 Proj. 1,600,000 21.3%
2015 Budget 1 1,600,000 0.0%
Revenues from these activities are required to be used primarily for the 2016 Budget 1 1,600,000 0.0%
purpose of gambling enforcement (RCW 9.46.113). Case law has clarified 2017 Proj. 1,600,000 0.0%
that "primarily" means "first be used" for gambling law enforcement 2018 Proj. 1,600,000 0.0%
2019 Proj. 1,600,000 0.0%
purposes to the extent necessary for that city. The remaining funds may be 2020 Proj. 1,600,000 1 0.0%
"` Executive Summary-Long Range Plan 1-51
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
used for any general government purpose. The City designates Gambling Tax revenue as a law enforcement
resource.
Gambling revenues remained relatively stable for many years until 2010 when two gambling establishments
went out of business. 2013 revenue took another hit as one of the remaining card rooms had financial problems
and went into bankruptcy protection in early 2014. A buyer has emerged to acquire the business and we expect
the revenue to meet the $1.6 million budget projection in 2014 and to remain at this level during the planning
period.
LICENSES AND PERMITS
Permit and Development Fees
The permit and development revenues are one of the most severely impacted revenues by the Great Recession.
The overall decline peak-to-trough is 54%. The bottom was reached in 2009 and we have since seen a gradual
recovery. The adopted budget also includes a small fee adjustment (average 6% over 2 years) for the 2015-16
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. Projection
beyond the adopted budget year anticipates a 15% correction in 2017 and then a 1% new construction increase
and 2%fee increases based on projected inflation threafter.
Past and Projected Development Fees Building& %
$6 Year Fire Permits Plan Review Total change
$5 ■Building&Fire Permits ■Plan Review 2011 Actual 2,100,058 813,135 2,913,193 9%
2012 Actual 2,355,781 1,201,718 3,557,500 22%
$4 2013 Actual 2,662,813 1,344,055 4,006,868 13%
o
$3 2014 Proj. 3,179,518 1,613,355 4,792,873 20%
2015 Budget 3,314,417 1,365,332 4,679,749 -2%
$2 2016 Budget 3,328,000 1,365,368 4,693,368 0%
$1 2017 Proj. 2,828,800 1,160,563 3,989,363 -15%
$0 2018 Proj. 2,913,664 1,195,380 4,109,044 3%
06 07 08 09 10 a 12 13 14 15 16 17 18 19 20 2019 Proj. 3,001,074 1,231,241 4,232,315 3%
Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj. 2020 Proj. 3,091,106 1,268,178 4,359,284 3%
Franchise Fees
Franchise fees are charges levied on private utility companies to recoup the Year Franchise %change
City's costs of their use of city streets and other public properties to place 2011 Actual 1,234,448 1.0%
utility infrastructure and costs of administering the franchise. The franchise 2012 Actual 1,262,188 2.2%
fees on electric, natural gas, and telephone utilities are limited by statute to 2013 Actual 1,312,727 4.0%
the actual administrative expenses incurred by the city directly related to 2014 Proj. 1,260,000 -4.0%
receivingand approving 2015 Budget 1,260,000 0.0%
pp g permits, licenses, or franchisees. Cable TV 2016 Budget 1 1,260,000 0.0%
franchise fees are governed by the Federal Cable Communications Policy Act 2017 Proj. 1,272,600 1.0%
of 1994 and are negotiated with cable companies for an amount not to 2018 Proj. 1,285,326 1.0%
exceed 5% of gross revenues, which is the primary source of the City's 2019 Proj. 1,298,179 1.0%
franchise fee revenue. The increase in 2010 collections is primarily due to a 12020 Proj. 1,311,161 1.0%
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, governmental grants and miscellaneous transfers,
and inter-governmental service contracts such as the Fire and Emergency Services contracts with Fire Districts
Executive Summary-Long Range Plan 1-52
am CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
25 (since 1996) and 40 (since 2008). The following information is primarily intergovernmental revenues in the
aw City's operating funds. There are also substantial grant revenues in the capital project funds, particularly for
transportation improvement projects.
am The state-shared revenues are from taxes and fees collected by the state and disbursed to municipalities based
on population or other criteria. In the past, the primary sources of these state-shared revenues are fuel tax (tax
on gasoline consumption), liquor sales profit, and excise tax. This resource once provided 14% of the City's
IM operational funds, but has decreased to less than 7%, mainly due to the elimination of the Motor Vehicle Excise
Tax (MVET) and the $30 limits on vehicle license fees. The remaining intergovernmental revenues also saw
reduction over the past biennium: liquor tax (no distribution in fiscal 2013 and 50% in 2014, 50% assumed for
■n 2015-16 biennium), liquor profit (capped by the state to amount received in 2013), criminal justice distributions
were reduced by 3%, and fuel tax is the only area remaining untouched.
fm The amount of grant revenue 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.
State Shared Grants& Past and Projected Intergovernmental Revenue
Year Revenue Misc. Contracts $12
r 2011 Actual 2,685,794 2,322,453 5,839,744 $10
2012 Actual 2,900,732 1,692,453 5,874,568 N
2013 Actual 2,610,715 1,253,259 5,726,895 C
2014 Proj. 2,717,933 1,995,391 5,574,526 $6
2015 Budget 2,472,000 1,380,110 5,800,000 2 $4
2016 Budget 2,472,000 888,796 5,800,000 $2
2017 Proj. 2,496,330 888,805 6,003,000 $0
�r 2018 Proj. 2,521,025 888,805 6,213,105 06 07 08 09 10 a 12 13 14 15 16 v 18 19 20
2019 Proj. 2,546,090 888,805 6,430,564 Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
2020 Proj. 2,571,532 888,805 6,655,633 ■Contracts ■State Shared Revenue —■Grants&Misc.
--
Charge for Services
g Past and Projected Service Fees
he charge for services is revenue generated $8
from services provided to the general publicy
■Interfund Services ■Parks and Rec ■P IicS t
(including recreation fees, facility rental fees), $6
certain public safety services, as well as
services provided internally between City i $4
departments (Interfund Services) that are not
operated through Internal Service Fund $2
structure. This source is projected to generate
around $6 million each year. 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20
Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
Parks and Recreation Fees
Overall, recreation fees are generated from recreation classes, athletic programs, leagues and field rentals,
senior activity center, community center, and aquatic center fees and rentals. The revenue is projected at $2.3
million, consistent with anticipated 2012 actual. In 2012 the City adopted a set of cost recovery guidelines that
will require full cost recovery for certain programs and allow partial cost recovery primary to certain customer
groups such as seniors and developmentally challenged populations. This change reduced the recreation fee
aw revenue in 2013 which was offset by a larger reduction in program costs.
s
Executive Summary-Long Range Plan 1-53
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
Public Safety Services Public Parks and Interfund % t
Public Safety services revenue includes private security, Year Safety Rec Services change
electronic home detention, passport processing, court cost 2011 Actual 712,160 2,238,374 3,070,506 -0.2%
recovery and miscellaneous services. 2012 Actual 698,996 2,316,593 3,311,715 5.1%
2013 Actual 739,321 2,229,111 3,464,913 1.7%
Inter-Fund Services 2014 Proj. 814,313 2,259,199 3,311,705 -0.7%
2015 Budget 916,450 2,290,832 3,147,416 -0.5%
In addition to activities accounted in the Internal Service 2016 Budget 1,033,765 2,323,209 3,336,420 5.3%
Funds that are fully allocated to all operating departments, 2017 Proj. 1,049,271 2,323,209 3,338,550 0.3%
the City also has two types of inter-fund transactions that 2018 Proj. 1,065,011 2,323,209 3,340,682 0.3%
are intended to reimburse service cost incurred by one 12019 Proj. 1,080,9861 2,323,209 3,342,815 1 0.3%
fund while services are consumed by another. 2020 Proj. 1,097,200 1 2,323,209 3,344,950 1 0.39/.
1) Indirect Cost: All enterprise funds are required to reimburse the General Fund for overhead costs such
as accounting, human resources, records management, legal, and administrative expenses; and
2) Soft Capital Transfer: This is for staff time spent on capital projects for design, engineering, inspection,
project management and sometimes small project construction.
The indirect cost is determined through a cost allocation model using transaction volume, number of full-time
employees, and size of budget as determining factors. The "soft-capital" transfers are based on actual labor and
material costs incurred.
The overall Charge for Service revenue is around $6 million each year, with minor fluctuation from year to year.
The budget projection primarily to recognize reduction in soft capital transfers based on the amount of capital j
projects and to recognize recreation fee increase based on adopted fee adjustments.
Fines and Forfeits
Fines and forfeits account for civil and criminal Past and Projected Fines and Forfeits
penalties as authorized by the state and $4
adopted by the City code and collected $3
through the Renton Municipal Court.
2$2
The City implemented the Photo-Enforcement $1
system at high collision intersections and at
school zones during the fall of 2008, and 2009 $0 06 07 08 09 10 11 12 13 14 is 16 v 18 19 20
revenue reflects the first full year's operation Actual Proj. Proj. Proj. Proj. Proj. Proj. Proj.
of the system. The revenue declined steadily
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%. We saw
further decline in photo enforcement activity in 2013 and 2014 which Is primarily due to the temporary
suspension of enforcement in one major intersection due to road construction and the removal of one school
zone camera. The projections for 2015-16 and beyond are based on the activity from the restoration of the one I
major intersection after construction, as well as adding one new intersection and four new school zone cameras
starting the fall of 2014.
Executive Summary-Long Range Plan 1-54
CITY OF RENTON 2015-2016 BIENNIAL BUDGET OVERVIEW
re
Miscellaneous Revenues
Miscellaneous revenues include interest income, cellular tower site rentals, donations, sales of documents, etc.
.r The majority of the revenue is investment interest income. With the economy starting to recover and the
unemployment rate beginning to decrease again, we expected to see improvement in the return on City funds
by now. But, geopolitical events continue to keep the Treasury note yielding near the historical low. The
r increase in the miscellaneous income during 2014 and the projection horizon is primarily due to the 1% per
annum interest payment from Surface Water Utility to General Fund for the $52 million infrastructure acquired
by the General Fund prior to the formation of the utility, and is now used by the utility. Otherwise minimum
+ir
change in this area is expected.
Past and Projected Miscellaneous Year Miscellaneous %change
$2.00 2011 Actual 605,361 11.6%
2012 Actual 808,494 33.6%
$1.50 2013 Actual 893,486 10.5%
$1.00 2014 Proj. 1,237,100 38.5%
2015 Budget 1,454,993 17.6%
s N $0.50 2016 Budget 1,454,993 0.0%
`m 2017 Proj.
1,454,993 0.0%
o $0.00 2018 Proj. 1,454,993 0.0%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Actual Actual Actual Proj. Budget Budget Proj. Proj. Proj. Proj. 2019 Pro'. 1,454,993 0.0%
2020 Proj. 1,454,993 0.0%
Enterprise •
UTILITY RATES
Water and Sewer Rates Allied
Waste
Monthly Utility Bill Comparasion (WM) a Management
The water, sewer, and surface water rates
fund all of the costs associated with $180 $166.92$160
providing these services as well as necessary $140 $131.00
capital improvements to these utility $120 $120.59
systems. Other sources including hookup $100
$100.29 $87.41 $104.37
fees, development charges, grants, etc., are $80 $7a.sz
*• also available but are limited, unpredictable, $60
and primarily related to capital programs. $40
Due to the increased costs to maintain the $20
.r. systems, regulatory requirements, and $0
Renton Kent Auburn Tukwila Redmond Seattle Bellevue
higher general operating costs, the City (WM) (A) (WM&A) (WM) (WM) (WM&A) (A)
continuously reviews these rates and make ■Water ■Sewer ■Storm ■solid Waste(32 G.can)
... adjustments as needed.
Rate Related Fiscal Policy
During the summer of 2010, the City Council adopted a set of fiscal policies to guide future rate setting for all
City utilities. These policies address minimum fund balances as well as financing of capital improvements in the
future. Specifically, the policy will rely on rates to finance preservation of existing systems and only use bonding
wr to finance system capacity improvements. This capital financing policy required a substantial rate increase in
2011 and 2012 to provide for consistent system replacement/reinvestment. The rate model was updated in
2014 showing no necessary rate increase for 2015-16 for all City utilities except for a 4% increase in surface
.. water rates each year. Modest rate increases beyond 2015-16 are projected and are in line with the utilities'
historical rate increases.
ow Executive Summary-Long Range Plan 1-55
OVERVIEW CITY OF RENTON 2015-2016 BIENNIAL BUDGET
In addition to the adopted City rate increases, King County Metro, which provides sewer treatment, is proposing
a 5.6% rate increase in 2015 and no increase in 2016.
Utility Revenue&Rate 2014 2017 2018
Increases 2011 2012 2013 Projected 2015 Budget 2016 Budget Projected Projected
Water Rate Revenue 12,547,624 14,786,421 12,547,624 15,612,040 15,768,160 15,768,160 16,083,523 16,405,194
Rate Increase 18.0% 16.0% 5.0% 5.0% 0.0% 0.0% 2.0% 2.0%
Sewer Rate Revenue 7,710,036 8,469,102 7,710,036 9,245,856 9,384,544 9,385,790 9,573,506 9,764,976
Rate Increase 42.0% 5.0% 5.0% 5.0% 0.0% 0.0% 2.0% 2.0%
Storm Revenue 6,797,076 7,860,977 6,797,076 8,476,316 8,903,522 8,992,557 9,352,259 9,726,350
Rate Increase 40.0% 11.0% 5.0% 5.0% 4.0% 4.0% 4.0% 4.0%
Garbage Revenue 14,890,453 14,998,294 14,890,453 16,012,279 16,172,402 16,212,402 16,860,898 17,535,334
Rate Increase 0.0% 0.0% 5.0% 5.0% 0.0% 0.0% 4.0% 4.0%
Maplewood Golf Course
The City's Maplewood Golf Course Fund was created - - -- -
by Ordinance 3884 in 1985. Maplewood Golf Course is 2014 Public Golf course 18-Hole Weekend Rates
owned and operated by the City. The golf course is
also a water utility resource as it is the location of City Kent
wells that provide drinking water to our community.
The use of this space as a golf course helps preserve Tukwila
the quality of the well water for future generations. Bellevue
i
The course is managed by the Community Services Auburn
Department and is operated as a separate enterprise Renton
fund of the City as a fully self-sustained operation. The
Golf Course refunded $1.85 million in revenue bonds $26 $28 $30 $32 $34 $36 $38 $40 $42
with an interfund loan from the City at the true - - --- -�i
interest cost of 2.24% in 2010. This interfund loan will $2.5 Past and Projected Total Golf Course
19 0,
be paid in full by 2015 and will free up around ■Green Fee 0vngRange ■O[herOperating
$ .o
$400,000 per year for capital programs. The capital $1.5
funds will be used primarily on a pay as you go basis for o $1.0
additional improvement to the Course.
$os
$o.o
The adopted budget will adjust Renton course rates by 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20
Actual Proj. Prod Proj. Proj. Proj. Proj. Proj.
$2 per round which will bring our green fee in line with - -- - -
other municipal courses in neighboring communities.
Overall, Renton's Maplewood Golf Course is on a solid financial foundation and is one of the very few municipal
golf courses that does not require financial subsidy from other City resources.
Executive Summary-Long Range Plan 1-56
Financial Management Policies
I. 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:
• Protect the assets of the City of Renton;
• Ensure the maintenance of open and accurate records of the City's financial activities;
• Provide a framework of operating standards and behavioral expectations;
• Ensure compliance with federal, state, and local legal and reporting requirements; and
• Provide a means for the City Council to update and monitor these policies with the assistance and
cooperation of the Mayor's office and the Finance and Information Services Administrator.
• These policies will be reviewed biennially during each budget cycle.
II. Lines of Authority
1. The Renton City Council has the authority to execute such policies as it deems to be in the best interest
r. 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
aw 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.
rr
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.
.. III. 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.
■w
W Executive Summary-Financial Management Policies 1-57
b. The funds are grouped into categories: General Fund, Special Revenue, Debt Service, Capital
Projects, Enterprise, Internal Service, and Fiduciary/Trust.
c. The City Council shall create and eliminate funds as appropriate by separate ordinance, or through
the budget ordinance.
d. Funds shall either be "external" or"internal" for financial reporting purposes.
i. Internal funds shall be separate sets of accounts for the purpose of enhancing internal
management control only. These funds shall reside within an external fund. For cash
management purposes, internal funds may rely on their related external fund without payment
of interest or violation of the City's cash management policies. (See Interfund Loan policy for
further clarification).
e. The City's financial accounting system shall assure that the status and transactions of each account
and their relationship to budget authority is clear.
4. Financial Reporting
a. The CAFR shall be timely and comprehensive and meet or exceed professional industry standards.
b. The City's budget documents shall provide for comparison with prior years.
c. Revenue and expenditure reports shall be prepared monthly and be available on the City's website.
d. A written analysis of the City's monthly report shall be prepared quarterly, coordinated with the
Chief Administrative Officer and Mayor, reviewed with the City Council, and available on the City's
website.
e. All budget amendments shall be included in the monthly report.
f. Any outstanding interfund loans shall be disclosed in the quarterly report.
5. Audit
a. The City shall commission an annual audit of its financial reports and related records to be
conducted by the Washington State Auditor's Office.
b. At the conclusion of the audit, the auditor shall be available to brief the City Council on the results.
c. The results of the audit shall be available to the public.
IV. Policy on Stabilization Funds
Sufficient fund balances and reserve levels are important in the long-term financial stability of the City.
1. The City shall maintain reserves required by law, ordinance and/or bond covenants.
a. General Government
i. The City shall maintain reserves in the General Government Funds 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 at least 8%of General Fund operating expenditures.
iii. In addition, the City shall maintain an "Anti-Recessionary Reserve" in an amount of at least 4%
of General Government budgeted operating expenditures. Expenditures utilizing the "Anti
Recessionary Reserve" require a two-thirds majority vote of the City Council and will be
replenished within three (3) years.
iv. In addition, the City shall accumulate reserves of$5,400,000 for the Annexation Sales Tax Credit
Expiration/Transition using year-end savings, until fully funded. Expenditures utilizing the
"Annexation Sales Tax Credit Expiration/Transition Reserve" require a two-thirds majority vote
of the City Council.
Executive Summary-Financial Management Policies 1-58
„. v. In addition, the City shall reserve $2,500,000 for the Economic Development Revolving Fund
using year-end savings until funded. Expenditures utilizing the "Economic Development
Revolving Fund Reserve” require a two-thirds majority vote of the City Council.
b. Debt Service
i. The City shall maintain one year payments in voted general obligation debt service funds and
revenue bonds.
ii. In addition, a one year payment reserve will be established for all councilmanic general
obligation bonds issued after 2013.
c. Enterprise Funds
i. Water, Wastewater, and Surface Water Utility Fund shall each maintain reserves of 12%of total
budgeted operating expenses or 30 to 45 days.
ii. King County Wastewater Treatment Fund shall maintain reserves of $380,000 (approximately
3%of total operating expenses).
iii. Solid Waste Fund shall maintain reserves of$400,000.
iv. Golf Fund shall maintain reserves of 25%of total budgeted operating expenses.
v. All other Enterprise Funds shall maintain reserves of 10%-20% of total budgeted operating
expenses .
d. Reserve balances of other funds shall be set through the budget process in an amount consistent
Ow 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.
a. The City shall establish a Public Safety Small Equipment Reserve as a sub-fund to the Equipment
.. Rental Fund. Beginning 2015, the City shall contribute $200,000 a year to accumulate reserves
specifically for Public Safety small equipment items.
V. Financial Planning
.r 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;
M 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,
�r Master Plans, etc.; and
vii. shall be prepared for the General Government and such other funds as the deemed necessary.
2. Budget development
1W a. The City shall prepare an biennial budget that is consistent with:
L state law;
ii. the long-term financial planning model;
ow iii. these policies; and
iv. industry best practices.
1W
JW Executive Summary-Financial Management Policies 1-59
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 Administrative Services 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. Priority shall be given to expenditures that will improve productivity.
5. Capital Improvements
a. A comprehensive six-year plan for City capital investments shall be prepared biennially and adopted
by the City Council as part of the City budget.
Executive Summary-Financial Management Policies 1-60 `"
.e
+. 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).
VI. Policy on Fees and Charges
1. The City shall biennially review all fees for licenses, permits, fines, rates and other miscellaneous charges
NK 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.
VII.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.
"r" 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.
5. Each Utility should fund an amount of the cost equal to the annual "depreciation expense" of capital
assets less debt service principal payments.
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TIMI Executive Summary-Financial Management Policies 1-61
I
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.
1r
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.
VIII. Policy on Debt Issuance and Management
1. Long-term borrowing shall be confined to capital investments or similar projects with an extended life
when it is not practical to be financed from current revenues. The City shall not use long-term debt to
finance current operations.
2. Debt payments shall not extend beyond the estimated useful life of the project being financed. The City
shall keep the average maturity of general obligation bonds at or below fifteen years, unless special
circumstances arise warranting the need to extend the debt schedule.
3. The City shall work to maintain strong ratings on its debt including maintaining open communications
with bond rating agencies concerning its financial condition.
4. With Council approval, interim financing of capital projects may be secured from the debt financing
market place or from other funds through an interfund loan as appropriate in the circumstances.
5. The City may issue interfund loans when appropriate and consistent with a separately adopted City
Council policy on the subject.
6. When issuing debt, the City shall strive to use special assessment, revenue or other self-supporting
bonds in lieu of general obligation bonds.
7. Long-term general obligation debt shall be utilized when necessary to acquire land or capital assets
based upon a review of the ability of the City to meet future debt service requirements. The project to
1W
Executive Summary-Financial Management Policies 1-62 1W
r
r 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
r 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,
Administrative Services 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 Administrative Services 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 Administrative Services 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
" Administrative Services 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.
"w 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.
IX. Related Policies
1. Investment Policy
2. Contracting Policy(Purchasing Authority)
3. Interfund Loans
X. 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
Aw
Un Executive Summary-Financial Management Policies 1-63
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.
a. The Administrative Services Administrator shall maintain or cause to be maintained records of:
b. 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;
c. 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;
d. 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;
e. 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;
f. 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
g. 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.
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
ut
Executive Summary-Financial Management Policies 1-64
.. 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
,r. (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,
r and, if not, whether any "remedial action" permitted under section 141 of the Code may be taken by
the City as a means of enabling that use arrangement to be put into effect without adversely
affecting the tax-exempt status of the bonds that financed the property; and
�. 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
rr timely paid with Form 8038-T timely filed with the IRS, as described in 3c, d and a above; and
1r
No Executive Summary-Financial Management Policies 1-65
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.
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 1-66
City Funds and Fund Structure
r Key Report
000 General A E
001 Community Services A I (000)
r 003 Streets A I (000)
004 Community Development Block Grant A I (000)
005 Museum A I (000)
006 Library A I (000)
009 Farmers Market A I (000)
010 Fire and Emergency Services Memorial A I (000)
s 011 Fire and Emergency Services Health and Wellness A I (000)
031 Park Memorial (closed 2014) A I (000)
,e, Total General Government
SPECIAL REVENUE FUNDS:
102 Arterial Streets 1 (317)
108 Leased City Properties E
110 Special Hotel-Motel Tax E
118 Cum 2755 (Paths/Trails) (closed 2012) E
125 One Percent for Art E
127 Cable Communications Development E
135 Springbrook Wetlands Bank E
•• DEBT SERVICE FUNDS:
201 1997 LIM GO Bonds-City Hall A I (000)
215 Gen Govt Misc Debt Service A I (000)
CAPITAL PROJECT FUNDS(CIP):
303 Community Services Impact Mitigation 1 (316)
304 Fire Impact Mitigation E
305 Transportation Impact Mitigation 1 (317)
r. 316 Municipal Facilities CIP E
317 Transportation CIP E
*6a 318 South Lake Washington Infrastructure Project CIP E
326 Housing Opportunity/Economic Development CIP 1 (316)
336 New Library Development 1 (316)
A. General Government Funds share general revenues. Therefore,no interest shall be charged for loans between funds.
E. External Fund for Reporting Purposes I. Internal Fund for Management Purposes
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Executive Summary-Financial Management Policies 1-67
j
Cit Funds and Fund Structure continued
Y (continued)
ENTERPRISE FUNDS: Key External Internal
Reporting Reporting
402 Airport Operations E
403 Solid Waste Utility E
404 Municipal Golf Course System E
405 Water Operations B E t
406 Wastewater Operations B 1 (405)
407 Surface Water Operations B 1 (405)
416 King County Metro B 1 (405) (406)
422 Airport Capital Investment 1 (402)
424 Municipal Golf Course System CIP 1 (404)
425 Water CIP B 1 (405)
426 Wastewater CIP B 1 (405) (406)
427 Surface Water CIP B 1 (405) (407)
471 Waterworks Rate Stabilization B 1 (405)
INTERNAL SERVICE FUNDS:
501 Equipment Rental E
502 Insurance E
503 Information Technology 1 (501)
504 Facilities 1 (501)
505 Communications 1 (501)
512 Healthcare Insurance 1 (502)
522 Leoffl Retirees Healthcare 1 (502)
FIDUCIARY FUNDS:
611 Firemen's Pension E
B. Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for management and reporting purposes.
E. External Fund for Reporting Purposes
I. Internal Fund for Management Purposes
Executive Summary-Financial Management Policies 1-68
2 RENTON RESULTS
Budget Framework 2-1
Renton Results Overview 2-5
Key Performance Indicators Summary 2-8
2010-2016 Resource Allocation by City Service Area 2-9
Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2-10
Representative Government- Key Performance Indicators, Program Budgets and Performance 2-16
Measures
Livable Community- Key Performance Indicators, Program Budgets and Performance Measures 2-21
Mobility- Key Performance Indicators, Program Budgets and Performance Measures 2-27
Utilities and Environment - Key Performance Indicators, Program Budgets and Performance 2-30
Measures
Internal Services- Key Performance Indicators, Program Budgets and Performance Measures 2-36
Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2-43
"` Reconciliation to Total Budget 2-51
t
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L ommuni:j Environmen
Introduction
Renton Results is the City of Renton's budget framework and our performance management initiative
originated in 2007. Our intent is 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 transparency and accountability to the community.
Mission
The mission of Renton Results is to measurably improve the overall quality of life in Renton through
continually improving our delivery of city services, programs and amenities in a way that can be
documented and reported to our tax payers.
Who is involved in Renton Results?
Everyone! Within the ranks of the City, all levels of staff are involved in identifying and/or tracking
performance measurements. To assure an awareness of this connection for all staff — as well as the
larger connection to the City Council and Goals - Renton Results Program Measures are integrated into
our performance management system. Additionally, we are working to expand our process
improvement program city-wide based upon our Renton Results data. Within this effort (our first was to
review our budget process!) all staff input is valued equally and improvements are developed and
implemented as a team.
In addition to City staff, the Mayor also involves community members. In 2014 the Mayor reconvened
the Budget Advisory Committee (BAC) for the third time. The BAC consists of a broad spectrum of
community leaders who give their time to learn about what the City has been doing and new challenges
Renton Results-Budget Framework 2-1
on the horizon and in turn provide their suggestions and guidance to help to shape the City's service
priorities and budget decisions that will build a sustainable operation beyond the current biennium.
The goals of the 2015-16 BAC were to consider and provide feedback on the following questions:
1. Is the city striking the right balance between cost containment/efficiency efforts and
providing quality services?
Consensus of the BAC = Yes. The committee felt that "...growth in the City has been more
positive than negative and services remain consistently a good value for tax dollars."
2. Are we missing important trends or opportunities?
The BAC suggested that the City encourage more diverse housing stock (both affordable and
higher-end housing) in order to attract population growth that will represent the full economic
spectrum in Renton; continue to work to attract higher paying jobs; explore ways to get other
jurisdictions to pay their fair share of the services that we provide (for example, 1-405
emergency response); continue to address the needs of annexed populations; and continue
leveraging partnerships in every way possible.
3. Are we heading in the right direction.
Consensus of the BAC consensus = Yes. The committee commented that the City has been
managing its resources very well but encouraged us to continue assessing the needs and adapt
city priorities with changing demographics and new populations; to direct new revenue
generation toward general purposes and take full advantage of existing revenue sources; and to
pursue new revenue sources that will sustainably support city services.
City Goals
The City Council adopts a six year strategic plan to focus City efforts in the direction of the City's mission
statement: To be the center of opportunity in the Puget Sound Region where families and businesses
thrive. Within this Plan the Executive Office and Administration of the City have identified five main
goals and key initiatives in support of the following goals:
• Provide a safe, healthy and vibrant community
• Promote economic vitality and strategic positioning of Renton for the future
• Support planned growth and influence decisions that impact the City
• Build an inclusive city with opportunities for all
• To meet service demands and provide high quality customer service
Renton Results-Budget Framework 2-2
City Service Area's
The City's budget, through the Renton Results framework, is the mechanism in place to assure the work
of the City is in line with City's Mission, Goals and priorities.
Because City departments perform a wide variety of work, often partnering with other departments, the
true cost of these services can be difficult to identify in a traditionally presented budget—by fund
and/or department. Partnerships and cross-departmental work cannot be easily identified when
presented separately therefore this requires citizens to piece together the overall cost. To solve this
problem, we prepare our budget in a manner that allows us to present the full cost of the services
provided within each of our six service areas:
Safety and Health: Six of our departments operate twenty nine programs in support of this City
Service Area. It makes up about 31%of the operating budget and employs more nearly 340
people to perform the work of the programs.
Representative Government:Six of our departments operate fifteen programs in support of this
City Service Area. It makes up about 3% of our operating budget and employs nearly 40 people
to perform the work of the programs.
Livable Community: Three of our departments operate twenty programs in support of this City
Service Area. It makes up about 7%of our operating budget and employs over 63 people
(excluding seasonal)to perform the work of the programs.
Mobility: A single department operates thirteen programs in support of this City Service Area. It
makes up about 6%of our operating budget and employs nearly 65 people (excluding seasonal)
to perform the work of the programs.
Utilities& Environment: Four of our departments operate twenty four programs in support of
this City Service Area. It makes up about 30%of our operating budget and employ over 103
people to perform the work of the programs.
Internal Support: Seven of our departments operate twenty two programs in support of this
City Service Area. It makes up about 6%* of our operating budget and employ over 73 people to
perform the work of the programs. *excluding debt,separation benefits and retiree medical
How much do these services cost in total?
2015 Adopted 2016 Adopted
City Se ry ice Area FTE's Operating Capital/Debt IFTE's Operating Capital/Debt
Safety&Health 339.83 63,958,607 340,000 340.83 66,811,562 340,000
Representative Government! 39.70 6,592,342 - 39.70 6,808,914
Livable Community 63.63 15,500,691 2,486,000 63.63 15,982,505 4,230,000
Mobility 55.65 11,963,084 15,750,630 55.65 12,377,415 9,588,812
Utilities&Environment 103.41 62,011,753 14,940,000 103.41 63,096,920 13,410,000
Internal Support 82.561 38,929,4951 340,0001 82.56 39,050,5351 372,000
Transfers,Other - 9,431,0901 1,300,000 9,135,0121 1,140,000
Totals 684.78 208,387,062 0:0
,812
• .erating+Capital Costs 2015 243,543,692 2016 242,343,675
Renton Results-Budget Framework 2-3
How much do these services cost per person annually?
The chart below shows a comparison of the per capita operating costs at the 2015-16 adopted service
levels by City Service Area. The total adopted operating cost in 2015-16 is about$1,851 based on 2014's
population count of 97,130. Below compares this adopted level to the adopted level of$1,701 per
person in 2013-14. If we exclude the General Government Debt, retiree medical obligation and
separation benefits, the per capita internal support costs would be around $51 for 2015-16.
Operating Costs per Capita
Safety&Health 2015-16,$673
-14,$624
Livable CommunityC2013-14,$65
2015-16,$162
2013 14,$149
Representative 69
Government
Mobility2015-16,$160
-14,$111
Utilities&Environment 2015-16,$644
013-14,$622
Internal Support2015-16,$144
2013-14,$131
Resource Allocation by City Service Area versus traditional budget
Renton Results program expenses are presented by City Service Area as consolidated costs across
departments and funds. Within Renton Results, we have adjusted for transfers and inter-fund
transactions where double counting occurs in traditional "Fund" based budgeting. As a result, the dollar
amounts for Renton Results and the traditional budget are not the same. For example, the costs of the
City's internal service funds are shown under "Internal Support" category and are also included in the
direct service areas by those Departments that use these internal services. To compensate for this, we
are deducting the amount that has been accounted for in direct services at the bottom line level to show
the net operating and capital budget only in the Renton Results section. Below is a historical look at the
allocation by City Service Area since 2010 in staffing and dollars.
Operating Budgets
billow bae"
ear
s _.
300 =
NO i $40
1 W 520
dINS0 $a
2010 2011 2012 2019 2014 2013 2016 2010 2011 1011 2013 2614 201S 2016
■Safety&Health •Representative Govammam ■Sm"&Has" ■Rep,*,*Mzt�,e Govsmment
■Uvatta Community Y Mobilty ■uveWe Community
Y Utilities&Envirommmt 8 Internal Support Y Utilities&Environment u
Because the Budget by Department and Budget by Fund sections of this document include such
transfers and inter-fund transactions the last page of this section includes a full reconciliation to the
Total Budget.
Renton Results-Budget Framework 2-4
2015-2016 Renton Results Summary and Detail
Desired Results — Strategies — KPPs — Programs - Measures
ton R is As described earlier, the City Service Areas are broad in nature
and are supported by a number of City programs across multiple
City departments.
The following pages will provide summary and detailed
information for each of our City Service Areas. You will find a
complete list of programs, the adopted budget and
performance measurements with results where available.
Some of the terms you will see are defined below.
Desired Results
Each City Service Area is best defined by the associated "I want" statement or the desired Results.
• Safety and Health: 1 want a safe and healthy community
• Representative Government: 1 want a responsive and responsible government
• Livable Community: 1 want access to high quality facilities, services and public resources that
enrich the lives of everyone in the community
• Mobility: l want safe and efficient access to all desired destinations, now and in the future
• Utilities and Environment: I want to live, learn, work and play in a clean and green environment
with reliable, affordable utility service
• Internal Support: 1 want City departments to have the means to operate efficiently and
effectively in a safe and sustainable manner
.. Key Performance Indicators
Key Performance Indicators (KPI's) are a collection of key data points that may be used to inform us at a
City-Wide, high-level on how the City's programs are impacting the community. Some KPI's are directly
rr
collected from existing programs while others are collected from external sources such as the State of
Washington, FBI, etc. The City cannot directly control the results that are reported but strive to
„c positively influence the direction where possible in support of the City's Mission and Goals and those of
the Renton Results City Service Areas.
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wr
Renton Results-Renton Results Overview 2-5
Strategies
Strategies answer the question: "How does the City plan to work toward and achieve these desired
results. You will find these listed above each of the summary and performance measure sections of the
City Services.
This visual representation of the Safety and Health City Service Area, for example, illustrates the
relationship between the defined strategies and reaching the desired result. Programs within this
Service Area are aligned with these strategies.
These are the strategies
that will influence the
result(outcome) Timely responsiveness
-agement of a and"projection of
effort,"when the
community cannot
education
help itself
Encourage the
,I Recovery and
community to comply restoration of the
with local,state and community after a
:federal laws disaster
b 40
I want Renton to
safe and thy
community
This is the desired result of
the programs supporting
the Safety and Health City
Service Area
Programs
Programs are an organizational or work unit of a City department or division that provides a specific
service or product to citizens or other customers. Many employees are assigned and budgeted across
multiple programs and many of these programs work together to provide a product or service to the
citizens and other City customers. Not all work performed by the City is specifically identified as a
Program; however, all programs are budgeted based on services provided by the programs core mission
or purpose.
Program Measures
Program measures are tools put into place by the program staff and managers and reviewed by the
Administrators and Executive office in order assure alignment of efforts within the Departments. As
stated before, not all work processes are captured within Renton Results but rather Program Measures
are select points of data that represent the work performed in a way that can be a useful illustration of
effectiveness or impact when tracked and monitored.
Renton Results-Renton Results Overview 2-6
Targets
+• Program Targets are a guideline or goal for each Program Measure. We work hard to communicate that
targets are not to be used as a "hammer" but rather as a standard which staff can strive to achieve
within the framework of their resources. There are many factors that may influence the results for
Programs such as weather,the economy, staff turnover and demand.
Conclusion
Renton Results is the framework of our budget process that allows for transparent, informed and
thoughtful consideration in the allocation of our resources. It allows decision makers to see the cost of
services in a meaningful way and allows program prioritization and resources allocation to be based on
the priorities established by the City's Mission and Goals. In addition, the Renton Results effort seeks to
develop and support efforts that will enable the City to quickly identify and respond to opportunities for
improvement in processes and service delivery.
a.
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r
ar
r' Renton Results-Renton Results Overview 2-7
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
Safety and Health Service Area
Desired Result: I want a safe and he
Key Performance Indicators:
How con we measure the outcome of[try-Wide efforts? 2008 2009 2010 2011 2012 2013 2014
UCR Class 1*crimes per 1,000 population N/A 5 4 3 3 2.5 TBD
Property crimes per 1,000 population N/A 68 65 46 49 49 TBD
Percent of community who feel safe in their neighborhood.* 70% N/A N/A 86% N/A N/A next survey 2015
Response times for calls for Priority 1 emergency services(Polite) 2.90 2.74 2.99 3.27 3.07 3.81 4.64
Response time in non-disaster situations in current service area within 7%minutes(Fire&ESI 88% 89% 90% 90% 90% 90% 90%
Percentage of residents who report feeling prepared for a disaster.* 41% N/A N/A 69% N/A N/A nextsurvey2ols
Annual volunteer hours dedicated to the Emergency Management Program 3,836 2,037 4,755 5,458 3,372 3,051 1,866
Code compliance is achieved with voluntaryaction upon notification of violation new 2012 new2olz new in, new 2012 85 95 TBD
`JCR Class 1 Crimes include murder,mlau
ansghter,forcible rape,robbery,assault(simple
and aggravated),burglary,larceny,motor vehicle theft,and arson
Representative Government
Desi
How can wit measure the outcome of city-Wide efforts? V-2011
2009 2010 2011 2012 2013 2014
Residents rate overall service provided b the Cit is good or better* N/A N/A 58% N/A N/A next survev2015 i
Residents rate livabilityof Renton* N/A N/A 74% N/A N/A next survev2015
Businesses rate overall business climate has improved* N/A N/A 45% N/A N/A nex survevzols
Pro ress made on each of the major priorities of the annual) adopted State Legislative new 2011 new 2011 60% 75% N/A TBD
Resident's satisfaction with understandin the court infraction rocess. new 2012 new 2012 new 2012 74% 78% nexts ey2015
Satisfaction with access to court information related to infraction processing new 2012 new 2012 new 2012 87% 83% next survey 2015
Resident and Business rating of quality and accessibility of City Services* 55/ N/A N/A 50% N/A N/A next survey 2015
Resident and Business ratingof qualityand effectiveness of Cit Communications* 71% N/A N/A 42% N/A N/A next survey 2015
Annual number of volunteer hours engaged through CommunityServices 62,895 60,229 59,442 62,800 60,454 62 '29 TBD
Livable Community
Desired Result: I want access to high quality facilities,services and public resources that enrich the lives of everyone in the communi
How can we measure the outcome of City-Wide efforts? 2008 2009 2010 2011 2012 2013 2014
No single employment sector shall exceed 40%of the total number of-obs in the Cit 29% 30% 31% 28% 30% 31% TBD
Growth in property taxes due to new construction 5.31% 1.14% 0.59% 0.56% 1.06% 1.13% 1.29%
Number of recognized neighborhood programs NA NA 63 69 72 69 70 ,
Community satisfaction rating of arts,culture,parks,recreation and events 40% N/A N/A 63% N/A N/A neasurvev2015
Acres of Open Space 1,160 1,181 1,183 1,183 1,210 1,213 1,213
Developed Parks and Playgrounds areas 29 30 30 32 32 32 33
Mobility
Desired Results: 1 want safe and efficient access to all desired destinations,now and in the future
How can we measure the outcome o)City-Wide efforts? 2008 2009 2010 2011 2012 2013 2014
Satisfaction with connectivity to local and regional centers via Transit,sidewalks and trails* 32.5% N/A N/A 52% N/A N/A next survey 2015
Smooth and unbroken pavement with average condition rating of 70 or better for all N/A 66.3 70 70 70 72 73
Number of blocks =1,000 linear feet of new or replacement sidewalks new 2012 new 2012 new 2012 new 2012 8 9 TBD
Number of vehicle collisions 2,290 1,868 2,067 1,862 2,037 N/A N/A
Collisions resulting in in'u minor and major 1,020 951 1012 962 763 N/A N/A
Utilities and Environment
Desired Resu
How can we measure the outcome of City-Wide efforts? 2008 2009 2010 2011 2012 2013 2014
Percent of residents and businesses rate quality of their surroundings as good or 50% N/A N/A 56% N/A N/A ne tsurvey2015
Increase in tons of waste diverted to recycling 8% 79% 2% 28% 8% 87% 3%
Pounds of recycled waste per person 136.96 230.79 216.35 271.42 283.07 490.89 TBD
Reduction in Peak Water Usage -14% 16% -13% -3% -8% -1% TBD
Number of violations for all health-related and aesthetic drinking water regulations WA 0 0 0 0 0 0 0
Internal Support
Desired Result: I want City departments to have the means to operate efficiently and effectively ina safe and sustainable mean ,
How can we measure the outcome of City-Wide efforts? EA+/AA-
2009 2010 2011Je5s'
2013 2014
Percent of targeted employees who attend trainin s offered b Human Resources. new 2012 new 2012 new 2012 95% TBD
Percent of employees reporting that the have tools needed to provide services new 2011 new 2011 87% 85% N/A
Internal Services are less than fifteen percent of total expenditures budgeted 12.3% 14.7% 13.1% 8.0% 8.0%
Maintain or improve the City's S&P ratingof General Obligation and Revenue Bonds AA/AA- AA/AA+ AA/AA+ AA/AA+ AA+/AA+
Percent of repairs that are unscheduled repairs for Cit vehicles and motarized 6.00% 7.1O°/a 5.70% 7.80% TBD
Fleet reventive maintenance is 25%below rivate vendor. es es es yes yes
ITechnology systems have 95%uptime,data av ilability and accuracy. new 2012 new 2012 new 2012 new 2012 98% 99% 1 99%
Residential and Business Community Survey conducted every three-four years;next scheduled survey proposed in 2015
The following pages provide detailed information about each City Service Area and concludes with a reconciliation to the total budget
Renton Results-Key Performance Indicators Summary 2-8
2010 - 2016 City Service Area Resource Allocation
F';Fs Operating Budgets
800 $200
I I i i i 1
00
600 $150
500 $00
� 1
400 - o
$50
300
200
100 -- $0
0 2010 2011 2012 2013 2014 2015 2016
2010 2011 2012 2013 2014 2015 2016 ■Safety&Health ■Representative Government
■Safety&Health •Representative Government(Livable Community 8 Livable Community ul Mobility
M Mobility Y Utilities&Environment IN Internal Support Y Utilities&Environment ■Internal Support
Summary of FTE allocation by City Service Area 2010 2011 2012 2013 2014 2015 2016
Safety&Health 348.90 334.50 333.50 333.83 331.33 339.83 340.83
Representative Government 41.10 44.02 42.90 40.70 39.70 39.70 39.70
Livable Community 82.42 64.42 64.42 62.45 62.20 63.63 63.63
Mobility 58.65 58.65 58.65 58.65 58.65 55.65 55.65
Utilities&Environment 95.25 99.75 99.75 97.75 99.75 103.41 103.41
Internal Support 84.63 82.73 82.73 77.40 77.40 82.56 82.56
Total Operating Budgets(excluding transfers) 710.95 684.07 681.95 1 670.78 1 669.03 1 684.78 685.78
Summary of OPERATING Budgets by City Service Area 2010 2011 2012 1013 2014 2015 2016
Safety&Health $ 47,787,283 $ 56,652,301 $ 55,960,205 $ 58,260,436 $ 59,817,417 $ 63,958,607 $ 66,811,562
Representative Government 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852 $ 6,592,342 $ 6,808,914
Livable Community 12,566,282 13,679,103 14,128,391 14,036,553 14,198,901 $ 15,500,691 $ 15,982,505
Mobility 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306 $ 11,963,084 $ 12,377,415
Utilities&Environment 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599 $ 62,011,753 $ 63,096,920
Internal Support 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115 $ 4,340,814 $ 3,204,144
Total Operating Budgets(excluding transfers) 14. 229,984 149,939,985 150,889,564 159,860,707 162,298,190 1 $ 164,367,291 1$ 168,281,460
Summary of CAPITAL budgets by City Service Area 2010 2011 2012 2013 2014 2015 2016
Safety&Health $ - $ - $ $ - $ - $ 340,000 $ 90,000
Representative Government $ $ - $ - $ - $ - $ - $ 4,230,000
Livable Community $ 1,388,454 $ 14,714,000 $ 8,959,000 $ 2,672,725 $ 1,475,000 $ 2,486,000 $ -
Mobility $ 17,704,973 $ 14,451,023 $ 14,715,603 $ 35,597,803 $ 7,419,107 $ 15,750,630 $ 5,107,222
Utilities&Environment $ 8,045,000 $ 11,940,000 $ 11,980,000 $ 10,214,000 $ 17,681,000 $ 14,940,000 $ 20,490,839
Internal Support $ 455,000 $ 30,000 $ 307,000 $ 100,000 $ - $ 340,000 $ 965,000
Total Operating Budgets(excluding transfers) $ 27,593,417 $ 41,135,023 $ 35,961,603 $ 48,584,518 $ 26,575,107
$ 33,856,630 $ 30,883,061
Summary of Adopted Budgets by City Service Area 2010 2011 2012 2013 2014 2015 2016
Safety&Health $ 47,787,283 $ 56,652,301 $ 55,960,205 $ 58,260,436 $ 59,817,417 $ 64,298,607 $ 66,901,562
Representative Government $ 5,082,561 $ 6,211,543 $ 6,395,854 $ 6,071,863 $ 6,169,852 $ 6,592,342 $ 11,038,914
Livable Community $ 13,954,736 $ 28,393,103 $ 23,087,391 $ 16,709,278 $ 15,673,901 $ 17,986,691 $ 15,982,505
Mobility $ 25,516,637 $ 24,093,890 $ 24,648,757 $ 46,021,351 $ 18,064,413 $ 27,713,714 $ 17,484,637
Utilities&Environment $ 53,424,538 $ 64,370,123 $ 64,877,150 $ 68,544,585 $ 77,107,599 $ 76,951,753 $ 83,587,759
Internal Support $ 27,057,656 $ 11,354,048 $ 11,881,810 $ 12,837,722 $ 12,040,115 $ 4,680,814 $ 4,169,144
Total Operating Budgets(excluding transfers) 172,82$411 191,075,008 186,851,167 208,445,135 188,873,297 198,223,921 199,164,521
The pages that follow are provided to share information about the many programs that support each City Service Area. You will find their
purpose,their program performance measures and results. Also included are the resources allocated to each program through the budgeting
process. At the end of this section you will find a just-the-numbers summary of the revenue,expenditure and capital budgets listed by
r program for each City Service Area with a final reconciliation to our overall budget.
■r
Renton Results-2010-2016 Resource Allocation by 2-9
City Service Area
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received '
Safety and Health Service Area
Desired Result: I wan C #ft_CQ
Mmunity
Adopted 2015 2016
FTE's 339.83 340.83
Operating $ 63,958,607 $ 66,811,562
Percent of Operating Budget 31% 31% ,
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
Uniform Crime Records (UCR)Class 1* crimes per 1,000
4 3 3 2.5 TBD
population
Property crimes per 1,000 population 65 46 49 49 TBD
Percent of community who feel safe in their N/A 86% N/A N/A next survey '
neighborhood.* 2015
Response times for calls for Priority 1 emergency
2.99 3.27 3.07 3.81 4.64
services (Police)
Response time in non-disaster situations in current
90% 90% 90% 90% 90%
service area within 7% minutes(Fire&ES)
Percentage of residents who report feeling prepared for N/A 69% N/A N/A next survey '
a disaster.* 2015
Annual volunteer hours dedicated to the Emergency
4,755 5,458 3,919 3,441 1,866 '
Management Program
Code compliance is achieved with voluntary action upon
new 2012 new 2012 85 95 TBD
notification of violation
'UCR Class 1 Crimes include murder,manslaughter,forcible rape,robbery,assault(simple and aggravated),burglary,larceny,motor vehicle theft,and arson
*Residential and Business Community survey conducted every three-four years;next scheduled survey Adopted in 2015
General Information at a glance 2010 2011 2012 2013 2014
Number of Fire&Emergency.Response Personnel 152 161 161 156 155
Life Support Responses 10,071 9,895 10,577 10,586 TBD
All other Fire and Emergency Responses 2,974 2,857 3,090 3,262 TBD
Number of Police Personnel 167.40 151.40 151.40 150.90 148.40
Number of Calls for Police Service 75,371 67,428 67,906 67,207 TBD
Physical arrests 3,464 2,810 1,968 1,725 TBD
Parking violations 4,748 4,757 4,855 4,799 TBD
Traffic violations 13,829 8,805 7,943 8,388 TBD
Photo Enforcement Violations 21,157 21,301 22,036 15,733 1 TBD
FTE's Budgeted Annual Budgets
355 $70
350 348.9 _._.. __... ..._ -.... ... $60
345 -- - $50
340 _ o $40 - --
334.5 333.5 333.8 .-
335 -- 331.3 $30 -----
330 -.. _._ - - $20
--
10
325 ---- - _--- . $$0 -
320 - ------
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
;�r�•m.i,„�•-,r r- Id kiting Expenditures iCr�lr.�'r.nnmirtin�.
Resource Allocation 2010 1011 1012 2013 1014
Full Time Equivalent Employees(FTE's)budgeted 348.9 334.5 333.5 333.83 331.33
Operating Expenditures 47,787,283 56,652,301 55,960,205 58,260,436 59,817,417
Capital Expenditures 0 0 0 0 0
See the following pages for a listing of our programs in support of this City Service Area
Renton Results-Safety and Health-Key Performance Indicators, 2-10
Program Budgets and Performance Measures
Programs, Resources and Results
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
ton R is 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
dill Encourage the community to comply with local,state and federal laws
OIL City Service Area:Safety and Heat
Program&Performance Measures 2012 2013 20142015 2016
results results results target target
Patrol Operations
Uniformed,first responders to emergency and non-emergency calls for service. When available,uncommitted time is spent providing pro-active policing throughout the city to
reduce crime and the perception of crime. Responsible for enforcing laws,arresting offenders,resolving community problems,and improving the quality of life for the residents
,.. and visitors of Renton.
Average response time(in minutes)to Priority I calls. 3.07 3.81 4.64 less than 3.5 minutes
Average response time(in minutes)to Priority II calls. 7.32 6.50 7.64 less than 8 minutes
Average response time(in minutes)to Priority Ill calls. 10.48 8.81 10.87 less than 12 minutes
Average response time(in minutes)to Priority IV calls. 21.05 16.01 20.91 less than 21 minutes
Police Department resources budgeted to support Patrol Operations: FTEs: 64.0 64.0 63.0 63.0
• Dollars: $8,982,138 1 $9,191,931 1 $9,816,850 1 $10,183,906
Fire&EMS Rescue Services
Emergency medical,fire suppression,and rescue services for the City of Renton and adjoining King County Fire Districts#25 and#40.
Response time in a non-disaster situation in the current service area will be within 7'/:minutes 90% 90% 90% min.of 90 percent
After the arrival to afire,keeping the fire from spreading beyond the rooms or buildings already 100 99.99 92.4 greater than 99 percent
engaged.(all stations
Fire&Emergency Services Department resources budgeted to support EMS and Fire/Rescue Services: FTEs: 129.0 128.0 136.0 136.0
Dollars: $17,869,818 $18,192,338 1 $20,276,385 1 $21,191,761
Administrative Services,Police
Renton residents and businesses are served by this program by having the opportunity to receive training in a variety of forums,including but not limited to block watch,business
watch,crime free multi-housing,citizen's academy,national night out,and many types of personal safety classes. In addition,residents are served through the efforts of the
administrative services division by having competent,well-trained,well equipped police officers responding to their emergency requests for assistance.
Average number of training hours per non-commissioned employee 25 33 43 min.of 24 hours
Average number of training hours per commissioned employee 98 108 117 min.of 100 hours
Number of neighborhoods involved in community education through block/business watch participation 48 43 39 min.of 50 count
I Provide Electronic Home Detention(EHD)services to reduce jail costs.EHD referrals and revenue
increases,resulting in a cost savings to the inmate house budget. $1.3 million $1.2 million $1.8 million min.of 5600,000
12.0
Police Department resources budgeted to support Administrative Services: FTEs: 10.5 9.0 11.0
Dollars: $1,675,957 $1,569,696 $2,313,809 1 $2,515,012
Renton Results-Safety and Health-Key Performance Indicators, 2-11
Program Budgets and Performance Measures
ea:Sa ety and Health
City Service Ar ,
Program&Performance Measures 2012 2013 2014 2015 2016 ,
results results results target target
Patrol Services '
The division acts as a support service to patrol operations responding for collision reporting and investigating,clearing the roads and moving traffic safely through Renton.The
division works collaboratively with intra-departmental teams to coordinate a traffic plan to safely move hundreds of thousands of vehicles through the city on any given day.The
patrol services division emphasizes a traffic plan that focuses traffic safety through engineering,education and enforcement. ,
Percent of collision incidences resolved by Patrol Services during regular hours of service to reduce 84,49 55.42 76 min.of 80 percent
resources needed in Patrol Operations.
Average percent of traffic safety camera notices of violation are provided within fourteen days. 95.71666667 58.75 100 min.of 100 percent
'Police Department resources budgeted to support Patrol Services: FTEs: 14.0 14.0 14.0 14.0
Dollars: $2,503,671 $2,538,020 $2,622,607 $2,707,749
Investigations,Police 11.
The investigations division conducts follow-up investigations of crimes against persons(assault,homicide,missing persons,rape,robbery,sex offenders,domestic violence,and
runaways),property crimes(auto theft,fraud,forgery,burglary,theft,malicious mischief,identity theft,unlawful issuance of bank checks,and pawns.) Detectives conduct '
investigations and submit them to the prosecutor's office for charges. Once charges are filed they prepare the case for trial and assist the prosecutor's office.
Annual percent of successful resolution or clearance of assigned cases 82 84 TBD min.of 80 percent
FTEs: 20.0 20.0 20.0 E 20.0
Police Department resources budgeted to support Investigations:
Dollars: $2,639,554 $2,696,607 1 $2,840,279 1 $2,965,571
Special Operations
The Special Operations division of the Renton Police Department is the primary proactive arm of the department within three main components;crime analysis,the special
enforcement team(SET),and the directed enforcement team(DET). Two other officers are assigned to the special operations division. These officers are part of two different local
task forces. The first is the valley narcotics enforcement team(VNET),the second is a Homeland Security Gang Task Force
Number of arrests due to Special Operations'identification and investigation of repeat offenders and/or 87 80 58 min.of 50 count
trends of criminal activity.
FTEs: 22.0 22.0 22.0 22.0
Police Department resources budgeted to support Special Operations: '
Dollars: $3,115,313 $3,177,244 $3,446,817 1 $3,594,363
Staff Services
Staff services division maintains all police department records,assigns case report numbers to police officers for all written reports,receives all electronic reports from mobile data '
computers deployed with police officers on the street;checks/corrects errors then merges officer reports into police records management system. This division also receives
COPLOGIC online reports from victims referred by dispatch.
New Concealed Pistol Licenses will be completed within 30 days new 2015 new 2015 new 2015 min.cf 80 percent
Number of Cases processed by staff 13,566 14,118 14,721 number of cases '
Number of warrants processed by staff 2,544 2,356 2,357 number of warrants
Number of Citations processed by staff 13,924 16,867 14,550 number of citations
Number of Orders process by staff 1,671 1,441 1,432 number of orders
Number of Public Records Requests new 2015 new 2015 new 2015 number of requests
FTEs: 15.4 15.4 15.4 15.4
Police Department resources budgeted to support Staff Services:
Dollars: $1,403,208 $1,450,477 $1,668,902 1 $1,776,066
Police Administration,
Responsible for the overall leadership of the Renton police department. Administration establishes the goals and objectives for the Renton police department and sets response
protocols for emergencies,collaborates with other ValleyCom law enforcement agencies,and is the lead in communication with citizens.
Residents reportfeeling somewhat or very safe during the day in their neighborhood. next survey 2015 next survey 2015 next survey 2015 min.of 90 percent
Residents reportfeeling somewhat or very safe during the night in their neighborhood. next survey 2015 next survey 2015 next survey 2015 min.of 90 percent
Community reportfeeling somewhat or very safe during the day in the downtown area. next survey 2015 next survey 2015 next survey 2015 min.of 80 percent
Community reportfeeling somewhat or very safe during the night in the downtown area. next sun-ey2015 next survey 2015 nextsunn yz015 min.of 80 percent
FTEs: 4.0 4.0 4.0 4.0
Police Department resources budgeted to support Police Administration:
Dollars: $4,513,858 $4,552,469 $5,558,070 1 $5,786,301
Renton Results-Safety and Health-Key Performance Indicators, 2-12
Program Budgets and Performance Measures
City Service Area:Safety and Health
i Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
Auxiliary Services-Jail
Jailing services
Er'NJAFTEs: 0.00 0.00 0.0 0.0
ment resources budgeted to support Auxiliary Services-Jail:
Dollars: $5,583,718 $6,333,307 $4,200,000 $4,500,000
Administrative Services for F&ES
Administrative services for Fire&ES provides the executive leadership and support required to manage the department which provides an exceptional level of service to a larger
resident population within neighboring jurisdictions than any other city department.
Maintain a class 3 Washington state insurance rating for residents and businesses. Class 3 Class 3 Class 3 Min.of Class 3
Fire&Emergency Services Department resources budgeted to support Administrative Services for F&ES: FTEs: 9.0 9.0 9.0 1 9.0
Dollars: $3,034,378 $3,057,808 $3,519,038 1 $3,577,210
Community Risk Reduction
CRR fulfills the requirements of fire safety inspection,plans review,and fire cause investigation that are mandated by Washington State RCW's,WACs,Renton ordinances,NFPA
921,International Fire Code and International Code Council.
All plans reviewed and construction permits issued within 15 days if they are compliant with the NSA 10096 of z,o46 loo%of 1,o1s count
International Fire Code.
0
Fire&Emergency Services Department resources budgeted to support Community Risk Reduction: FTEs: 8.0 8.0 8. 8.0
Dollars: $1,010,362 $1,034,402 $1,149,439 $1,213,636
F&ES Health&Wellness Fund
Percent reduction of sick days and injuries through health and wellness activities. -0.09 32 -36 reduction of 3 percent
Fire&Emergency Services Department resources budgeted to support FUS Health&Wellness Fund: FTEs: 0.0 0.0 0.0 0.0
Dollars: $ 25,000 $ 25,000 $ 25,000 1 $ 25,000
Emergency Management
The activities of the program are driven both by mandates and by best practices in the emergency management profession.The primary activities of the program address the legal
requirements specified in the WAC and in the grant guidance and the result is development and coordination of emergency plans,design and deployment of required training and
exercises,maintenance of certain communication and warning capabilities,public education and relay of emergency information,emergency response through the activation of the
Emergency Operations Center,identification and analysis of local hazards,and hazmat response and notification.
The percentage of city-wide improvement plan targets that are completed on schedule after an exercise 100 100 100
or actual emergency.
Engage with and leverage public and private partnerships to maintain or increase volunteer hours 3,372 3,051 1,866 hours
dedicated to the Emergency Management Program.
Fire&Emergency Services Department resources budgeted to support Emergency Management: FTEs: 2.0 2.0 2.0 2.0
Dollars: $ 323,570 $ 331,623 $ 377,272 $ 392,868
Safety&Support Services ::1
Logistics support,health&safety coordination,and long range planning services for the entire Department. Logistics manages the inventory control process and internal delivery of
all equipment and materials to the stations and headquarters,as well as coordination of requests for facilities,equipment and apparatus repairs. Long range planning addresses the
global perspective of strategic planning and risk assessment.
Annual average percent of firefighters who meet King County requirements to be EMT's and Manual 82 91 TBD min.of 100 percent
Cardiac Defibrillator Operator's on schedule.
Annual average percent of firefighters who meet WAC training requirements on schedule. 82 91 TBD min.of 100 percent
Fire&Emergency Services Department resources budgeted to support Safety&Support Services: FTEs: 8 8 6.0 6.0
Dollars: $1,780,014 $1,801,648 $1,529,842 1 $1,570,437
tRenton Results-Safety and Health-Key Performance Indicators, 2-13
Program Budgets and Performance Measures
City Service Area:Safety and Health
2012 2013 2014 2015 2016
Program&Performance Measures
results results results target target
Building Permits&Inspection Program
This program provides plan review,building permits and field inspection services for all private and public development building projects within the City of Renton. Permits include
building,electrical,plumbing,heating,air conditioning,sprinklers,refrigeration,demolition and signs. Enforcement of the building codes ensures the safety of our residents in the
built environment.
Permit review for single family applications completed within 2 weeks. 75 40 TBD min.of 95 percent
Permit review for commercial applications within 4 weeks 100 100 TBD min.of 95 percent
Inspection requests receive response within 24 hours 98 97 TBD min.of 95 percent
Completed responses to a customer service questionnaire rate their overall experience as"Good"or N/A N/A TBD min.of 80 percent
better
Community&Economic Development Department resources budgeted to support Building Permits& FTE's: 12.5 12.5 13.0 1 13.0 '
Inspection Program: Dollars: $1,440,261 $1,472,285 $1,673,442 $1,767,594
Code Enforcement program '
The Code Enforcement program ensures compliance with the City's laws and regulations for land use,zoning,building,housing,and environmental health.The City places a high
priority on code compliance as a means of accomplishing adopted community goals,such as maintaining the quality of neighborhoods,avoiding nuisances,and protecting the
environment.
Code compliance is achieved within 3 weeks of date of initial request 88 84 TBD min.of 70 percent
Sites remain in compliance one year after Code Enforcement action. N/A 95 TBD min.of 95 percent
Code compliance is achieved through voluntary action upon notification of violation 85 95 TBD min.of 70 percent '
Community&Economic Development Department resources budgeted to support Code Enforcement FTEs: 3 3 3.0 3.0
program: Dollars:1 $ 328,729 1 $ 338,602 1 $ 397,253 $ 419,537
Business Licensing and Passports
The licensing of businesses allows the City to ensure new businesses are located in the appropriate land use zones and the revenues collected are a critical element of the City's
Transportation Improvement Program that facilitates traffic and pedestrian mobility in and around the city. Providing passport application processing is a convenience for the
citizens of Renton. It is the intent that the revenues generated will cover the cost of providing the service. W
Compliance audits performed by Business License staff will result in an increase in number of Full Time 298 0 TBD min.of 100 count
Equivalent(FTE)positions reported by businesses.
Business License renewals will be issued within one day of receipt of payment. 99 45 85 min.of 95 percent
FTEs: 1.1 1.1 1.1 1.1
Administrative Services Department resources budgeted to support Business Licensing and Passports:
Dollars: $ 94,478 $ 97,559 $ 108,061 1 $ 114,395
City Attorney Prosecution
State law and Court Rules require that attorneys handle the prosecution of all criminal offenses in the Municipal Court.Court Rules further define the prosecutor's role.There are
many time deadlines involved with when cases must be heard and paperwork must be sent to defendants or their attorneys.
Be prepared for hearings and trials in all cases new 2015 new 2015 new 2015 min.of 95 percent
Increase the scope and extent of electronic exchanges of information,including discovery,to the Defense new 2015 new 2015 new 2015 min.of 95 percent
Attorney.
Discovery provided to the Defense Attorney by prosecutors within 10 calendar days of a receipt of a
request for discovery and a request is sent out for needed materials from the police and involved agencies 97 100 TBD min.of 99 percent
or businesses.
Prepare complete and adequate discovery in all cases,as measured by motions granted by the courtfor new 2015 new 2015 new 2015min.0j 95 percent
inadequate discovery.
FTEs: 6 6 7.0 7.0
City Attorney Department resources budgeted to support City Attorney Prosecution:
Dollars: $ 622,055 $ 657,530 $ 873,909 $ 929,599
Renton Results-Safety and Health-Key Performance Indicators, 2-14
Program Budgets and Performance Measures
City Service Area:Safety and Health
Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
Probation
Defendants found guilty or given a deferred sentence have a responsibility to meet the conditions of their sentence or risk being found in violation of the Court Order. Many
defendants benefit from clarification and direction of a Probation Officer.When held accountable on a regular basis for an extended period of time,behavior can often be changed
in a positive manner to the benefit of the probationer and the community.This is a step toward reducing recidivism in our community and enhancing our sense of security and
protection.
Composite of results from survey of probationer's understanding of probation process reflected as
83 81 N/A in.of 80 percent
"Good"or better.
Court Services Department resources budgeted to support Probation: FTEs: 1 1 1.0 1.0
Dollars: $ 99,851 $ 103,093 $ 120,680 1 $ 126,987
Serving vulnerable/low income
This program provides information and referrals to connect people to service. This program allocates funds to agencies that help children be ready for school,provide for basic
needs or prevent homelessness,as well as addressing domestic violence and sexual assault. Additionally,this program provides health and safety related repairs to low income
homeowners.
Annual Percentage of agencies that received funding from the City of Renton that rate the application
andfunding process as good or better. 95 N/A TBD min.of 80 percent
Percentage of applicants that rate the application process as good or better.(Surveyed prior to decision) new 2015 new 2015 new 2015 min.of 80 percent
The percentage of Housing Repair clients that complete surveys whose experience is better or slightly 96 69 TBD min.cf 80 percent
better than expected.
Percentage of Housing Repair survey respondents who agree that their health or safety hazard was 100 98 TBD min.cf 80 percent
resolved by doing the repair or service.
Number of unduplicated households served new 2015 new 2015 new 2015 data only
r Number of housing repair services provided new 2015 new 2015 new 2015 data only
FTEs: 4.33 4.33 4.33 4.33
Community Services Department resources budgeted to support Serving vulnerable/low income:
Dollars: $1,124,503 $1,135,777 $1,440,952 $1,453,570
City Resources budgeted to support the Safety and Health City Service Area
Dollars:
ow
i
Renton Results-Safety and Health-Key Performance Indicators, 2-15
Program Budgets and Performance Measures
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
Representative Government
Desired Result: I want a responsive and respon '
Adopted 2015 2016 ,
FTE's 39.70 39.70
Operating $ 6,592,342 $ 6,808,914
Percent of Operating Budget 3% 3% ,
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
Residents rate overall service provided by the City is N/A 58% N/A N/A next survey '
good or better* 2015
Residents rate livability of Renton* N/A 74% N/A N/A nex survey
Businesses rate overall business climate has improved* N/A 45% N/A N/A next survey ,
2015
Progress made on each of the major priorities of the o o
new 2011 60% 75/o N/A TBD
annually adopted State Legislative Agenda
Resident's satisfaction with understanding the court new 2012 new 2012 74% 78% next survey
infraction process. 2015
Satisfaction with access to court information related to new 2012 new 2012 87% 83% next survey
infraction processing 2015
Resident and Business rating of quality and accessibility N/A 50% N/A N/A next survey
of City Services* 2015
Resident and Business rating of quality and effectiveness N/A 42% N/A N/A next survey
of City Communications* 2015
Annual number of volunteer hours engaged through
59,442 62,800 60,454 62,729 46,013
Community Services
*Residential and Business Community Survey conducted every three-four years;next scheduled survey Adopted in 2015
General Information at a glance 2010 2011 2012 1013 2014
Population 90,927 92,590 95,448 95,540 95,540
Ranking in size-Washington 9 8 8 8 TBD
Ranking in size-King County 4 4 4 4 TBD
Land Area in square miles 23.38 23.12 23.79 23.96 TBD
Registered voter turnout at general elections. 32% 46% 79% 37% TBD
Combined Sales Tax Rate 9.5% 9.5% 9.5% 9.5% TBD
Combined Property Tax Rates per$1,000 Assessed Value $ 11.12 $ 12.21 $ 13.22 $ 14.23 TBD
City Portion of Property Tax Rates per$1,000 Assessed Value $ 2.71 $ 2.83 $ 3.10 $ 3.10 TBD
Total Property Tax Levy(in millions) 32.0 32.3 33.3 32.6 TBD
Assessed Valuation(in billions) 11.9 1 11.5 1 10.8 10.6 TBD
Utility Tax Rates 6% 6% 6% 6% TBD
FTE's Budgeted Annual Budgets
4s 44.0 $7
44 42.9 $6
43 $5
42
41.1 40.7 0 $4 r,
40 39.7 $3
39 38 $1
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
N Number of FTE's O Operating Expenditures ■-?c':,J rrr'-o:!' ^
Resource Allocation 2010 2011 2012 2013 2014
Full Time Equivalent Employees(FTE's)budgeted 41.1 44.02 42.9 40.7 39.7
Operating Expenditures 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852
Capital Expenditures 0 0 0 0 0
See the following pages for a listing of our programs in support of this City Service Area
Renton Results-Representative Government-Key Performance 2-16
Indicators,Program Budgets and Performance Measures
Programs, Resources and Results
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
ton Results Desired Result:
I want a responsive and responsible government.
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
Open accessible and consistent(administrative and judicial)decision process
Clear and effective communications
Policy and fiscal accountability
Partnership with community organizations to leverage resources
Program&Performance Measures 20122013 2014 2015 2016
results results results target target
Community Engagement
Coordinates and leverages civic engagement opportunities,fostering collaborations and partnerships that enhance service and value to the City.The program develops strategies to remove
barriers to volunteer services and supports development of new volunteer opportunities within the City infrastructure and the community.
Hours of service provided annually by volunteers. 62,800 62,729 46,013 min.of 61,000 count
Number of residents engaged in volunteer activities annually. 4611 6191 6000 min.of 4,500 count
Value of volunteer service $1.37 mill
$1.42 mill $1.23 mill min.of 1,260,000 dollar
Percentage of evaluations of services and/or experience rate satisfaction as good or better. 98 next, y 2015 -t,y2015 min.of 80 percent
Community Services Department resources budgeted to support Community Engagement: FTEs: 2.32 2.32 2.3 2.3
Dollars:1 $ 286,362 1 $ 291,999 1 $ 302,776 $ 322,780
Executive Operations
This program provides support for resident inquiries and policy development and implementation functions provided by the Mayor's Office. Generally the Mayor's Office provides executive
leadership and management for the City of Renton government to act strategically,implement decisions efficiently and accurately,represent Renton effectively,apply city policies uniformly,
and carry out city goals expeditiously.
wr
Information requests/concerns from residents are acknowledged within three days. 90.25 92 97 min.of 90 percent
Information requests/concerns are resolved within two weeks. 90 95 92 min.of 90 percent
Residents surveyed rate the value of services for the taxes paid to Renton as"good"or better. nextsuruey2015 nexts—ey2015 nextsmvey2015 min.cf 51 percent
Yww
Executive Department resources budgeted to support Executive Operations: FTEs: 3.5 3.5 3.5 3.5
Dollars:1 $ 868,832 $ 890,745 $ 985,593 1 $1,023,307
lAdministration,Community Services
r
The Mission of the Community Services Department is to promote a more livable community by providing recreation,museum,human service programs,modern parks and facilities and
undisturbed natural areas. We area department comprised of eight divisions. We are the conduit for Community involvement and overseeing quality of life experiences.
Staff serving on minimum number of local,regional and state Boards to support grant and educational 5 5 TBD min.of 4 count
opportunities.
s
� Community Services Department resources budgeted to support Administration/Com Svcs: FTEs: see Liv.Comm. see Liv.Comm. see Liv.Comm. ee Liv.Comm.
Dollars: see Liv.Comm. see Liv.Comm. see Liv.Comm. see Liv.Comm.
ICED Administration
t,
Provides 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 and Action Items.CED Administration is responsible for budget development,as well as financial monitoring and reporting for the entire Department.
Number of organizations in which CED staff represents the City in local,regional and statewide 24 27 27 min.of 8 count
organizations focused in areas such as land use,economic development,building regulation
R
C Community&Economic Development Department resources budgeted to support CED Administration: FTEs: see Liv.Comm. see Liv.Comm. see Liv.Comm. see Liv.Comm.
Dollars: see Liv.Comm. see Liv.Comm. see Liv.Comm. see Liv.Comm.
' Renton Results-Representative Government-Key Performance 2-17
Indicators,Program Budgets and Performance Measures
City Service Area: Representative Government
Performance Measures
2012 2013 2014 2015 20
Program& 16
results results results target target
City Clerk ,
Responsible for operational support of the City Council and documenting and maintaining the official record of the City. The City Clerk's office is also an information,referral,and document
resource center for citizens and staff and is the city's official records management office.
Number of Legislative documents(agenda,minutes,ordinances,resolutions,etc)published&available 187 144 142 data only '
Number of Public Records Requests 366 342 453 data only
FTEs: 5 5 6.0 6.0
Administrative Services Department resources budgeted to support City Clerk:
Dollars: $1,016,822 $1,062,166 $1,051,558 1 $1,111,870
City Attorney Civil ,
The Civil Division,drafts,reviews,revises and/or edits all legislation for the city;provides legal advice and guidance,acquires property for the City,stays current on the law and provides
affected City departments notices of changes in the statutory or case law,helps negotiate and review contracts for the different departments,interacts with other legal departments and
municipalities on matters of joint interest,including interlocal agreements,provides legal defense for lawsuits not covered by WCIA,and handles administrative appeals before the Hearing
Examiner and City Council.
An internal customer service survey will indicate that public work contracts,memo's,pre-approved
new 2015 new 2015 new 2015 min.of 90 percent
contracts,code compliance forms and pleadings are updated in a timely manner.
Routine legislation and contract review will be performed within one week of receipt. 99 98.9 98.4 min.of 95 percent
Internal Customer Survey will indicate that attorneys participated positively and clearly through 91 93 N/Amin.of 90 percent
telephone,email,or in-person.
FTEs: 3.88 3.88 3.9 3.9
City Attorney Department resources budgeted to support City Attorney Civil:
Dollars: $ 577,349 $ 594,181 $ 654,880 1 $ 693,479
w
Court Administration
In accordance with Washington State Court Rule NGR 19,the Presiding Judge and as delegated,the Court Services Director,shall manage and administer the court's business.
Department's expenditures are within budget. 100 100 TBD min.of 99.5 percent
Number of training hours per FTE provided to court employees. 8 6 TBD min.of 8 count
FTE's: 2 2 2.0 2.0
Court Services Department resources budgeted to support Court Administration: w
Dollars: $ 654,292 $ 677,775 $ 788,888 $ 805,573
Criminal Case Processing
umpw
Renton Municipal Court is a court of limited jurisdiction,handling all misdemeanor and gross misdemeanor crimes that occur within the city limits of Renton. The purpose of a trial 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 judge's role is to insure the law is followed
Defendant satisfaction with their understanding of the criminal case process is rated as"Good"or better. 83 84 N/A min.of 80 percent
Defendant's satisfaction with the ability to obtain access to court record information related to criminal
new 2015 new 2015 new 2015 min.of so percent
case processing is rated"Good"or better.
Ongoing Juror Survey's reflect on approval rating that indicates satisfaction and understanding of the jury s
81 85 N/A min.of 90 percent
experience by non-criminal citizens of Renton.
FTEs: 7 6 6.0 6.0
Court Services Department resources budgeted to support Criminal Case Processing:
Dollars: $ 738,919 $ 690,064 $ 727,334 $ 760,705
Court Public Defenders
Renton has a contract with a public defense firm to represent those individuals charged with crimes under the Renton Municipal Code.
A case is defined as a public defense appointment from arraignment to plea,or through trial and adjudication.
N/A N/A N/A N/A N/A
FTEs: 0 0 0.0 0.0
Court Services Department resources budgeted to support Court Public Defenders:
Dollars: $ 450,000 $ 450,000 $ 450,000 1 $ 450,000
Renton Results-Representative Government-Key Performance 2-18
Indicators,Program Budgets and Performance Measures
City Service Area: Representative Government
Program&Performance Measures 20122013 2014 2015 2016
results results results target target
Infraction Processing
The role of the Court in this program is"...to secure the just,speedy and inexpensive determination of every infraction case."per Washington State Court Rule IRU 3.2. An infraction is a
noncriminal violation of the law determined by statute.In Renton infractions consist mostly of traffic citations,parking tickets(including handicap parking violations),photo enforcement
tickets and building code violations.
ur Defendant's satisfaction with the ability to get access to court information related to infraction 87 83 N/A min.of 80 percent
processing is rated"Good"or better.
Resident's satisfaction with understanding the court infraction process. 74 78 N/A min.of 80 percent
FTEs: 5 5 4.0 4.0
Court Services Department resources budgeted to support Infraction Processing:
Dollars: $ 516,601 $ 528,590 $ 474,419 $ 494,445
Hearing Examiner
The function of the Hearing Examiner program is to hold hearings and issue decisions and recommendations to the City Council on original land use matters as well as hear appeals by those
who wish to appeal the administrative decisions of the City regarding land use decisions,impoundment cases,and other matters. The Hearing Examiner is also delegated by the Police Chief
to hear property forfeitures arising out of illegal drug transactions.
Resident's satisfaction with understanding the court infraction process. 74 78 TBD in.of 80 percent
FTE's: 0 0 0.0 0.0
Executive Department resources budgeted to support Hearing Examiner:
Dollars: $ 40,000 $ 40,000 $ 40,000 $ 40,000
Citywide Communications
The citywide communications offer is a dynamic and integrated one-stop communications shop that will provide effective and strategic communication through clear and concise messaging
to the public and within City operations.
Percent of survey responses that rate the City's overall communication of key programs and initiatives as
nextsurvey 2015 nextsurvey z015 next survey 2015 min.of 65 percent
"good"or better.
4= Composite increase in residents'rating for each of the City's various information resources provided by
next survey 2015 neM survey 2015 next survey 2015 min.OfSpercent
the Communications Department(e-communication,print,advertising and media).
Internal Customer satisfaction rating of Communications Department services will be"good"or better. N/A N/A TBD min.of 80 percent
The percent of the City's Public Relations efforts and advertising covered by local and regional media. 80 N/A TBD min.of 80 percent
FTEs: 4 4 4.0 4.0
Executive Department resources budgeted to support Citywide Communications:
Dollars: $ 571,172 1 $ 586,817 j $ 718,656 1 $ 696,194
Intergovernmental Relations
This program coordinates advocacy with regional,state and federal policymakers in order to help advance the City's business plan. Particular priority is placed on maximizing funding
opportunities in order to maintain and develop quality infrastructure and promote economic development. The Mayor and Council as well as multiple City staff actively participate in
numerous statewide and regional associations,interest groups and coalitions to advance the City's objectives and position the City as an established voice in intergovernmental policymaking.
Amount of Intergovernmental funding collected by the City to fund programs and projects increases year 75 N/A TBD min.of 5 percent
over year.
Accomplishment or significant progress made on each of the major pri�orities of the annually adopted 87.5 75 TBD min.of 75 percent
State Legislative Agenda
FTEs: 0 0 0.0 0.0
Executive Department resources budgeted to support Intergovernmental Relations:
Dollars: $ 62,400 $ 62,400 $ 62,400 $ 62,400
.Y Renton Results-Representative Government-Key Performance 2-19
Indicators,Program Budgets and Performance Measures
City Service Area: Representative Government
Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
E
tive Operations ,
This program supports the assessment of the needs of the public and setting priorities;developing and adopting 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. By City code required to provide a forum for appeals.
Residents surveyed rate the City as heading in the right direction(survey rate fair,good or excellent) N/A N/A N/A min.of 90 percent
Cost of government per capita 1,107 1,702 1,702 Gen Gov't/population ,
FTEs: 8 8 8.0 8.0
Legislative Department resources budgeted to support Legislative Operations:
Dollars: $ 289,114 $ 295,116 $ 335,838 $ 348,161
Lfty.R.sources budgeted to support the Representative Government City Service Area
For a list of program revenue,expenditures-including capital budgets-please see the end of this section.
i
t
Renton Results-Representative Government-Key Performance 2-20
Indicators,Program Budgets and Performance Measures
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
Livable Community
Desired Result: I want access to high quality facilities,services and public resources that enrich the lives of everyone in the
community
Adopted 2015 2016
FTE's 63.63 63.63
Operating $ 15,500,691 $ 15,982,505
Percent of Operating Budget 7% 7%
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
No single employment sector shalt exceed 40%of the
total number of jobs in the City 31°/n 28% 30% 31% TBD
Growth in property taxes due to new construction 0.59% 0.56% 1.06% 1.13% 1.29%
Number of recognized neighborhood programs 63 69 72 69 70
Community satisfaction rating of arts,culture, parks, N/A 63% N/A N/A next survey
recreation and events 2015
Acres of Open Space 1,183 1,183 1,210 1,213 1,213
Developed Parks and Playgrounds areas 30 32 32 32 33
,ty Survey conducted every three-four y, .ey Adopted in 2015
General Information at a glance 2010 2011 1012 2013 2014
Number of In-City Business Licenses 2,858 3,029 2,971 2,739 TBD
Number of Animal Licenses 2,056 3,398 3,194 2,980 TBD
N Median Income(rolling average) $ 67,222 $ 62,800 $ 64,482 N/A TBD
Unemployment Rating 7.8% 7.0% 6.0% 4.7% TBD
Number of jobs in Renton 41,268 44,848 1 47,523 1 46,789 TBD
FTE's Budgeted Annual Budgets
90 --.82.4 _-...__.... $30
80
70 64.4 64.4 62.5 62.2 $25
60 _._- ..___. _. .__.. .__. $20
50 ---- o
$15
40
30 -- $10
20
- 10
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
r.....,I .,nditures
Resource Allocation 2010 2011 2012 2013 2014
Full Time Equivalent Employees(FTE's)budgeted 82.42 64.42 64.42 62.45 62.2
Operating Expenditures 12,566,282 13,679,103 14,128,391 14,036,553 14,198,901
Capital Expenditures 1,388,454 14,714,000 8,959,000 2,672,725 1,475,000
— See the following pages for a listing of our programs in support of this City Service Area
Renton Results-Livable Community-Key Performance Indicators, 2-21
Program Budgets and Performance Measures
Programs, Resources and Results
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
be R tS 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
Partnership with community organizations to leverage resources
w City Service Area: Livable Community
Program&Performance Measures 2012 2013 2014
results results results 2015 2016
target target
Aquatics .. _
The Recreation Division Aquatics Program provides lifeguards,swim instruction,water fitness programs and customer service for over 65,000 participants every year at the Henry Moses
Aquatic Center. Other aquatic programs include providing lifeguards at Gene Coulon Memorial Beach and Kennydale Beach.
Percentage of occupancy rate for Swimming Lesson registrations 88 86 86 min.of 80 percent
Henry Moses Aquatics Center customers rate their experience and satisfaction as Good to Excellent 99 99 96 min.of 80 percent
FTEs: 1.00 1.00 1.00 1.00
Community Services Department resources budgeted to support Aquatics:
Dollars: $ 774,745 $ 777,883 $ 774,928 $ 786,791
Farmers Market
Every Tuesday lune through September,the Renton Farmers Market is held in Downtown Renton's Piazza Park. An average of over 3,000 people attend the market each week and have n.
access to over 60 unique vendors.
Average Market-Day booth space occupancy as percentage of available space. new 2015 new 2015 83 min.of 95 percent
Average Market-Day Attendance new 2015 new 2015 3,344 min.of3,000
Completed responses to a customer service questionnaire rate their overall experience as"Good"or
100 100 99 min.of 80 percent
better
FTEs: 0.75 0.75 0.50 0.50
Community Services Department resources budgeted to support Farmers Market:
Dollars: $ 81,314 $ 82,399 $ 59,454 $ 63,314
Recreation Services
The Recreation Services Program facilitates a wide variety of both free and fee based recreational opportunities.Recreation Services partners with local community groups and agencies such
as Aces Tennis,local Little Leagues,soccer groups,youth football leagues,Seattle Seahawks,SkyHawks Sports Camps,and other recreation organizations.Recreation Services programs
include Highlands and North Highlands Neighborhood Community Centers after school programs and drop-in activities supported by volunteers consisting of Youth Council members.Other
programs include camps and athletics for youth and adults.
r.
Average daily attendance for drop-in programs at Highlands and North Highlands Neighborhood Centers 67 79 59 min.of 120 count
FTEs: 5.34 5.34 5.59 5.59
Community Services Department resources budgeted to support Recreation Services:
Dollars: $2,234,898 $2,245,615 1 $2,370,262 $2,434,726
Community Relations and Events
Leadership,management and direction of Renton's large-scale city wide events:4th of July,Renton River Days,Holiday Lights,and their related expenditures. These events are inclusive of all
ages,abilities and cultures,they promote civic participation and foster community pride. They contribute to the unique identity,positive image and quality of life in Renton,utilize inter
departmental collaborations,cultivate private/public partnerships,strengthen regional marketing and tourism to Renton,and represent the effectiveness of leveraging resources to
maximize community engagement while minimizing costs to the City.
Percent of Event Attendees reporting overall experience satisfaction of 3 or better in a 1-5 scale. 97 96 T8D min.of 80 percent
Number of businesses/public/private relationships engaged&providing support to produce events 81 75 TBD min.of 60 count
maintained or increased.
Average cost to produce major events offset by sponsor partner support. 57 56 TBD min.of 67 percent
FTEs: 0.98 0.98 1.48 1.48
Community Services Department resources budgeted to support Com Relations and Events:
Dollars: $ 276,838 $ 278,378 $ 345,672 1 $ 359,219 ,
Renton Results-Livable Community-Key Performance Indicators, 2-22
Program Budgets and Performance Measures
City Service Area: Livable Community
Program&Performance Measures 2012 1 2013 2014 2015 :201.:6results resultsresults target
Museum
The Renton History Museum fosters community by preserving,documenting,and educating about Renton's rich history and maintaining regular open hours for the public.
Number of visitors and people served by outreach 5,199 4,671 TBD min.of 4800 count
Percentage of visitors expressing high satisfaction 86 86 TBD min.of 85 percent
Average number of days in responding to research&photo orders 6 4 TBD less than 7 days
FTEs: 1.00 1.00 1.00 1.00
Community Services Department resources budgeted to support Museum:
Dollars:1 $ 209,903 1 $ 211,281 1 $ 227,761 $ 235,281
Neighborhood Program
The Neighborhood Program is a resource far officially recognized neighborhood associations to increase communication with city government,exchange information,create and implement
community projects,and help strengthen their community.
Maintain or increase the number of officially recognized neighborhoods/associations participating in the 69 69 70 equal to or greater than 72
—program.
Estimated percentage of residents served based on households(2.5 residents/household)within 55 55 55 %of residents
recognized neighborhoods/associations.
Number of attendees at neighborhood picnics,trainings and forums. 0 20 TBD min.3%increase
Participant satisfaction rated good to excellent experience with overall program new 2013 83 TBD min.of 70 percent
FTEs: 1.83 1.83 1.83 1.83
Community Services Department resources budgeted to support Neighborhood Program:
Dollars: $ 270,161 $ 273,067 $ 329,381 1 $ 339,183
Parks and Trails Program
The Parks Division maintains for public safety and enjoyment 33 developed parks totaling 265 acres and 13 miles of developed trails attracting up to 2.5 million visitors each year. The
Division meets the service demands of a livable community through safe and well maintained parks and trails.
Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks System 89 93 TBD min.of 80 percent
r Overall customer satisfaction rating is good to excellent in cleanliness and appearance of Trail System 89 93 TBD min.of 80 percent
Customers surveyed feel safe in parks and trails 82 87 TBD min.of 80 percent
22.80
Community Services Department resources budgeted to support Parks and Trails Program: FTEs: 22.80 22.80 22.80
+r Dollars: $4,046,158 1 $4,095,896 1 $4,722,541 1 $4,914,394
Leased Facilities 7:1
Maintaining possession of excess City facilities provides flexibility for future need. Over a period of years,property generally increases in value,so that regardless of future disposition,as
long as sufficient revenues are being generated to cover operating and maintenance expenses,it makes sense to lease the facilities to retain flexibility.
r Percent of market value of lowest-yielding property per market analysis. new 2013 10 10 within 10 percent
FTEs: 1.50 1.50 1.50 1.50
Community Services Department resources budgeted to support Leased Facilities:
Dollars: $ 629,657 $ 647,061 $ 663,404 $ 671,980
r
r
Renton Results-Livable Community-Key Performance Indicators, 2-23
Program Budgets and Performance Measures
City Service Area: Livable Community
Program&Performance Measures 2012 2013 2014 2015 2016 ,
results results results target target
Renton Community Center
The Renton Community Center provides recreation based classes and programs,drop in fitness room,athletic leagues,special events,volunteer opportunities,rental facilities and customer
service for approximately 200,000 patrons per year. The Center serves as the hub for all Recreation Division program registration and rental reservations
Renton Community Center customers rate their experience and satisfaction as Good to Excellent NIA 91 94 min.of 80 percent
FTEs: 6.50 6.50 6.50 6.50
Community Services Department resources budgeted to support Renton Community Center:
Dollars: $1,355,406 $1,374,990 $1,444,929 $1,485,884
Senior Activity Center
The Renton Senior Activity Center provides life enrichment and recreation programs,health and nutritional services,special events,volunteer opportunities,rental facilities,
and customer service for 90,000 patrons per year,ages 50 and older.
Average daily attendance at the Senior Center 222 261 219 min.of 250 count
Senior Center customers rate their experience and satisfaction as Good to Excellent 98 91 93 min.of 80 percent
FTEs: 3.25 3.25 3.25 3.25
Community Services Department resources budgeted to support Senior Activity Center:
Dollars: $ 575,965 $ 583,607 $ 610,795 $ 631,561
Administration,Community Services
The Mission of the Community Services Department is to promote a more livable community by providing recreation,museum,human service programs,modern parks and facilities and
undisturbed natural areas. We are a department comprised of eight divisions. We are the conduit for Community involvement and overseeing quality of life experiences.
Review PRO plan on an annual basis and manage national accreditation for Department. 1 1 1 min.of I count
Budget Management- efficiency monitoring - Annual 100 100 100 min.of 100 percent
No late fees in processing of invoices 85 95 TBD min.of 100 percent
Current information on web site 75 75 TBD min.of 100 percent r
FTEs: 2.00 2.00 2.00 2.00
Community Services Department resources budgeted to support Administration/Com Svcs:
Dollars: $ 448,556 $ 445,032 $ 545,712 $ 562,434
s
1%for the Arts
The 1%for Art Program provides the opportunity to enhance municipal projects with the addition of public art or artistic treatments. The Arts Commission Ordinance requires that all
municipal construction projects(excluding water and sewer)include an amount not less than one percent of the actual total project cost to be used for the selection,acquisition and
installation of works of art. A construction project can also deposit funds into the 1%for Arts account to be invested in other public art projects.
Number of successfully completed public art projects through the 1%for Art program(as established by 0 0 TBD
City ordinance)each biennium.
FTEs: 0.00 0.00 0.00 0.00
Community&Economic Development Department resources budgeted to support 1%for the Arts:
Dollars: $ 50,000 $ 50,000 $ 102,950 $
Arts&Culture
The Renton Municipal Arts Commission(RMAC)is partof the Department of Community and Economic Development.The RMAC is overseen by the Planning and Development Committee of
the Renton City Council.The RMAC was created by ordinance to serve as an advisory group to the Mayor on the development of arts and culture in the City.
Percent increase grant and intergovernmental revenues in support of arts and culture in Renton 24 N/A TBD min.of 3 percent
Percent increase number of volunteers supporting the Arts&Culture Master Plan 90 N/A TBD min.of 3 percent
FTEs: 0.25 0.25 0.25 0.25
Community&Economic Development Department resources budgeted to support Arts&Culture:
Dollars: $ 37,881 $ 38,812 $ 35,944 $ 37,679
Renton Results-Livable Community-Key Performance Indicators, 2-24
'
Program Budgets and Performance Measures
City Service Area: Livable Community
Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
CED Administration
CED Administration provides 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 and Action Items. In addition to the general administration of the Department,the Administrator directly oversees the Economic
Development Division,the Development Services Division and the Planning Division,serves on the Mayor's Cabinet and works on numerous special projects within the Department
interdepartmentally,and regionally.
Responses to an interdepartmental survey rate overall experience in working with CED as"good"or
N/A N/A N/A min.of 80 percent
better
CED employees rate CED as a"Good"or better place to work N/A N/A N/A min.of 80 percent
FTEs: 2.00 2.00 2.50 2.50
Community&Economic Development Department resources budgeted to support CED Administration:
Dollars: $1,017,853 $1,006,430 $1,128,965 $1,173,838
Current Planning
This program provides for review,analysis and the development of written findings and determinations expressed in staff reports for discretionary land use permits and building permits,
including but not limited to:Plats,Rezones,Conditional Use Permits,Site Plan Review,Variances,and Shoreline Permits. In addition,this program provides review of building and
constructions permits,general planning and permitting information to the public and conducts pre-application conferences with applicants.
Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of 45 50 TBD min.of 90 percent
complete application.
Process land use applications requiring an Administrative Decision within 8 weeks. 58 88 TBD min.of 90 percent
Development projects will be rated as adding value,quality,and character to the community by"Parties N/A N/A N/A min.of 80 percent
of Record"or other interested parties surveyed following land use decisions.
Completed responses to a customer service questionnaire rate their overall experience as"Good"or N/A N/A N/A min.cf 8o percent
better
FTEs: 6.00 6.00 6.68 6.68
Community&Economic Development Department resources budgeted to support Current Planning:
Dollars: $ 676,661 1 $ 696,159 1 $ 844,508 1 $ 904,394
art
Economic Development
CED promotes citywide economic development by fostering an environment that supports business growth while also enhancing quality of life. The Economic Development team,in concert
with the private sector,actively promotes and develops economic activity in the City through business retention and expansion strategies and direct recruitment of businesses and housing
development with the goal of strengthening Renton's tax base and quality of life.
The City's annual sales tax revenue growth at rate higher than King County. 4.71 6 9.4 min.of 1 percent
Continue to diversify Renton's employment base to ensure no single employment sector exceeds targeted
rr30 31 TBD max.of 40 percent
percent of employment base.
Annual property tax revenue associated with new construction increases. 1.06 1.13 1.29 greater than 1.5 percent
Percent increase in total number of employees working in Renton(measured by FTE)year over year 60 -1.4 16 min.of 1 percent
Community&Economic Development Department resources budgeted to support Economic FTEs: 2.75 2.75 4.00 4.00
Development: Dollars: $ 446,705 $ 455,737 $ 604,469 $ 648,403
Long Range Planning
This program primarily provides for legislative development of policies and regulations to implement Washington State Laws related to:governance,environment and land
use.This includes:the Growth Management Act,Shoreline Management Act State Environmental Policy Act and the annexation laws related to governance.
w Ensure all City of Renton planning laws are current,compliant with state laws(such as GMA,SMA,EPA
and Subdivision)and meet the Ion term vision or the City.
N/A 100 100 min.of 100 percent
Process all requests for annexation within Washington State Law timelines N/A 100 100 min.of 100 percent
Process all proposed amendments to the City's comprehensive plan and development regulations through N/A 100 100 min.of 100 percent
the Planning Commission to Council within established timelines
Community&Economic Development Department resources budgeted to support Long Range Planning: FTEs: 4.00 4.00 2.75 2.75
Dollars: $ 529,701 1 $ 545,081 1 $ 444,016 $ 468,421
x.,
Renton Results-Livable Community-Key Performance Indicators, 2-25
Program Budgets and Performance Measures
City Service Area: livable Community
2012 2013 2014 2015 2016
Program&Performance Measures
results results results I target target
Hotel Motel Fund
In 1998,the City established a 1%tax on hotel and motel stays for the purposes of promoting tourism and economic development.Recommendations for expenditure of these
funds are made annually by the Renton Lodging Tax Advisory Committee.Historically,the majority of the funds have been allocated to the Renton Community Marketing
Campaign,a partnership including the City,Renton Chamber of Commerce,Renton School District,Renton Technical College,UW-Valley Medical Center;and the Renton
Visitors Connection.
Completed responses to a survey of Renton hotel managers rate the investments made in tourism and
marketing by the Renton Visitors Connection and the Renton Community Marketing Campaign as N/A N/A TBD min.of 90 percent
"Satisfied"or better.
FTEs: 0.00 0.00 0.00 0.00
Executive Department resources budgeted to support Hotel Motel Fund:
Dollars: $ 245,000 $ 265,000 $ 245,000 $ 265,000
FTEs: 62.45 62.2 63.6 63.6
City Resources budgeted to support the Livable Community City Service Area
Dollars: $13,907,402 $14,072,428 $15,500,691 $15,982,505
For a list of program revenue,expenditures-including capital budgets-please see the end of this section.
Renton Results-Livable Community-Key Performance Indicators, 2-26
,
Program Budgets and Performance Measures
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
2r�diResults:
olity
1 want safe and efficient access to all desired destinations,now and in the future
Adopted 2015 2016
FTE's 55.65 55.65
Operating $ 11,963,084 $ 12,377,415
Percent of Operating Budget 6% 6%
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
Satisfaction with connectivity to local and regional next survey
centers via Transit,sidewalks and trails* N/A 52% N/A N/A 2015
Smooth and unbroken pavement with average condition 70 70 70 72 73
rating of 70 or better for all streets.
Number of blocks (= 1,000 linear feet)of new or
new 2012 new 2012 8 9 TBD
replacement sidewalks
Number of vehicle collisions 2,067 1,862 2,037 N/A N/A
Collisions resulting in injury(minor and major) 1012 962 763 N/A N/A
*Residential and Business Community Survey conducted every three-four years;next scheduled survey Adopted in 2015
>r
FTE's Budgeted Annual Budgets
59 58.7 58.7 58.7 $50
59 _�.. $45 — -------._..
$40 --�._....._
58 _.—.—.. _-___.______.._.._..._.__-.__..
58 $30 - ------------------ -
$25 --
--- --
57 " 56.7 56.7 � $20 —
57 ---- -.. ._. _. $15 — —...--
10
56 .. _.. $$5 --
20 � 2011 2012 2' 2010 2011 2012 2013 2014
oNumberofFTE's ■Operating Expenditures ■Capital Expenditures
a Resource Allocation 2010 2011 2012 2013 2014
Full Time Equivalent Employees(FTE's)budgeted 58.65 58.65 58.65 56.65 56.65
Operating Expenditures 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306
Capital Expenditures 17,704,973 14,451,023 14,715,603 35,597,803 7,419,107
See the following pages for a listing of our programs in support of this City Service Area
IYr
Renton Results-Mobility-Key Performance Indicators, 2-27
Program Budgets and Performance Measures
Programs, Resources and Results
i
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
ton Results Desired Result:
1 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 to desired destinations.
Provide a well-maintained condition of the mobility infrastructure.
Provide efficient and safe operations of the mobility infrastructure.
City Service Area: Mobility
Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
Airport Operations
Airport Operations is the overall daily operation,maintenance and management of the airport,which includes the planning and construction of the projects in the Airport Capital
Improvement Program(ACIP). Airport Operations funds the salaries and wages,the cost of utilities,insurance,etc.,and indirect payments to other City lines of business for services rendered
to the Airport.
No takeoff or landing delay for any aircraft longer than 30 minutes due to inclement weather,routine 3 0 TBD max.of 0 count
surface maintenance operations,the presence of Foreign Object Debris(FOD),or wildlife
Percent of airport property leased to aviation businesses and aircraft owners. 90 90 94 min.cf 90 percent
Total number of airport operations 92,761 93,785 100,544 count of operations
Number of reports of bird damage or foreign object damage to aircraft. 0 0 0 max.of 0 count
FTE's: 6.00 6.00 6.00 6.00
Public Works Department resources budgeted to support Airport Operations:
Dollars: $1,379,685 1 $1,405,557 1 $1,700,529 $1,758,963
rr
Building the Mobility Network
The City Council,through a public hearing process and in compliance with state law,annually adopts a program for creating the"linked,comprehensive network"for mobility. It is called the
6-Year Transportation Improvement Plan(TIP). This plan is based on mandated City commitments that ore in compliance with the state Growth Management Act(GMA)and requires that
the City provide transportation facilities(the mobility network)to serve the projected growth. The work related to this program is actual design and construction of the mobility network,
securing funding,permitting and limited project planning needed to qualify for external funding.
Complete construction of projects on time and within budget. 100 100 TBD min.of 100 percent
Number of blocks of new or replacement sidewalks constructed annually.(I black=1000 linear feet) 8 9 TBD min.of 5 count
Maintain safe bridges by having no load-restricted bridges. 0 0 TBD max.of 0 count
Dollars obtained in grants annually to fund Transportation Investment Projects/Programs $7.8 mill $6.9 mill TBD min.of 55,000,000
tro
FT E's: 10.3 7 10.3 7 10.3 7 10.3 7
Public Works Department resources budgeted to support Building the Mobility Network:
Dollars: $1,357,977 $1,391,561 $1,597,719 1 $1,688,986
I Public Works Administration
Public Works Administration provides internal support and guidance to ensure City infrastructure is properly operated and maintained,needed infrastructure capital projects are built,the
City's Business Plan Goals are met and City policies and procedures are regularly followed.
rr
Composite rating by Public works Department employees in the annual Employee Survey. N/A 77.4 N/A greater than 70 percent
Citizen requests referred to Public Works by the Mayor's Office will be responded to within the requested 96 100 95 greater than 95 percent
time rome.
Division's expenditures are within budget. N/A 100 97 min.of 100 percent
Public Works Administrator will respond to customer inquiries/complaints by the next business day. 96 97 100 greater than 95 percent
FTEs: 3.00 3.00 2.00 2.00
Public Works Department resources budgeted to support Public Works Administration:
Dollars: $ 479,503 $ 488,760 $ 395,867 $ 413,579
i
Renton Results-Mobility-Key Performance Indicators, 2-28
t
Program Budgets and Performance Measures
City Service Area: Mobility
Program&Performance Measures
2012 20132014 2015 2016
results results results target target
Transportation Systems Administration
Transportation Systems Administration provides administrative services,leadership and guidance to enable the Transportation Division to operate,plan,design,construct and maintain the
City's transportation system to ensure the public health and safety of the general public in a skillful,professional and caring manner,enhancing the lives if its residents and business
customers.
Transportation Division's expenditures are within budget. 100 100 TBD min.of 100 percent
Develop Transportation workforce by providing training opportunities to a minimum percentage of staff 80 100 TBD min.of 90 percent
annually.
Public Works Department resources budgeted to support Transportation Systems Admin: FTEs: 2.50 2.50 2.50 2.50
Dollars: $ 631,352 $ 648,054 $ 830,160 $ 856,076
Public Works Maintenance Administration
Public Works Maintenance Administration provides clerical,data entry,dispatching,inventory control,purchasing,scheduling and records keeping for all 7sections at the Maintenance
Shops.They are the first line of communication the public has with our maintenance crews.All customer service and emergency related calls come through our Administrative front office.
Purchasing controls all inventories for all sections,purchases products,supplies,vehicles and equipment for the entire city to include Police,Fire,Community Services and Maintenance.
N/A see Maintenance Programs N/A N/A N/A NIA
FTEs: 5.45 5.45 5.45 5.45
Public Works Department resources budgeted to support Public Works Maintenance Administration:
Dollars: $ 969,059 $ 986,193 $1,134,631 $1,174,218
Street Maintenance
Street section maintains,repairs,and constructs roadways,alleys,and all rights-of-way.Other duties include the control of vegetation,repair of guardrails and safety devices and responds to
all emergencies including snow&ice,flooding,wind storms and earthquakes.
Reduce or maintain the number of insurance claims against the City resulting from road damage N/A 23 23 less than 10 count
Maintain a reasonable Overall Condition Index(Pavement)rating. 70 72 73 min.of 70 rating
r Respond to all emergencies including snow/ice storms within the first hour of receiving the call,limiting N/A 100 100 min.of 90 percent
the hazards to our citizens,and providing mobility during all weather conditions.
FTEs: 19.43 19.43 19.43 19.43
Public Works Department resources budgeted to support Street Maintenance:
Dollars: $3,334,001 $3,451,454 $4,088,735 1 $4,208,615
Transportation Operations Maintenance Section
The Transportation Operations Maintenance Section has 129 traffic signals to maintain and equip with the most current and efficient hardware and electronic components along with
responding to problems that may occur with this equipment. It must also maintain and inventory all the roadway traffic control devices including signing(300 per year),painted pavement
marking(105 miles)and 10,000 raised pavement markers along city streets. Its duties include replacement of stolen street light copper wire from underground conduits,hanging of banners
on street light poles for various events and seasons,and the removal of graffiti from the City.
Percentage of Single Occupancy(SOV)commuters citywide is reduced. 1 0.99 TBD min.of 1 percent
Promote public safety by maximizing percent of time signals are operational. 99 99 TBD min.of 99 percent
Percentage reduction of pedestrian and bicycle accidents. 100 5.3 TBD min.of 5 percent
Reduce travel time on arterials. 3 0.2 TBD min.of 1 percent
Maintain state of the art Police,Fire,and Public Works communication systems by meeting radio 100 100 TBD min.of 100 percent
emergency requirements.
.+V FTE 9.90 9.90 9.90 9.90
Public Works Department resources budgeted to support Trans Operations Maintenance Section:
Dollars: $2,271,970 $2,273,726 $2,215,442 $2,276,977
FTEs: 56.65 56.65 55.7 55.7
City Resources budgeted to support the Mobility City Service Area
Dollars: $10,423,547 $10,645,305 $11,963,084 $12,377,415
Fora list of program revenue,expenditures-including capital budgets-please see the end of this section.
Renton Results-Mobility-Key Performance Indicators, 2-29
Program Budgets and Performance Measures
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
Utilities and Environment
Desired Result: 1 want to live, learn, work and play in a clean and green environment with reliable,affordable utility servic
Adopted 1015 2016
FTE's 103.41 103.41 ,
Operating $ 62,011,753 $ 63,096,920
Percent of Operating Budget 30% 30%
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
Percent of residents and businesses rate quality of their N/A 56% N/A N/A next survey
surroundings as good or excellent.* 2015
Increase in tons of waste diverted to recycling 2% 28% 8% 87% 3%
Pounds of recycled waste per person 216.35 271.42 283.07 490.89 TBD
Reduction in Peak Water Usage -13% -3% -8% -1% TBD
Number of violations for all health-related and aesthetic drinking 0 0 0 0 0
water regulations WA Department of Health
Residential and RL SinPSS Commlmlty SllrvPv cnnfiuctPd PVPry thrPP-fnllr vPars'next SChPd11IPri stjrvpv Adnntpd in 2015
General Information at a glance 2010 2011 2012 2013 2014
Peak Water Usage 12,826 12,476 11,445 12,361 TBD
Tons of waste diverted to recycling 9,836 12,565 13,509 23,450 TBD
Rates for Utility Systems(Water/Sewer) $ 68.95 $ 85.27 $ 85.27 $ 96.13 TBD
Ave.Daily Water Consumption(in thousands of gallons) 6,750 6,650 6,483 6,553 TBD
FTE's Budgeted Annual Budgets
101 $90
100 _ 99.8 99.8 99.8 $80
99 $70
97.8 $60 ._.---
98 ------ ---- --------- - c
o $50 --
97
$40 —' --
96 -..--953---..—. $30
95 — — .__ $20 --- –
94 -- --- -- $10 -_._..
93
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
Y Number of FTE's ■Operating Expenditures ■Capital Expenditures
Resource Allocation 2010 2011 2012 2013 2014
Full Time Equivalent Employees(FTE's)budgeted 95.25 99.75 99.75 97.75 99.75
Operating Expenditures 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599
Capital Expenditures 8,045,000 11,940,000 11,980,000 10,214,000 17,681,000
See the following pages for a listing of our programs in support of this City Service Area
Renton Results-Utilities and Environment-Key Performance 2-30
Indicators,Program Budgets and Performance Measures
Programs, Resources and Results
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
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
Operate and maintain piped utility infrastructure
Environmental conservation,education and outreach
i
City Service Area: Utilities and Environment
Program&Performance Measures 2012 2013 2014 2015 2016
results results results target target
Development Engineering
This program provides plan review,construction permits and field inspection services for all private and public utilities,transportation,franchise utilities,storm water,and grading projects
within the City of Renton. Permits include franchise permits for gas,electricity,telephone and cable. Enforcement of the construction standards and associated codes ensures the safety of
our residents in the built environment. Inspection of newly installed facilities reduces long term maintenance costs,as well as proper operations of the new facilities. Plan review and
inspection of new storm drainage facilities ensures proper environmental protection of downstream water resources and minimizes flood hazards to the community.
Permit review for single family applications completed within 2 weeks 75 40 TBD minimum of 95 percent
Permit review for commercial applications within 4 weeks 100 100 TBD minimum of 95 percent
.r
Inspection requests receive response within 24 hours 98 97 TBD minimum cf 95 percent
Community&Economic Development Department resources budgeted to support Development FTEs: 10.00 10.00 11.66 11.66
Engineering: Dollars: $1,197,901 $1,224,821 $1,582,910 $1,678,082
Building Permits&Inspection Program
This program provides plan review,building permits and field inspection services for all private and public development building projects within the City of Renton. Permits include building,
electrical,plumbing,heating,air conditioning,sprinklers,refrigeration,demolition and signs. Enforcement of the building codes ensures the safety of our residents in the built environment.
Infrastructure plan review is completed within 3 weeks 90 53 TBD min.of 95 percent
-..r Completed responses to a customer service questionnaire rate their overall experience as"Good"or N/A N/A TBD min.of 80 percent
better
Community&Economic Development Department resources budgeted to support Building Permits& FTE's: See above See above See above See above
Inspection Program: Dollars: See above See above See above See above
Golf Course
The Maplewood Golf Course is managed,maintained and operated through an Enterprise Fund,all fees collected support the golf course operations and capital and majorprojects identified
in the adopted Long Range Plan(2000-1015)to ensure a financially solvent facility. The golf course operation includes maintaining 110 acres of developed 18-hole/par 71 golf course,80
acres of open space land,an 11,560 sq.ft.thirty stall driving range%art storage facility,a fleet of 50 golf carts,maintenance office,maintenance facility with 45 pieces of rolling stock,a
15,508 square foot clubhouse that includes a full service pro shop,restaurant,bar,patio and banquet facilities.The entire facility serves over 310,000 people annually.
Overall condition of the golf course is rated good to excellent in customer satisfaction survey 90 92 TBD
Overall value of driving range facility is rated good to excellent in customer satisfaction survey 89 99 TBD min.of 85 percent
Level of service in pro shop is rated good to excellent in customer satisfaction survey 94 100 TBD min.of 85 percent
FTE's: 9.50 9.50 9.50 9.50
Community Services Department resources budgeted to support Golf Course:
Folf
Dollars: $2,065,108 $2,103,697 $2,165,392 $2,233,479
Course Debt Service
INTERFUND LOAN FROM GENERAL FUND TO MUNICIPAL GOLF COURSE SYSTEM FUND
The remaining bonds of the Golf Course Revenue Refunding Bonds,Series 1999 were retired early using General Fund resources(Resolution#4070).The Municipal Golf Course Fund will repay
the General Fund for the principal plus interest at a rate of 1.2476%over a period of five(5)years beginning 12/1/2011.
N/A N/A N/A N/A N/A
Public Works Department resources budgeted to support Golf Course Debt Service: Dollars: $ 400,661 $ 400,660 $ 400,660 $
Renton Results-Utilities and Environment-Key Performance 2-31
Indicators,Program Budgets and Performance Measures
Citv Service Area: Utilities and Environmen
Parks Planning,Urban Forestry and Natural Resources
The Parks Planning and Natural Resources Division promotes a healthy and welcoming atmosphere for families and businesses,and maintains for public safety,environmental protection,
education and enjoyment 674 acres of natural areas,140,000 street park and natural area trees,and facility and right of way landscaping at 42 locations.
Customer satisfaction surveys rate the quality of ROW landscaping as average or higher. 94 76 TBD
Percentage of priority tree request work orders completed. 64 44 TBD min.of 80 percent
Customer satisfaction surveys rate the distribution(location)of parks as good or higher. 83 75 TBD min.of 75 percent
Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher. 83 74 TBD min.of 70 percent
Customer satisfaction surveys rate the cleanliness and appearance of Renton's open space and natural
87 82 TBD min.of 75 percent
areas as good or higher.
Customer satisfaction surveys rate the range/type of park amenities offered as good or higher. 87 86 TBD min.of 75 percent
Community Services Department resources budgeted to support Parks Planning,Urban Forestry and Na FTE's: 3.40 3.40 3.40 3.40
Res: Dollars: $ 696,886 $ 717,440t$ 837,640 $ 890,862
Public Works Administration
Public Works Administration provides internal support and guidance to ensure City infrastructure is properly operated and maintained,needed infrastructure capital projects are built,the
City's Business Plan Goals are met and City policies and procedures are regularly followed.
City's combined residential utility rates(water,wastewater,surface water,solid waste)shall be in the 25 <25th <25th less than 50 percent
lower 50 percentile as compared with the rates of our neighboring jurisdictions.
FTEs: see mobility see mobility see mobility see mobility �
Public Works Department resources budgeted to support Public Works Administration:
Dollars: see mobility see mobility see mobility see mobility
Solid Waste Collection W
The Solid Waste Collection program is a comprehensive program consisting of mandatory collection of residential and commercial garbage,recycling,and organics. Included in the program
are in-house recycling,recycling events for large or unusual items,and a reuse exchange event.
Increase residential recycling annual tons collected per capita. 1 -2 -1 increase of 3 percent
Increase residential organics collection per capita. 5 -12 -5 increase of 3 percent
Decrease solid waste tons disposed per capita. 2 -1 2 reduction of 1 percent
Increase commercial recycling annual tons collected. 14 1 3 increase of 2 percent
FTEs: 2.00 2.00 2.00 2.00
Public Works Department resources budgeted to support Solid Waste Collection:
Dollars: $15,592,129 $15,899,898 $16,044,163 $16,481,620
Yr
Solid Waste Litter Control
Solid Waste Litter Control Staff works through the entire city once every three months in order to promote a clean environment,with reduced or no litter on any city right-of-way.
Number of times the Solid Waste Litter Control Staff works through the entire city per year. N/A N/A TBD min.of 4 count
FTE's: 1.00 1.00 1.00 1.00
Public Works Department resources budgeted to support Solid Waste Litter Control:
Dollars: $ 281,948 $ 298,711 $ 295,421 $ 304,842
Surface Water Engineering and Planning
The Surface Water Utility Engineering Section is responsible for the planning,designing,permitting,and construction of surface water management projects,developing watershed
management plans/studies and other programs to reduce flooding,protect public safety,reduce property damage,protecting water quality and habitat,which preserves the
recreational/aesthetic beneficial uses of the City's streams,lakes,rivers and wetlands.
Capital Improvement Program completed within schedule and budget. 85 64 63 percent of budgeted
Development plan and permit reviews completed within 10 business days of receipt. 80 90 85 min.of 80 percent
Requests for system information provided within 2 business days. 85 100 100 min.of 80 percent
Maintain asset inventory—input data within 10 business days of notice of completion. 90 95 95 min.of 80 percent
Maintain Surface Water NPDES permit compliance in the Surface Water Utility. 100 100 100 min.of 100 percent
Maintain a Community Rating System(CRS)classification rating of 6 or better which results in a 20%(or 6 6 5 min.of class 6 rating
better)discount on federal flood insurance rates. (class 1 is highest of 10)
FTEs: 8.00 8.00 9.00 9.00
Public Works Department resources budgeted to support Surface Water Engineering and Planning:
Dollars: $2,764,213 $2,908,399 $3,257,199 1 $3,399,537
Renton Results-Utilities and Environment-Key Performance 2-32
Indicators,Program Budgets and Performance Measures
City Service Area: Utilities and Environment
Surface Water Maintenance _.
Surface Water maintains,repairs,and constructs storm water collection systems eliminating flooding issues citywide.Surface Water operates and maintains storm water lift stations.The
Surface Water crew is on call 14 hours a day for all emergencies pertaining to storm water run-off,pollution control,and flooding.
The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will
not increase substantially over the prior three-year average. N/A 10 TBD within 100 percent
Reduce or maintain the number of insurance claims against the City resulting from Surfocewater
N/A 3 TBD min.of 6 count
damage.
Respond to surface water emergencies within one hour. N/A 100 TBD min.of 90 percent
FT E's: 13.20 13.20 15.20 15.20
Public Works Department resources budgeted to support Surface Water Maintenance:
Dollars: $2,332,169 $2,587,013 $2,609,633 $2,764,002
Utility Systems Administration
The Utility Administration provides administrative services,leadership and guidance to enable the Utility Systems Division to function in a safe,reliable,and cost-effective manner.
Respond to citizen inquiries or requests for information within one business day. 96 95 96 min.of 95 percent
Utility costs at midpoint or less when compared to other local jurisdictions. yes yes yes yes
Protect Renton's utility interests in the region by participating in a high percentage of regional meetings,
forums,and advisory groups. 91 90 90 min.of 90 percent
Develop Utility Systems workforce by providing training opportunities too minimum percentage of staff
96 84 72 min.of 15 percent
annually.
Public Works Department resources budgeted to support Utility Systems Administration: FTEs: 3.00 1 3.00 3.00 3.00
Dollars: $ 805,441 1 $ 815,842 $ 930,125 $ 995,954
Wastewater Engineering and Planning
The Wastewater Engineering and Planning program manages all aspects of the planning and engineering related functions for the wastewater system to ensure that reliable wastewater
service is provided for today's flows as well as accommodating the future growth flows.The Section works in close cooperation with the City's Wastewater Maintenance Section as a team to
ensure all of these goals are met.
Capital Improvement Program completed within schedule and budget. 83 54 64 percent of budgeted
.. Meet Department of Ecology regulations. 100 100 100 min.of 100 percent
Manage asset inventory—input data within 10 business days of notice of completion. 96 100 100 min.of 80 percent
Requests for Wastewater system information provided within 2 business days of receipt. 75 100 100 min.of 80 percent
µ Development Plans and permit reviews completed within 5 business days of receipt. 99 100 95 min.of 80 percent
Maintain or reduce the number of insurance claims against the City resulting from grease plug backups. new 2015 new 2015 new 2015 number of claims
5.
Public Works Department resources budgeted to support Wastewater Engineering and Planning: FTE's: 4.50 4.50 5.50 50
Dollars: $2,643,236 $2,717,613 $2,784,635 $2,878,279
Wastewater Maintenance
The Wastewater Maintenance Section maintains,repairs and constructs sewer lines,manhole structures and other structures that aid in the collection of sewage.Additional responsibilities
are TV/line inspection and lift station monitoring,repairs and maintenance.Crew is on-call 24 hours for emergency response.
The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will
not increase substantially over the prior three-year average. N/A 10 10 less than 2 percent
Reduce or maintain the number of insurance claims against the City resulting from Wastewater damage. N/A 3 3 max of 5 count
Respond to wastewater emergencies within one hour. N/A 100 TBD min.of 95 percent
Percentage of surface water catch basins in all circuits ore cleaned in compliance with NPDES Permit
requirements new 2015 new 2015 new 2015 min.of 100 percent
FTEs: 6.95 6.95 6.95 6.95
Public Works Department resources budgeted to support Wastewater Maintenance:
Dollars: $1,304,856 $1,328,754 $1,564,527 $1,615,558
.. Renton Results-Utilities and Environment-Key Performance 2-33
Indicators,Program Budgets and Performance Measures
City Service Area: Utilities and Environment
Ad
Water Engineering and Planning
Responsible for securing and developing adequate water supply and infrastructure to meet future water demand within the City's water service area;planning,design,permitting and
construction management of water capital improvement projects and programs to deliver good quality of safe drinking water at a reasonable cost to our customers and insufficient and
reliable quantity for fire protection to Renton's residences and businesses.
Capital Improvement Program completed within schedule and budget. 85 90 85 percent of budgeted
Water quality meets all health-related and aesthetic drinking water regulations administered by the State 0 0 0 max.of o count
Department of Health as indicated by number of violations.
Maintain valid Public Water System annual operating permit with highest category ranking. 100 100 100 min.of 100 percent
Development plans and permit reviews completed within 5 business days of receipt. 95 100 95 min.of 80 percent
Requests for water system information provided within 2 business days of receipt. 90 100 90 min.of 80 percent
Maintain asset inventory—input data within 5 days of completion 70 95 95 min.of 80 percent
Reduce annual average per capita water consumption 1 100 TBD reduction of 1 pcnt
Annual percent reduction of water that is not revenue generating(e.g.,pumped,leaks,or otherwise not
1 100 TBD reduction of 1 pcnt
billed)
FTEs: 6.00 6.00 6.00 6.00
Public Works Department resources budgeted to support Water Engineering and Planning:
Dollars: $3,503,071 $3,655,101T$3,533,158 $3,705,990
Water Maintenance
Water Maintenance maintains,repairs and constructs all systems used in water distribution,metering and treatment.This includes all main line,meters,reservoirs,well pump stations,
telemetry systems and treatment plants citywide.The Water Maintenance crew is on call24hours to respond to all water related emergencies.
Water quality to meet or exceed federal and state regulatory requirements. N/A 100 100 min.of 100 percent
Restore water service within 4 hours during emergency shut downs. N/A 100 100 min.of 98 percent
Drop-in meters are installed within 5 working days from the customer's request. N/A 100 100 min.of 98 percent
New water service meters are installed within 3 weeks from the customer's request. N/A 100 100 min.of 98 percent
Complete(respond and repair)customer requests for service on water leaks within 3 business days. N/A 100 100 min.of 98 percent
FTEs: 25.30 25.30 25.30 25.30
Public Works Department resources budgeted to support Water Maintenance:
Dollars: $5,076,597 1 $5,196,183 $5,418,443 $5,629,599
Public Works Trust Fund Loan Debt
As of December 31,1014,the City has$3,951,674 in public works trust fund loans principal outstanding debt. The public works trust fund loan debt of the City has been incurred through eight
(8)different loans. The debt service for these loans is accounted for in the Waterworks Utility Funds.Seethe Debt section later in this document for details.
N/A N/A N/A N/A N/A
Public Works Department resources budgeted to support Public Works Trust Fund Loan Debt: Dollars: $ 918,149 1 $ 740,036 1 $ 728,5S7F$ 627,673
Utility Billing and Cashiering
Utility Billing provides billing,customer service,and collection of the City's water,wastewater,and storm water,as well as King County's wastewater treatment charges and contracted
garbage services to over 18,530 customers. Collection for water,wastewater,and storm water support the administration,maintenance,and capital improvements to the City's waterworks
systems. The Cashier receipts a wide variety of payments,audits and balances deposits,and issues petty cash.
Average Utility Billing aged accounts receivable(over 90 days)as percent of annual revenue. 0.07 0.06 0.09 less than 1 percent
New Utility Billing accounts will be set up within five business days of notification(via final permit,email,
94 81.9 TBD min.of 95 percent
etc.).
A minimum satisfaction rating from internal Utility Billing customers N/A 80 N/A min.of 80 percent
A minimum satisfaction rating from external Utility Billing customers new 2015 new 2015 new 2015 min.of 80 percent
Utility Billing customer calls will be answered within 5 minutes. 96 96 98 min.of 95 percent
FTEs: 4.90 4.90 4.90 4.90
Administrative Services Department resources budgeted to support Utility Billing and Cashiering:
Dollars: $ 556,250 $ 574,037 $ 602,159 $ 631,145
r
Renton Results-Utilities and Environment-Key Performance 2-34
,.
Indicators,Program Budgets and Performance Measures
City Service Area: Utilities and Environment
Waterworks Revenue Bond Debt
As of December 31,2014,the City has$29,610,000 in waterworks principal revenue bond debt outstanding. This revenue bond debt of the City has been incurred through six(61 different
bond issues. The debt service for all Water/Sewer Revenue Bonds is accounted for in the Waterworks Revenue Bonds Funds. See the Debt section later in this document far details.
N/A I N/A I N/A I N/A I N/A
Public Works Department resources budgeted to support Waterworks Revenue Bond Debt: Dollars: $3,065,268 1 $3,056,056 1 $2,618,408T$2,621,576
King County Metro Fund
This is the City's agreement with King County's Wastewater Treatment Division
N/A N/A N/A N/A
FTEs: 0.00 0.00 0.00 0.00
Public Works Department resources budgeted to support King County Metro Fund:
Dollars: $15,126,703 $15,202,336 $16,638,722 $16,638,722
City Resources budgeted to support the Utilities and Environment City Service Area
Dollars: $58,330,586 1 $59,426,597 $62,011,753 $63,096,920
Fora list of program revenue,expenditures-including capital budgets-please see the end of this section.
Renton Results-Utilities and Environment-Key Performance 2-3S
Indicators,Program Budgets and Performance Measures
Renton Results Key Performance Indicators
due to timing of available data,some of our indicators will be marked"TBD"until it is received
Internal Support
Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable
manner.
Adopted 2015 1016
FTE's 82.56 82.56
Operating $ 13,303,904 $ 11,871,156
Percent of Operating Budget 6% 6%
Key Performance Indicators: Information by Year
How can we measure the outcome of City-Wide efforts? 2010 2011 2012 2013 2014
Percent of targeted employees who attend trainings new 2012 new 2012 70% 95% TBD
offered by Human Resources.
Percent of employees reporting that they have tools
needed to provide services new 2011 87% N/A 85% N/A
Internal Services are less than fifteen percent of total
8.0%
expenditures budgeted 14.7% 13.1% 13.5% 8.0%
Maintain or improve the City's S&P rating of General
AA/AA+ AA/AA+ AA/AA+ AA/AA+ AA/AA+
Obligation and Revenue Bonds
Percent of repairs that are unscheduled repairs for City
7.10% 5.70% 8.70% 7.80% TBD
vehicles and motorized equipment fleet
Technology systems have 95%uptime,data availability
new 2012 new 2012 98% 99% 99
and accuracy. LI
%
`Residential and Business Community Survey conducted every three-four years;next scheduled survey Adopted in 2015
FTE's Budgeted Annual Budgets
86 84.6 $30 -
84 - 82.7 82.7 $25
$20
80 ..... o
78 - 77.4 77.4 = $15
$10 _...
76
74 _. __. _.__ $5
72 2010 2011 2012 2013 2014 $0 2010 2011 2012 2013 2014
o Number of FTE's ■Operating Expenditures ■Capital Expenditures
Resource Allocation 2010 2011 2012 2013 2014
Full Time Equivalent Employees(FTE's)budgeted 84.63 82.73 82.73 77.4 77.4
Operating Expenditures 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115
Capital Expenditures 455,000 30,000 307,000 100,000 0
See the following pages for a listing of our programs in support of this City service Area
Renton Results-Internal Services-Key Performance Indicators, 2-36
t
Program Budgets and Performance Measures
Programs, Resources and Results
NOTE: Due to timing of available data,some of our indicators will be marked"TBD"until it is received
ton Results 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
City Service Area: Internal Support
Program&Performance Measures 20122013 2014 2015 2016
results results results target target
Human Resources/Risk Management Administration
Human Resources(HR)Administration provides programs and services that address recruitment and selection,new hire orientation,classification and compensation,employee and labor
relations,grievance processing,employment policies and laws,training,employee recognition,and human resources/payroll data entry and maintenance.The HR Administration also
provides training on rules,laws and regulations for all employees;and designs,evaluates and updates the City's Human Resources policies and procedures to provide a foundation for
management decisions.
Recruitment process is rated as"good or excellent"by New Hires and Promoted employees. 100 100 TBD min.of 90 percent
Recruitment process is rated as"goad or excellent"by Hiring Managers new 2015 new 2015 new 2015 min.of 90 percent
Percentage of new hires or promotions retained past their probationary period. new 2015 new 2015 new 2015 min.of 90 percent
Number of weeks to recruit and fill non-civil service positions,from posting date to when job offer is new 2015 new 2015 new 2015 less than 8 weeks
extended.
Number of unique training courses provided by HR/RM new 2015 new 2015 new 2015 min.of 7
FTE's: 5.00 5.00 6.00 6.00
Dollars: $ 968,935 $ 988,962 $1,198,020 $1,239,612
Benefits
The Benefits division administers and maintains the City's self-funded medical,dental and vision plan,457 deferred compensation plans,the DRS retirement plans,life insurance,long term
disability insurance,125 flexible spending plan,and the employee assistance program.The Wellness program provides resources for City employees to develop and maintain a healthy
lifestyle. Wellness activities include employee education,wellness competitions,health fair,healthcare screenings,and flu shots and allows employees opportunities for on-site exercise.
.r
Another component to the Benefits division includes managing leaves of absence such as FMLA,and providing accommodation under the ADA.
Claims processing(Healthcare Management Administrator)customer service will result in"good or
excellent"rating by employees. N/A N/A TBD min.of 80 percent
Participation of employees in Wellness events new 2015 new 2015 new 2015 min.of 40 percent
.Human Resources and Risk Management Department resources budgeted to support Benefits: FTEs: 1.75 1.75 2.75 2.75
Dollars: $12,640,169 $13,795,876 $14,656,608 1 $15,888,711
Risk Management
The Risk Management division works to protect the City against the loss of or damage to City assets and promotes the safety of employees while working in their jobs and the safety of the
public while using City facilities. The Americans with Disabilities Act(ADA)Coordinator's duties reside with the Risk Manager and assures leadership and the City's full compliance with Title
11 regulations.Risk Management also provides oversight to the City's workers'compensation program and assures that the Accident Prevention Program is fully compliant with current safety
and health regulations.
Maintain or reduce the annual number of Workers Compensation Claims new 2015 new 2015 new 2015 yes
r Complete a safety inspection of each City-owned facility annually 42 78 50 min.of 100 percent
FTE's: 2.25 2.25 2.25 2.25
Human Resources and Risk Management Department resources budgeted to support Risk Management:
Dollars: $3,060,354 $3,100,376 $3,596,844 $3,511,859
Accounting and Auditing
The Budget,Accounting,and Reporting section of Finance prepares financial statements that reflect the financial status of the City. These statements are for the use of customers,both
internal and external,to evaluate financial health and ascertain that public assets are being well managed.
Month end will be closed and reports available to customers by the 20th day of each month. 66 25 TBD min.of 60 percent
Accuracy of the Financial Statements as measured by the number of management letter
recommendations and audit findings.
0 0 TBD mox.of 0 count
Correcting Journal Entries will be reduced 279 222 182 data only
Administrative Services Department resources budgeted to support FTE's: 1.30 1.30 1.50 1.50
p g pport Accounting and Auditing:
Dollars: $ 232,377 $ 241,773 $ 299,175 $ 310,234
Renton Results-Internal Services-Key Performance Indicators, 2-37
Program Budgets and Performance Measures
it Service Area: Internal Support ,
Budgeting and Financial Planning
On behalf of the Community and all City Departments,the Budgeting,Accounting and Reporting section of Finance works to encourage stewardship,promote financial accountability,and
ensure fiscal compliance with federal,state and local laws by providing financial consulting services for all departments on programmatic issues,such as identifying appropriate fees for
service,fiscal contract reviews,financial problem solving,revenue analysis,as well as monitoring and tracking of budgetary line-items.
Financial status reports produced monthly and quarterly will be published by the 25th of the following
17 0 TBD min.of 60 percent
month.
Minimum rating on overall employee satisfaction with Budget and Financial Reporting customer service N/A 81 N/A min.of 80 percent
Variance of actual revenue versus budgeted in the General Fund. 2.1 6 TBD within 1 percent
FTEs: 3.30 3.30 4.10 4.10
Administrative Services Department resources budgeted to support Budgeting and Financial Planning:
Dollars: $ 388,585 $ 409,165 $ 570,258 $ 601,226
Finance Operations
The Operations section of Finance ensures accurate and timely collection of customer accounts(Accounts Receivable),payment of City bills(Accounts Payable)as well as contract and project
accounting for Departments.
Vendors will be paid within 45 days of invoice date. 91 90 TBD min.of 95 percent
Internal customers of Accounts Payable rate overall customer services as good or better. N/A 84 N/A min.of 80 percent
External customers of Accounts Payable rate overall customer services as good or better. new 2014 new 2014 99 min.of 80 percent
Internal customers of Accounts Receivable rate overall customer services as good or better. N/A 75 N/A min.of 80 percent
External customers of Accounts Receivable rate overall customer services as good or better. new 2015 new 2015 new 2015 min.of 80 percent
Percent of average aged balances over 90 days versus annual billing for intergovernmental customers new 2015 new 2015 new 2015 less than 1 percent
Percent of average aged balances over 90 days versus annual billing non-intergovernmental customers. new 2015 0.2 TBD less than 1 percent
Total dollar amount of Accounts Receivable balances written off annually. 15856.49 0 TBD less than 10000 dollar
FTEs: 4.50 4.50 4.00 4.00
Administrative Services Department resources budgeted to support Finance Operations:
Dollars: $ 418,334 $ 438,485 $ 414,867 $ 450,287
Asset Debt,and Treasury Management
The purpose of this program is to support stewardship of City assets and obligations.
AM
Core Investment Portfolio Yield 0.95 1 0.93 1 1.1 1 yield
Administrative Services Department resources budgeted to support Asset,Debt,and Treasury FTE's: 0.90 1 0.90 0.90 0.90
Management: Dollars: $ 179,398 1 $ 182,224 $ 677,499 1 $ 683,866
Finance Administration
The Administration section manages the Finance Division Administrative Service Department to provide a high level of support to the City's customers and operations;training;monitoring;
oversight;accountability;and transparency in order to enhance the efficient use of community resources and maintain high credibility in City financial management. �e
Maintain or improve the City's credit rating of AA(S&P's)for General Obligation Bonds and AA+(S&P's) AAAA+ AA/AA+ AAAA+ data only
for Revenue Bonds.
FT E's: 1.50 1.50 1.50 1.50
Administrative Services Department resources budgeted to support Finance Administration: r'
Dollars: $ 450,211 $ 463,022 $ 503,301 $ 517,068
Payroll 1
Payroll processes semi-monthly payrolls that include benefit processing for all City employees. The City has 5labor contracts,as well as non-represented and management employees,and
more than 350 supplemental/seasonal employees. In addition to ensuring that wages are accurate,Payroll is responsible for ensuring that medical benefits,retirement,deferred
compensation,and various other employee reimbursement programs are filed and paid in a timely manner.
Minimum rating on overall employee satisfaction with Payroll services as measured through a NIA 76 N/A min.of 80 percent
departmental survey.
FTEs: 1.50 1.50 1.50 1.50
Administrative Services Department resources budgeted to support Payroll:
Dollars: $ 118,159 $ 124,461 $ 143,283 $ 151,195
r
Renton Results-Internal Services-Key Performance Indicators, 2-38 ow
Program Budgets and Performance Measures
City Service Area: Internal Suongr
City Clerk
The City Clerk serves as the city's Public Records Officer and is in charge of the operations of the City Clerk Office which includes operational support for the City Council,documenting and
maintaining the official record;to serve as an information,referral,and document resource center for citizens and staff;and is the city's official records management office.
Number of internal documents(contracts including lease agreements,MOU's,etc.)that are executed or new 2015 new 2015 new 2015 data only
recorded
Internal Customer service survey indicates Good or Better customer satisfaction. new 2013 86 TBD min.of 80 percent
Administrative Services Department resources budgeted to support City Clerk: FTEs: see Rep.Gov't see Rep.Gov't see Rep.Gov't see Rep.Gov't
Dollars: see Rep.Gov't see Rep.Gov't see Rep.Gov't see Rep.Gov't
Applications and Database Services
This program analyzes and automates the City's businesses utilizing software applications and data base services,including in-house programming development.Other services include
business needs/process analysis,vendor/system evaluation,develop and process RFP,coordinate systems implementation,training and support,develop special reports and interface
between applications.
Percent of budgeted Applications and Database Services projects implemented within schedule and
budget. 80 80 50 min.of 90 percent
Applications and Database Services customers rate implementation process as meeting or exceeding
NSA 75 80 min.of 90 percent
expectation in post implementation surveys.
Respond to user Application and Database Service support calls within two hours or less during normal
business hours. 90 90 90 min.of 90 percent
Number of Applications and Database Services training and sharing hours attended by four or more staff, 30 35 35 min.of 48 count
per year, improving staff competency and operating efficiency.
FTE's: 4.00 4.00 4.00 4.00
Administrative Services Department resources budgeted to support Applications and Database Services:
Dollars: $1,325,742 $1,290,078 $1,391,720 1 $1,374,484
Service Desk Support
The Service Desk program provides the first line of response and customer support and equipment service for all technology issues.This program also configures and deploys over 130
computers each year to staff,maintains Police and Fire mobile computers,deploys and supports all City printers,copiers,and all other edge devices.This program is in charge of adding and
removing staffs access to the network,managing all the end users technology assets,supports cellular,mobile devices,and multi-media.
Average customer satisfaction rating of Service Desk Support service per annual survey. 80 82 N/A min.of 80 percent
Respond to user Service Desk Support calls within two hours or less during normal business hours. 90 90 90 min.of 90 percent
Resolve Service Desk Support service requests within one business day 80 85 85 min.of 90 percent
FTEs: 2.00 2.00 3.00 3.00
Administrative Services Department resources budgeted to support Service Desk Support:
Dollars: $ 536,696 1 $ 542,262 $ 613,366 $ 582,697
System Services
This program monitors,maintains,and enhances the City's technology infrastructure for all voice and data communication.The responsibilities include;networking services(LAN,WLAN,
MAN),network security(SPAM,virus,intrusion,and access control),file,print,SQL,web servers and data protection,disaster recovery,local and interlocal wiring(UTP,Coax,Fiber),eMoil,
eArchive,VOW communication systems and future development and enhancement of core systems.
Percent of stem s availability y(network"uptime")as provided by System Services. 98 99 99 min.of 99.5 percent
System Services response to user support calls will be within 2 hours or less during normal business hours. 85 90 90 min.cf 90 percent
Percent of budgeted System Services projects implemented within schedule and budget. 85 95 95 min.of 90 percent
Average rating of customers satisfaction with System Services per annual survey. N/A 77 N/A min.of 8o percent
Administrative Services Department resources budgeted to support System Services: FTE's: 3.00 3.00 4.00 4.00
Dollars: $ 474,898 $ 485,017 $ 626,110 $ 659,576
Telecommunications
Maintain and support all telecommunication systems,including VOIP phone switches,Voice mail,unified communications,automated call distributing,maintain all staff phone moves,
additions,and changes,coordinate/support new wiring and phone system programming.Other communication services include tracking and maintaining all City cell phones and cellular
data services,various connections to voice service provider,long distance services,and various security lines.
N/A N/A N/A N/A N/A
Administrative Services Department resources budgeted to support Telecommunications: FTEs: 1.00 1.00 1.00 1.00
Dollars: $ 405,412 $ 411,176 $ 428,276 $ 436,765
Renton Results-Internal Services-Key Performance Indicators, 2-39
Program Budgets and Performance Measures
IT Administration
This program is responsible for the City's Information Technology operations,administration and services.This division is responsible for supporting the City's goals and needs through
technology and automation,along with the city-wide technology needs assessment,project planning,and prioritization of internal,local and regional technology efforts.
Number of mission critical and efficiency improvement Information Technology strategic plan projects 3 5 7 min.of 4 count
implemented within budget and general timeframe.
Number of general Information Technology training sessions attended by six or more staff,per year,
4 10 10 min.of 8 count
improving overall city user competency and operating efficiency.
Average customer satisfaction rating with Information Technology service per annual survey. N/A 78 80 min.of 85 percent
Percentage of information technology users surveyed who indicate that a technology initiative has N/A N/A N/Amin.of 85 percent
improved their efficiency.
FTEs: 2.50 2.50 1.50 1.50
Administrative Services Department resources budgeted to support IT Administration:
Dollars: $ 329,079 1 $ 335,955 1 $ 371,563 $ 429,893
Enterprise GIS
Enterprise GIS manages the City's Geographic Information System(GIS)and the City's cooperative,multi-department,enterprise GIS efforts. The Enterprise GIs team provides
efficient,high-quality GIS leadership,coordination,infrastructure,and services to meet the business needs of our customers and clients within the City and the communities we
serve.
Average customer satisfaction rating of Enterprise GIS services per annual survey. NIA 81 85 min.of 80 percent
Number of GIS user training and sharing hours attended by four or more staff,per year,improving staff 50 30 30min.0f 48 count
competency and operating efficiency.
Respond to GIS user support calls within two hours or less during normal business hours. 90 90 90 min.of 90 percent
Percent of budgeted Enterprise GIS projects implemented within schedule and budget. 90 95 95 min.of 90 percent
FTEs: 2.00 2.00 3.00 3.00
Administrative Services Department resources budgeted to support Enterprise GIS:
Dollars: $ 323,131 1 $ 328,479 1 $ 439,829 1 $ 460,921
Technical and Property Services
r
The Technical Services and Property Services work group is an internal support group responsible for a variety of mapping,land surveying and technology support functions,relating to the
work of several departments.
Customer surveys will indicate that Maps&Reports are timely,accurate and complete. new 2015 new 2015 new 2015 min.of 90 percent
Customer surveys will indicate that technical documentation and is accessible,effective and thorough. new 2015 new 2015 new 2015 min.of 85 percent *
Bonds&sureties are handled in conformance with statutory requirements. new 2015 new 2015 new 2015 min.of 100 percent
Property and Technical Services review of development proposals are processed within two weeks. 95 95 TBD min.of 80 percent
City's property(zoning,right of way,annexations)database is updated within two weeks of notification. 100 99 TBD min.of 95 percent
Community and Economic Development Department resources budgeted to support Technical and FTE's: 2.00 2.00 3.66 3.66
Property Services: Dollars: $ 248,355 1 $ 258,077 $ 449,327 $ 476,833
IT Capital
N/A N/A N/A N/A N/A
FTEs: 1.00 1.00 0.00 0.00
Administrative Services DepartmentResources budgeted to support IT Capital:
Dollars: $ 684,000 $ 610,000 $ 771,000 $ 768,000
City Attorney Administration
The City Attorney Department is generally divided between representation by four attorneys in Municipal Court and three attorneys in civil matters.The City Attorney interacts in a
cooperative manner with the Mayor,City Council,other administrators and division heads.
Performance evaluations are timely completed and filed with Human Resources. 100 100 75 min.of 98 percent
The Civil Section meets its performance measures. new 2015 new 2015 new 2015 min.of 95 percent
The Prosecution Section meets its performance measures new 2015 new 2015 new 2015 min.of 95 percent
Deportment expenditures are within budget. 98 100 TBD min.of 95 percent
FTEs: 2.00 2.00 2.00 2.00
City Attorney Department resources budgeted to support City Attorney Administration:
Dollars: $ 673,569 $ 435,909 $ 472,632 $ 485,691
Renton Results-Internal Services-Key Performance Indicators, 2-40
Program Budgets and Performance Measures
Communication-Print and Mail Services
This program prints and mails utility bills,creates publications that make it possible to communicate with the public,promotes key city programs and produces many mandated forms and
publications(such as the budget documents and those used by the Courts,Police,etc.)and others that are needed to function day to day city operations.
N/A N/A N/A N/A N/A
Executive Department resources budgeted to support Communication-Print and Mail Services: FTEs: 1.50 1.50 1.50 1.50
Dollars: $ 400,686 $ 403,728 $ 420,448 $ 428,218
Fleet Services Operation&Maintenance
Fleet Services provides safe,reliable vehicles and equipment for Maintenance,Police,Fire,Community Services,and City Hall.They provide quick,complete repairs of all vehicles and
equipment,and perform preventative maintenance to reduce the number of repairs and ensure safe reliable operation.They also provide in and out service of new and old equipment and
vehicles,record and schedule fuel deliveries and internal coordination with other divisions citywide on vehicle purchases.
Minimize"comeback"repairs,as a percentage of the total repairs new 2015 new 2015 new 2015 max.of 5%
Turn-around time,percentage of work orders completed in less than 72 hours new 2015 new 2015 new 2015 min.of 80%
Public Works Department resources budgeted to support Fleet Services Operation&Maintenance: FTEs: 10.90 10.90 10.90 10.90
Dollars: $2,755,598 $2,853,224 $2,925,894 $2,992,979
Fleet Services maintains the City fleet to current level of service with resources available.
Fleet Services maintains the City fleet to current level of service with resources available.
N/A,see Fleet Services Operation&Maintenance N/A NIA NIA N/A
Public Works Department resources budgeted to support Fleet Services Capital Recovery: Dollars: $1,490,000 1 $1,041,000 1 $2,831,000 1 $1,473,000
Custodial Services
This program assures sanitary,sustainable,cost-effective and comfortable facilities for both the public and City employees,support for special events,and best value purchasing of
commodities.
Square feet of coverage per employee(IFMA 60th percentile) 21832 23141 TBD max.of 20424 count
Employee satisfaction survey%positive 76 64 TBD min.of 78 percent
Community Services Department resources budgeted to support Custodial Services: FTE's: 14.00 14.00 14.00 14.00
Dollars: $1,223,992 $1,261,643 $1,463,447 $1,540,100
Facilities Technical Maintenance
This program assures safe,sustainable,cost effective and comfortable City facilities for employees and the public. City assets are protected and preserved to the highest cost-benefit
condition provided by the budget. Staffing standards assure reasonable response times at three prioritized service levels. To insure timeliness for significant repairs,or that require
expensive specialized equipment,outsourced contractors and vendors are used to perform some of the work.
Customer service survey satisfaction-turnaround time 80 48 TBD min.of 74 percent
Customer service survey-timeliness of response 78 52 TBD min.of 75 percent
Number of Helpdesk Projects complete 1,737 2,158 TBD min.of 1653 count
Community Services Department resources budgeted to support Facilities Technical Maintenance: FTE's: 9.50 9.50 9.50 9.50
Dollars: $3,006,530 $2,808,811 $3,454,553 $3,386,845
Fire Pension
N/A N/A N/A N/A N/A
Administrative Services DepartmentResources budgeted to support Fire Pension: Dollars: $ 240,475 $ 225,475 $ 210,475 $ 200,475
Renton Results-Internal Services-Key Performance Indicators, 2-41
Program Budgets and Performance Measures
City Service Area: Internal Support
Internal Service Fund/Interfund Transactions only
Services provided through internal business units(Internal Service Funds). Expenditures are deducted to N/A N/A N/A N/A
show the net impact on City's resources.
Resources budgeted to support Internal Service Fund/Interfund Transactions only: Dollars: $(27-505,553) $(29,961,148) $(34,588,681) $(35,846,391)
FTEs: 77.4 77.4 82.6 82.6
City Resources budgeted to support the Internal Support City Service Area
Dollars: $5,069,132 1 $3,074,030 1 $4,340,814 $3,204,144
For a list of program revenue,expenditures-including capital budgets-please see the end of this section.
i
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1
Renton Results-Internal Services-Key Performance Indicators, 2-42
Program Budgets and Performance Measures
too R t5
Revenue, Expenditure and Capital Budgets
by City Service Area
it Service Area: Safety and Healthow
Department Program Name 2015 Ado ted 2016 Ado ted
FTE 7 Tot Ex Tot Rev$ FTE Tot Exp S Tot Rev$
Court Services Probation 1.00 120,680 145,000 1.00 126,987 145,000
Administrative Services Business Licensing and Passports 1.10 108,061 45,000 1.10 114,395 45,000
City Attorney City Attorney Prosecution 7.00 870,409 - 7.00 926,099 -
City Attorney New Prosecutor annual costs - 3,500 - 0.00 3,500 -
Community and Econ Dev Building Permits&Inspection Program 13.00 1,593,442 1 4,084,399 13.00 1,687,594 4,084,949
Community and Econ Dev Code Enforcement program 3.00 397,253 3.00 419,537 -
Community and Econ Dev Increase Professional Services for Plan Review - 80,000 80,000 0.00 80,000 80,000
Police Auxiliary Services-Jail - 4,200,000 - 0.00 4,500,000 -
Police Patrol Operations 63.00 9,702,516 63.00 10,137,490
�. Police Staff Services 15.40 1,668,902 15.40 1,776,066
Police Police Administration 4.00 5,235,625 4.00 5,313,703
Police Investigations 20.00 2,815,279 20.00 2,940,571
Police Administrative Services 8.00 1,349,208 8.00 1,403,138 -
IIM Police Patrol Services 14.00 2,622,607 807,000 14.00 2,707,749 807,000
Police Special Operations 22.00 3,446,817 180,693 22.00 3,594,363 180,693
Police Electronic Home Detention 2.00 366,629 135,000 2.00 1 379,743 135,000
Police Admin Srvs Quartermaster Enhancement - 0.00
Police Admin Srvs Ammunition(Practice&Duty) 60,000 0.00 60,000
Police Admin Services Ballistic Vests 33,000 0.00 30,000
Police Admin Srvs Basic Law Enforce Academy 12,000 0.00 12,000
Police Patrol Ops Add 3rd K9 Officer 90,384 0.00 22,466
Police Admin Harbor Patrol Increase 23,950 0.00 23,950
Police Administration Alive&Free 30,000 0.00 30,000
Police Conversion of Comm to Police Manager 1 0.00 1
Police Technology Upgrade Investigations 25,000 0.00 25,000 -
Police Additional Red Light Photo Cameras 294,000 294,000 0.00 294,000 294,000
Police Admin Valley Comm increase - 322,445 - 0.00 472,598 -
Police SRO 1.00 168,972 112,500 2.00 306,130 225,000
Fire and Emergency Services F&ES Health&Wellness Fund - 25,000 25,000 1 0.00 25,000 25,000
Fire and Emergency Services EMS and Fire/Rescue Services COR 91.00 14,148,848 1,436,200 91.00 14,741,520 958,500
Fire and Emergency Services Administrative Services for F&ES 9.00 3,519,038 - 9.00 3,577,210 -
Fire and Emergency Services Community Risk Reduction 8.00 1,149,439 219,000 8.00 1,213,636 219,000
Fire and Emergency Services Safety&Support Services 6.00 1,529,842 - 6.00 1,570,437 -
Fire and Emergency Services EMS and Fire/Rescue Services KCFD#25 16.00 1 2,025,350 1,300,000 16.00 1 2,128,169 1,300,000
Fire and Emergency Services EMS and Fire/Rescue Services KCFD#40 29.00 4,013,826 4,500,000 29.00 4,200,019 4,500,000
Fire and Emergency Services Emergency Management 2.00 377,272 35,000 2.00 392,868 35,000
Fire and Emergency Services EMS&Fire/Rescue COR Valley Comm increase - 88,361 - 0.00 122,053 -
Community Services Serving vulnerable/low income 2.59 883,155 20,000 2.59 893,145 20,000
Community Services CDBG 1.74 292,826 307,462 1.74 295,454 307,462
Community Services Reallocate CDBG to CED 240,971 0.00 1 240,971
1r Community Services Additional Human Services Funding 24,000 0.00 24,000
Capital Programs
City Service Area 2015 Adopted 2016 Adolpto
FTE Tot Exp S Tot Rev FTE Tot Exo Tot Rev
Community Services CIP General Gov't 90,000 1 90,000 0.00 90,000 90,000
Fire and Emergency Services Fire Impact Mitigation Fund 250,000 1 99,000 0.00 250,000 99,000
Total Cal I FTE and$ - 340,000 1 189,000 0.00 340,000 189,000
See the CIP Section of this document for detailed information of the budgeted Capital Projects.
Total•. .0
Renton Results-Revenue,Expenditure and Capital Budgets by 2-43
City Service Area and Other Services
Ston Results
Revenue, Expenditure and Capital Budgets
by City Service Area
ou-m meat
Department Program Name 2015 Adapted 2016 Ado ted
FTE Tot Ex $ Tot Rev$ FTE Tot Ex $ Tot Rev$
Legislative Legislative Operations 8.00 335,838 - 8.00 348,161
Court Services Criminal Case Processing 6.00 727,334 423,500 6.00 760,705 423,500
Court Services Infraction Processing 4.00 474,419 1,920,000 4.00 494,445 1,920,000
Court Services Court Administration 2.00 788,888 2.00 805,573
Executive Executive Operations 3.50 985,593 3.50 1,023,307
Executive Citywide Communications 4.00 554,982 554,985 4.00 582,520 582,522
City Attorney Court Public Defenders - 450,000 - 0.00 450,000 -
Executive Cable Communication Fund 97,674 97,674 0.00 97,674 97,674
Executive Intergovernmental Relations 62,400 - 0.00 62,400 -
Executive Social Media Intern 16,000 16,000 0.00 16,000 16,000
Executive Citywide Survey 50,000 - 0.00 - -
City Attorney City Attorney Civil 3.88 654,880 25,000 3.88 693,479 25,000
Executive Hearing Examiner - 40,000 - 0.00 40,000 -
Administrative Services City Clerk 5.00 942,862 5.00 992,720
Administrative Services Convert LT Deputy City Clerk 1.00 108,695 1.00 119,150
Administrative Services Special Election Costs - - 0.00 -
Community Services Community Engagement 2.32 302,776 3,000 2.32 322,780 3,000
3JA0.15911 3&711-1.
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Renton Results-Revenue,Expenditure and Capital Budgets by 2-44
City Service Area and Other Services
a is
Revenue, Expenditure and Capital Budgets
by City Service Area
City Service Area: Livable Community
Department Program Name 2015 Adopted 2016 Adopted
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Executive Hotel Motel Fund - 245,000 265,000 0.00 265,000 265,000
Community and Econ Dev Current Planning 5.68 738,788 98,000 5.68 787,793 98,000
>r Community and Econ Dev Economic Development 4.00 604,469 - 4.00 648,403 -
Community and Econ Dev Long Range Planning 2.75 444,016 2.75 468,421
Community and Econ Dev CED Administration 2.00 1,077,608 2.00 1,120,102 -
YIE
Community and Econ Dev 1%for the Arts - 102,950 15,000 0.00 - 15,000
Community and Econ Dev Arts&Culture 0.25 35,944 - 0.25 37,679 -
Community and Econ Dev Add 1 FTE Assistant Planner 1.00 105,720 105,720 1.00 116,602 116,602
Community and Econ Dev Add.5 FTE Office Assistant 0.50 51,357 51,357 0.50 53,736 53,736
Community Services Museum 1.00 227,761 - 1.00 235,281
r Community Services Administration/Com Svcs 2.00 545,712 - 2.00 562,434 -
Community Services Aquatics 1.00 774,928 756,115 1.00 786,791 756,115
Community Services Leased Facilities 1.50 663,404 768,957 1.50 671,980 768,957
s Community Services Com Relations and Events 1.48 345,672 73,000 1.48 359,219 73,000
Community Services Parks and Trails Program 22.80 4,611,996 10,000 22.80 4,820,657 10,000
Community Services Recreation Services 5.59 2,370,262 586,886 5.59 2,434,726 619,263
Community Services Renton Community Center 6.50 1,444,929 690,500 6.50 1,485,884 690,500
Community Services Senior Activity Center 3.25 610,795 132,000 3.25 631,561 132,000
Community Services Farmers Market 0.50 59,454 59,400 0.50 63,314 59,400
Community Services Neighborhood Program 1.83 329,381 - 1.83 339,183 -
Community Services Contracted Services - 35,000 0.00 35,000
1� Community Services Parks/Trails Supplies/Repair and Maintenance 20,000 0.00 20,000 -
Community Services Increase Recreation Fees - 34,631 0.00 - 34,631
Community Services Fleet/Purchase stump grinder = 20,000 - 0.00 - -
Community Services Water 35,545 0.00 38,737 -
Total Livable Community FTE and$ 63.63 15,500,691 3,646,567 63.63 15,982,505 3,692,204
Capital Programs
City Service Area
2015 Adopted 2016 Adopted
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Community Services CIP General Gov't 2,486,000 2,403,000 0.00 4,230,000 4,002,000
Total Capital FTE and$ 2,486,000 2,403,000 0.00 4,230,000 4,002,000
See the CIP Section of this document for detailed information of the budgeted Capital Projects.
Total Operating and Capital FTE and$ 63.63 17,986,691 6,049,567 63.63 20,212,505 7,694,2J1
Renton Results-Revenue,Expenditure and Capital Budgets by 2-45
City Service Area and Other Services
on R ts
Revenue, Expenditure and Capital Budgets by
City Service Area
City Service Area: Mobility
2015 Adopted 2016 Adopted
Department Program Name
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ �
Public Works Public Works Administration 2.00 395,867 2.00 413,579
Public Works Trans Operations Maintenance Section 9.90 2,215,442 9.90 2,276,977
Public Works Transportation Systems Admin 2.50 830,160 2.50 856,076
Public Works Building the Mobility Network 6.42 954,354 294,000 6.42 995,753 360,000
Public Works Trans Operations Engineering Section 3.20 412,339 - 3.20 436,334 -
Public Works Transit Coordination/Commute Trip Reduction 0.70 203,241 40,000 0.70 228,896 40,000 1
Public Works Airport Operations 6.00 1,700,529 2,023,929 6.00 1,758,963 1,528,163
..tis
Public Works Bridges and Guardrails 0.33 41,829 - 0.33 43,870 -
Public Works Sidewalk Program 0.05 7,784 0.05 8,004
Public Works Airside/Land side Repair&Maintenance - 20,000 0.00 20,000
Public Works Public Works Maintenance Administration 5.45 1,134,631 5.45 1,174,218 -
Public Works Street Maintenance 19.10 4,013,074 761,796 19.10 4,161,913 763,432
Public Works Snow Plow&Sander Purchase - 33,832 - 0.00 2,832
Total Mobility FTE and$ 55.65 11,963,084 3,119,725 55.65 12,377,415 2,691,595
Capital Programs
2015 Adopted 2016 Adopted
City Service Area
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Community and Econ Dev CIP General Gov't 100,000 161,000 0.00 100,000 39,000
Public Works Airport Capital Improvement Program 540,000 627,091 0.00 2,007,222 1,945,130
Public Works T Transportation CIP 14,274,630 13,167,628 0.00 6,831,590 6,582,000
Public Works Transportation Impact Mitigation Fund 196,000 216,500 0.00 - 216,500
Public Works Arterial Street Fund 640,000 640,000 0.00 650,000 650,000
Total Capital FTE and$ 15,750,630 14,812,219 0.00 9,588,812 9,432,630
Note: The first letter(s)of the CIP description title identifies the type of project. A=Airport,T=Transportation
See the CIP Section of this document for detailed information of the budgeted Capital Projects.
OperatingTotal
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Renton Results-Revenue,Expenditure and Capital Budgets by 2-46
City Service Area and Other Services
ton Results
Revenue, Expenditure and Capital Budgets by
City Service Area
City Service Area: Utilities and Environment
Department Program Name
2015 Adopted 2016 Adopted
W FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Administrative Services Utility Billing and Cashiering 4.90 602,159 4.90 631,145
Community and Econ Dev Development Engineering 10.66 1,468,649 305,902 10.66 1,551,569 305,972
Community and Econ Dev Add 1 FTE LT Construction Inspector 1.00 114,261 114,261 1.00 126,514 126,514
Public Works Waterworks Revenue Bond Debt - 2,618,408 - 0.00 2,621,576 -
Public Works King County Metro Fund 16,638,722 16,638,722 0.00 16,638,722 16,638,722
Public Works Public Works Trust Fund Loan Debt 728,557 - 0.00 627,673
s -
Public Works Solid Waste Collection 1.25 15,907,161 16,404,756 1.25 16,337,626 16,455,128
Public Works Utility Systems Administration 3.00 930,125 - 3.00 995,954 -
Public Works Water Engineering and Planning 5.80 3,512,023 10,822,556 5.80 3,684,052 10,108,293
7�
Public Works Wastewater Engineering and Planning 4.50 2,655,641 61367,977 4.50 2,742,617 6,208,936
Public Works Surface Water Engineering and Planning 7.80 2,872,049 6,989,266 7.80 2,998,480 6,848,550
Public Works Surface Water NPDES Education 0.20 89,195 - 0.20 90,762 -
• Public Works Water Education 0.20 21,135 - 0.20 21,938 -
Public Works Solid Waste Education 0.75 137,002 52,278 0.75 143,993 54,500
Public Works Water&Wastewater ES III-GIS Position 1.00 128,995 - 1.00 135,661 -
M Public Works Surface Water NPDES Increases - 38,000 0.00 44,000
Public Works Water Conservation Program - 138,000 0.00 138,000
Public Works SW Civil Engineer I NPDES Program 1.00 119,955 1.00 128,295 -
M Public Works Water Maintenance 25.30 5,418,443 10,078 25.30 5,629,599 10,078
Public Works Wastewater Maintenance 6.95 1,564,527 19,740 6.95 1,615,558 19,740
Public Works Surface Water Maintenance 15.20 2,569,633 10,700 15.20 2,724,002 10,700
Public Works Solid Waste Litter Control 1.00 1 295,421 4,692 1.00 304,842 4,692
Public Works Surface Water Maintenance Increase - 40,000 - 0.00 40,000 -
Community Services Golf Course 9.50 2,165,392 2,529,526 9.50 2,233,479 2,615,921
Community Services Parks Planning,Urban Forestry and Na Res 3.40 749,390 81,000 3.40 776,662 85,000
Community Services Golf Course Debt Service - 400,660 - 0.00 - -
Community Services Contract Maintenance&Services/Flower Program 80,750 0.00 103,700
Community Services Habitat Monitoring Program 7,500 0.00 10,500 -
Community Services Increase Golf Course Fees - 75,857 0.00 - 146,872
i�wwTotal Utilities and Environment FTE and$ 103.41 62,011,753 60,427,311 103.41 63,096,920 59,639,618
i
Renton Results-Revenue,Expenditure and Capital Budgets by 2-47
City Service Area and Other Services
b1toesults
Revenue, Expenditure and Capital Budgets by
City Service Area
City Service Area: Utilities and Environment
2015 Adopted 2016 Adopted
Department Program Name
FTE Tot Exp$ 1 Tot Rev$ FTE Tot Exp$ 1 Tot Rev$
Capital Programs
2015 Adopted 2016 Adopted
City Service Area
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Public Works WW Miscellaneous/Emergency Projects 200,000 200,000 0.00 200,000 200,000
Public Works WW Long Range Wastewater Management Plan 250,000 250,000 0.00 - -
Public Works WW Develop Access Road-Aberdeen Apt/VMC 400,000 400,000 0.00 - -
Public Works WW Thunder Hill Interceptor Repl/Rehab 700,000 700,000 0.00 3,000,000 3,000,000
Public Works WW Cascade Int.Restoration Ph II 900,000 900,000 0.00 - -
Public Works WW 2015 Sanitary Sewer Main Rep/Rehab 1,300,000 1,300,000 0.00 - -
Public Works WW Forcemain Rehab/Replacement 350,000 350,000 0.00 200,000 200,000
Public Works WW Falcon Ridge Lift Station Rehabilitation - - 0.00 150,000 150,000
Public Works W Water CIP 5,440,000 5,440,000 0.00 6,190,000 6,190,000
Public Works SW Surface Water CIP 5,000,000 5,000,000 0.00 3,000,000 3,000,000
Community Services Golf Course MM 50,000 50,000 0.00 1 70,000 50,000
Community Services CIP General Gov't 350,000 350,000 0.00 600,000 600,000
Total Capital FTE and$ 14,940,000 14,940,000 0.00 13,410,000 13,390,000
Note: The first letter(s)of the CIP description title identifies the type of project. W=Water,WW=Wastewater,SW=Surface Water
See the CIP Section of this document for detailed information of the budgeted Capital Projects.
Total•. 76,506,920 73,029,618
l
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Renton Results-Revenue,Expenditure and Capital Budgets by 2-48
City Service Area and Other Services
ton R is
Revenue, Expenditure and Capital Budgets by
City Service Area
City Service Area: Internal Support .. w . , �,
2015 Ado ted 2016 A o to
r• Department Program Name FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Executive Communication-Print and Mail Services 1.50 420,448 420,446 1.50 428,218 428,217
Administrative Services Payroll 1.50 143,283 - 1.50 151,195 -
Administrative Services System Services 3.00 514,264 535,388 3.00 535,741 556,341
r• Administrative Services Telecommunications 1.00 428,276 376,808 1.00 436,765 385,156
Administrative Services Service Desk Support 2.00 506,011 490,964 2.00 464,205 450,776
Administrative Services Finance Operations 3.50 350,331 - 3.50 373,447 -
i Administrative Services Applications and Database Services 4.00 1,391,720 1,421,380 4.00 1,374,484 1,449,134
Administrative Services Enterprise GIS 3.00 439,829 453,474 3.00 460,921 474,182
Administrative Services Accounting and Auditing 1.50 299,175 - 1.50 310,234 -
Administrative Services Budgeting and Financial Planning 4.10 543,993 4.10 574,961
Administrative Services Asset,Debt,and Treasury Management 0.90 192,499 0.90 198,866 -
Administrative Services IT Administration 1.50 265,862 256,688 1.50 279,192 269,664
Administrative Services Finance Administration 1.50 503,301 - 1.50 517,068 -
Administrative Services IT Capital - 771,000 870,329 0.00 768,000 867,690
Administrative Services Increased/Decreased IT costs - 105,701 - 0.00 150,701 -
Administrative Services Add 1 FTE IT Service Desk Technician 1.00 107,355 107,355 1.00 118,493 118,493
Administrative Services Add 1 IT Systems Analyst/Programmer 1.00 111,845 111,845 1.00 123,835 123,835
Administrative Services Add 1 FTE Senior Finance Analyst 0.50 64,536 - 0.50 76,840
Administrative Services Banking Fees - 485,000 0.00 485,000
Administrative Services State Audit Costs 26,265 0.00 26,265
r•
Administrative Services Fire Pension - 210,475 468,000 0.00 200,475 468,000
City Attorney City Attorney Administration 2.00 472,632 - 2.00 485,691 -
Community and Econ Dev Technical and Property Services 3.66 449,327 3.66 476,833
UK HRRM HR/RM Administration 5.00 1,073,882 5.00 1,107,032 -
HRRM Risk Management 2.25 3,596,844 4,319,647 2.25 3,511,859 3,969,201
HRRM Benefits 1.75 14,540,284 14,553,818 1.75 15,763,669 15,917,658
HRRM Add 1 FTE Senior HR Analyst 1.00 122,888 - 1.00 132,580 -
HRRM Add 1 FTE HR Analyst 1.00 116,323 1.00 125,041
HRRM Recruitment SW Civil Engineer I NPDES Program - 1,250 = 0.00 - _
Public Works Trans Operations Internal Support Services 1.90 249,847 1.90 262,787
Public Works Fleet Services Capital Recovery - 2,831,000 3,071,971 0.00 1,473,000 3,174,306
Public Works Fleet Services Operation&Maintenance 9.00 2,676,047 2,680,565 9.00 2,730,192 2,734,794
Community Services Custodial Services 14.00 1,463,447 1,463,450 14.00 1,540,100 1,540,099
Community Services Facilities Technical Maintenance 9.50 2,601,706 2,601,706 9.50 2,595,998 2,595,998
Community Services Operational Facilities MM - 92,000 92,000 0.00 92,000 92,000
Community Services Public Facilities MM 313,000 313,000 0.00 251,000 251,000
Community Services Move Acquatics/RCC/Sr Center Utilities to 504 297,847 297,847 0.00 297,847 297,847
Community Services Ergonomics and Furniture Replacement 150,000 150,000 0.00 150,000 150,000
Internal Serviceund T
Fund/Interfransactions only` (34,588,681) (34,588,681) (35,846,391) (35,846,391)
To � 1 s 468,000.
Services provided through internal business units(Internal Service Funds). Both revenues and expenditures are deducted to show the net impact on City's resources
Capital Pro rams
Sri City Service Area
2015 Adopted 2016 Adopted
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Community Services ICIP General Gov't 340,000 340,000 0.00 372,000 372,000
Total Capital FTE and$ - 340,000 340,000 0.00 372,000 372,000
Total Operating and Capital FTE and 82.56 4,680,814 808,000 82.56 3,576,144 840,
jRenton Results-Revenue,Expenditure and Capital Budgets by 2-49
City Service Area and Other Services
ton R is
Revenue, Expenditure and Capital Budgets by
City Service Area
City-Wide Transfers and Other Interfund Transactions
2015 Adopted 2016 Adopted
Department Program Name
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Transfer Add 2 SROs (56,472) - 0.00 (81,130)
Administrative Services General Government Debt 6,463,588 409,868 0.00 6,248,676 422,254
Administrative Services Other City Svc-Employee Separation Pay 436,152 - 0.00 365,016
Administrative Services LEOFF 1 Medical Obligation 2,224,684 0.00 2,224,684 -
Administrative Services Association Dues and Contracted Services 363,138 0.00 377,766
Transfer lx Transfer to 316 1,300,000 0.00 1,140,000 -
Transfer Indirect Cost Transfer Multi Depts - 2,277,098 0.00 - 2,382,213
Internal Service Fund/Interfund Transactions only 34,588,681 34,588,681 35,846,391 35,846,391
Total Transfers andlnterfund Transactions 45,319,771 37,275,647 0.00 46,121,403 38,650,858
City-Wide Revenue Estimate
2015 Adopted 2016 Adopted
Department Program Name
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Revenue General Governmental Fund Revenues 89,887,713 0.00 93,939,229
Revenue Non-GG Fund Revenues 173,117 0.00 173,313
A
Total City-Wide Revenue Estimates - 90,060,830 0.00 94,112,542
Total Other Programs00 it
it
Renton Results-Revenue,Expenditure and Capital Budgets by 2-50
ur
City Service Area and Other Services
Reconciliation to Budget by Fund and Department
Below will reconcile the Programs within Renton Results with the Total Adopted Budget
Operating Programs
2015 Adopted 2016 Adopted
City Service Area p
FTE Tot Exp$ Tot Rev$ FTE I Tot Exp$ Tot Rev$
Safety and Health 339.83 63,958,607 13,726,254 340.831 66,811,562 13,361,604
Representative Government 39.70 6,592,342 3,040,159 39.70 1 6,808,914 3,067,696
Livable Community 63.63 15,500,691 3,646,567 63.63 15,982,505 3,692,204
Mobility 55.65 11,963,084 3,119,725 55.65 12,377,415 2,691,595
Utilities and Environment 103.41 62,011,753 60,427,311 103.41 63,096,920 59,639,618
Internal Services 82.56 1 4,340,814 468,000 82.56 3,204,144 468,000
OperatingTotal
Capital Programs
w City Service Area 2015 Adopted 2016 Adopted
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Safety and Health 340,000 189,000 0.00 340,000 189,000
w Representative Government - - 0.00 - -
Livable Community 2,486,000 2,403,000 0.00 4,230,000 4,002,000
Mobility 15,750,630 14,812,219 0.00 9,588,812 9,432,630
Utilities and Environment 14,940,000 14,940,000 0.00 13,410,000 13,390,000
Internal Services 340,000 340,000 0.00 372,000 372,000
Total Capital FTE and$ 33,856,630 32,684,219 0.00 27,940,812 27,385,630
Other Programs
City Service Area 2015 Adopted 2016 Adopted
FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
Transfers and Interfund Transactions 45,319,771 37,275,647 0.00 46,121,403 38,650,858
City-Wide Revenue Estimate - 90,060,830 0.00 - 94,112,542
Total Other - 45,319,771 127,336,477 0.00 46,121,403 132,763,400
Grand Totals 684.78 243,543,692 244,448,712 685.78 242,343,675 243,069,747
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Renton Results-Reconciliation to Total Budget 2-51
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Renton Results-Reconciliation to Total Budget 2-52
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3 BUDGET BY DEPARTMENT
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Legislative 3-1
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Executive 3-7
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City Attorney 3-17
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Court Services 3-21
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Administrative Services (AS) 3-25
Community and Economic Development (CED) 3-35
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Community Services 3-49
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Fire and Emergency Services 3-73
Human Resources and Risk Management(HR&RM) 3-83
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Other City Services 3-91
Police 3-93
Public Works (PW) 3-107
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Legislative
Randy Corman Marcie Palrmer Armondo Pavone Ruth Perez Don Persson Ed Prince Greg Taylor
Councilmember Councilmember Councilmember Councilmember Councilmember Councilmember Councilmember
Council Liaison
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Budget by Department-Legislative 3-1
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Legislative
Mission
The City Council assesses the needs of the public and sets priorities; develops and adopts the annual budget, ordinances, ,
resolutions, and policy alternatives to meet those needs, consistent with City goals and objectives; and provides
coordination and evaluation of programs and service objectives.
City Councilmembers Names and Terms ,
Councilmember Position# Term Service Term Expires
Began
Randy Corman 1 4 years 1994 12/31/2017
Marcie Palmer 3 4 years 2004 12/31/2015
Armondo Pavone 2 4 years 2014 12/31/2017
Ruth Perez 6 4 years 2014 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 ,
2012 2013 2013 2014 2014 2015 2016 Change Change '
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 278,768 289,114 289,911 295,116 309,907 335,838 348,161 13.8% 3.7%
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:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200001.0008 Legislative Operations 8.00 335,838 8.00 348,161
Total 8.00 $ 335,838 $ 8.00 $ 348,161 $
Legislative Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Policyand program decisions
Community Rates the Cityas heading in 55/u N/A N/A
reflecting community values (2011 Survey)
the right directions (survey rate fair, next surey next surey
Representative good orexcellent) 2015 2015
Government �
Policyand fiscal Costof government per capita
accountability (General GOV't Funds, $1,107 $1,702 $1,702
Expenditures/2012 population)
Budget by Department-Legislative 3-2
Highlight of Budget Changes:
• Personnel Benefits increased in 2015 by$15k due to increases in overall city-wide healthcare costs.
• Supplies increased in 2015 by$2k due to reallocating funds from Other Services&Charges to Supplies.
• Other Services&Charges increased in 2015 by$11k due to adding(2014 adjustment)$13k for annual National
League of Cities travel/training and membership costs.
• Interfund Payments increased in 2015 by$8k due to increased internal service fund costs for information
technology and communication costs.
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Expenditure Budget by Division-Legislative
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 153,152 153,936 154,911 153,936 155,911 159,049 161,451 33% 15%
Personnel Benefits 64,312 66,322 66,691 72,319 72,319 87,354 95,253 20.8% 90%
Supplies 2,764 2,800 2,429 2,800 2,800 5,000 5,000 78.6% 0.0%
Other Services &Charges 4,978 7,700 7,525 7,700 20,516 18,316 18,316 137.9% 0.0%
Interfund Payments 53,562 58,356 58,356 58,361 58,361 66,119 68,141 13.3% 31%
M Total 278,768 289,114 289,911 295,116 309,907 335,838 348,161 13.8% 3.7%
an Staffing Levels by Division-Legislative
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
M Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%
2013/2014 Accomplishments
• Established the S. 132nd St.Sewer Extension Special Assessment District.
• Declared the Sunset Area as an "Economic Target Area."
• Added regulations and definitions to City Code related to the use, production, processing, and sales of recreational
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marijuana.
• Amended Renton Municipal Code regarding placing liens on chronic nuisance properties.
• Set the 2013-2018 Water Use Efficiency Goal.
• Authorized the acquisition of May Creek Trailhead property.
• Modified and Expanded the Photo Enforcement Program.
Awarded the following:
02014 Street Patch and Overlay with Curb Ramps project.
• Sunset Community Low Impact Development Retrofit Stormwater Green Connection: Harrington Ave. NE&
Harrington Ave. NE Water Main Replacement project.
• NE 31st St.Culvert Repair Project Replacement Alternative-Bridge.
• Cedar River Gabion Repair project.
• Lift Station Replacement projects at the Airport, Misty Cove and Lind Avenue.
• Monterey Terrace and President Park Water Main Replacement projects.
• Highlands to Landing Pedestrian Connection project.
• Will Rogers-Wiley Post Seaplane Base Maintenance Dredging project.
• Renton Hill Alley Sewer Replacement 2013 project.
• Maplewood Creek&Madsen Creek Sediment Basin Cleaning Project 2013.
• 2013 Street Patch and Overlay with Curb Ramps project.
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Budget by Department-Legislative 3-3
• 2013 and 2014 Neighborhood Grants.
• Taxiway B System Rehabilitation-South Portion Reconstruction project at the Airport.
• East Renton Lift Station Elimination project. ,
Approved the following:
• The purchase of land near NE 4th St. and Queen Ave. NE for the installation of a HAWK Signal.
• Wine/Beer sampling at the Renton Farmers Market.
• A 10-year concession agreement with Ivar's, Inc.to operate restaurants at Gene Coulon Memorial Beach Park.
• The Annual Neighborhood Grant applications.
• The 2015-2017 HOME Investment Partnership Program with King County.
• A Fire Resource Mobilization Plan reimbursement agreement with the Washington State Patrol.
• A lease with Valley Communications Center for the installation of wireless communication facilities at the Rolling
Hills Reservoir site.
• An Administrative Code Interpretation regarding alleys.
• A contract for the demolition of the Big 5 building.
• The Community Development Block Grant funding allocations of$22,155 to the Meadow Crest Playground and
$39,686 to the Emergency Feeding Program. ,
• The Cedar River Trail right-of-way transfer with the Washington State Department of Transportation.
• A new 30-year lease with the Department of Natural Resources for use of state-owned aquatic lands at Gene
Coulon Memorial Beach Park. ,
• A Letter of Understanding with King County for traffic signal,channelization, and transit improvements regarding
the new RapidRide F Line corridor.
• The Highlands Library schematic design and related budget.
• The purchase of 49 new golf carts for the Maplewood Golf Course.
• A contract to replace the memorial tiles at Veterans Memorial Park.
• The Six-Year Transportation Improvement Program (TIP).
• A resolution expressing strong support of the 2013 Transportation Investment Package.
• The issuance of a Limited Term Obligation Bond to finance streetlight conversion to LED lights.
• An interlocal agreement with the Renton School District regarding the Meadow Crest Playground. r
• A resolution opposing the FAA's closure of the contact tower at the Renton Municipal Airport.
• The schematic design for a renovated replacement library over the Cedar River.
• A Memorandum of Understanding regarding the establishment of a joint human services application and funding
program.
• A 2012 Urban Forestry Restoration grant with the Washington State Department of Natural Resources in order to
conduct the May Creek Trail Restoration project.
• The Amended and Restated Solid Waste Agreement with King County to extend the 1988 agreement to December
2040.
• An interlocal agreement with the Coal Creek Utility District regarding emergency sale of water.
• A five-year lease agreement with Puget Sound Access for use of Carco Theater.
• An interlocal agreement with King County regarding gravel removal in the Cedar River.
• The use of a portion of the jail space in City Hall as a day shelter for homeless women and children.
• The 100%waiver of development and mitigation fees for the Renton Housing Authority's Kirkland Townhomes
project,an 18-unit affordable housing development in the Sunset Area of the Renton Highlands.
• The work plan for the 2015 Major Comprehensive Plan Update.
• An interlocal agreement with Kent Regional Fire Authority regarding joint training.
Budget by Department-Legislative 3-4
,. • A Lease with the Cedar River Boathouse to the George Pocock Rowing Foundation for five years.
Accepted the following grant funds:
• $15,000 for the Renton Farmers Market.
• $700,000 for the SW Grady Way to Longacres Dr.SW re-paving project.
• $111,940 to fund special recycling events.
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• $150,000 for the Lower Cedar River Assessment Puget Sound Acquisition and Restoration project.
• $346,000 for the Lake Washington Loop Trail project.
r • $1,313,935 funds for the NE Sunset Blvd. (SR 900)Corridor Improvements project.
• $9,950,000 for the Central Sound Aerospace Training Center.
• $1,212,395 for basic life support services.
No • $4,618,248 for the Logan Ave. N. (Cedar River Bridge to N.6th St.) Improvement project.
• $96,967 to support the emergency management program.
• $1,131,396 to cover the salaries of six firefighters through 11/7/2015.
• $81,272 to implement the City-wide Commute Trip Reduction program.
• $112,500 for the Tiffany Park-Cascade Park connector parcel acquisition.
• $1.7 million Highlands to Boeing/Landing Pedestrian Connection project.
• $1,089,409 for the Street Light Conversion project.
• $30,206 to help fund the Domestic Violence Advocacy Assistance program.
t • $65,000 for the Meadow Crest Playground.
• $725,500 for revitalization of the West Hill/Skyway Corridor.
• $1,229,989 for basic life support.
• $1,085,230 for the S. 7th St.and Shattuck Ave.S. Intersection project.
• $951,000 for the Logan Ave. N. Roadway Improvements(N.Airport Way to N.8th St.) project.
• $1,067,000 for the Riverview Bridge Replacement project.
Position Listing- Legislative
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Legislative Services/City Council
E09 City Council Members (Elected) 7.00 7.00 7.00 7.00 7.00 7.00 7.00
M17 City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Legislative Services 8.00 8.00 8.00 8.00 8.00 8.00 8.00
Budget by Department-Legislative 3-5
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Budget by Department-Legislative 3-6
Executive
MAYOR
Denis Law
9 FTEs
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CHIEF ADMINISTRATIVE
OFFICER
Jay Covington
8 FTEs
Deputy Public Affairs
Public Defender Mayor's Office Administrator
(contracted) 1.5 FTEs Preeti Shridhar
5.5 FTEs
Mayor Support Diversity/Inclusion Communications
4.5 FTEs
Strategic Leadership and Hotel/Motel Advisory
Direction Committee Media Relations
Comprehensive Plan and Intergovernmental Graphic Design/Multi-
Annual
esi n Multi-
Annual Budget Oversight Relations Media
Website
Print and Mail
Cable Channel 21
Budget by Department-Executive 3-7
Executive
Mission
Provide executive leadership and management for the City of Renton government to act strategically, implement decisions
efficiently and accurately,apply City policies uniformly, and achieve City goals expeditiously.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5%
Position Summary 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
List of Executive Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
200003.0023 Executive Operations 3.50 985,593 - 3.50 1,023,307 -
200003.0024 Citywide Communications 4.00 554,982 554,985 4.00 582,520 582,522
200003.0025 Court Public Defenders - 450,000 - - 450,000 -
200003.0026 Cable Communication Fund 97,674 97,674 97,674 97,674
200003.0027 Intergovernmental Relations 62,400 - 62,400 -
250003.0007 Social Media Intern 16,000 16,000 16,000 16,000
250003.0008 Citywide Survey 50,000 - - -
300003.0001 Hotel Motel Fund - 245,000 265,000 265,000 265,000
600003.0009 Communication-Print and Mail Services 1 1.50 420,448 420,446 1.50 428,218 428,217
Total 9.00 $ 2,882,097 $ 1,354,105 9.00 $ 2,925,119 $ 1,389,413
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Budget by Department-Executive 3-8
.� Executive Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
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Information requests/concerns from
residents are acknowledged within three 90% 92% 97%
days.
W Policy and program decisions Information requests/concerns are resolved 94% °95% 92%
reflecting community values within two weeks.
Representative Percent of survey respondents who rate the N/A
44%
,r Government value of services for the taxes paid to Renton (2011 Survey) N/A next surey
as"good"or better. 2015
Advocate community interest in Accomplishment or significant progress
regional,state,and federal made on each of the major priorities of the 87.5% 75.0% TBD
forums annually adopted State legislative Agenda
Highlight of Budget Changes:
• Regular Salaries and benefits increased in 2015 by$123k due to overall city-wide increase in salaries/healthcare
costs.
: • Part-Time Salaries increased in 2015 by$16k due to a new program request to add a social media intern.
• Other Services and Charges increased in 2015 by$124k due to a new program request for the City-Wide Survey
($50k)and transfer of governmental relations budget($62k)from Community and Economic Development
department.
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Budget by Department-Executive 3-9
Expenditure Budget by Division-Executive
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Odg Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Mayor's Office 1,394,898 1,318,832 1,240,910 1,340,745 1,359,996 1,547,993 1,535,707 15.5% -0.8%
Communications 1,294,792 1,216,858 1,173,032 1,255,545 1,318,770 1,334,104 1,389,412 6.3% 4.1%
Total 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5%
Expenditure Budget by Category-Executive
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 832,899 844,936 840,728 849,653 869,936 915,230 943,955 7.7% 3.1%
Part-Time Salaries 3,819 0 0 0 0 16,000 16,000 100.0% 0.0%
Overtime 8,676 0 6,797 0 0 0 0 N/A N/A
Personnel Benefits 255,302 260,963 248,066 284,676 284,676 341,691 375,993 20.0% 10.0%
Supplies 46,357 79,969 40,790 79,969 79,969 78,334 78,334 -2.0% 0.0%
Other Services and Charges 1,152,536 968,595 936,335 988,595 1,050,788 1,112,330 1,082,330 12.5% -2.7%
Intergovernmental Services 0 0 0 0 0 0 0 N/A N/A
Capital Outlay 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0%
Interfund Payments 390,101 341,227 341,227 353,397 353,397 378,512 388,507 7.1% 2.6%
Total 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5%
Staffing Levels by Division-Executive
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Mayor's Office 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0%
Communications 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.0% 0.0%
Total FTE 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Intermittent FTE 0.11 0.00 0.00 0.00 0.00 0.38 0.38 100.0% 0.0%
Temp/Intermit Pay&Ben $ 4,610 $ - $ - $ - $ - $ 16,000 $ 16,000 100.0% 0.0%
Budget by Department-Executive 3-10
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.. Mayor's Office
Mission
i Provide executive leadership and management for the City of Renton government to act strategically,implement decisions
efficiently and accurately, apply city policies uniformly,and achieve city goals expeditiously.
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2013/2014 Accomplishments
• Supported the Mayor and Council, with input from departments, in continuous refinement of the city's business
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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.
• Assessed the character of city services and programs and prepared recommendations to City Council to guide
decisions on level of effort and resource allocation.
• Strengthened relationships with senior elected and appointed leadership of King County, and initiated discussions
�. to improve coordination of land use within PAAs.
• Implemented citywide programs and services to build an inclusive city with opportunities for all and accomplished
the following:
o Awarded 1st Place in the 2014 City Cultural Diversity Award by National League of Cities.
o Established ongoing relationships with the city's network of 30 community liaisons representing various
community groups and worked with them to provide city programs and services,outreach and civic
engagement.
o Provided emergency preparedness training and workshops to various community members;translated an
emergency preparedness video into four languages.Over 1,000 DVDs have been distributed to various
me non-English speaking members of our city.
o Promoted heart health firefighters coordinated with the community liaisons to attend their meetings and
gatherings and provide free blood sugar and blood pressure screenings to members of their diverse
communities. Over 10,000 people were screened including nearly 1,500 members representing our
diverse communities.
o Worked with the school district to provide free summer lunch to children from minority groups, non-
English speaking communities and low-income families.
o Appointed diverse community representatives from the community liaison groups to serve as members
on key citizen task forces including the Budget Advisory Group, Parks Task Force,and Seattle International
Film Festival host committee included.
o Targeted ethnic media—newspapers, radio stations,the local Hispanic TV station—and provided news
releases and regular information. Over 13 different ethnic media receive regular news items with key
information relevant to their community members.
o Celebrated and showcased the city's diversity by encouraging culturally diverse celebrations such as
festivals and parades.Accomplishments include:
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■ Cultural dances and groups in Renton River Days activities
■ Hosting of first-ever International Festival
■ Renton venue for Seattle International Film Festival
■ Participation in several ethnic and community festivals including the Sikh Parade,Japanese
Sakura festival,Cinco de Mayo festival, and more
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Budget by Department-Executive 3-11
■ Native American and Black History exhibits at Renton History Museum
0 Hosted a variety of community forums throughout the year with members of diverse communities that
are open to all members of the public. Topics included crime prevention,emergency preparedness,and
celebrating diversity. An upcoming forum will focus on career opportunities for diverse communities.
• Developed a community involvement approach for the City budget, a community accountability effort designed to
create a results-oriented performance measurement of city services.
• Successfully advocated the City's adopted State and Federal Legislative Agendas and accomplished the following:
0 In collaboration with industry, secured$12.5 million in state funding for a state-of-the-art aerospace and
manufacturing training center to be located at the Renton airport.
0 Secured$1.1 million in funding for repairs and improvements for the Riverview park bridge.
0 Securing funding for implementation of the Sunset Area Community Investment Strategy.
0 Restored 50%of the cut to liquor excise tax distributions.
0 Preserved $1.29 million for Rapid Ride Line F grant with METRO. 4W
0 Secured$500,000 grant funding for"Alive and Free"program for South County cities for gang prevention.
0 Successfully advocated for the passage of"Telecommunications Parity" that provides $256,000 per year,
offsets loss from liquor tax,and protects city.
0 Continued to represent regional transportation priorities and advocated for a comprehensive
transportation revenue package.
0 Safeguarded the continuing operations and funding for airport control tower.
2015/2016 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.
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• Provide strategic leadership and oversight for the city's annual budget, comprehensive plan, and business and
operational plans through 2016.
• 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.
• Resolve land use and development vesting conflicts between County and City land use policies. �r
• 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.
• Continue to prioritize and Implement citywide programs and services to build an inclusive city with opportunities
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for all with the following focus:
0 Create a comprehensive road map with input from stakeholders that enhances City movement toward the
goal of building an inclusive city.
0 Continue to build and strengthen the relationship with the city's network of community liaisons and work
with them to provide city programs,services,and outreach plus enhance civic engagement.
0 Conduct a comprehensive analysis of City systems by using an inclusion and equity lens;and identify
specific actions and policies to move towards a more inclusive city.
0 Facilitate training and workshops on inclusion and equity,and build capacity within the City to co-
facilitate the ongoing workshops through a train-the-trainer curriculum.
0 Work with stakeholders and community leaders for community-wide events promoting inclusion such as a
Job Fair and Diversity Festival.
Budget by Department-Executive 3-12
up
• Advocate for the City's adopted State and Federal Legislative Agendas,with specific focus on:
0 Promoting Renton's interests and pursue funding opportunities for infrastructure and economic
development in partnership with the City's county,state and federal representatives.
0 Passage of legislation and funding by the Legislature to enact a comprehensive transportation investment
package including Interstate 1-405 and 1-405/SR-167 investments, as well as funding and options for local
governments.
• 0 Passage of legislation to restore full excise tax distributions for cities and counties and a percentage
growth in liquor profits for cities and counties.
0 Passage of legislation to consolidate laws and regulations on retail (Initiative 502) and medical marijuana
use, and to direct more of the projected revenues from marijuana sales to the local law enforcement
agencies that will be impacted by the 1-502 rules.
0 Secure funding to support implementation of Sunset Park as part of the Sunset Area Community
Investment Strategy.
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Expenditure Budget by Category-Mayor's Office
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 408,959 409,296 393,703 409,296 417,047 429,898 443,016 5.0% 3.1%
Part-Time Salaries 3,819 0 0 0 0 0 0 N/A N/A
Personnel Benefits 109,924 112,185 104,897 122,036 122,036 159,199 173,854 30.5% 9.2%
r' Supplies 2,955 3,235 2,589 3,235 3,235 1,600 1,600 -50.5% 0.0%
Other Services and Charges 485,224 455,911 401,515 455,911 467,411 581,446 531,446 27.5% -8.6%
Interfund Payments 384,017 338,205 338,205 350,267 350,267 375,850 385,791 7.3% 2.6%
Total 1,394,898 1,318,832 1,240,910 1,340,745 1,359,996 1,547,993 1,535,707 15.5% -0.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Mayor's Office
2012 2013 2013 2014 2014 2015 2016 Change Change
r Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0%
Intermittent FTE 0.11 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ 4,610 $ - $ - $ - $ - $ - $ - N/A N/A
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Communications
Mission
• 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 productive,two-way dialogue between city government and residents.
• Enhance communications at and among all levels of city government and ensure coordinated and
consistent communications.
2013/2014 Accomplishments
• Developed and implemented effective communications strategies on key issues.
• Finalized Executive Department's Continuity of Operations Plan for emergency management.
• Expanded city social media presence to actively engage and inform the public.
• Added social media archiving for city records.
• Expanded electronic communications to enhance the flow of relevant and timely information to the public.
• Developed and launched city-wide electronic newsletter for distribution to the public via email; distributed over
15,000 e-newsletters on a monthly basis.
• Added use of Fire Station 13 readerboard as a way to promote programs, meetings and opportunities.
• Implemented web upgrades and added multi-media features.
• Continued to explore ways to adapt communications to the new digital democracy and the new technology of
communications.
• Implemented video technology plan for Channel 21 and enhanced Channel 21 operations and productions for
more robust cable programming and video streaming; launched new Cityscape,city magazine program.
• Continued to create and distribute city-wide newsletter to nearly 45,000 Renton residents several times a year.
• Collaborated with Community Services Department and Community&Economic Development Department to
maintain and enhance Renton's social media presence.
• Designed,implemented and distributed regularly scheduled newsletters and flyers to Fire District 40 residents.
• Redesigned and streamlined city's flag ship publication "What's Happening"to increase community participation in
recreational and other city-sponsored programs and events.
• Assisted several city departments in hosting special celebrations, ribbon cuttings,groundbreakings,and other
events; hosted several successful Seahawks fan rallies and got record crowds to come to City Hall and garnered
national media attention for Renton.
• Continued to streamline print shop processes, improve customer service,and reduce costs for printed materials
throughout all city departments.
• Provided effective mail delivery(and counseling services)to all city staff,while ensuring cost-effective,
uninterrupted outgoing mail service.
• In conjunction with utility billing,implemented needed updates to utility bill (barcodes and format)to facilitate
banking and postal discount requirements.
• Encouraged and provided training and professional development opportunities for staff.
2015/2016 Goals
• Develop plan for web makeover and implement recommended web changes in 2015/2016.
• Redesign city newsletter for more effective communication.
• Research and stay apprised of emerging technologies that serve to improve communication with public.
• Establish city-wide policies and best practices for effective social media use.
• Establish city-wide policies and procedures to inform city staff on effective use of photography for public outreach.
• 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.
Budget by Department-Executive 3-14
Im
UW • Continue to implement unified graphic design standards"branding"throughout all city departments and
modernize the look of all city publications.
• Develop and implement strategic communication strategy for public outreach for key issues and programs
throughout the city.
• 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.
• Continue to provide high quality printed materials in a timely,cost-efficient manner.
• Continue to provide effective mail delivery(and counseling services)to all city staff,while ensuring cost-effective,
outgoing mail service.
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Expenditure Budget by Category-Communications
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 423,941 435,640 447,024 440,357 452,889 485,332 500,939 10.2% 3.2%
Part-Time Salaries 0 0 0 0 0 16,000 16,000 100.0% 0.0%
Overtime 8,676 0 6,797 0 0 0 0 N/A N/A
a Personnel Benefits 145,379 148,778 143,169 162,640 162,640 182,492 202,139 12.2% 10.8%
Supplies 43,402 76,734 38,201 76,734 76,734 76,734 76,734 0.0% 0.0%
Other Services and Charges 667,312 512,684 534,820 532,684 583,377 530,884 550,884 -0.3% 3.8%
Intergovernmental Services 0 0 0 0 0 0 0 N/A N/A
Capital Outlay 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0%
Interfund Payments 6,083 3,022 3,022 3,130 3,130 2,662 2,716 -15.0% 2.0%
Total 1,294,792 1,216,858 1,173,032 1,255,545 1,318,770 1,334,104 1,389,412 6.3% 4.1%
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Staffing Levels(Full-Time Equivalent Employees-FTE)-Communications
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.0% 0.0%
Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.38 0.38 100.0% 0.0%
Temp/Intermit Pay&Ben $ - $ - $ $ - $ $ 16,000 $ 16,000 100.0% 0.0%
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Im Budget by Department-Executive 3-15
Executive Department Position Listing
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Mayor's Office
E10 Mayor(Elected) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M53 Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M45 Assistant Chief Administrative Officer 1.00 0.00 0.00 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
Total Mayor's Office 4.50 3.50 3.50 3.50 3.50 3.50 3.50
Communications
M45 Deputy Public Affairs Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M21 Communications Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Communications Specialist 11 2.00 1.00 1.00 1.00 1.00 1.00 1.00
A17 Web Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A13 Print&Mail Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A01 Office Assistant 1 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Total Communications Division 6.50 5.50 5.50 5.50 5.50 5.50 5.50
Total Executive Department 11.00 9.00 9.00 9.00 9.00 9.00 9.00
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Budget by Department-Executive 3-16
City Attorney
CITY ATTORNEY
Larry Warren
12.88 FTEs
Administrative Support
1.0 FTE
Civil Criminal
3.88 FTEs 7 FTEs
Budget by Department-City Attorney 3-17
City Attorney
Mission
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.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% S.4%
Position Summary 11.75 11.88 11.88 11.88 12.88 12.88 12.88 8.4% 0.0%
List of City Attorney Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package p Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100006.0004 City Attorney Prosecution 7.00 870,409 7.00 926,099
150006.0006 New Prosecutor annual costs - 3,500 - 3,500 -
200006.0004 City Attorney Civil 3.88 654,880 25,000 3.88 693,479 25,000 r
600006.0005 City Attorney Administration 2.00 472,632 - 2.00 485,691 -
Total 12.88 $ 2,001,421 $ 25,000 12.88 $ 2,108,770 $ 25,000
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Budget by Department-City Attorney 3-18
s
r City Attorney Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
am
Timely responsiveness and
Safety and Health "projection of effort,"when the Discovery provided to the Defense Attorney 97% 100% 100%
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community cannot help itself. by prosecutors within 20 calendar days
Representative Routine legislation and contract review will
Policy and fiscal accountability 99% 99% 98%
Government be performed within one week of receipt.
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Highlight of Budget Changes:
• Regular Salaries and Personnel Benefits increased in 2015 by$403k due to increases in FTE(1.0)for 1 Prosecuting
Attorney position (2014 adjustment)which includes full benefits and overall city-wide increase in
salaries/healthcare costs.
Im • Other Services and Charges increased in 2015 by$3.5k due additional costs needed for the 1 additional
Prosecuting Attorney.
• Interfund Payments increased in 2015 by$17k due overall city-wide increase in salaries/healthcare costs.
2013/2014 Accomplishments
• Negotiated a sizable settlement of a bid bond for default on the Rainier Avenue Construction bid.
• Integrated LawBase into our system to achieve paperless status for Prosecution.
• Responded to several emergency requests for ordinance and contract reviews.
• Kept up with legal review of public records requests.
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• Assisted in training City staff on how to respond to public records requests.
• Negotiated and closed the multi-party purchase of the Highlands' Library site.
• Advised and assisted in achieving a favorable settlement of the utility tax increase against PSE.
• Assisted in negotiating a complicated agreement with the Renton School District for the Meadowcrest Inclusive
playground.
• Assisted the Transportation Division in a difficult and time sensitive real estate transaction with BNSF Railroad and
worked to resolve many construction related issues with SW 27th construction.
• Moved offices to old City Hall in coordination with the Facilities Division
• Worked with the Mayor's Office, Police and Code Enforcement to achieve compliance from nuisance properties or
seek administrative or criminal relief.
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2015/2016 Goals
• Stay within our department budget.
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• Fully integrate LawBase into Prosecution and added the Sector patch to automatically fill in some of the
information,saving time per case and keeping errors down.
• Achieve Prosecution becoming 90%paperless.
• Cooperate with other cities on AT&T(Cingular Wireless) utility tax appeal.
• Incorporate LasherFiche into all divisions of the City Attorney Department.
• Keep personnel costs down through the use of technology.
• Cross train staff to the extent practical.
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sw Budget by Department-City Attorney 3-19
Expenditure Budget by Division-City Attorney
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
CityAttorney 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4%
Total 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4%
Expenditure Budget by Category-City Attorney ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 1,040,534 1,076,236 1,051,489 1,101,018 1,227,959 1,304,780 1,360,161 18.5% 4.2%
Part-Time Salaries 0 0 51,280 0 0 0 0 N/A N/A
Overtime 0 1,000 0 1,000 1,000 1,000 1,000 0.0% 0.0%
Personnel Benefits 321,281 360,749 362,942 397,132 439,900 486,282 541,095 22.4% 11.3%
Supplies 7,669 12,500 6,691 12,500 12,500 12,500 12,500 0.0% 0.0%
Other Services and Charges 78,572 36,000 63,336 36,000 42,066 39,500 39,500 9.7% 0.0%
Interfund Payments 258,264 226,488 226,488 139,971 139,971 157,359 154,514 12.4% -1.8%
Transfers Out 0 160,000 160,000 0 0 0 0 N/A N/A
Total 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-City Attorney
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 11.75 11.88 11.88 11.88 12.88 12.88 12.88 8.4% 0.0%
Intermittent FTE 0.00 0.00 1.48 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ - $ - $ 61,467 $ - $ - $ - $ - N/A N/A
City Attorney Department Position Listing
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 40
City Attorney
M49 City Atto rn e 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M42 Se n i o r Ass i sta nt City Atto rney 2.00 3.00 3.00 3.00 3.00 3.00 3.00
M35 As s i sta nt Ci ty Atto rney 1.00 0.00 0.00 0.00 0.00 0.00 0.00 40
M35 Chief Prosecuting Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M29 Pros ecuti ng Attorney 2.00 2.00 2.00 2.00 3.00 3.00 3.00
A17 Pa ra I e g a 1 0.75 0.88 0.88 0.88 1.88 1.88 1.88
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 2.00 2.00 2.00
Total City Attorney Department 11.75 11.88 11.88 11.88 12.88 12.88 12.88
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Budget by Department-City Attorney 3-20
Court Services
a.
MUNICIPAL COURT JUDGE
Terry L.Jurado
13 FTEs
COURT SERVICES
Bonnie Woodrow
12 FTEs
Infraction Processing Criminal Case Processing Probation
4 FTEs 6 FTEs 1 FTE
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Budget by Department-Court Services 3-21
Court Services
Mission
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.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6%
Position Summary 16.50 15.00 15.00 14.00 15.00 13.00 13.00 -7.1% 0.0%
List of Court Services Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100002.0012 Probation 1.00 120,680 145,000 1.00 126,987 145,000
200002.0015 Criminal Case Processing 6.00 727,334 423,500 6.00 760,705 423,500
200002.0016 Infraction Processing 4.00 474,419 1,920,000 4.00 494,445 1,920,000
200002.0017 Court Administration 2.00 788,888 - 2.00 805,573 -
Total 13.00 $ 2,111,321 $ 2,488,500 13.00 $ 2,187,710 $ 2,488,500
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Budget by Department-Court Services 3-22
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aw Court Services Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
yrs
Safety and
Encourage the community to Composite of results from survey of Health comply with local,state and probationer's understanding of probation 83% 81% TBD
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federal laws. process reflected as"Good"or better.
Defendant satisfaction with their
understanding of the criminal case process is 83% 84% TBD
rated as"Good"or better.
Defendant's satisfaction with the ability to
obtain access to court record information
� new 2015 new 2015 new 2015
related to criminal case processing is rated
"Good"or better.
Representative Open accessible and consistent Ongoing Juror Survey's reflect an approval
(administrative and judicial) rating that indicates satisfaction and
Government 81% 85% TBD
decision process understanding of the jury experience by non-
criminal citizens of Renton.
Defendant's satisfaction with the ability to
get access to court information related to ° °
infraction processing is rated"Good"or 87/0 83/° TBD
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Resident's satisfaction with understanding
74% 78% TBD
the court infraction process.
Highlight of Budget Changes:
• Regular Salaries increased by$22k and overtime decreased by$15k in 2015 due to reclassing 2 Lead Judicial
Specialists to Judicial Supervisors and overall city-wide increase in salaries/healthcare costs.
o Also reducing 2 Judicial Specialists that were deferred from reductions in 2013/2014 Budget due to overall
reduction in Court Services activity.
• Interfund Payments increased in 2015 by$80k due IT related capital projects and overall city-wide increase in
salaries/healthcare costs.
2013/2014 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
r • Utilized grant funding to develop initial and implement initial portion of City-wide Imaging and Document
Management System-Laserfiche. Scanned over 750K court-related documents into Laserfiche. Developed
paperless court process for infractions, photo enforcement and parking citations.
• Used grant funding to purchase a new Probation Case Management system. Scanned all probation documents into
Laserfiche.
r 2015/2016 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.
,r• • 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.
r Budget by Department-Court Services 3-23
Expenditure Budget by Division-Court Services ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Court Services 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6%
Total 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6%
Expenditure Budget by Category-Court Services '
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Sala ries 1,073,274 1,013,587 1,030,118 970,213 1,064,702 992,329 1,026,238 2.3% 3.4%
Part-Time Salaries 61,944 81,000 50,456 81,000 81,000 75,500 75,500 -6.8% 0.0%
Overtime 4,616 29,964 3,498 29,964 29,964 14,808 14,160 -50.6% -4.4%
Personnel Benefits 435,210 415,972 434,342 439,628 439,628 469,707 517,408 6.8% 10.2%
Supplies 6,514 7,700 6,267 7,700 7,700 7,700 7,700 0.0% 0.0%
Other Services and Charges 123,469 137,358 154,340 137,358 137,358 137,358 137,358 0.0% 0.0%
Interfund Payments 356,575 324,083 324,083 333,658 333,658 413,919 409,346 24.1% -1.1%
Transfer Out 13,378 0 0 0 0 0 0 N/A N/A
Total 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6%
Staffing Levels by Division-Court Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 16.50 15.00 15.00 14.00 15.00 13.00 13.00 -7.1% 0.0%
Intermittent FTE 1.74 1.95 1.36 1.95 1.95 1.95 1.95 0.0% 0.0%
Temp/Intermit Pay&Ben $ 72,210 $ 81,000 $ 56,769 $ 81,000 $ 81,000 $ 81,000 $ 81,000 0.0% 0.0%
Court Services Department Position Listing
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Court Services
E11 Municipal CourtJudge(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
M22 Judicial Supervisor 0.00 0.00 0.00 0.00 0.00 2.00 2.00
A18 Probation Officer 1.50 1.00 1.00 1.00 1.00 1.00 1.00
A15 Judicial Specialist(Lead) 2.00 2.00 2.00 2.00 2.00 0.00 0.00
All Judicial Specialist(Lead) 0.00 0.00 0.00 0.00 0.00 0.00 0.00
A10 Judicial Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A08 Judicial Specialist 10.00 9.00 9.00 8.00 9.00 7.00 7.00
A10 Probation Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Court Services Division 16.50 15.00 15.00 14.00 15.00 13.00 13.00
Budget by Department-Court Services 3-24
Administrative Services
ADMINISTRATOR
Iwen Wang
42 FTEs
Administrative
Support
1 FTE
FINANCE INFORMATION City Clerk
TECHNOLOGY
Jamie Thomas Mehdi Sadri Vacant
18 FTEs 16 FTEs 6 FTEs
Records Management
Operations Budget&Accounting Systems Services Application Services Service Desk and Imaging
Communication and Application Legislative and
Implementation Administration
Cash Receipting Budget Data Center LEnd-user Support
Operations Development Support Support
and Maintenance
Enterprise GIS
„ Implementation Public Information
Utility Billing Financial Reporting L Network Services Development Services
Support
Voter Registrations
Payroll General Accounting and Elections
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Accounts Payable Hearing Examiner
(contracted)
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Accounts Receivable
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*The Utility Billing positions(4 FTEs)are funded by utility rate revenues(vs. General Fund).
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rr Budget by Department-Administrative Services 3-25
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.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8%
Position Summary 43.50 39.50 39.50 39.50 38.50 42.00 42.00 6.3% 0.0%
List of Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package p Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100004.0006 Business Licensingand Passports 1.10 108,061 45,000 1.10 114,395 45,000
200011.0006 Hearing Examiner - 40,000 - - 40,000 -
200012.0011 City Clerk 5.00 942,862 5.00 992,720
250012.0005 Convert LT Deputy City Clerk 1.00 108,695 1.00 119,150
500004.0004 Utility Billing and Cashiering 4.90 602,159 4.90 631,145
600004.0056 Payroll 1.50 143,283 1.50 151,195 -
600004.0057 System Services 3.00 514,264 535,388 3.00 535,741 556,341
600004.0058 Telecommunications 1.00 428,276 376,808 1.00 436,765 385,156
600004.0059 Service Desk Support 2.00 506,011 490,964 2.00 464,205 450,776
600004.0060 Finance Operations 3.50 350,331 - 3.50 373,447 -
600004.0061 Applications and Database Services 4.00 1,391,720 1,421,380 4.00 1,374,484 1,449,134
600004.0062 Enterprise GIS 3.00 439,829 453,474 3.00 460,921 474,182
600004.0063 Accountingand Auditing 1.50 299,175 - 1.50 310,234 -
600004.0064 Budgetingand Financial Planning 4.10 543,993 4.10 574,961
600004.0065 Asset,Debt,and Treasury Management 0.90 192,499 0.90 198,866
600004.0066 ITAdministration 1.50 265,862 256,688 1.50 279,192 269,664
600004.0067 Finance Administration 1.50 503,301 - 1.50 517,068 -
600004.0068 ITCapital - 771,000 870,329 - 768,000 867,690
650004.0007 Increased/Decreased ITcosts - 105,701 - - 150,701 -
650004.0008 Add 1 FTE ITService Desk Technician 1.00 107,355 107,355 1.00 118,493 118,493
650004.0009 Add 1 ITSystems Analyst/Programmer 1.00 111,845 111,845 1.00 123,835 123,835
650004.0013 Add 1 FTE Senior Finance Analyst 0.50 64,536 - 0.50 76,840 -
650004.0014 Banking Fees - 485,000 485,000
650004.0017 State Audit Costs 26,265 26,265 -
700005.0007 Fire Pension - 210,475 468,000 - 200,475 468,000
Total 42.00 $ 9,262,500 $ 5,137,231 42.00 $ 9,524,097 $ 5,208,271
Budget by Department-Administrative Services 3-26
Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
.� Compliance audits performed by Business
License staff will result in an increase in
Encourage the community to number of Full Time Equivalent(FTE)
298.19 0 TBD
Safety and
it Health comply with local,state and positions reported by businesses.
federal laws.
Business License renewals will be issued
within one day of receipt of payment. 99% 45% 85%
up
Opportunities for the public to Number of Legislative documents(agenda,
engage and influence City minutes,ordinances,resolutions,etc) 144 137 TBD
Ub Representative government published&available
Government
Policy and fiscal accountability Number of Public Records Requests 341 308 453
go
Utility Billing customer calls will be answered
within 5 minutes. 96% 96% 98%
is Utilities and
Operate and maintain utilities
Environment Average Utility Billing aged accounts
receivable(over 90 days)as percent of 0.07% 0.07% 0.09%
to annual revenue.
Customers rate implementation process as
i r meeting or exceeding expectation in post 80% 75% N/A
implementation surveys.
Functional work environment
Respond to user service and support calls
'M within two hours or less during normal 89% 88% 90%
business days.
Fiscal Support and Accuracy of the Financial Statements as
..
Accountability measured by the number of management 0 0 TBD
Internal Support letter recommendations and audit findings.
Number of correcting journal entries will be 279 222 182
reduced.
Accounts Receivable percent of average
aged balances over 90 days versus annual 0.20% 2.60% TBD
Safeguard public interests and billing.
assets 0.95% 0.93% 1.1%
Yield on Core Investment Portfolio versus
benchmark (vs.0.12% (vs.0.26% (vs.0.67%
1YR Treas) 2YR Treas) 2YR Treas)
Equipment and data that is Percent of system availability(network
reliable and accessible "uptime")as provided by System Services. 98% 99% 99%
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W Budget by Department-Administrative Services 3-27
Highlight of Budget Changes:
• Regular Salaries and Personnel Benefits increased by$649k in 2015 due to adding 3.5 FTE's(0.5 Sr Finance Analyst,
1 Systems Analyst, 1 Service Desk Technician, and conversion of 1 Deputy City Clerk Limited Term to Regular Full-
time)and reducing 1 FTE(Accounting Assistant III conversion to existing GIS Analyst II,2014 adjustment)and
overall city-wide increase in salaries/healthcare costs.
• Supplies increased by$50k in 2015 due to increases in IT's citywide computer replacement program.
• Other services and charges increased in 2015 by$670k due to increasing the banking fees budget(instead of
adjusting the budget at year-end), increasing the State audit budget,and more service contracts related to
Information Technology being transferred(from their original departments)to Administrative Services.
• Intergovernmental decreased in 2015 by$69k and increased in 2016 by$19k due to decreases in elections costs
(2015)and projected increases in elections costs and voter registration (2016).
• Capital outlay increased in 2015 by$60k due to various IT related capital projects.
• Interfund Payments increased in 2015 by$40k due IT related capital projects and overall city-wide increase in
salaries/healthcare costs.
Expenditure Budget by Division-Administrative Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Fund/Dept Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Finance 2,852,371 2,678,267 2,923,823 2,756,201 3,407,541 3,529,078 3,659,890 28.0% 3.7%
Information Technology 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5%
City Clerk 976,409 1,056,822 1,020,822 1,102,166 1,125,927 1,091,558 1,151,870 -1.0% 5.5%
Total 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8%
Expenditure Budget by Category-Administrative Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
RegularSalaries 3,017,847 2,998,813 2,857,872 3,048,026 3,156,893 3,402,357 3,544,090 11.6% 4.2%
Part-Time Salaries 29,186 43,166 50,929 43,166 43,166 43,166 43,166 0.0% 0.0%
Overtime 31,086 40,000 32,699 40,000 40,000 40,000 40,000 0.0% 0.0%
Personnel Benefits 1,345,769 1,342,823 1,258,240 1,448,942 1,447,719 1,743,979 1,911,521 20.4% 9.6%
Supplies 284,998 288,494 267,969 254,494 386,494 303,724 295,724 19.3% -2.6%
Other Services and Charges 1,845,884 1,922,613 2,073,104 1,862,613 2,465,867 2,552,373 2,542,373 37.0% -0.4%
Intergovernmental Services 207,046 202,000 242,911 220,500 220,500 152,000 170,500 -31.1% 12.2%
Capital Outlay 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3% -8.3%
Interfund Payments 417,760 376,118 376,118 383,573 383,573 423,891 425,723 10.5% 0.4%
Transferout 2,369 0 0 0 0 0 0 N/A N/A
Total 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8%
Staffing Levels by Division-Administrative Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
F i n a n ce 20.00 19.00 19.00 19.00 19.00 1930 19.50 2.6% 0.0%
Information Technology 18.50 15.50 15.50 15.50 14.50 16.50 16.50 6.5% 0.0%
City CI e rk 5.00 5.00 5.00 5.00 5.00 6.00 6.00 20.0% 0.0%
Total FTE 43.50 39.50 39.50 39.50 38.50 42.00 42.00 6.3% 0.0%
Intermittent FTE 0.83 1.16 1.40 1.16 1.16 1.16 1.16 0.0% 0.0%
Temp/Intermit Pay&Ben $ 34,354 $ 48,263 $ 58,176 $ 48,263 $ 48,263 $ 48,263 $ 48,263 0.0% 0.0% 40
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Budget by Department-Administrative Services 3-28 W
... Finance
Mission
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
r` Auditor's Office.
2013/2014 Accomplishments
+• • Received a credit rating upgrade for the City's general obligation bonds from AA to AA+from Standard and Poor's
Rating Services(June 2014).
• Reaffirmed strong AA+credit ratings for the City's revenue bonds from Standard and Poor's Rating Services(2014).
.,. • Received awards for excellence in financial reporting and budgeting from the Government Finance Officers
Association (GFOA).
• Amended the City-wide investment policy to allow for better flexibility in reacting to the changing economy and
err liquidity demands of the City.
• Enhanced the City-wide stabilization policy,to begin restoring reserves that have been used during the great
recession as well as creating new reserves to help the City bridge upcoming transitions, including but not limited
to:the need for enhanced public safety equipment reserves,the upcoming expiration of the sales tax annexation
rr credit,and key economic development projects throughout the City.
• Utilized business improvement processes to review and refine the City's biennial budget process.
• Refined internal processes for creating, reviewing,and filing electronic journal entries.
• Reduced the financial month-end closing date by ten days(from the 25`h to the 15`h).
• Created and implemented a monthly review program for multi-year,capital projects,decreasing the amount of
time spent at year-end to compile the Comprehensive Annual Financial Report.
• Adopted a new, multi-agency small works roster for all types of purchases city-wide. This provides an efficient
method for project managers to identify and select responsible contractors and vendors within the constraints of
State purchasing laws.
• Implemented an online portal for customers to view and pay utility bills electronically.
• Implemented, in coordination with the Development Services Division,a new business license and permitting
system,which provides access to online business license and pet license renewals and applications.
• Created an online portal for customers to make payments on miscellaneous A/R accounts.
2015/2016 Goals
• Continue to refine monthly and year-end financial processes until it is possible to have the final version of the
Comprehensive Annual Financial Report completed by April 1.
• Collaborate with IT and begin using Laserfiche for electronically filing AP invoices,AR invoices, and Payroll records.
• Plan,coordinate,and implement a City-wide B&O tax. Ensuring that each business' adoption of the tax change is
aw made as seamlessly possible through accurate and timely information and professional and helpful customer
service from City finance staff.
• Continue receiving"clean"financial audits from the Washington State Auditor's Office.
r
• Enhance commitment and focus on external customer service, particularly to the underserved and vulnerable
population.
• Continue refinement of Renton Results efforts through improvements in performance data collection and
reporting by:
Im 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.
VK • 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
Expenditure Budget by Category-Finance ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,298,558 1,340,718 1,278,705 1,375,462 1,413,802 1,511,998 1,576,265 9.9% 4.3%
Part-Time Salaries 1,680 0 17,856 0 0 0 0 N/A N/A
Overtime 296 20,000 1,010 20,000 20,000 20,000 20,000 0.0% 0.0%
Personnel Benefits 719,081 762,697 689,394 816,356 816,356 894,615 970,449 9.6% 8.5%
Supplies 11,076 10,475 7,058 10,475 10,475 10,475 10,475 0.0% 0.0%
Other Services and Charges 560,960 313,003 698,425 298,003 911,003 833,083 823,083 179.6% -1.2%
Interfund Payments 260,719 231,374 231,374 235,905 235,905 258,907 259,618 9.8% 0.3%
Total 2,852,371 2,678,267 2,923,823 2,756,201 3,407,541 3,529,078 3,659,890 28.0% 3.7%
Staffing levels(Full-Time Equivalent Employees-FTE)-Finance
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 20.00 19.00 19.00 19.00 19.00 19.50 19.50 2.6% 0.0%
Intermittent FTE 0.05 0.00 0.47 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ 1,888 $ - $ 19,487 $ - $ $ $ - N/A N/A
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Budget by Department-Administrative Services 3-30
•• Information Technology
Mission
The Information Technology Division is responsible for providing city-wide technology solutions,systems, and services.
Core services include:end user equipment maintenance and support, help desk services, mission critical application
development, implementation and support,enterprise network management, and maintenance,voice,video and data
communication services,systems security,and citywide Wi-Fi services,enterprise GIS support,application development
and data integrations.
2013/2014 Accomplishments
• Successful transition of all Police and Fire systems from PRV CAD to Tiburon CAD
• Upgraded/improved Police/Fire in car cellular connectivity
• Upgrade GIS software/hardware,capacity and reliability
.. • Develop/Enhanced GIS applications/data accessible to staff on mobile devices
• Upgraded core network capacity from 1gbps to 10gbps and redundancy dual connection to all servers and storage
• Increased server redundancy,failover capacity by 20%
• Implemented strong password policy,completed CJIS security audit
• Developed several custom applications and interfaces
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2015/2016 Goals
• Implement enterprise online/mobile customer request portal
• Develop electronic signature capability
• Implement enterprise GIS centric work order an asset management system
• Support Municipal Court rollout of electronic case management system
• Migrate City's Intranet to the new SharePoint platform
• Continue expansion of document imaging/electronic records management citywide
+� • Help evaluate and develop a strategy to improve City's web presence,online services,and user experience.
• Develop six-year Information Technology Strategic Plan for 2016-2022
• Continue to build a disaster recovery site,increase network availability,server redundancy
r.. • Provide access to city records(data)through open public portal
Expenditure Budget by Category-Information Technology
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 1,353,993 1,217,002 1,183,674 1,222,494 1,281,760 1,457,117 1,517,141 19.2% 4.1%
Part-Time Salaries 27,506 43,166 33,073 43,166 43,166 43,166 43,166 0.0% 0.0%
Overtime 28,922 20,000 31,413 20,000 20,000 20,000 20,000 0.0% 0.0%
Personnel Benefits 463,535 423,337 394,973 460,854 459,631 620,228 688,687 34.6% 11.0%
Supplies 270,017 266,525 254,541 232,525 364,525 281,755 273,755 21.2% -2.8%
Other Services and Charges 1,209,191 1,508,909 1,317,523 1,463,909 1,441,663 1,618,589 1,618,589 10.6% 0.0%
Capital Outlay 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3% -8.3%
Total 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Information Technology
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
r Total FTE 18.50 15.50 15.50 15.50 14.50 16.50 16.50 6.5% 0.0%
Intermittent FTE 0.78 1.16 0.93 1.16 1.16 1.16 1.16 0.0% 0.0%
Temp/Intermit Pay&Ben $ 32,387 $ 48,263 $ 38,572 $ 48,263 $ 48,263 $ 48,263 $ 48,263 0.0% 0.0%
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M Budget by Department-Administrative Services 3-31
•
City Clerk +�
Mission
The Office of the City Clerk is dedicated to supporting governance and the legislative process, maintaining and preserving
the city's official records,assisting and informing the public,coordinating elections, and carrying out the official duties and
sovereign authority of the City Clerk with integrity,as required by law and policy, and to meet the needs of the citizens,the
elected officials,and city administrative staff.
2013/2014 Accomplishments
• Completed major update to the city records retention schedules to reflect changes made by the state
• Added the City Attorney Department to records management work processes
• Transferred historical records to State and Regional archives
• Improved the public records request database for greater tracking and reporting capabilities
• Received and processed a high volume of complex requests for public records
• Reorganized microfilm processing station to accommodate Laserfiche scanning station
• Finished Laserfiche scanning projects including past and present contracts, leases,and agreements
• Streamlined division processes including recording of documents with King County,contracting, purchase orders,
records request processing,and records management storage, retrieval and archiving
• Improved distribution and notification processes resulting in more streamlined and efficient practices
2015/2016 Goals
• Support public involvement and informed City decision-making by continuing to provide citizens, City
administrative staff,and officials with accurate and timely information,guidance, records,and notices
• Update Councilmember desk manuals
• Update all City Clerk Division Policy and Procedures
• Encourage and train departmental records coordinators for their role in records management and processing
public records requests
• 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 agenda process,contract&bidding process,and records management process,and public
records request
• Inventory city departments' use of imaging and ensure compliance with records retention requirements
• Microfilm inventory and transfer to State and Regional archives
• Implement records retention schedules in Laserfiche program
• Support City administrative staff,officials,and the public for all potential election activities
• Migrate the City Clerk Division intranet site to the new SharePoint intranet site.
Budget by Department-Administrative Services 3-32
M
tat Expenditure Budget by Category-City Clerk
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 365,295 441,093 395,493 450,070 461,331 433,242 450,684 -3.7% 4.0%
Overtime 1,868 0 276 0 0 0 0 N/A N/A
Personnel Benefits 163,153 156,789 173,872 171,733 171,733 229,137 252,386 33.4% 10.1%
Supplies 3,905 11,494 6,370 11,494 11,494 11,494 11,494 0.0% 0.0%
M Other Services and Charges 75,733 100,701 57,156 100,701 113,201 100,701 100,701 0.0% 0.0%
Intergovernmental Services 207,046 202,000 242,911 220,500 220,500 152,000 170,500 -31.1% 12.2%
Interfund Payments 157,041 144,744 144,744 147,668 147,668 164,984 166,105 11.7% 0.7%
Transfer Out 2,369 0 0 0 0 0 0 N/A N/A
tas
Total 976,409 1,056,822 1,020,822 1,102,166 1,125,927 1,091,558 1,151,870 -1.0% 5.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-City Clerk
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Total FTE 5.00 5.00 5.00 5.00 5.00 6.00 6.00 20.0% 0.0%
Snr Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ 80 $ $ 117 $ $ $ - $ - N/A N/A
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Administrative Services Position listing r
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Finance Division
M49 Administrative Services Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50
M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M26 Financial Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M25 Senior Finance Analyst 5.00 5.00 5.00 5.00 5.00 6.00 6.00
A19 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N16 Finance Analyst 111 0.50 0.50 0.50 0.50 0.50 0.00 0.00
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 0.00 0.00 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 5.00 5.00 5.00 5.00 4.00 4.00 4.00
A07 Accounting Assistant III 3.00 3.00 3.00 3.00 4.00 4.00 4.00
Total Regular Staffing 20.00 19.00 19.00 19.00 19.00 19.50 19.50
Total Finance Division 20.00 19.00 19.00 19.00 19.00 19.50 19.50
Information Technology Division
M49 Administrative Services Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50
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 Service Desk Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A24 Senior Network Systems Specialist 3.00 2.00 2.00 2.00 2.00 2.00 2.00
A24 Senior Systems Analyst 1.00 1.00 0.00 1.00 0.00 0.00 0.00
A23 Business Systems Analyst 3.00 3.00 2.00 3.00 2.00 2.00 2.00
A23 Engineering Specialist 111 1.00 1.00 0.00 1.00 0.00 0.00 0.00
A23 GIS Analyst 11 0.00 0.00 1.00 0.00 2.00 2.00 2.00
A23 GIS Analyst 11 LT 1.00 0.00 1.00 0.00 0.00 0.00 0.00
A21 GIS Analyst I LT 1.00 1.00 0.00 1.00 0.00 0.00 0.00
A21 Systems Analyst/Programmer 0.00 0.00 2.00 0.00 2.00 3.00 3.00
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 2.00 2.00
A10 Permit Technician LT* 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A07 Accounting Assistant 111 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Total Regular Staffing 18.50 15.50 15.50 15.50 14.50 16.50 16.50
Total Information Technology Division 18.50 15.50 15.50 15.50 14.50 16.50 16.50
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 2.00 2.00
All Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Records Management Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total City Clerk Division 5.00 5.00 5.00 5.00 5.00 6.00 6.00
Total Administrative Services 43.50 39.50 39.50 39.50 38.50 42.00 42.00
*Position Proposed in 2011/2012 Permit Capital Project Budget.
**City Clerk was moved to Administrative Services Department in 2012.
Budget b Department-Administrative Services 3-34
g Y
Community and Economic Development
ADMINISTRATOR
Chip Vincent
47.5 FTEs
Planning Commission
Administrative Support
1 FTE
I
Municipal Arts Commission
City Center Community
Planning Advisory Board
.� Development Services Planning Economic Development
Craig Burnell Jennifer Henning
Cliff Long
16 FTEs 25.5 FTEs 4 FTEs
s
Building Inspections and Permits Current Planning Economic Development
I
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Code Compliance Long Range Planning
II
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r, Development Engineering
Budget by Department-Community and Economic Development 3-35
Community and Economic Development
Mission
Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality
neighborhoods,through economic development,sound urban planning,and streamlined land use regulation.
Core Businesses and Services
The Department of Community & Economic Development (CED) initiates and leads economic development, land use
planning and permitting, and regulation of all aspects of the development process,while working with residents, the
business community and other community organizations to enhance the economic prosperity, vitality, and livability 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.
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.
In 2014,the Development Engineering section moved from the Development Services division to the Planning Division.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1%
CIPBudget Summa ry 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0%
Position Summary 47.50 42.50 46.00 42.50 47.00 47.50 47.50 11.8% 0.0%
Budget b Department-Community and Economic Development 3-36
g y p
.■ List of Community and Economic Development Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package p Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
rr
100007.0007 Building Inspection 13.00 1,593,442 4,084,399 13.00 1,687,594 4,084,949
100007.0008 Code Enforcement program 3.00 397,253 - 3.00 419,537 -
150007.0001 Increase Professional Services for Plan Review - 80,000 80,000 - 80,000 80,000
150020.0004 Reallocate CDBG to CED - 240,971 - - 240,971 -
300007.0034 Current Planning 5.68 738,788 98,000 5.68 787,793 98,000
300007.0035 Economic Development 4.00 604,469 - 4.00 648,403 -
1W 300007.0036 Long Range Planning 2.75 444,016 2.75 468,421
300007.0037 CED Administration 2.00 11077,608 - 2.00 1,120,102 -
300007.0038 1%for the Arts - 102,950 15,000 - - 15,000
ar. 300007.0039 Arts&Culture 0.25 35,944 - 0.25 37,679 -
350007.0004 Add 1 FTE Assistant Planner 1.00 105,720 105,720 1.00 116,602 116,602
350007.0006 Add.5 FTE Office Assistant 0.50 51,357 51,357 0.50 53,736 53,736
500007.0004 Development Engineering 10.66 1,468,649 305,902 10.66 1,551,569 305,972
1u 550007.0002 Add 1 FTE LTConstruction Inspector 1.00 114,261 114,261 1.00 126,514 126,514
600007.0005 Technical and Property Services 3.66 449,327 - 3.66 476,833 -
Total Operating 47.50 7,504,756 4,854,640 47.50 7,815,753 4,880,773
i0 460007.0001 CIP General Gov't - 100,000 161,000 - 100,000 39,000
Total CIP - 100,000 161,000 - 100,000 39,000
Total 47.50 $ 7,604,756 $ 5,015,640 47.50 $ 7,915,753 $ 4,919,773
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Community and Economic Development Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Permit review for single family applications
completed within 2 weeks 75% 40% TBD
Timely responsiveness and
"Projection of effort"when the Permit review for commercial applications 100% 100% TO
Safety and community cannot help itself within 4 weeks
Health
Inspection requests receive response within
98% 97% TBD
24 hours
Encourage the community to Code compliance is achieved through
comply with local,state and voluntary action upon notification of 85% 95% TO
federal laws violation
Number of organizations in which CED staff
Representative Advocate community interest in represents the City in local,regional and
Government regional,state,and federal statewide organizations focused in areas 24 27 27
forums such as land use,economic development,
building regulation
The City's annual sales tax revenue growth
4.7% 6.0% 9.4%
Encourage and foster a vibrant
rate(excluding one-time items)
and diverse economy
Annual property tax revenue associated with
0.06% 1.13% 1.29%
new construction increases.
Livable Community
Process land use applications requiring a
Manage growth in a manner decision by the Hearing Examiner within 12 45% 50% TBD
consistent with community weeks of receipt of complete application.
values.
Process land use applications requiring an
58% 88% TBD
Administrative Decision within 8 weeks
Utilities and Compliance with environmental Infrastructure plan review is completed 90% 53% TBD
Environment standards and laws within 3 weeks
Property and Technical Services review of
Internal Support Functional work environment development proposals are processed within 95% 95% TO
two weeks.
Budget by Department-Community and Economic Development 3-38
Expenditure Budget by Division-Community&Economic Development
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Administration 942,071 1,017,853 1,047,860 1,006,430 1,012,142 1,077,608 1,120,102 7.1% 3.9%
11� EconomicDeveIopment 542,861 596,986 497,311 606,949 664,063 951,290 892,274 56.7% -6.2%
Planning 1,500,630 1,454,717 1,510,707 1,499,317 2,261,206 2,561,536 2,725530 70.8% 6.4%
Development Services 3,085,171 2,966,891 3,243,702 3,035,707 3,040,435 2,914,321 3,077,847 -4.0% 5.6%
Operating Total 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1%
CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0%
Total 6,128,789 6,036,446 7,148,762 6,148,404 7,559,508 7,604,756 7,915,753 23.7% 4.1%
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Expenditure Budget by Category-Community&Economic Development
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
W Regula rSalaries 3,516,403 3,429,809 3,393,267 3,451,667 3,982,598 4,043,685 4,239,180 17.2% 4.8%
Part-Time Salaries 31,176 15,545 51,146 15,545 15,545 15,545 15,545 0.0% 0.0%
Overtime 88,220 34,929 90,528 34,929 34,929 34,929 34,929 0.0% 0.0%
Personnel Benefits 1,309,501 1,276,456 1,328,111 1,392,140 1,563,856 1,803,473 2,003,249 29.5% 11.1%
i Supplies 15,390 39,672 16,744 39,672 39,672 39,472 39,472 -0.5% 0.0%
Other Services and Charges 341,124 355,822 535,220 357,221 514,016 614,593 615,992 72.0% 0.2%
Capital Outlay 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9% -100.0%
Interfund Payments 751,202 834,213 834,213 807,230 807,230 850,108 867,386 5.3% 2.0%
Transfer Cut 3,898 0 20,551 0 0 0 0 N/A N/A
Operating Total 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1%
CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0%
M Total 6,128,789 6,036,446 7,148,762 6,148,404 7,559,508 7,604,756 7,915,753 23.7% 4.1%
Staffing Levels by Division-Community&Economic Development
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Economic Development 4.00 3.00 3.00 3.00 4.00 4.00 4.00 33.3% 0.0%
Planning 25.00 22.00 25.00 22.00 25.00 25.50 25.50 15.9% 0.0%
Development Services 16.50 15.50 16.00 15.50 16.00 16.00 16.00 3.2% 0.0%
Total FTE 47.50 42.50 46.00 42.50 47.00 47.50 47.50 11.8% 0.0%
Intermittent FTE 0.85 0.50 1.36 0.50 0.50 0.50 0.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 35,348 $ 20,799 $ 56,759 $ 20,799 $ 20,799 $ 20,799 $ 20,799 0.0% 0.0%
r Highlight of Budget Changes:
• Regular/Part-time Salaries and Personnel Benefits changed due to the following:
o Converted a Permit Technician position from .5 FTE to 1 FTE in 2013 with a budget impact of$44,000.
o Department reorganization in 2014 resulted in the reclassification of 12 existing positions and the addition of
2 FTEs with a budget impact of$316,000.
o Converted a Construction Inspector position to a Civil Engineer II position in 2014 with no budget impact.
o Added 1 FTE Assistant Planner, 1 FTE Limited Term Construction Inspector, and .5 FTE Office Assistant with a
+rrr budget impact of$271,000 in 2015 and$297,000 in 2016.
• Other Services and Charges changed due to the following:
o Increased Building Division professional services by $80,000 in 2015 and 2016 to outsource certain building
W plan reviews requiring specialized expertise.
o Increased Economic Development contract services by$241,000 in 2015 and 2016 for Economic Development
projects to be funded using CDBG grant funds in conjunction with the Community Services Department.
• Capital Outlay changed due to the following:
o Other Art Projects increased $52,950 in 2015 for a large artwork project planned in conjunction with
Transportation.
M
r Budget by Department-Community and Economic Development 3-39
Administration Division
Mission
Provide leadership, resources, and regional influence to enable the Department to meet its responsibilities in a manner that
is responsive to the needs of its customers and consistent with the City's Business Plan Goals.
2014 Accomplishments
• Maintained extremely high level of service and exceeded most performance goals.
• Participated in numerous state, countywide and regional policy boards and commissions.
2015/2016 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
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Sala ries 200,271 200,266 196,890 207,453 213,164 223,025 238,081 7.5% 6.8%
Personnel Benefits 70,978 70,272 83,024 77,518 77,518 95,303 106,502 22.9% 11.8%
Other Services and Charges 0 0 80 0 0 0 0 N/A N/A
Interfund Payments 666,924 747,315 747,315 721,459 721,459 759,280 775,519 5.2% 2.1%
Transfer Out 3,898 0 20,551 0 0 0 0 N/A N/A
Operating Total 942,071 1,017,853 1,047,860 1,006,430 1,012,142 1,077,608 1,120,102 7.1% 3.9%
CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0%
Total 1,000,127 1,017,853 1,897,042 1,006,430 1,593,804 1,177,608 1,220,102 17.0% 3.6%
Staffing Levels by Division-Administration
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Budget by Department-Community and Economic Development 3-40
.. Economic Development Division
Mission
r� Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.
2014 Accomplishments
• Continued to strengthen ongoing business recruitment and retention/expansion program, working with many
companies to locate or expand. Supported dramatic strengthening of Renton's aerospace cluster. Actively
supported the Washington Aerospace Partnership and ongoing work of the King County Aerospace Alliance.
Continued to facilitate strong relationship with The Boeing Company, including monthly Rate Readiness meetings
with Boeing staff and ongoing interdepartmental coordination to ensure seamless interfaces with the City.
Supported efforts to meet new production rate of 42 units per month and beyond.
• Continued to foster redevelopment efforts in the South Lake Washington area, including working with the Landing
r� and its tenants.
• Continued to support successful implementation of the Sunset Area Community Investment Strategy by promoting
public and private capital investment in the area. Established contract with National Development Council to help
pursue New Markets Tax Credits as potential funding tool.
• In partnership with community stakeholders, increased the emphasis on promoting Renton through the use of a
new economic development toolkit.
• Worked to promote Seattle Seahawks' Super Bowl victory and support community interaction with the team,
including Seahawks 12k run and annual Training Camp,which brings over 32,000 visitors to Renton annually.
• Strategically partnered with the Renton Chamber of Commerce in community marketing and downtown
revitalization and through active participation on the board of directors and working committees.
w
2015/2016 Goals
• Attract new businesses and new development to Renton to increase employment opportunities, sales and
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 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 redevelopment of Pan Abode and Quendall Terminals sites and related infrastructure
projects in this area.
rr • Help spark continued development of Boeing property at Longacres.
• Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and
strengthened neighborhood business districts throughout the City.Support establishment of a Downtown Business
Association and work to create new opportunities 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.
Budget by Department-Community and Economic Development 3-41
• Better promote Renton's competitive advantages and economic development incentives through collateral and tilri
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,
the EDC of Seattle/King County and other economic development organizations.
Expenditure Budget by Category-Economic Development
2012 2013 2013 2014 2014 2015 2016 Change Change r
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 307,440 301,824 232,725 301,949 310,213 378,262 402,871 25.3% 6.5%
Part-Time Salaries 0 0 5,929 0 0 0 0 N/A N/A
Ove rti me 0 500 0 500 500 500 500 0.0% 0.0%
Personnel Benefits 104,403 107,741 91,080 117,511 117,511 161,601 180,926 37.5% 12.0%
Supplies 5,770 5,400 5,120 5,400 5,400 5,200 5,200 -3.7% 0.0%
Other Services and Charges 103,983 124,006 125,142 124,006 202,856 302,777 302,777 144.2% 0.0%
Capital Outlay 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9% -100.0%
Interfund Payments 7,447 7,515 7,515 7,583 7,583 0 0 -100.0% N/A '
Total 542,861 596,986 497,311 606,949 664,063 951,290 892,274 56.7% -6.2%
Staffing Levels by Division-Economic Development '
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total HE 4.00 3.00 3.00 3.00 4.00 4.00 4.00 33.3% 0.0%
Intermittent FTE 0.00 0.00 0.17 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ - $ - $ 6,954 $ - $ - $ - $ - N/A N/A
Budget by Department-Community and Economic Development 3-42
.. Planning Division
Mission
,,. Direct Renton's growth based on community values, promoting a high quality of life for residents and prosperity for
businesses,through sound planning and zoning,while ensuring predictability for customers.
2014 Accomplishments
Long Range Planning
• 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
ow 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 3 annexations (Maertins, Alpine Nursery, and Trace Matthew) which together added 26 acres and 71
people to the City.
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 Final Environmental Impact Statement (EIS) for the Port
Quendall mixed use development project(on a designated EPA Superfund site).
o Conducted 244 development pre-application requests.
o Processed 260 SEPA/Land Use Permits including Planned Urban Developments for Heritage Hills,
Fieldbrook Commons, Whitman Ct. PUD; Site Plan Review for the CVS Pharmacy, Kirkland Avenue
Townhomes, Cedar River Library and Highlands Library, Early Childhood Learning Center, Wendy's,
McDonalds, and Taco Time, Vantage Point Apartments, Renton Center Senior Living, Southport Hotel,
IKEA redevelopment, and Heritage Apartments; Shoreline and SEPA permits for the Boeing Bridge
Replacement, Riverview Bridge Replacement,Seaplane based dredging project,and many subdivisions for
single family construction throughout the City.
• Continued to provide excellent customer service to at the Planning Customer Service Counter.
Property/Technical Services
• Continued to inventory and catalog the City's monuments and survey network.
• Development reviews were processed within established timelines.
• Updated the City's GIS Land Info data source.
• Improved function, process and training associated with EnerGov permit tracking software.
+� Public Works Plan Review and Inspection
• Completed public works plan review for construction permits associated with development projects in a timely
manner.
• Completed review comments for land use submittals and pre-application submittals within established
timeframes.
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.
up
W
Ow Budget by Department-Community and Economic Development 3-43
• 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.
2015/2016 Goals
Long Range Planning '
• Continue to update the City Comprehensive Plan to meet the state-mandated seven-year review.
• Continue to amend City Development Regulations to better implement the Comprehensive Plan by refining and
streamlining the regulations,and making them easier to understand and administer.
• Process annexations as residents and property owners express a desire to become a part of Renton.
• Support implementation of the Sunset Area Community Investment Strategy. Work with the Renton Housing
Authority in its efforts to redevelop 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.
• Continue to support the Planning Commission and City Center Community Plan Advisory Board.
Current Planning
• Meet or exceed department goals for timely review of pre-application requests, permit applications, and land use '
decisions.
• Provide excellent customer service to internal and/or external customers.
Property/Technical Services
• 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.
• Develop and maintain GIS databases and other data and information sources to support ongoing operations within
CED.
• Facilitate electronic plan review and on-line permitting by providing technical expertise, support and training to '
reviewers.
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 all public works and transportation facilities and projects to facilitate
on-budget and on-schedule completion. Provide inspection-related documentation for the projects in compliance ,
with grant reporting requirements.
Arts& Culture
• Continue to raise awareness of art and culture in the City and increase opportunities for arts participation by the
community.
• Increase grant,intragovernmental,and intergovernmental revenues for arts and culture throughout the City.
• Successfully implement a 1%for Art project.
• Continue implementation of the Arts&Culture Master Plan.
• Expand the successful Renton Film Frenzy to include one new event, making the Film Frenzy a full-month long
program.
Budget by Department-Community and Economic Development 3-44
i
Expenditure Budget by Category-Planning
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 937,735 926,086 900,669 934,753 1,468,850 1,671,973 1,753,032 78.9% 4.8%
�r Part-Time Salaries 0 0 45,218 0 0 0 0 N/A N/A
Overtime 3,819 6,395 5,675 6,395 6,395 6,395 6,395 0.0% 0.0%
Personnel Benefits 375,298 356,031 352,937 389,964 589,811 716,963 797,898 83.9% 11.3%
Supplies 2,819 7,750 2,819 7,750 7,750 7,750 7,750 0.0% 0.0%
Other Services and Charges 180,958 158,455 203,389 160,455 188,400 158,455 160,455 -1.2% 1.3%
Total 1,500,630 1,454,717 1,510,707 1,499,317 2,261,206 2,561,536 2,725,530 70.8% 6.4%
r Staffing Levels by Division-Planning
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
w Total FTE 25.00 22.00 25.00 22.00 25.00 25.50 25.50 15.9% 0.0%
Intermittent FTE 0.00 0.00 1.20 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ $ $ 49,806 $ - $ - $ $ N/A N/A
rM
Budget by Department-Community and Economic Development 3-45
Development Services Division
Mission '
Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations
and assisting the public and the development community through the regulatory process.
2014 Accomplishments
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 for all
submittals.
• Using EnerGov database to process all permits.
• Starting using link between MBP (MyBuildingPermit.com) and EnerGov to process some permits and testing
others.
• Begin processing inspections through MBP website.
• Educating the public how to use MBP and online applications.
• Initiated cross-training within the department.
• Started using LaserFiche as a document storage database for all plans.
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. Entering 100%of cases into EnerGov database.
• Worked with neighboring jurisdictions, successfully apprehending some criminals running a chop shop.
2015/2016 Goals
Building Permit Review and Inspection
• Meet or exceed departmental goals for timely review of building applications.
• Continue converting Renton's permitting system to EnerGov and MyBuildingPermit.com systems to allow for more
efficient business processes and enhanced communications with our citizens. These systems allow for improved
on-line permitting, improved inspection request capability, improved status and permitting information for
customers and citizens,and electronic submittal of permit plans and applications. '
• Provide efficient service while the Plan Center is remodeled and modernized to improve traffic flow and improve
functionality.
• Strive to meet the challenge as increased volume of inspections as the economy is rebounding from the recession. '
A large hotel is anticipated and Boeing's expansion warrants more inspector hours.
• Continue cross-training with the department.
• Continue using LaserFiche for a central document database,in addition to plans. '
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.
Budget by Department-Community and Economic Development 3-46
„�, • 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.
Expenditure Budget by Category-Development Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 2,070,958 2,001,633 2,062,983 2,007,512 1,990,371 1,770,425 1,845,196 -11.8% 4.2%
Part-Time Salaries 31,176 15,545 0 15,545 15,545 15,545 15,545 0.0% 0.0%
Overtime 84,401 28,034 84,853 28,034 28,034 28,034 28,034 0.0% 0.0%
M Personnel Benefits 758,822 742,413 801,069 807,146 779,016 829,606 917,923 2.8% 10.6%
Supplies 6,800 26,522 8,805 26,522 26,522 26,522 26,522 0.0% 0.0%
Other Services and Charges 56,183 73,361 206,609 72,760 122,760 153,361 152,760 110.8% -0.4%
M Interfund Payments 76,831 79,383 79,383 78,188 78,188 90,828 91,867 16.2% 1.1%
Total 3,085,171 2,966,891 3,243,702 3,035,707 3,040,435 2,914,321 3,077,847 -4.0% 5.6%
Staffing Levels by Division-Development Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 16.50 15.50 16.00 15.50 16.00 16.00 16.00 3.2% 0.0%
am I ntermittent FTE 0.85 0.50 0.00 0.50 0.50 0.50 0.50 0.0% 0.0%
Temp/Intermit Pay&Ben $ 35,348 $ 20,799 $ - $ 20,799 $ 20,799 $ 20,799 $ 20,799 0.0% 0.0%
i
r
r
r•
x111
r
M Budget by Department-Community and Economic Development 3-47
Community&Economic Development Position Listing ,
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted '
Administration Division
M49 Community&Economic Development Ad 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
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 2.00 2.00 2.00 ,
A24 Sr.Economic Development Specialist 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A09 Admin Secretary 1 1.00 0.00 0.00 0.00 1.00 1.00 1.00
Total Economic Development Division 4.00 3.00 3.00 3.00 4.00 4.00 4.00
Planning Division
M38 Planning Director 1.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Current Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A29 Mapping Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A28 Senior Planner 0.00 0.00 0.00 0.00 4.00 4.00 4.00
A24 Senior Planner 4.00 4.00 4.00 4.00 0.00 0.00 0.00
A21 GIS Analyst 1 1.00 1.00 0.00 1.00 1.00 1.00 1.00
A21 Associate Planner 0.00 0.00 0.00 0.00 3.00 3.00 3.00 ,
A20 Associate Planner 3.00 3.00 3.00 3.00 0.00 0.00 0.00
A16 Assistant planner 0.00 0.00 0.00 0.00 0.00 1.00 1.00
A15 Planning Technician II 0.00 0.00 1.00 0.00 1.00 1.00 1.00
A09 Admin Secretaryl 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A05 Secretaryl 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A03 Office Assistant 11 0.00 0.00 0.00 0.00 0.00 0.50 0.50
M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer 111 0.00 0.00 0.00 0.00 1.00 1.00 1.00 ,
A26 Construction Inspection Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A25 Civil Engineer ll 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 0.00 0.00 0.00 '
A23 Plan Reviewer 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A21 Construction Inspector 4.00 4.00 4.00 4.00 3.00 3.00 3.00
A21 Construction Inspector-Limited Term 2.00 0.00 3.00 0.00 2.00 1.00 1.00
A19 Engineering Specialist 11 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A18 DevServices Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Planning Division 25.00 22.00 25.00 22.00 25.00 25.50 25.50
Building Division
M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Admi nistrative Secreta ry 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A22 Lead Code Compliance Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A19 Code Compliance Inspector 3.00 2.00 2.00 2.00 2.00 2.00 2.00 '
M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A24 Lead Building Inspector 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A23 Building Plan Reviewer 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 1.00 1.00 1.00
A21 Building Inspector/Combination 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A19 EnrgyPIns Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A10 Permit Technician 2.50 2.50 3.00 2.50 3.00 3.00 3.00
Total Building Division 16.50 15.50 16.00 15.50 16.00 16.00 16.00
Total Community&Economic Development 47.50 42.50 46.00 42.50 47.00 47.50 47.50
Budget by Department-Community and Economic Development 3-48
r
Community Services
ADMINISTRATOR
Terry Higashiyama
90.5 FTEs
Administrative
Support Parks Commission
1 FTE
i Now
Library Advisory
Board
Recreation Parks and Golf Parks Planning and] Facilities
Course Natural Resources
Kris Stimpson i Peter Renner
Kelly Beymer Leslie Betlach
16.34 FTEs 33 FTEs 3 FTEs 25 FTEs
Facilities
Parks Maintenance
Recreation Services Urban Forestry and MaintenanceNatural Resources Services
Planning,Aquisition, Leased City
Renton Community Golf Course
Center and Development Properties
Capital Investment Capital Investment
Capital Investment
Renton Senior Projects
r
Activity Center Projects i Projects
Senior Advisory
Board
Renton History Neighborhoods,
Human Services Museum Resources and Events
Karen Bergsvik Elizabeth Stewart Casey Stanley
4.33 FTEs 5.83 FTEs
Housing Repair Neighborhood
Assistance Program Renton Historical Program
Society Board
Community Farmer's Market
Development Block
Grant(CDBG) _ ....._. ._ ..__.._
Special Events
Human Services Committee
Advisory Committee
�" Budget by Department-Community Services 3-49
Community Services
1
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 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
The Parks and Golf Course Division provides a safe, clean, attractive, accessible, and well-maintained environment for the
public's enjoyment of active and passive recreational opportunities along with natural resource and wildlife preservation
and stewardship.
Parks Planning and Natural Resources
The Parks Planning and Natural Resources Division provides a comprehensive and interrelated system of parks, recreation,
open spaces, and trails that 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
The Facilities Division develops and maintains City buildings and manages the delivery of building-related services to the
public and the City workforce in a safe,customer-focused manner.
Human Services
The 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
The Neighborhoods, Resources and Events Division provides 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. ,
2012 2013 2013 2014 2014 2015 2016 Change Change '
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0%
CIP Budget Summary 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3%
Position Summary 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.3% 0.0%
Budget by Department-Community Services 3-50 '
r.
r List of Community Services Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100020.0015 Serving vulnerable/low income 2.59 883,155 20,000 2.59 893,145 20,000
100020.0016 CDBG 1.74 292,826 307,462 1.74 295,454 307,462
150020.0005 Additional Human Services Funding - 24,000 - - 24,000 -
M� 200020.0006 Community Engagement 2.32 302,776 3,000 2.32 322,780 3,000
300020.0089 Museum 1.00 227,761 - 1.00 235,281 -
300020.0090 Administration/Com Svcs 2.00 545,712 - 2.00 562,434 -
r 300020.0091 Aquatics 1.00 774,928 756,115 1.00 786,791 756,115
300020.0093 Leased Facilities 1.50 663,404 768,957 1.50 671,980 768,957
300020.0094 Com Relations and Events 1.48 345,672 73,000 1.48 359,219 73,000
r 300020.0095 Parks and Trails Program 22.80 4,611,996 10,000 22.80 4,820,657 10,000
300020.0096 Recreation Services 5.59 2,370,262 586,886 5.59 2,434,726 619,263
300020.0097 Renton Community Center 6.50 1,444,929 690,500 6.50 1,485,884 690,500
300020.0098 Senior Activity Center 3.25 610,795 132,000 3.25 631,561 132,000
300020.0099 Farmers Market 0.50 59,454 59,400 0.50 63,314 59,400
300020.0100 Neighborhood Program 1.83 329,381 - 1.83 339,183 -
350020.0011 Contracted Services - 35,000 35,000
to 350020.0012 Parks/Trails Supplies/Repairand Maintenance 20,000 20,000 -
350020.0013 Increase Recreation Fees - 34,631 - 34,631
350020.0014 Fleet/Purchase stump grinder 20,000 - - -
350020.0015 Water - 35,545 - 38,737 -
500020.0013 Golf Course 9.50 2,165,392 2,529,526 9.50 2,233,479 2,615,921
500020.0014 Parks Planning,Urban Forestryand Na Res 3.40 749,390 81,000 3.40 776,662 85,000
500020.0015 Golf Course Debt Service - 400,660 - - - -
550020.0008 Contract Maintenance&Services/Flower Program 80,750 103,700
550020.0009 Habitat Monitoring Program 7,500 10,500 -
550020.0016 Increase Golf Course Fees - 75,857 - - 146,872
s 600020.0033 Custodial services 14.00 1,463,447 1,463,450 14.00 1,540,100 1,540,099
600020.0034 Facilities Technical Maintenance 9.50 2,601,706 2,601,706 9.50 2,595,998 2,595,998
650020.0010 Move Acquatics/RCC/Sr Center Utilities to 504 - 297,847 297,847 - 297,847 297,847
r 650020.0011 Ergonomics and Furniture Replacement - 150,000 150,000 - 150,000 150,000
Total Operating 90.50 21,514,287 10,641,337 90.50 21,728,434 10,906,065
160020.0003 CIP General Gov't - 90,000 90,000 - 90,000 90,000
360020.0040 CIP General Gov't 2,486,000 2,403,000 4,230,000 4,002,000
560020.0006 Golf Course MM 50,000 50,000 70,000 50,000
560020.0007 CIP General Gov't 350,000 350,000 600,000 600,000
600020.0035 Operational Facilities MM 92,000 92,000 92,000 92,000
s 600020.0036 Public Facilities MM 313,000 313,000 251,000 251,000
660020.0006 CIP General Gov't 340,000 340,000 372,000 372,000
Total CIP - 3,721,000 3,638,000 5,705,000 5,457,000
Total 90.50 $ 25,235,287 $ 14,279,337 90.50 $ 27,433,434 $ 16,363,065
Budget by Department-Community Services 3-51
Community Services Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Representative Partnership with community
Government organizations to leverage Value of volunteer service $ 1,368,412 $ 1,423,321 TBD
resources
Daily Attendance at Senior Center 222 261 219
Encourage and foster a strong Maintain or increase the number of officially ,
sense of community recognized neighborhoods/associations 69 69 70
participating in the program.
Number of Museum visitors and people
Provide or make available diverse
served by outreach 5,199 4,671 TBD
Livable learning and enrichment Renton Community Center customers rate
Community opportunities their experience and satisfaction as Good to new 2013 91% 94
Excellent
Henry Moses Aquatics Center customers rate
their experience and satisfaction as Good to 99% 99% 96
Provide clean,safe,healthy and Excellent
well-maintained places Overall customer satisfaction rating is good
to excellent In cleanliness and appearance of 89% 93% TBD
Parks and Trails Systems
Well maintained neighborhoods, Overall condition of the golf course is rated `
properties and environment. good to excellent in customer satisfaction 90% 92% TBD
,
Utilities and survey
Environment Protection of open Customer satisfaction surveys rate the
space/acquisition
cleanliness and appearance of Renton's open 87% 82% TBD
space and natural areas as good or higher.
Number of Facilities HelpDesk Projects
Functional work environment 1,737 2,158 TBD
Internal complete
Support Safeguard public interests and Custodial Services square feet of coverage
assets per employee(IFMA 60th percentile) 21,832 23,141 TBD
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Budget by Department-Community Services 3-52
Highlight of Budget Changes:
• Regular/Part-Time Salaries and Personnel Benefits include the following changes:
o Farmer's Market Coordinator position increased from .75 FTE to 1 FTE to allow for assistance in other areas
within the Neighborhoods, Resources and Events division.
• Supplies include the following changes:
o Parks repair and maintenance supplies increase of $20,000 in 2015 & 2016 for repairs of aging and
vandalized play equipment and turf maintenance.
W o Facilities supplies increase of$150,000 in 2015&2016 for furniture replacement.
• Other Services and Charges include the following changes:
o Contracted services increase of$24,000 in 2015&2016 for additional Human Services agency funding.
o Contracted services increase of$35,000 in 2015&2016 for parking lot striping.
o Parks water increase of $36,000 in 2015 and $39,000 in 2016 for irrigation of new right-of-way
improvements.
o Contracted services increase of$35,000 in 2015&2016 for downtown hanging basket program.
o Contracted services increase of$45,750 in 2015 and $68,700 in 2016 for maintenance of new right-of-way
improvements.
o Contracted services increase of$7,500 in 2015&2016 for habitat monitoring.
o Approximately $120,000 was shifted from capital outlay to maintenance in 2015 & 2016 for repair and
maintenance of existing assets.
• Transfers Out include the following change:
s o One time transfer to internal service fund for equipment purchase of$20,000 in 2015.
• Human Services/CDBG includes the following change:
o CDBG funding of $241,000 in 2015 & 2016 will be diverted to CED for Economic Development projects.
Funding from General Fund resources will be utilized to ensure the human services programs previously
funded under the CDBG grant will continue with no budget impact.
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Budget by Department-Community Services 3-53
Expenditure Budget by Division-Community Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Administration 434,558 448,556 452,146 445,032 493,982 545,712 562,434 22.6% 3.1%
Facilities 4,098,857 4,461,301 4,590,183 4,478,638 4,605,617 5,176,404 5,255,925 15.6% 1.5%
Neigh,Res,and Events 701,673 884,968 770,841 895,398 979,716 1,004,403 1,049,871 12.2% 4.5%
Park Maintenance 4,004,054 4,109,908 4,024,756 4,161,721 4,311,514 4,794,754 4,990,610 15.2% 4.1%
Recreation Services 4,982,229 5,070,152 4,846,970 5,108,558 5,111,272 5,200,923 5,338,949 1.8% 2.7%
Human Services/CDBG 1,193,871 1,124,509 1,162,330 1,135,781 1,250,790 1,199,977 1,212,606 5.7% 1.1%
Library 278,604 0 0 0 0 0 0 N/A N/A ,
Museum 216,887 209,903 209,387 211,281 226,683 227,761 235,281 7.8% 3.3%
Golf Course 2,226,071 2,465,769 2,479,920 2,504,357 2,487,025 2,566,052 2,233,479 2.5% -13.0%
Parks Plan and Nat Res 577,934 662,852 829,250 682,065 880,373 798,301 849,278 17.0% 6.4%
Operating Total 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0%
CIP 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3%
Total 21,232,735 22,729,518 23,441,580 21,411,708 51,768,593 25,235,287 27,433,434 17.9% 8.7%
Expenditure Budget by Category-Community Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016 '
Regula r5alaries 6,147,815 6,182,221 6,178,208 6,193,806 6,416,546 6,722,214 6,999,145 8.5% 4.1%
Part-Time Salaries 1,470,752 1,696,523 1,546,091 1,696,523 1,613,314 1,710,771 1,710,771 0.8% 0.0%
Overtime 32,908 31,948 24,908 31,948 31,948 31,948 31,948 0.0% 0.0%
Personnel Benefits 2,624,707 2,792,844 2,684,702 3,020,232 3,060,401 3,367,441 3,677,029 11.5% 9.2%
Supplies 896,810 1,073,206 1,175,825 1,086,785 1,056,123 1,255,293 1,256,363 15.5% 0.1%
Other Services and Charges 3,593,184 3,924,673 3,511,137 3,884,699 4,332,890 4,243,348 4,195,897 9.2% -1.1%
Intergovernmental Services 18,118 50 16,899 50 50 50 50 0.0% 0.0%
Capital Outlay 25,000 195,000 454,891 195,000 287,000 75,000 75,000 -61.5% 0.0%
Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0% -100.0%
Interfund Payments 3,197,646 3,090,791 3,144,096 3,063,128 3,083,128 3,637,562 3,732,230 18.8% 2.6%
Transfer Out 307,139 50,000 228,367 50,000 64,913 70,000 50,000 40.0% -28.6%
Operating Total 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0%
CIP 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3%
Total 21,232,735 22,729,518 23,441,580 21,411,708 51,768,593 25,235,287 27,433,434 17.9% 8.7%
Staffing Levels by Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Fa ci I i ti e s 26.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0%
Neigh,Res,and Events 4.75 5.58 5.58 5.58 5.83 5.83 5.83 4.5% 0.0%
Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0%
Recreation Services 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.0% 0.0%
Human Services/CDBG 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.0% 0.0%
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Golf Course 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 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.3% 0.0%
Intermittent FTE 41.54 47.51 44.26 47.77 46.68 48.04 48.04 0.6% 0.0%
Temp/Intermit Salaries and $1,728,037 $1,976,497 $1,841,414 $1,987,396 $1,941,797 $1,998,382 $1,998,382 0.6% 0.0%
Budget by Department-Community Services 3-54
,.. Administration Division
Mission
Provide leadership, guidance, and resources to allow the various divisions within the department to perform their
respective functions in accordance with the City Business Plan,Administration and Council policy directives, and the general
needs of the populations they serve.
2013/2014 Accomplishments
• Oversaw Construction and opened Meadow Crest Inclusive Playground.
• Implemented Memorial Policy-Installed growing tree at Renton Community Center.
• Implemented the"I"CANN Initiative.
• Reorganization of Parks/Golf Course Division.
2015/2016 Goals
• All staff to meet training requirements for FEMA and Red Cross Emergency Management.
• Set timeline for CAPRA accreditation.
• Review Capital Projects to meet community needs and budget opportunities.
r • Re-define level of service to coincide with 2015 and 2016 budget.
• Finalize Emergency Management Plan for the department.
+r Expenditure Budget by Category-Administration Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 219,203 219,456 221,427 219,456 225,633 235,033 242,423 7.1% 3.1%
Personnel Benefits 54,345 56,519 56,687 61,331 61,331 68,614 76,531 11.9% 11.5%
Supplies 4,551 7,000 5,745 7,000 7,000 7,000 7,000 0.0% 0.0%
Other Services and Charges 10,549 5,744 8,449 5,744 35,744 35,744 35,744 522.3% 0.0%
Interfund Payments 141,379 159,837 159,837 151,501 151,501 199,321 200,736 31.6% 0.7%
Transfer Out 4,532 0 0 0 12,773 0 0 N/A N/A
Operating Total 434,558 448,556 452,146 445,032 493,982 545,712 562,434 22.6% 3.1%
CIP 2,479,478 3,241,602 4,062,968 1,738,877 31,227,727 3,671,000 5,635,000 111.1% 53.5%
Total 2,914,036 3,690,158 4,515,114 2,183,909 31,721,709 4,216,712 6,197,434 93.1% 47.0%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
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W Budget by Department-Community Services 3-55
Facilities Division ,
Mission
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.
2013/2014 Accomplishments
• Completed installation of Avigilon cameras at the Henry Moses Aquatic Center, Meadowcrest Playground and the
Senior Center.
• Consolidation of all existing CCTV under the Avigilon system.
• Installed a new Children's Water Feature at the Henry Moses Aquatic Center.
• Completed Evidence Space build out in the former jail space.
• Completed major Elevator repair at the Renton Senior Center.
• Completed LED energy saving lighting retrofits in many City Facilities including Highlands Neighborhood Center
gymnasium at a 60%energy savings.
• Relocation of the City Attorney's office into the 200 Mill building 6th floor,full suite remodel.
• Established lease agreement of the Cedar River Boathouse with the Pocock Rowing Foundation.
• Participated in pilot evaluation and testing of a new Enterprise Asset Management Software with the IT
Department and other City Departments and Divisions. ,
• Remodeled Building D at the PW Shops,adding two automotive bays and a restroom.
• Partial remodel of the Emergency Operations Center at Fire Station 12.
2015/2016 Goals
• Update and repair Banquet Room at the Senior Activity Center.
• Continue to utilize energy saving grants wherever feasible. LED Lighting Retrofits, HVAC systems improvements,
water conservation measures etc.
• Support construction of two new KCLS branch libraries.
• Continued evaluation and review of suitable replacement for the Infor EAM software system.
• Continued involvement in the City Emergency Management Program development.
• Remodel the entire permit counter service area on the 6th floor of City Hall.
• Relocate PW record mylar drawings from three current locations to former evidence storage room.
• Update and repair Banquet Room at the Senior Activity Center with new lighting and acoustic ceiling treatment.
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Budget by Department-Community Services 3-56
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Expenditure Budget by Category-Facilities Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,437,603 1,542,090 1,511,653 1,549,580 1,592,558 1,699,611 1,767,268 9.7% 4.0%
M Part-Time Salaries 75,032 34,779 76,220 34,779 34,779 77,836 77,836 123.8% 0.0%
Overtime 12,606 10,000 10,130 10,000 10,000 10,000 10,000 0.0% 0.0%
Personnel Benefits 605,145 678,981 618,142 738,630 738,630 846,774 926,355 14.6% 9.4%
Supplies 213,142 139,788 238,258 139,908 139,908 289,788 289,908 107.1% 0.0%
Other Services and Charges 1,649,336 1,858,000 1,622,289 1,802,523 1,802,523 2,179,847 2,111,570 20.9% -3.1%
Intergovernmental Services 1,847 0 423 0 0 0 0 N/A N/A
Capital Outlay 25,000 120,000 435,405 120,000 204,000 0 0 -100.0% N/A
'w Interfund Payments 79,146 77,663 77,663 83,218 83,218 72,548 72,988 -12.8% 0.6%
Total 4,098,857 4,461,301 4,590,183 4,478,638 4,605,617 5,176,404 5,255,925 15.6% 1.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Facilities
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Facilities 24.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0%
Leased City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 0.0% 0.0%
Total FTE 26.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0%
Intermittent FTE 2.14 1.02 2.24 1.02 1.02 2.05 2.05 101.9% 0.0%
Temp/Intermit Pay&Ben $ 89,181 $ 42,264 $ 93,097 $ 42,264 $ 42,264 $ 85,321 $ 85,321 101.9% 0.0%
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Budget by Department-Community Services 3-57
Parks and Golf Course Division-Parks Maintenance Operations
Mission ,
Provide a safe,clean, attractive,accessible,and well-maintained environment for the public's enjoyment of active and
passive recreational opportunities.
1013/2014 Accomplishments j
• Completed revision of series promotions and job descriptions.
• Completed revisions to Park Rules and Regulations.
• Completed to date, installation of Sentinel units for automated irrigation in ROW landscape areas and Parks as
needed.
• Achieved Customer Satisfaction Survey goals of 80% good to excellent rating for cleanliness and appearance in
both developed Parks and Trails.
• Continued assistance with tree pruning, removals and replacements to promote healthy trees.
• Continued to provide interdepartmental support for ongoing activities and capital projects.
• Supported City-wide events.
• Continued to manage the successful Trail Ranger Program.
• Completed and implemented the new Parks Donation and Memorial Policy.
• Partnered and assisted with the completion of the Meadow Crest Inclusive Playground. ,
• Provided training for staff required certifications and licensing.
• Completed year one of knotweed removal application in partnership with King Conservation District.
• Implemented new Park Division re-organizational changes. ,
2015/2016 Goals
• Complete'element'inventory of all Parks,to support Donation-Memorial Policy.
• Implement parking lot striping prioritization annually.
• Complete new certifications revision to address Park staff efficiencies.
• Continue Customer Satisfaction Surveys and achieve an 80% good to excellent rating for cleanliness and
appearance in both developed Parks and Trails.
• Continue to provide training for staff certification and licensing.
• Continue with prioritized major field repair to baseball outfields and soccer fields.
• Continue and complete years two and three of Knotweed removal applications in partnership with King
Conservation District.
• Continue to provide interdepartmental support for ongoing activities and capital projects.
• Continue supporting City-wide events.
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Budget by Department-Community Services 3-58
i Expenditure Budget by Category-Park Maintenance
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,449,465 1,465,837 1,476,521 1,486,350 1,552,743 1,616,815 1,688,353 8.8% 4.4%
Ow Part-Time Salaries 257,586 290,682 284,867 290,682 290,682 290,682 290,682 0.0% 0.0%
Overtime 15,376 13,076 12,380 13,076 13,076 13,076 13,076 0.0% 0.0%
Personnel Benefits 641,099 671,509 682,850 728,624 728,624 824,642 902,023 13.2% 9.4%
us Supplies 163,762 294,839 179,145 294,839 285,240 314,839 314,839 6.8% 0.0%
OtherService_s and Charges 446,359 465,921 439,270 469,452 534,452 604,997 608,189 28.9% 0.5%
Intergovernmental Services 622 0 691 0 0 0 0 N/A N/A
Capital Outlay 0 0 0 0 8,000 0 0 N/A N/A
Interfund Payments 1,029,785 908,044 949,033 878,698 898,698 1,109,703 1,173,448 26.3% 5.7%
Transfer Out 0 0 0 0 0 20,000 0 100.0% -100.0%
Total 4,004,054 4,109,908 4,024,756 4,161,721 4,311,514 4,794,754 4,990,610 15.2% 4.1%
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Staffing Levels(Full-Time Equivalent Employees-FTE)-Park Maintenance
2012 2013 2013 2014 2014 2015 2016 Change Change
■e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0%
I ntermittent FTE 7.40 8.12 8.34 8.12 8.12 8.12 8.12 0.0% 0.0%
Temp/Intermit Pay&Ben $ 307,938 $ 337,847 $ 347,104 $ 337,847 $ 337,847 $ 337,847 $ 337,847 0.0% 0.0%
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Budget by Department-Community Services 3-59
Parks and Golf Course Division—Maplewood Golf Course
Mission
Provide a safe, clean, attractive, accessible, and well-maintained environment for the public's enjoyment of active and
passive recreational opportunities along with natural resource and wildlife preservation and stewardship.
2013/2014 Accomplishments 1
• Completed boiler system replacement in clubhouse.
• Achieved Customer Satisfaction Survey goals of 85%good to excellent rating for golf course condition and level of
service in the pro shop.
• Promoted and ran seven Junior Golf Camps throughout the year.
• Sustained Audubon Cooperative Sanctuary Certification—5th year.
• Completed new signage installation for golf course and pro shop.
• Continued timely updates/marketing to website and lobby signage to include activities, projects, events and
promotions—new printable coupons established.
• Completed major maintenance projects as needed to improve/provide a quality facility and product — A/V
upgrades completed in banquet facility, various door repairs, fire suppression system upgrades, new security
cameras installed, parking lot striping and landscape retaining wall installed at east end of clubhouse.
• Purchased new golf cart fleet(50).
• Provided training for staff required certifications and licensing.
• Upgraded restaurant and bar lights to LED's.
2015/2016 Goals
• Continue carpet replacement in remaining clubhouse areas, pro shop, lobby and hallway.
• Continue to sustain Audubon Cooperative Sanctuary Certification.
• Continue to follow Best Management Practices to maintain a quality golf course.
• Continue Customer Satisfaction Surveys and achieve an 85%good to excellent rating for golf course condition and
value of driving range and level of service in the pro shop.
• Continue to provide training for staff certification and licensing.
• Continue timely updates to website and lobby signage to include activities, projects,events,and promotions.
• Implement new text marketing promotion.
• Continue cross marketing with Concessionaire.
• Continue to provide multiple Junior Camps throughout each year. rt
• Implement major maintenance projects as needed to provide a quality facility, ie, replacement of door
mechanisms, bark along#10 fence line,driving range stall divider upgrades,etc.
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Budget by Department-Community Services 3-60
Or
so Expenditure Budget by Category-Golf Course
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 635,963 635,981 647,072 637,148 654,816 689,396 712,596 8.2% 3.4%
aw Part-Time Salaries 225,778 294,941 249,954 294,941 294,941 294,941 294,941 0.0% 0.0%
Overtime 152 1,020 68 1,020 1,020 1,020 1,020 0.0% 0.0%
Personnel Benefits 325,775 338,823 322,906 365,302 365,302 400,386 434,958 9.6% 8.6%
�r Supplies 275,830 311,333 492,260 312,333 312,333 323,333 324,333 3.5% 0.3%
Other Services and Charges 97,712 162,870 95,098 164,069 164,069 150,870 152,069 -8.0% 0.8%
Intergovernmental Services 10,860 0 10,921 0 0 0 0 N/A N/A
Capital Outlay 0 75,000 6,281 75,000 75,000 75,000 75,000 0.0% 0.0%
Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0% -100.0%
Interfund Payments 201,923 195,140 204,699 203,884 203,884 180,446 188,562 -11.5% 4.5%
Transfer Out 51,418 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0%
rrr Operating Total 2,226,071 2,465,769 2,479,920 2,504,357 2,487,025 2,566,052 2,233,479 2.5% -13.0%
CIP 38,517 50,000 12,829 50,000 193,894 50,000 70,000 0.0% 40.0%
Total 2,264,588 2,515,769 2,492,750 2,554,357 2,680,919 2,616,052 2,303,479 2.4% -11.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Golf Course
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
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 6.42 8.22 7.21 8.22 8.22 8.22 8.22 0.0% 0.0%
Temp/Intermit Pay&Ben $ 267,254 $ 341,747 $ 299,852 $ 341,747 $ 341,747 $ 341,747 $ 341,747 0.0% 0.0%
No
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Budget by Department-Community Services 3-61
Parks Planning and Natural Resources Division
Mission
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.
2013/2014 Accomplishments
• Completed the Cedar River gabion repairs with Federal grant assistance associated with the January 2009 flood
event.
• Successfully applied for$1.5 million in state and county grants to complete acquisition, planning and development
projects.
• Completed phase one improvements(bridge removal)for the Riverview Park Bridge replacement project.
• Completed the Sunset Neighborhood Park Master Plan.
• Accepted ninth Tree City USA recertification and third Growth Award.
• Executed the Interlocal Agreement with the Renton School District, completed construction and dedicated the
Meadow Crest Inclusive Playground.
• Administered parks major maintenance Capital Improvement Projects to maintain integrity of existing assets
including Coulon Park log boom removal and replacement.
• Acquired the two parcels along the May Creek Corridor as identified in the adopted Parks, Recreation and Natural
Areas Plan.
• Executed the 3-year Interlocal Agreement with the King Conservation District and 3-year Partnership Agreement
with the Friends of the Cedar River Watershed;commenced knotweed control along the Cedar River.
2015/2016 Goals
• Install new clear span bridge, interpretive signage and habitat enhancement planting at Riverview Park (phase
two).
• Complete design and construction documents for the Sunset Neighborhood Park.
• Complete master plan and construction documents, and install new playground/picnic area with improved
connections to the Cedar River Library and skate park.
• Complete Tree City USA recertification and Growth Award application.
• Administer parks major maintenance Capital Improvement Projects to maintain integrity of existing assets
including replacing the pavers at Coulon Park.
• Complete Master Plan and design and construction documents to expand and improve the Piazza Park.
• Update the Trails and Bicycle Master Plan with the Transportation Division.
Expenditure Budget by Category-Parks Planning and Natural Resources
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 303,595 305,688 308,244 305,688 314,238 326,965 337,353 7.0% 3.2% s
Personnel Benefits 95,710 98,037 99,206 106,444 106,444 119,073 131,734 11.9% 10.6%
Supplies 1,036 6,800 965 6,800 6,800 6,800 6,800 0.0% 0.0%
Other Services and Charges 152,840 169,498 159,640 180,671 369,951 269,248 294,871 49.0% 9.5%
Interfund Payments 24,753 82,829 82,829 82,462 82,462 76,215 78,520 -7.6% 3.0%
Transfer Out 0 0 178,367 0 478 0 0 N/A N/A
Total 577,934 662,852 829,250 682,065 880,373 798,301 849,278 17.0% 6.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Parks Planning and Natural Resources
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.01
Budget by Department-Community Services 3-62
r
.. Recreation Division
Mission
,.� Promote and support a more livable community by providing opportunities for the public to participate in diverse
recreational, cultural,athletic,and aquatic programs and activities.
r
2013/2014 Accomplishments
• Increased program partnerships with KCLS from six events in 2013 to 17 events in 2014.
• Initiated the Senior Business Plan.
• Installed a new play structure at the Henry Moses Aquatic Center with Facilities.
• Continued the CAPRA accreditation requirements and processes.
• Opened three neighborhood buildings with partnerships or revenue based programs, including leased space at
North Highlands for Sunrise Preschool.
• Participated in the Deep Dive Grant Program with Renton School District.
• Replaced the Renton Community Center vending machines with healthy products identified in the King County
Healthy Vending Guidelines.
r. • Organized the RACE Exhibit tour and discussion groups for all City employees.
• Adopted the Cost Recovery and Program Pricing Guidelines.
2015/2016 Goals
• Prepare CAPRA accreditation requirements and processes for next re-accreditation.
• Develop a sponsorship plan and marketing plan for Community Services.
• Move the"I CANN"healthy initiative into our programs and special events.
• Work with IT on registration software recommendations for the replacement of CLASS.
• Complete the joint use agreement with the City of Renton and the Renton School District.
• Implement the Senior Business Plan, including the opening of the Senior Activity Center in the evenings.
With assistance from the RACE coordinator,compile data on the demographics of our patrons to determine service
gaps in our programs.
Expenditure Budget by Category-Recreation Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,317,524 1,204,015 1,191,850 1,187,330 1,221,753 1,252,520 1,307,449 5.5% 4.4%
r Part-Time Salaries 887,415 1,045,027 904,282 1,045,027 949,438 1,011,285 1,011,285 -3.2% 0.0%
Overtime 4,774 7,852 2,331 7,852 7,852 7,852 7,852 0.0% 0.0%
Personnel Benefits 649,431 650,861 646,348 697,967 734,490 755,180 816,647 8.2% 8.1%
Supplies 202,811 258,996 223,160 271,605 263,605 251,496 251,496 -7.4% 0.0%
Other Services and Charges 466,473 503,834 461,368 503,834 539,192 225,665 225,665 -55.2% 0.0%
Intergovernmental Services 4,783 0 4,860 0 0 0 0 N/A N/A
Capital Outlay 0 0 13,206 0 0 0 0 N/A N/A
Interfund Payments 1,449,019 1,399,567 1,399,567 1,394,943 1,394,943 1,696,925 1,718,555 21.6% 1.3%
Total 4,982,229 5,070,152 4,846,970 5,108,558 5,111,272 5,200,923 5,338,949 1.8% 2.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Recreation Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Recreation Services 7.50 6.84 6.84 6.84 6.84 6.84 6.84 0.0% 0.0%
Community Center 7.80 6.75 6.75 6.50 6.50 6.50 6.50 0.0% 0.0%
Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
r Total FTE 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.0% 0.0%
Intermittent FTE 24.87 29.30 25.59 29.57 28.15 28.65 28.65 -3.1% 0.0%
Temp/Intermit Salaries and $1,034,562 $1,219,052 $1,064,610 $1,229,951 $1,170,885 $1,191,833 $1,191,833 -3.1% 0.0%
+rn
Budget by Department-Community Services 3-63
Human Services Division j
Mission
In partnership with the community, help provide services, resources, and opportunities so that residents have food,
clothing,and shelter,are healthy and safe,and develop to their fullest capacity.
2013/2014 Accomplishments t
• Completed the Community Needs Assessment for Human Services and Housing,and did public outreach.
• 97%of the respondents to the annual Housing Repair survey of clients felt safer or that the overall health of their
home improved as a result of the repairs that were completed.
• Completed bi-annual survey of agencies for the regional funding application with 128 respondents.
• Worked with Renton Ecumenical Association of Churches on the Renton Meal Coalition and other feeding
programs.
• Continued to pursue donations for the Housing Repair Assistance Program.
• Completed the application process, review,and recommendations for 2015/2016 human services funds.
• Updated the Renton Resource Guide,and translated it in five languages.
2015/2016 Goals
• Continue to 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.
• Complete the Human Services Strategic Plan,and the Funding Plan.
• With CED,complete the housing and human services element of the comprehensive plan.
• With IT, continue to work on a new data-base for the Housing Repair Program, and on electronic signatures for
contracts.
• With CED, use Community Development Block Grants to fund economic development projects.
• Continue to pursue donations for the Housing Repair Assistance Program.
Expenditure Budget by Category-Human Services/CDBG
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 334,817 294,322 316,544 292,474 325,307 349,113 364,016 19.4% 4.3%
Part-Time Salaries 3,160 0 6,668 0 0 0 0 N/A N/A
Personnel Benefits 124,296 147,984 108,992 160,248 162,806 131,431 146,110 -18.0% 11.2%
Supplies 22,374 30,250 23,169 30,250 15,650 15,650 15,650 -48.3% 0.0%
Other Services and Charges 610,627 578,785 631,034 578,785 650,847 621,943 613,155 7.5% -1.4%
Interfund Payments 96,012 73,168 75,925 74,025 74,025 81,841 73,675 10.6% -10.0%
Transfer Out 2,586 0 0 0 22,155 0 0 N/A N/A
Total 1,193,871 1,124,509 1,162,330 1,135,781 1,250,790 1,199,977 1,212,606 5.7% 1.1%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Human Services/CDBG
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Human Services 3.44 2.59 2.59 2.59 2.59 3.83 3.83 47.9% 0.00/
CDBG 2.56 1.74 1.74 1.74 1.74 0.50 0.50 -71.3% 0.0%
Total FTE 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.0% 0.0%
Intermittent FTE 0.09 0.00 0.19 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Pay&Ben $ 3,620 $ - $ 7,746 $ - $ - $ - $ - N/A N/A
r
Budget by Department-Community Services 3-64
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
s
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
rr 2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Supplies 2 0 0 0 0 0 0 N/A N/A
Interfund Payments 29,998 0 0 0 0 0 0 N/A N/A
Transfer Out 248,604 0 0 0 0 0 0 N/A N/A
Total 278,604 0 0 0 0 0 0 N/A N/A
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Budget by Department-Community Services 3-65
Neighborhoods, Resources and Events t
Mission
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.
2013/2014 Accomplishments
• Held annual City Volunteer Appreciation Event with 175 volunteers in attendance.
• Renton Sister Cities Association hosted a delegation from Nishiwaki,Japan, in October 2014.
• Assisted with department-related responsibilities to support the City's Emergency Management Annual Work Plan.
• Partnered with Facilities to hold the annual training for department staff at the Emergency Operations Center.
• Special Events Committee issued 26 City-wide Special Event permits in 2014.
• Obtained$20,000 in funds for the"Gift of Play"and provided 300 scholarships to families in need.
• Tracked and monitored 27,518.75 hours of volunteerism.
• Coordinated the annual 4th of July at Gene Coulon Memorial Beach Park; Event Action Plan completed and it was
National Incident Management System (NIMS)compliant.
• Coordinated the annual Renton River Days Community Festival; consolidated programming use of City resources;
new activities offered and expanded partnerships; launched independent festival website.
• Expanded the Neighborhood Grant program to include a Mini-grant category for funds up to$1,000.
• Established the Renton Academy of City Services.
• Coordinated the 18 week Renton Farmers Market; expanded footprint for new vendors; permitted for wine
sampling.
• Supported seven non-profit organizations with Art to Go kits and sports equipment to enhance their summer lunch
program. Provided staff at four additional lunch sites to provide recreation activities.
• Partnered with King County Library System to sponsor 21 performances at our local parks.
2015/2016 Goals
• Purchase new volunteer software to support community volunteer efforts through coordination of resources and
facilitation of information.
• Evaluate Special Event permitting process;enhance use of website,and internal/external communication. ,
• Implement an interdepartmental tracking software for communication and creating a special event permit.
• Serve as liaison to Renton Sister Cities Association with organizational structure and programming ideas to
diversify activities and increase relevancy and engagement with members of the greater Renton community.
• Maintain requirements for FEMA.
• Evaluate and sustain 4th of July, Renton River Days and Holiday lights logistics and safety in collaboration with City
departments; maintain event appeal to both attendees and sponsors.
• Continue outreach and communication which encourages and invites the participation of diverse populations into
events and activities.
• Offer Renton Academy of City Services in 2015.
• Identify areas of Renton that are not recognized neighborhood associations and work with those communities that
are underrepresented.
• Develop a Sponsorship Plan and Marketing materials to continue to increase private sponsorship funding and
donations to Community Service programs.
• Continue to strengthen the Farmers Market systems and documentation of procedures and volunteer recruitment.
• Expand access for fresh, local produce at the Renton Farmers Market by providing EBT options for customers.
Budget by Department-Community Services 3-66
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Expenditure Budget by Category-Neighborhoods,Resources,and Events
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 370,228 435,319 424,349 436,268 447,752 467,792 491,637 7.2% 5.1%
Part-Time Salaries 12,762 20,273 15,359 20,273 20,573 20,206 20,206 -0.3% 0.0%
Personnel Benefits 108,023 128,554 127,467 138,555 138,555 194,064 212,478 40.1% 9.5%
Supplies 13,303 24,200 13,123 24,050 25,587 46,387 46,337 92.9% -0.1%
MW Other Services and Charges 159,288 180,021 93,989 179,621 236,112 155,034 154,634 -13.7% -0.3%
Intergovernmental Services 6 50 4 50 50 50 50 0.0% 0.0%
Interfund Payments 38,064 96,550 96,550 96,581 96,581 120,870 124,529 25.1% 3.0%
Transfer Out 0 0 0 0 14,507 0 0 N/A N/A
wr Total 701,673 884,968 770,841 895,398 979,716 1,004,403 1,049,871 12.2% 4.5%
in Staffing Levels(Full-Time Equivalent Employees-FTE)-Neighborhoods,Resources,and Events
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 4.75 5.58 5.58 5.58 5.83 5.83 5.83 4.5% 0.0%
r Intermittent FTE 0.36 0.56 0.44 0.56 0.56 0.56 0.56 -0.2% 0.0%
Temp/Intermit Pay&Ben $ 14,810 $ 23,178 $ 18,486 $ 23,178 $ 23,478 $ 23,138 $ 23,138 -0.2% 0.0%
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aw Budget by Department-Community Services 3-67
1
Renton History Museum
Mission
The Renton History Museum is the City's only organization dedicated to the preservation, documentation and education
about the City's heritage. 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.
2013/2014 Accomplishments
• Won a Heritage Education Award from the Association of King County Heritage Organizations (AKCHO)for Two By
Two,a collaborative exhibit with Renton High School students.
• Researched, organized, and mounted seven temporary exhibits on topics that included significant women in
Renton's past,historic uniforms in the Museum's collection,and the history of Newcastle.
• Enhanced our Little House exhibit with family-friendly content to create a more engaging experience for kids and
parents.
• Completed two projects in partnership with the Renton Municipal Arts Commission: Defining Spaces, an exhibit
showcasing the City of Renton's art collection, and The Infinity Loop, a grant-funded artist installation showcasing
the Renton Mine Hoist foundation,a King County Landmark site.
• Provided learning and professional opportunities for students from Renton High School, Dimmitt Middle School,
University of Washington, Pacific Lutheran University,and Willamette University.
• Launched a teen advisory council,the RenTeens,to advise us on programs that will appeal to youth.
• Utilized the results of the members' survey to revise membership levels and benefits, adding a student
membership for the first time.
• Created and filled a new Visitor Experience Coordinator position, a position that fits with our Museum Master
Plan's focus on the people we serve.
• Completed an inventory of museum collections with grant funding from 4Culture.
2015/2016 Goals
• Complete the refurbishment of the Museum lobby to update it and create a more welcoming and educational
introduction to the Museum.
• Enhance the Museum's visibility by creating a new brand and identity consistent with the Museum Master Plan.
• Conduct a membership drive to enhance support for the Museum.
• Introduce GIS-based interactives in the museum gallery to better use visitors' sense of place to enhance their
understanding of history.
• Revise the Renton Historical Society strategic plan, incorporating recommendations of a recent Community
Engagement Museum Assessment.
• Develop a values statement to guide the museum's work with external partners.
Budget by Department-Community Services 3-68
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Expenditure Budget by Category-Museum
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSala ries 79,418 79,512 80,550 79,512 81,747 84,970 88,050 6.9% 3.6%
Pa rt-Ti me Sa I a ri es 9,019 10,821 8,741 10,821 22,901 15,821 15,821 46.2% 0.0%
Personnel Benefits 20,883 21,577 22,104 23,132 24,219 27,277 30,193 17.9% 10.7%
Interfund Payments 107,567 97,993 97,993 97,816 97,816 99,693 101,217 1.9% 1.5%
Total 216,887 209,903 209,387 211,281 226,683 227,761 235,281 7.8% 3.3%
r Staffing Levels(Full-Time Equivalent Employees-FTE)-Museum
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
I ntermittent FTE 0.26 0.30 0.25 0.30 0.61 0.44 0.44 49.1% 0.0%
Temp/Intermit Pay&Ben $ 10,672 $ 12,409 $ 10,519 $ 12,409 $ 25,576 $ 18,496 $ 18,496 49.1% 0.0%
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4w Budget by Department-Community Services 3-69
1
Community Services Position Listing(1 of 3)
2012 2013 2013 2014 2014 2015 2016
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 HVACSystems Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A19 Electrical Technician 0.00 0.00 1.00 0.00 1.00 1.00 1.00
A17 Custodial Services Supervisor 1.00 2.00 2.00 2.00 2.00 2.00 2.00
A15 Facilities Technician II 0.00 0.00 1.00 0.00 1.00 1.00 1.00
A13 Facilities Technician 1 3.50 3.50 1.50 3.50 1.50 1.50 1.50
A11 Lead Maintenance Custodian 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A09 Administrative Secretary1 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 6.00 5.00 5.00 5.00 5.00 5.00 5.00
A07 Secretary 11 1.00 0.00 0.00 0.00 0.00 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 23.50 23.50 23.50 23.50 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 25.00 25.00 25.00 25.00 25.00 25.00
Parks and Golf Course Division
Parks
M38 Parks and Golf Course Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50
M28 Parks Maintenance Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A16 Lead Park Maintenance Worker 3.00 3.00 3.00 3.00 2.00 2.00 2.00
Al2 Park Maintenance Worker 111 12.00 11.00 11.00 11.00 16.00 16.00 16.00
A09 Administrative Secretary1 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A08 Park Maintenance Worker 11 5.00 6.00 6.00 6.00 1.00 1.00 1.00
A07 Secreta ryl l 1.00 0.00 0.00 0.00 0.00 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 will,
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 1.00 1.00 1.00 1.00 1.00 1.00
A08 Golf Course Operations Specialist 1.00 0.00 0.00 0.00 0.00 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
M22 Golf Course Supervisor 0.00 0.00 1.00 0.00 1.00 1.00 1.00
M21 Golf Course Supervisor 1.00 1.00 0.00 1.00 0.00 0.00 0.00
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 fit
Al2 Golf Course Maintenance Worker 111 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Totol Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00
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Budget by Department-Community Services 3-70
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Community Services Position Listing(2 of 3)
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Pro-Shop/Driving Range
rr M22 Golf Professional 0.00 0.00 1.00 0.00 1.00 1.00 1.00
M20 Golf Professional 1.00 1.00 0.00 1.00 0.00 0.00 0.00
Nil Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A04 Pro Shop Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00
Total Golf Course 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
�r 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 Forestryand 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00
r A18 Recreation Program Coordinator 4.00 3.50 3.50 3.50 3.50 3.50 3.50
A09 Administrative Secretary1 0.00 0.34 0.34 0.34 0.34 0.34 0.34
A07 Secretary 11 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Total Recreation Services 7.50 6.84 6.84 6.84 6.84 6.84 6.84
Community Center,Corco Theatre&Aquatics
M23 Recreation Supervisor 0.80 1.00 1.00 1.00 1.00 1.00 1.00
A18 Recreation Program Coordinator 3.00 1.75 1.75 1.50 1.50 1.50 1.50
..� A09 Recreation Systems Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A07 Secretary 11 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Community Center 7.80 6.75 6.75 6.50 6.50 6.50 6.50
Renton Senior Activity Center
rr. 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 11 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 18.30 16.59 16.59 16.34 16.34 16.34 16.34
Neighborhoods,Resources&Events Division
rr
M29 Neighborhoods,Resources&Events Manage 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A18 Recreation Program Coordinator 0.00 1.00 1.00 1.00 1.00 1.00 1.00
A18 Farmers Market Coordinator 0.00 0.00 0.75 0.00 1.00 1.00 1.00
A16 Neighborhood Program Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.50
N16 Farmers Market Coordinator(LT) 0.75 0.75 0.00 0.75 0.00 0.00 0.00
A09 Administrative Secretary1 0.00 0.33 0.33 0.33 0.33 0.33 0.33
A07 Secretary 11 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Total Neighborhoods,Resources&Events Division 4.75 5.58 5.58 5.58 5.83 5.83 5.83
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6 Budget by Department-Community Services 3-71
1
Community Services Position Listing(3 of 3)
2012 2013 2013 2014 2014 2015 2016
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 0.38 0.38 0.38 0.38 1.00 1.00
A20 Human Services Coordinator 0.00 0.50 0.50 0.50 0.50 0.50 0.50
A09 Administrative Secretary1 0.00 0.33 0.33 0.33 0.33 0.33 0.33
A07 Secretary 11 1.00 0.00 0.00 0.00 0.00 0.00 0.00
A13 Facilities Technician 1 0.00 0.38 0.38 0.38 0.38 1.00 1.00
A18 CDBG Specialist 0.44 0.00 0.00 0.00 0.00 0.00 0.00
Total Human Services 3.44 2.59 2.59 2.59 2.59 3.83 3.83
Community Development Block Grants(CDBG)
A20 Hous ingRepairCoordinator 0.00 0.62 0.62 0.62 0.62 0.00 0.00
A20 Human Services Coordinator 0.00 0.50 0.50 0.50 0.50 0.50 0.50
A18 CDBG Specialist 0.56 0.00 0.00 0.00 0.00 0.00 0.00
A13 Facilities Technician 1 1.00 0.62 0.62 0.62 0.62 0.00 0.00
A08 Housing RepairTechnician 1.00 0.00 0.00 0.00 0.00 0.00 0.00
Total CDBG 2.56 1.74 1.74 1.74 1.74 0.50 0.50 ,
Total Human Services Division 6.00 4.33 4.33 4.33 4.33 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 94.05 90.50 90.50 90.25 90.50 90.50 90.50
Total Community Services Department 94.05 90.50 90.50 90.25 90.50 90.50 90.50
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Budget by Department-Community Services 3-72
Fire & Emergency Services
Fire Chief
M Mark Peterson
161 FTEs
Administrative Support
3 FTE
M
Response Operations Safety Support Services& Community Risk
p p Emergency Management Reduction
Deputy Chief Deborah Needham Deputy Chief Fire Marshal
Erik Wallgren 3 FTEs Chad Michael
137 FTEs 8 FTEs Anjela St John
r 9 FTEs
Admininstrative Administrative Administrative Administrative
Support Support Support Support
r Incident IncidentL Emergency Chaplains/
Management Support Services Hazard Mitigation
Response Management Staff Volunteers
Fire Station
Staffing and Fire Suppression Health and Safety Inspections/
Management Investigations
r Pre-Incident Emergency g Y Logistics Plan Review
Survey Medical (Equipment,
Facilities,
Apparatus)
e.
Post-Incident
Technical Rescue Hazmat
Analysis j- Mitigation
Planning
Hazardous
Training Materials
Budget by Department-Fire and Emergency Services 3-73
Fire & Emergency Services
Mission
In partnership with our diverse community,we are dedicated to:
• Responding to and recovering from emergencies; r
• Reducing risk for all hazards;
• Building a culture of safety and support for our members;and
• Adapting to future challenges through strategic planning.
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 responding 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 partnership between the department and the city.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 24,173,315 24043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1%
CIP Budget Summary 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
Position Summary 161.00 156.00 156.00 155.00 161.00 161.00 161.00 3.9% 0.0%
List of Fire&Emergency Services Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100009.0030 F&ES Health&Wellness Fund - 25,000 25,000 - 25,000 25,000
100009.0031 EMS and Fire/Res cue Svcs for COR 91.00 14,148,848 1,436,200 91.00 14,741,520 958,500
100009.0032 Administrative Services for F&ES 9.00 3,519,038 - 9.00 3,577,210 -
100009.0033 Community Risk Reduction 8.00 1,149,439 219,000 8.00 1,213,636 219,000 .
100009.0034 Safety&Support Services 6.00 1,529,842 - 6.00 1,570,437 -
100009.0035 EMS and Fire/RescueSvs for KCFD#25 16.00 2,025,350 1,300,000 16.00 2,128,169 1,300,000
100009.0036 EMS and Fire/RescueSvs for KCFD#40 29.00 4,013,826 4,500,000 29.00 4,200,019 4,500,000
100009.0037 Emergency Management for the COR 2.00 377,272 35,000 2.00 392,868 35,000
150009.0008 EMS&Fire/Rescue COR Valley Comm increase - 88,361 - - 122,053 -
Total Operating 161.00 26,876,976 7,515,200 161.00 27,970,913 7,037,500
760009.0002 Fire Impact Mitigation Fund - 250,000 99,000 - 250,000 99,000
Total C1 - 250,000 99,000 - 250,000 99,000
Total 161.00 $ 27,126,976 $ 7,614,200 161.00 $ 28,220,913 $ 7,136,500
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Budget by Department-Fire and Emergency Services 3-74
Fire&Emergency Services Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Timely responsiveness and Response time in a non-disaster situation in
"Projection of effort"when the the current service area will be within 7% 90% 90% 90%
n� Safety and community cannot help itself minutes
Health
Recovery and restoration of The percentage of city-wide improvement
community after a disaster plan targets that are completed on schedule 100% 100% 100%
after an exercise or actual emergency.
Highlight of Budget Changes:
• Addition of 6 Firefighter positions for both 2014&2015 with the SAFER grant.90%of the salary and benefit
expenses are covered by the grant.These 6 positions will continue to be funded in 2016.
• Increased the Valley Communications line item by$88,000 for 2015 and$122,000 for 2016 due to increased
medical and capital expenses at Valley Communications.
• Converted Assistant Fire Marshall to Fire Marshall to improve inefficient and time consuming impacts on customer
service. Cost to the department$24,000 per year.
• Upgraded a Lieutenant to Captain in 2014 to focus on Health&Safety project management.This will cost the
department$12,000 per year.
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Budget by Department-Fire and Emergency Services 3-75
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Expenditure Budget by Division-Fire&Emergency Services u1
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Response Operations 17,923,770 17,735,586 18,101,388 18,058,884 18,649,570 19,813,948 20,690,919 9.7% 4.4%
Safety&Support Services 4,808,309 4,897,690 4,888,324 4,941,063 5,048,453 5,372,415 5,497,056 8.7% 2.3%
Community Risk Reduction 1079 056 1,086,296 1,090,187 1,111,250 1,129,087 1,372,308 1,448,970 23.5% 5.6%
Emergency Management 362,179 323,570 364,474 331,623 392,763 318,306 333,968 -4.0% 4.9%
Operating Total 24,173,315 24,043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1%
CIP 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
Total 25,110,241 24,293,143 24,694,372 24,692,820 25,219,873 27,126,976 28,220,913 9.9% 4.0%
Expenditure Budget by Category-Fire&Emergency Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 14,729,941 14,722,063 14,563,524 14,743,378 15,202,991 16,029,739 16,685,816 8.7% 4.1%
Overtime 1,060,183 742,900 1,256,849 743,000 743,000 742,900 743,000 0.0% 0.0%
Personnel Benefits 4,365,436 4,448,419 4,378,409 4,774,594 4,951,009 5,284,066 5,642,453 10.7% 6.8%
Supplies 803,516 272,680 551,956 272,380 437,663 477,390 477,090 75.3% -0.1%
Other Services and Charges 265,665 366,524 301,914 366,624 366,624 331,524 331,624 -9.6% 0.0%
Intergovernmental Services 368,664 323,049 406,820 323,049 403,501 491,862 525,554 52.3% 6.8%
Capital Outlay 6,625 206,210 23,657 206,210 101,500 1,500 1,500 -99.3% 0.0%
Interfund Payments 2,558,421 2,961,298 2,961,243 3,013,585 3,013,585 3,517,995 3,563,876 16.7% 1.3%
Transfer Out 14,864 0 0 0 0 0 0 N/A N/A
Operating Total 24,173,315 24,043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1%
CIP 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
Total 25,110,241 24,293,143 24,694,372 24,692,820 25,219,873 27,126,976 28,220,913 9.9% 4.0%
Staffing Levels by Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Response Operations 135.00 129.00 129.00 129.00 134.00 134.00 134.00 3.9% 0.0%
Safety&Support Services 14.00 14.00 14.00 14.00 15.00 15.00 15.00 7.1% 0.0%
Community Risk Reduction 10.00 11.00 11.00 10.00 10.00 10.00 10.00 0.0% 0.0%
Emergency Management 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Total FTE 161.00 156.00 156.00 155.00 161.00 161.00 161.00 3.9% 0.0%
I ntermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A
Temp/Intermit Salaries and $ 80 $ - $ 87 $ - $ - $ - $ - N/A N/A
Budget by Department-Fire and Emergency Services 3-76
.. Response Operations
Mission
In partnership with our diverse community,we are dedicated to:
• Responding to and recovering from emergencies;
• Reducing risk for all hazards;
• Building a culture of safety and support for our members;and
• Adapting to future challenges through strategic planning.
2013/2014 Accomplishments
• Reached 100%National Incident Management System(NIMS)compliance on working incidents within our
jurisdiction.
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• Average response time(in minutes)to priority one incidents(all stations)was 5:14.
• After the arrival to a fire, keeping the fire from spreading beyond the rooms or building already engaged (all
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stations)was 96.6%.
2015/2016 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.
• 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.
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Expenditure Budget by Category-Response Operations Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 12,160,052 12,094,621 11,993,261 12,109,055 12,523,326 13,350,435 13,899,037 10.3% 4.1%
Overtime 1,013,362 684,060 1,200,656 684,060 684,060 684,060 684,060 0.0% 0.0%
Personnel Benefits 3,564,706 3,638,714 3,603,635 3,896,992 4,073,407 4,343,164 4,619,435 11.4% 6.4%
Supplies 535,854 78,000 256,198 78,000 182,710 282,710 282,710 262.4% 0.0%
Other Services and Charges 16,629 31,050 19,550 31,050 31,050 31,050 31,050 0.0% 0.0%
Capital Outlay 6,625 204,710 23,657 204,710 100,000 0 0 -100.0% N/A
Interfund Payments 626,543 1,004,431 1,004,431 1,055,017 1,055,017 1,122,529 1,174,627 6.4% 4.6%
Total 17,923,770 17,735,586 18,101,388 18,058,884 18,649,570 19,813,948 20,690,919 9.7% 4.4%
�r Staffing Levels(Full-Time Equivalent Employees-FTE)-Response Operations Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
as Commissioned 134.00 128.00 128.00 128.00 133.00 133.00 133.00 3.9% 0.0%
Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Total FTE 135.00 129.00 129.00 129.00 134.00 134.00 134.00 3.9% 0.0%
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Budget by Department-Fire and Emergency Services 3-77
Safety&Support Services ,
Mission
In partnership with our diverse community,we are dedicated to:
• Responding to and recovering from emergencies;
• Reducing risk for all hazards;
• Building a culture of safety and support for our members;and
• Adapting to future challenges through strategic planning.
2013/2014 Accomplishments ,
• Coordinated the replacement of all Mobile Data Computer modems in apparatus.
• Maintained a Class 3 Washington State insurance rating for residents and businesses.
• Facilitated an apparatus evaluation and appraisal process for new fire engines.
• Secured funding for replacement of the hazardous materials response vehicle.
• Streamlined the firefighter combat challenge process.
• Completed a four week nutrition and physical training program with new members.
• Began working with Human Resources to examine On the Job Injuries(OJI)data in an effort to reduce OJI's.
2015/2016 Goals
• Complete a Strategic Plan
• Complete the Standard of Coverage
• Implement an asset management program
• Develop a capital replacement plan
• Implement strategies that will reduce the number of annual (OJI's)
• Work with the medical community to expedite the return to work of injured members
Expenditure Budget by Category-Safety&Support Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,653,927 1,707,165 1,631,549 1,711,488 1,733,526 1,564,996 1,624,759 -8.6% 3.8%
Overtime 5,750 12,000 22,552 12,000 12,000 12,000 12,000 0.0% 0.0%
Personnel Benefits 458,718 471,536 439,739 509,584 509,584 483,927 521,700 -5.0% 7.8%
Supplies 210,447 181,180 237,925 180,880 185,780 181,180 180,880 0.2% -0.2%
Other Services and Charges 190,009 267,750 214,784 267,950 267,950 267,750 267,950 -0.1% 0.1%
Intergovernmental Services 368,664 323,049 406,820 323,049 403,501 491,862 525,554 52.3% 6.8%
Interfund Payments 1,907,905 1,935,010 1,934,955 1,936,112 1,936,112 2,370,700 2,364,213 22.4% -0.3%
Transfer Out 12,889 0 0 0 0 0 0 N/A N/A -
Operating Total 4,808,309 4,897,690 4,888,324 4,941,063 5,048,453 5,372,415 5,497,056 8.7% 2.3%
CI P 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
Total 5,745,235 5,147,690 5,138,324 5,191,063 5,048,453 5,622,415 5,747,056 8.3% 2.2%
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Staffing Levels(Full-Time Equivalent Employees-FTE)-Safety&Support Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 10.00 10.00 10.00 10.00 11.00 11.00 11.00 10.0% 0.0%
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 15.00 15.00 15.00 7.1% 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 $ 80 $ - $ 87 $ - $ - $ - $ - N/A N/A
Budget by Department-Fire and Emergency Services 3-78
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Community Risk Reduction
Mission
,. In partnership with our diverse community,we are dedicated to:
• Responding to and recovering from emergencies;
• Reducing risk for all hazards;
• Building a culture of safety and support for our members;and
• Adapting to future challenges through strategic planning.
2013/2014 Accomplishments
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• Identified areas requiring hazardous materials inspections in the City of Renton.
• Developed new inspection priorities to increase firefighter and citizen safety.
r • Developed and began implementation of a program to meet new code requirements for existing apartment fire
alarm systems.
• Worked with Information Technology to implement the Zoll Inspection module to increase efficiency and
�. productivity of our fire inspectors.
2015/2016 Goals
• Become trained and proficient in the new city and department records management programs to ensure efficient
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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
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
a
Regula rSalaries 723,981 727,254 743,629 728,843 746,680 906,965 948,339 24.4% 4.6%
Overtime 36,007 39,000 28,898 39,000 39,000 39,000 39,000 0.0% 0.0%
Personnel Benefits 268,161 263,621 270,701 286,387 286,387 367,013 402,031 28.2% 9.5%
Supplies 9,840 10,500 6,170 10,500 10,500 10,500 10,500 0.0% 0.0%
r Other Services and Charges 15,118 22,564 18,932 22,564 22,564 22,564 22,564 0.0% 0.0%
Capital Outlay 0 1,500 0 1,500 1,500 1,500 1,500 0.0% 0.0%
Interfund Payments 23,973 21,857 21,857 22,456 22,456 24,766 25,036 10.3% 1.1%
r Transfer Out 1,976 0 0 0 0 0 0 N/A N/A
Total 1,079,056 1,086,296 1,090,187 1,111,250 1,129,087 1,372,308 1,448,970 23.5% 5.6%
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Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Risk Reduction
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Non-Commissioned 9.00 10.00 10.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Total FTE 10.00 11.00 11.00 10.00 10.00 10.00 10.00 0.0% 0.01
Budget by Department-Fire and Emergency Services 3-79
Emergency Management '
Mission '
In partnership with our diverse community,we are dedicated to:
• Responding to and recovering from emergencies;
• Reducing risk for all hazards;
• Building a culture of safety and support for our members;and
• Adapting to future challenges through strategic planning.
2013/2014 Accomplishments '
• Generated revenue through disaster reimbursements and Emergency Management Grant.
• Completed a draft Debris Management Plan, revised Hazard Mitigation Plan and Continuity of Operations Plan.
• Created, recruited for,trained to,and exercised a Volunteer Reception Center plan with multiple volunteers.
• Conducted a citywide damage assessment tabletop exercise,a communications exercise,and participated in
several others.
• Developed and delivered refresher training for Emergency Operations Center assignments.
• Sponsored staff and volunteer involvement in multiple training classes related to disaster assignments.
• Expanded emergency notification and communications capabilities.
• Added technology and supplies to support the Emergency Operations Center, EOC Duty Officer, Policy Group,and
the Mobile Communications Response Unit and sheltering operations.
• Established a speaker's bureau to provide emergency preparedness presentations in English and other languages.
• Continued to operate the Renton Emergency Preparedness Academy for training residents and businesses in
appropriate emergency/disaster actions, including Community Emergency Response Teams. ,
• Surveyed several of Renton's language populations in order to improve the delivery of emergency messaging to
our diverse community,and continue preparedness outreach to Community Liaisons.
2015/2016 Goals
• Revise the Comprehensive Emergency Management Plan.
• Develop a coordinated citywide social media team for emergency situations.
• Revise Emergency Operations Center procedures.
Expenditure Budget by Category-Emergency Management
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 191,981 193,023 195,085 193,992 199,459 207,343 213,681 6.9% 3.1%
Overtime 5,063 7,840 4,744 7,940 7,940 7,840 7,940 -1.3% 1.3%
Personnel Benefits 73,851 74,547 64,334 81,631 81,631 89,963 99,287 10.2% 10.4%
Supplies 47,375 3,000 51,663 3,000 58,673 3,000 3,000 0.0% 0.0%
Other Services and Charges 43,909 45,160 48,647 45,060 45,060 10,160 10,060 -77.5% -1.0%
Total 362,179 323,570 364,474 331,623 392,763 318,306 333,968 -4.0% 4.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Emergency Management
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Non-Commissioned 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%
Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.00A
Budget by Department-Fire and Emergency Services 3-80
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IN Fire&Emergency Services Department Position Listing
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Response Operations
M Commissioned Officers
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 Ca pta i n 6.00 6.00 6.00 6.00 6.00 7.00 7.00
F71 Lieutenant 15.00 15.00 15.00 15.00 14.00 14.00 14.00
F70 Firefighter 106.00 100.00 100.00 100.00 106.00 105.00 105.00
Total Commissioned Members 134.00 128.00 128.00 128.00 133.00 133.00 133.00
Non-Commissioned Personnel
A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00 100
Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Response Operations Section 135.00 129.00 129.00 129.00 134.00 134.00 134.00
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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(SafetyandSupportServices) 1.00 1.00 1.00 1.00 1.00 1.00 1.00
F72 Ca pta i n 3.00 3.00 3.00 2.00 4.00 3.00 3.00
F71 Lieutenant 5.00 5.00 5.00 4.00 5.00 5.00 5.00
F70 Firefighter 0.00 0.00 0.00 2.00 0.00 1.00 1.00
Total Commissioned Members 10.00 10.00 10.00 10.00 11.00 11.00 11.00
ri N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00
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A05 Office Assistant 111 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 Safety&Support Services Section 14.00 14.00 14.00 14.00 15.00 15.00 15.00
Community Risk Reduction
r F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Members 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M38 Emergency Management Director 0.00 1.00 1.00 0.00 0.00 0.00 0.00
M38 Fire Marshal 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A24 Lead Fire Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A23 Fire Plans Examiner/Fire Inspector 111 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Fire Inspector 111 3.00 3.00 4.00 4.00 4.00 4.00 4.00
A19 Fire Inspector II 1.00 1.00 0.00 0.00 0.00 0.00 0.00
A09 Administrative Secretaryl 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A03 Office Assistant 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 9.00 10.00 10.00 9.00 9.00 9.00 9.00
Total Community and Risk Reduction Section 10.00 11.00 11.00 10.00 10.00 10.00 10.00
Emergency Management
M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Emergency Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Emergency Management Section 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Commissioned Members 145.00 139.00 139.00 139.00 145.00 145.00 145.00
Total Non-Commissioned Members 16.00 17.00 17.00 16.00 16.00 16.00 16.00
Total Fire&Emergency Services Department 161.00 156.00 156.00 155.00 161.00 161.00 161.00
Emergency Managementwas seperated from Community Risk Reduction duringthe 2012 budgetyear
The Assistant Fire Marshal position was changed to a Fire Marshal position duringthe 2014 budget year
1I/
Budget by Department-Fire and Emergency Services 3-81
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Budget by Department-Fire and Emergency Services 3-82
Human Resources and Risk Management
ADMINISTRATOR
Nancy Carlson
11 FTEs
Administrative Support Employee Training and
2 FTE Development
HUMAN RESOURCES BENEFITS RISK MANAGEMENT
Cathryn Laird Maria Boggs Gary Lamb
4 FTEs 2 FTEs
Recruitment and Selection Personnel Benefits Property and Liability
Insurance
r
Classification and Retiree Benefits Workers'Compensation
Compensation
Investigations and Workplace Health and
Compliance Wellness Program Safety
.., Y
.. FMLA ADA Facilities Compliance
Employee/Labor Relations
p
,. Unemployment
Budget by Department-Human Resources and Risk Management 3-83
Human Resources and Risk Management
Mission
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.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1%
Position Summary 9.00 9.00 9.00 9.00 9.00 11.00 11.00 22.2% 0.0%
List of HR&RM Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
550018.0015 SW Civil Engineer I NPDES Program - 1,250 - (0) '
600014.0029 HR/RM Administration 5.00 1,073,882 5.00 1,107,032 -
600014.0030 Risk Management 2.25 3,596,844 4,319,647 2.25 3,511,859 3,969,201
600014.0031 Benefits 1.75 14,540,284 14,553,818 1.75 15,763,669 15,917,658 ,
650014.0007 Add 1 FTE Senior HR Analyst 1.00 122,888 - 1.00 132,580 -
650014.0008 Add 1 FTE HRAnalyst 1.00 116,323 - 1.00 125,041 -
Total 11.00 $ 19,451,472 $ 18,873,465 11.00 $ 20,640,182 $ 19,886,859
HR&RM Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Highly qualified,healthy,well '
trained,and productive Number of training courses provided by HR/RM new 2015 new 2015 new 2015
workforce
Percentage of new hires or promotions new 2015 new 2015 new 2015 '
retained past their probationary period.
Recruitment process is rated as"good or
Internal Support Functional work environment excellent"by New Hires and Promoted 100% 100% TBD
employees. '
Complete a safety inspection of each City
42% 78% 50%
Safeguard public interests and owned facility annually
assets Maintain or reduce the annual number of ,
new 2015 new 2015 new 2015
Workers Compensation Claims
Budget by Department-Human Resources and Risk Management 3-84
Highlight of Budget Changes:
• Regular Salaries increased in 2015 by$196k due to adding 2 FTE's(1 Sr HR Analyst and 1 HR Analyst)and overall
city-wide increase in salaries costs.
ar
• Other Services and Charges increased in 2015 by$354k due to projected increases in worker's compensation,
property/liability/auto claims and premiums,and general healthcare professional services.
• Interfund Payments increased in 2015 by$33k due IT related capital projects and overall city-wide increase in
salaries/healthcare costs.
• Transfers increased in 2015 by$125k due to a one-time transfer of South Renton Reserve funds into
Transportation Capital Investment Program's Main Ave S/Downtown Circulation Project.
■1 Expenditure Budget by Division-Human Resources and Risk Management
2012 2013 2013 2014 2014 2015 2016 Change Change
Fund/Dept Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Administration 937,412 971,207 904,182 991,234 1,002,994 1,316,577 1,366,886 32.8% 3.8%
Benefits 12,178,144 12,640,183 11,608,890 13,795,890 13,800,618 14,540,317 15,763,702 5.4% 8.4%
Risk Management 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0% -2.4%
Total 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1%
Expenditure Budget by Category-Human Resources and Risk Management
r
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 744,293 765,285 772,801 777,508 799,528 973,194 1,015,328 25.2% 4.3%
Part-Time Salaries 8,095 8,102 9,590 8,102 8,102 8,102 8,102 0.0% 0.0%
to Personnel Benefits 12,798,620 13,170,359 12,264,068 14,335,292 14,335,292 15,183,683 16,445,400 5.9% 8.3%
Supplies 16,646 34,284 23,958 34,284 34,284 34,284 34,284 0.0% 0.0%
Other Services and Charges 2,018,070 2,443,640 2,396,856 2,476,399 2,561,761 2,829,922 2,843,455 14.3% 0.5%
Intergovernmental Services 2,553 3,500 4,618 3,500 3,500 3,707 3,875 5.9% 4.5%
Debt Service 1,716,067 0 0 0 0 0 0 N/A N/A
Interfund Payments 271,333 244,288 244,288 250,129 250,129 293,580 289,738 17.4% -1.3%
Transfer Out 204,000 0 0 0 0 125,000 0 100.0% -100.0%
Total 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1%
Staffing Levels by Division-Human Resources and Risk Management
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 5.00 5.00 5.00 5.00 5.00 7.00 7.00 40.0% 0.0%
Benefits 1.75 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0%
Risk Management 2.25 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 11.00 11.00 22.2% 0.0%
r Intermittent FTE 0.22 0.19 0.26 0.19 0.19 0.19 0.19 0.0% 0.0%
Temp/Intermit Pay&Ben $ 9,007 $ 8,102 $ 10,720 $ 8,102 $ 8,102 $ 8,102 $ 8,102 0.0% 0.0%
Budget by Department-Human Resources and Risk Management 3-85
Administration Division '
Mission ,
Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to
employees, residents,and the general public.
2013/2014 Accomplishments
• Attended three Career and Diversity Fairs
• Performance management training by Janaki Severy,for all managers ,
• Trained all managers on Halogen in 2013,and employees in 2014
• Completed 49 recruitments in 2013,and 63 recruitments by September 2014
• Customer Service training for all employees
• Negotiations completed for all collective bargaining agreements
• Reorganizations completed in CED, Parks Maintenance,and Courts
• Developed and completed Supervisory Essentials training for managers '
2015/2016 Goals ,
• Work with community partners to promote diversity and equity in hiring
• Training:
o Supervisory(continued)
o Customer Service(continued)
o Performance Management Refresher
o Performance Appraisal Writing 101
o Supervisor Coaching
o Anti-harassment/anti-discrimination
o Presentation Skills
o Collective Bargaining Series
• New hire/new supervisor onboarding
• HR Intranet redesign (HR/Payroll actions)
• Policy updates '
• 3rd Employee Survey in 2015
Expenditure Budget by Category-Administration
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
RegularSalaries 407,383 412,056 415,553 415,059 426,819 587,853 616,819 41.6% 4.9% '
Part-Time Salaries 8,095 8,102 9,590 8,102 8,102 8,102 8,102 0.0% 0.0%
Personnel Benefits 143,680 148,588 152,264 162,463 162,463 270,250 299,615 66.3% 10.9%
Supplies 11,828 19,828 15,767 19,828 19,828 19,828 19,828 0.0% 0.0%
Other Services and Charges 124,112 196,663 125,039 196,663 196,663 197,913 196,663 0.6% -0.6%
Interfund Payments 242,313 185,970 185,970 189,119 189,119 232,631 225,859 23.0% -2.9%
Total 937,412 971,207 904,182 991,234 1,002,994 1,316,577 1,366,886 32.8% 3.8%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration and Civil Services Division ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 5.00 5.00 5.00 5.00 5.00 7.00 7.00 40.0% 0.0% '
I ntermittent FTE 0.22 0.19 0.26 0.19 0.19 0.19 0.19 0.0% 0.0%
Temp/Intermit Pay&Ben $ 9,007 $ 8,102 $ 10,720 $ 8,102 $ 8,102 $ 8,102 $ 8,102 0.0% 0.0%
Budget by Department-Human Resources and Risk Management 3-86 '
,. Benefits Division
Mission
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.
r
2013/2014 Accomplishments
• Completed employee satisfaction survey,with employees rating HMA's claims processing and customer services as
"good"or"excellent"
• Created/completed survey for 457 plan, rating employee's experience with TIAA-CREF
• Collaborated with unions to reduce IBNR balance in the self-funded plan, which provided funding for the General
Fund and subsidized employee premiums for two years
• Changed 457 providers to one, reducing participant fees and included a formation of a plan oversight committee
• Introduced annual Swim Party as part of Wellness,which was greatly appreciated and participated in by employees
and families
• Held successful Wellness events for all employees, including annual Health Fair, screenings and flu shots, regular
Brown Bag lunches pertaining to employee health and wellness
2015/2016 Goals
• Educate employees on healthcare reform as it relates to the City of Renton plan and how it will impact plan design,
.. cost and employees
• Negotiate new healthcare agreement with employee representatives, focusing on reducing costs to help the City
avoid tax penalties slated for 2018
r • Healthcare renewal increases continue to be less than national trend
• Increase employees' participation in Wellness programs by researching and developing new programs and
incentives
Expenditure Budget by Category-Benefits
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 157,694 161,975 163,730 166,238 170,966 178,256 185,040 7.2% 3.8%
Personnel Benefits 11,554,604 11,961,158 10,934,372 13,099,629 13,099,629 13,740,254 14,964,511 4.9% 8.9%
Supplies 4,492 7,500 7,687 7,500 7,500 7,500 7,500 0.0% 0.0%
ar Other Services and Charges 430,570 447,732 440,163 458,013 458,013 549,651 538,897 20.0% -2.0%
Intergovernmental Services 2,553 3,500 4,618 3,500 3,500 3,707 3,875 5.9% 4.5%
Interfund Payments 28,232 58,318 58,318 61,010 61,010 60,949 63,879 -0.1% 4.8%
Total 12,178,144 12,640,183 11,608,890 13,795,890 13,800,618 14,540,317 15,763,702 5.4% 8.4%
i
Staffing Levels(Full-Time Equivalent Employees-FTE)-Benefits
2012 2013 2013 2014 2014 2015 2016 Change Change
am Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 1.75 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0%
r
�1 Budget by Department-Human Resources and Risk Management 3-87
Risk Management Division
Mission
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.
2013/14 Accomplishments '
• Contracted with Eberle Vivian, Inc.to replace CCMSI as the city's Workers' Compensation Third Party
Administrator through an RFP process. This change has been very well received by employees.
• Completed RFP process to select Alliant Insurance Service, Inc.as the city's Property and Casualty Insurance
Broker of Record
• Conducted study to determine whether to remain in the WCIA insurance pool or to go self-insured for the
city's property, liability,and auto physical damage insurance programs ,
• Continued aggressive collections of funds owed to the city from responsible 3rd parties for damage to city
property
• In conjunction with WCIA,the city successfully defended two major liability claims against the Police '
Department in federal court
2014/15 Goals '
• Aggressively pursue an accident prevention program that addresses Fire Department employee training
injuries
• Utilize our new insurance broker to establish property and casualty self-insurance programs where financially ,
advantageous to the city
• Continue to review and update all safety and risk management-related policies and procedures
Expenditure Budget by Category-Risk Management Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 179,217 191,254 193,517 196,211 201,742 207,086 213,469 5.5% 3.1% '
Personnel Benefits 1,100,336 1,060,613 1,177,432 1,073,200 1,073,200 1,173,178 1,181,274 9.3% 0.7%
Supplies 326 6,956 504 6,956 6,956 6,956 6,956 0.0% 0.0%
Other Services and Charges 1,463,388 1,799,245 1,831,654 1,821,723 1,907,085 2,082,358 2,107,895 14.3% 1.2%
Debt Service 1,716,067 0 0 0 0 0 0 N/A N/A
Interfund Payments 788 0 0 0 0 0 0 N/A N/A
Transfer Out 204,000 0 0 0 0 125,000 0 100.0% -100.0%
Total 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0% -2.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 2.25 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0%
rn
■11
�r
Budget by Department-Human Resources and Risk Management 3-88
10
Human Resources and Risk Management Position Listing
2012 2013 2013 2014 2014 2015 2016
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 1.50 1.50 1.50 1.50 1.50 2.50 2.50
M20 Human Resources Analyst 0.00 0.00 0.00 0.00 0.00 1.00 1.00
N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
N11 Human Resources Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration/Civil Service Commission 5.00 5.00 5.00 5.00 5.00 7.00 7.00
r 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00
M22 Senior Human Resources Analyst 0.50 0.50 0.50 0.50 0.50 0.50 0.50
M20 Human Resources Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Benefits 1.75 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Risk Management 2.25 2.25 2.25 2.25 2.25 2.25 2.25
.r Total Human Resources and Risk Management 9.00 9.00 9.00 9.00 9.00 11.00 11.00
r
r
r
Budget by Department-Human Resources and Risk Management 3-89
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Budget by Department-Human Resources and Risk Management 3-90 ,
Other City Services
Mission
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
rr and liability payments to the insurance fund, interfund payments, intergovernmental payments, limited general obligations
debt payments,and employee termination payments.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 -2.7% -4.3%
List of Other City Services Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
150008.0023 Add 2 SROs 0.00 (56,472) - 0.00 (81,130) -
600004.0055 General Government Debt - 6,463,588 409,868 - 6,248,676 422,254
r 600005.0024 Other City Svc-Employee Separation Pay 436,152 - 365,016 -
600005.0025 LEOFF 1 Medical Obligation 2,224,684 2,224,684
600005.0026 Association Dues and Contracted Services 363,138 377,766
yr 650005.0004 1x Transferto 316 - 1,300,000 - 1,140,000 -
Total 0.00 $ 10,731,090 $ 409,868 0.00 $ 10,275,012 $ 422,254
Highlight of Budget Changes:
• Regular Salaries decreased in 2015 by$94k and increased in 2016 by$89k due to projections in final payments to
retiring/terminating employees.
• Intergovernmental Services decreased in 2015 by$132k and increased in 2016 by$12k due to the removal of the
Fire Hydrant Fee(2015/2016)and projected increases in Air Pollution Control contributions(2016).
• Debt service decreased by$1.5 million in 2015 mainly due to a one-time(both 2015 and 2016)deferral of
xr principal/interest payment of SCORE debt service. The City will continue to make debt service payments to SCORE
in 2017.
• Interfund Payments increased by$5k in 2015 due to increased Fleet maintenance&operations costs(city-wide
increase in salaries/healthcare costs).
• Transfer Out increased in 2015 and 2016 due to one-time transfers to fund the following projects in Municipal
Facilities Capital Investment Program Fund:
o Piazza Master Plan&Redevelopment
w. o City-wide Security Systems Upgrades
o Parks General Major Maintenance
o Parking Lots and Drive Repairs
o Ball Field Renovation Program
o Paths,Walks, Patios and Boardwalks
o Sports Court Repairs
W o Henry Moses Aquatic Center
o Renton Community Center Improvements
o Building Permit Area Reconfiguration
Budget by Department-Other City Services 3-91
i
o Community Services Maintenance Shops Rehabilitation i
o Public Works Sign Shop Expansion
o Trails and Bike Master Plan
Expenditure Budget by Division-Other City Services
2012 2013 2013 2014 2014 2015 2016 Change Change i
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Other City Services 4,637,555 1,741,350 5,475,340 3,036,844 9,046,844 4,267,502 4,026,336 40.5% -5.7%
Ltd Tax General Obligation 9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 -19.1% -3.3%
Total 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 -2.7% -4.3%
Expenditure Budget by Category-Other City Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
RegularSalaries 296,367 374,257 382,315 369,364 369,364 280,500 369,364 -24.1% 31.7%
Personnel Benefits 2,237,499 886,336 698,648 2,186,336 2,056,336 2,323,864 2,139,206 6.3% -7.9%
Other Services and Charges 135,408 254,720 250,905 254,720 269,720 264,444 266,278 3.8% 0.7%
Intergovernmental Services 224,813 202,000 319,436 202,000 52,000 69,609 81,931 -65.5% 17.7%
Debt Service 9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 -19.1% -3.3%
Interfund Payments 27,401 24,037 24,037 24,424 24,424 29,085 29,557 19.1% 1.6%
Transfer Out 1,716,067 0 3,800,000 0 6,275,000 1,300,000 1,140,000 100.0% -12.30K
Total 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 -2.7% -4.3%
r
Budget by Department-Other City Services 3-92 ,
.� Police
.. Police Chief
Kevin Milosevich
150.4 FTEs
Administrative Professional
Support Standards
1 FTE 1 FTE
Staff Services Chaplains
Records
Front Counter
Deputy Chief
«• Ed VanValey
133 FTEs
Patrol Operations Patrol Operations Special Administrative '
Patrol Services North Sector South Sector Operations Investigations Services
Directed
Animal Control Patrol Officers L Police Officers Enforcement Detectives Training
Team
Parking Special Evidence School Resource
Enforcement Enforcement Technician Officers Program
Team
Domestic Community
Traffic Unit Violence Programs
r Advocate
Crime Analyst ;Electronic Home
�r
Detention
Volunteer
Program
Budget by Department-Police 3-93
Police
Mission
Working together to provide professional and unbiased law enforcement services to our community.
Description
The department assumes a leadership role in the community in addressing crime and safety-related concerns. This role
involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in our
community.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 28,494,195 28,583,698 28,760,825 29,676,444 30,416,637 32,467,334 34,028,968 9.4% 4.8%
Position Summary 151.40 150.90 150.90 148.40 148.40 149.40 150.40 0.7% 0.7%
List of Police Renton Results Decision Packages:
2015 Adopted 2016 Adopted ,
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
100008.0074 AuxiliaryServices-Jail - 4,200,000 - 4,500,000
100008.0075 Patrol Operations 63.00 9,702,516 63.00 10,137,490
100008.0076 Staff Services 15.40 1,668,902 15.40 1,776,066
100008.0077 Police Administration 4.00 5,235,625 4.00 5,313,703
100008.0078 Investigations 20.00 2,815,279 20.00 2,940,571 ,
100008.0079 Administrative Services 8.00 1,349,208 8.00 1,403,138
100008.0080 Patrol Services 14.00 2,622,607 807,000 14.00 2,707,749 807,000
100008.0081 Special Operations 22.00 3,446,817 180,693 22.00 3,594,363 180,693
100008.0082 Electronic Home Detention Program 2.00 366,629 135,000 2.00 379,743 135,000
150008.0013 Admin Srvs Ammunition(Practice&Duty) - 60,000 - - 60,000 -
150008.0014 Admin Services Ballistic Vests 33,000 30,000
150008.0015 Admin Srvs Basic Law Enforce Academy 12,000 12,000
150008.0016 Patrol Ops Add 3rd K9 Officer 90,384 22,466
150008.0017 Admin Harbor Patrol Increase 23,950 23,950
150008.0018 Administration Alive&Free 30,000 30,000
150008.0019 Conversion of Comm to Police Manager 1 1
150008.0020 Technology Upgrade Investigations 25,000 - 25,000 -
150008.0021 Additional Red Light Photo Cameras 294,000 294,000 294,000 294,000
150008.0022 Admin Valley Comm increase - 322,445 - 472,598 -
150008.0023 Add 2 SROs 1.00 168,972 112,500 2.00 306,130 225,000
Total 149.40 $ 32,467,334 $ 1,529,193 150.40 $ 34,028,968 $ 1,641,693
L
Budget by Department-Police 3-94
Police Performance Measures:
2012 Results 2013 Results 2014 Results
City Service Area City Service Area Strategies Performance Measures if available
+is
Average response time(in minutes)to
3.07 3.81 4.64
Priority I calls.
Average response time(in minutes)to
Timely responsiveness and 7.32 6.50 7.64
Safety and Priority II calls.
Health "Projection of effort"when the average response time(in minutes)to
community cannot help itself 10.48 8.81 10.87
Priority III calls.
rr
Average response time(in minutes)to 21.05 16.01 20.91
Priority IV calls.
Highlight of Budget Changes:
• Increased the Valley Communications line item by$322,445 for 2015 and $475,598 for 2016 due to an increase in
medical insurance and capital requirements from Valley Communications.
+� • Due to the market increase in ammunition,there was an increase of$60,000 each year for 2015/2016 for practice
and duty ammunition.
• The Quartermaster line item was increased by$33,000 for 2015 and$30,000 for 2016 for ballistic vests
„M replacement.
• The State of Washington assesses a fee of$3,063 for each new officer to attend the basic academy.This will cause
an increase of$12,000 in the training line item for both 2015/2016.
• The addition of a 3`d K9 officer will cost$90,384 in 2015 and$22,466 in 2016. In 2015 the higher costs are to cover
a new vehicle,equipment and K9.The expenses for 2016 are operational in nature.
• The Harbor Patrol contract with the City of Mercer Island has been increased by$23,950 for both 2015/2016.
• In a joint effort with Auburn, Kent,Tukwila and administered by the YMCA,the Alive&Free program is an anti
gang/anti violence outreach program that will cost$30,000 in both 2015/2016.
• During 2015 there will be a conversion of a Commander position to a Police Manager position.The Police Manager
will be a non commissioned position that will oversee the Records/Administrative Services Division.The Police
.. Manager position is the same pay grade as a Commander and will have no budgetary effect.
• Investigations will see an increase of$25,000 for both 2015/2016 to help train two detectives in computer
forensics.
• Additional Red Light Cameras will be set up at the intersection of Benson&Petrovitsky and three elementary
schools to include Benson Hill,Cascade and Honey Dew.These additional approaches will cost$294,000 for both
2015/2016 and will pay for themselves.
• The addition of 1 SRO officer in 2015 and another one in 2016 contingent on a contract to help with salaries from
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the Renton School District.
s
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r Budget by Department-Police 3-95
Expenditure Budget by Division-Police ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Administration 8,273,500 8,355,334 8,680,694 9,141,381 9,175,567 9,949,806 10,421,949 8.8% 4.7%
Patrol Operations 8,954,562 9,103,674 9,033,817 9,227,031 9,528,298 9,725,242 10,184,225 5.4% 4.7%
Special Operations 3,042,817 2,742,712 2,982,666 2,792,260 3,115,251 3,499,584 3,625,226 25.3% 3.6%
Patrol Services 2,197,396 2,405,035 2,032,857 2,437,444 2,483,139 2,715,266 2,786,334 11.4% 2.6%
Investigations 2,746,204 2,680,121 2,640,231 2,680,049 2,647,639 2,867,221 2,992,027 7.0% 4.4%
Administrative Services 1,815,132 1,884,113 1,866,076 1,939,792 1,980,558 2,033,846 2,235,445 4.8% 9.9%
Staff Services 1,464,584 1,412,708 1,524,484 1,458,488 1,486,185 1,676,369 1,783,762 14.9% 6.4%
Total 28,494,195 28,583,698 28,760,825 29,676,444 30,416,637 32,467,334 34,028,968 9.4% 4.8%
Expenditure Budget by Category-Police
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 12,773,214 13,256,504 12,668,990 13,222,897 13,749,028 14,146,365 14,772,968 7.0% 4.4%
Part-Time Salaries 23,943 13,000 17,380 13,000 13,000 13,000 13,000 0.0% 0.0%
Overtime 1,159,492 693,742 1,199,842 693,742 693,742 698,042 698,042 0.6% 0.0%
Personnel Benefits 4,759,031 4,842,315 4,768,104 5,131,797 5,131,797 5,560,568 5,989,941 8.4% 7.7%
Supplies 304,026 291,172 327,113 291,172 406,566 541,865 538,865 86.1% -0.6%
Other Services and Charges 1,102,113 1,054,884 861,890 1,054,884 1,078,355 1,215,845 1,215,845 15.3% 0.0%
Intergovernmental Services 5,232,964 5,401,026 5,650,091 6,151,026 6,195,808 6,422,203 6,872,356 4.4% 7.0%
Capital Outlay 19,881 25,500 7,647 25,500 0 33,500 25,500 31.4% -23.9%
Interfund Payments 3,113,118 3,005,555 3,070,388 3,092,427 3,144,177 3,775,946 3,902,451 22.1% 3.4%
Transfer Out 6,415 0 113,637 0 0 60,000 0 100.0% -100.0%
Total 28,494,195 28,583,698 28,685,082 29,676,444 30,412,473 32,467,334 34,028,968 9.4% 4.8%
Staffing Levels by Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.0% 0.0%
Patrol Operations 70.00 70.50 70.50 69.00 63.00 63.00 63.00 -8.7% 0.0%
Special Operations 18.00 18.00 18.00 18.00 22.00 22.00 22.00 22.2% 0.0%
Patrol Services 13.00 13.00 13.00 14.00 13.00 13.00 13.00 -7.1% 0.0%
Investigations 21.00 21.00 21.00 20.00 20.00 20.00 20.00 0.0% 0.0%
Admin Services 9.00 7.00 7.00 6.00 9.00 10.00 11.00 66.7% 10.0%
Staff Services 13.40 14.40 14.40 14.40 14.40 14.40 14.40 0.0% 0.0%
Total FTE 151.40 150.90 150.90 148.40 148.40 149.40 150.40 0.7% 0.7%
Intermittent FTE 0.68 0.31 0.50 0.31 0.31 0.31 0.31 0.0% 0.0%
Temp/Intermit Salaries and $ 28,401 $ 13,000 $ 20,736 $ 13,000 $ 13,000 $ 13,000 $ 13,000 0.0% 0.0%
Budget by Department-Police 3-96
.. Administration Division
Mission
Working together to provide professional and unbiased law enforcement services to our community.
2013/2014 Accomplishments
• 90%Completion of a new policy manual (Lexipol)
• Implementation of an"Adopt-a-School" program as a replacement of the discontinued School Resource Officer
program. (2014)
2015/2016 Goals
_ • Implementation of the newly adopted Lexipol Manual
• Successful transition of newly appointed leaders in the department
• Create a rewarding work environment through workforce development, embracing diversity, and mentoring
department members
Expenditure Budget by Category-Administration Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 510,860 538,920 493,217 538,920 553,824 572,823 590,646 6.3% 3.1%
Overtime 9,365 5,814 8,634 5,814 5,814 5,814 5,814 0.0% 0.0%
Personnel Benefits 147,227 161,929 134,843 174,316 174,316 182,256 194,682 4.6% 6.8%
Supplies 5,625 5,255 2,824 5,255 5,255 5,255 5,255 0.0% 0.0%
Other Services and Charges 126,459 16,322 64,773 16,322 16,322 16,322 16,322 0.0% 0.0%
Intergovernmental Services 5,227,523 5,401,026 5,645,000 6,151,026 6,195,808 6,392,203 6,842,356 3.9% 7.0%
Capital Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0%
Interfund Payments 2,240,027 2,200,568 2,217,766 2,224,228 2,224,228 2,689,633 2,741,374 20.9% 1.9%
Transfer Cut 6,415 0 113,637 0 0 60,000 0 100.0% -100.0%
Total 8,273,500 8,355,334 8,680,694 9,141,381 9,175,567 9,949,806 10,421,949 8.8% 4.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division
VA 2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Non-Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0%
r Total FTE 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.0% 0.0%
am Budget by Department-Police 3-97
i
Patrol Operations Division
Mission
Working together to provide professional and unbiased law enforcement services to our community.
2013/2014 Accomplishments i
• Leveraged technology to enhance efficiency
o Increased the number of in-car video cameras in patrol cars
o Changed in-car wireless system to improve performance and connectivity
• Continued to utilize computer statistics and crime analysis to more effectively deploy resources
• Encouraged the growth and support of potential leadership by implementing a leadership training program
• Changed patrol squad hours to provide more resources when call volume is highest
• Focused on increasing the number of positive police contacts in areas of heightened concern, by participating in
community meetings,events and social contacts
• Successfully changed the process of procuring and outfitting police vehicles to provide improved equipment
quality which translates to less down time
2015/2016 Goals
• Work with ValleyCom to change dispatching procedures in order to reduce police response times
• Continue positive police contacts in areas of heightened concern, by participating in community meetings, events
and social contacts
• Continue to alter the Patrol Operations staffing model to provide better coverage
Expenditure Budget by Category-Patrol Operations Division ,
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 5,666,802 6,029,832 5,645,712 5,997,747 6,254,764 6,314,984 6,557,724 5.3% 3.8%
Overtime 539,707 300,000 623,830 300,000 300,000 304,300 304,300 1.4% 0.0%
Personnel Benefits 2,104,391 2,178,992 2,110,927 2,287,511 2,287,511 2,345,379 2,487,823 2.5% 6.1%
Supplies 26,122 18,435 38,852 18,435 10,935 20,435 20,435 10.8% 0.0%
Other Services and Charges 24,522 13,080 18,160 13,080 13,080 13,780 13,780 5.4% 0.0%
Capital Outlay 0 0 0 0 0 8,000 0 100.0% -100.0%
Interfund Payments 593,018 563,336 596,336 610,258 662,008 718,364 800,163 17.7% 11.4%
Total 8,954,562 9,103,674 9,033,817 9,227,031 9,528,298 9,725,242 10,184,225 5.4% 4.7%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Operations Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 70.00 70.50 70.50 69.00 63.00 63.00 63.00 -8.7% 0.0%
Total FTE 70.00 70.50 70.50 69.00 63.00 63.00 63.00 -8.7% 0.0%
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Budget by Department-Police 3-98
r
.. Special Operations Division Goals
Mission
.. Working together to provide professional and unbiased law enforcement services to our community.
2013/2014 Accomplishments
• Graffiti abatement statistics indicate that graffiti within the city is down 74%since the program's inception in 2009
• Year to date seizure of$1.6 million dollars in illegal narcotics as of August 2014
r • Actively investigating and participating in a regional effort to reduce criminal activity associated with the sexual
exploitation of minors
• Proactively targeted repeat offenders to reduce crime with the assistance of crime analysis information
r
2015/2016 Goals
• Improve the Nuisance Abatement investigation and prosecution process, to include organization, communication
and participation with multiple divisions with the city
• Continue working with groups inside the city and within the community to address the quality of life issues
regarding the homeless population
• Reduce the impact of drugs in our community by targeting street and middle level drug use and distribution
• Target prolific criminal offenders through the use of long term and covert investigation methods
Expenditure Budget by Category-Special Operations Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,832,616 1,769,038 1,842,250 1,773,271 1,933,999 2,088,651 2,161,758 17.8% 3.5%
Part-Time Salaries 10,594 12,000 10,760 12,000 12,000 12,000 12,000 0.0% 0.0%
Overtime 187,532 86,190 130,324 86,190 86,190 86,190 86,190 0.0% 0.0%
Personnel Benefits 697,462 656,351 693,289 701,666 741,240 865,514 924,227 23.4% 6.8%
Supplies 14,364 12,080 51,874 12,080 119,520 202,773 202,773 1578.6% 0.0%
r Other Services and Charges 281,836 187,053 161,458 187,053 202,303 56,360 56,360 -69.9% 0.0%
Interfund Payments 18,413 20,000 34,636 20,000 20,000 188,096 181,918 840.5% -3.3%
Transfer Out 0 0 58,076 0 0 0 0 N/A N/A
r Total 3,042,817 2,742,712 2,982,666 2,792,260 3,115,251 3,499,584 3,625,226 25.3% 3.6%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Special Operations Division
•0 2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 17.00 17.00 17.00 17.00 21.00 21.00 21.00 23.5% 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 22.00 22.00 22.00 22.2% 0.0%
Intermittent FTE 0.30 0.29 0.30 0.29 0.29 0.29 0.29 0.0% 0.0%
Temp/Intermit Pay&Ben $ 12,305 $ 12,000 $ 12,652 $ 12,000 $ 12,000 $ 12,000 $ 12,000 0.0% 0.0%
r
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rnr Budget by Department-Police 3-99
Patrol Services Division
Mission
Working together to provide professional and unbiased law enforcement services to our community.
2013/2014 Accomplishments t
• Neighborhood traffic related and animal 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
• 100%verification of all photo enforcement violations within the 14 day required time frame
• Created a system to consistently track licensing of household pets within the city
• Target high collision areas: reduce excessive speed of vehicles which in turn reduces the cost of property damage,
injuries and increases the safety of the area
• Continue to work with Washington Traffic Safety Commission to receive grant monies to enforce traffic laws which
include DUI/Drug driving,seat belt use,cell phone use while driving(distracted driver)and speeding.These grants
assist with additional enforcement times without cost to the city
2015/2016 Goals
• Investigate 80%of all reported collisions during traffic unit's hours of duty
• Obtain traffic enforcement grants from Washington State Traffic Safety Commission
• 100%verification of all photo enforcement violations within the 14 day required time frame
• Research vendors for a new vehicle for the parking enforcement officer which provides:safety,comfort and
economic fuel savings
• Continue high visibility and enforcement action regarding animal control complaints with Renton city parks
Expenditure Budget by Category Patrol Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
RegularSalaries 1,072,640 1,131,786 1,025,643 1,137,354 1,178,886 1,110,568 1,147,934 -2.4% 3.4%
Overtime 57,960 81,379 59,063 81,379 81,379 81,379 81,379 0.0% 0.0%
Personnel Benefits 431,845 443,629 418,386 476,135 476,135 493,280 527,412 3.6% 6.9%
Supplies 17,710 17,646 3,661 17,646 17,646 17,646 17,646 0.0% 0.0%
Other Services and Charges 470,206 618,396 394,094 618,396 618,396 897,350 897,350 45.1% 0.0%
Capital Outlay 0 0 7,647 0 0 0 0 N/A N/A
Interfund Payments 147,036 112,199 112,199 106,534 106,534 115,043 114,613 8.0% -0.4%
Transfer Out 0 0 12,165 0 4,164 0 0 N/A N/A
Total 2,197,396 2,405,035 2,032,857 2,437,444 2,483,139 2,715,266 2,786,334 11.4% 2.6%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 10.00 10.00 10.00 11.00 10.00 10.00 10.00 -9.1% 0.0%
Non-Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0%
Total FTE 13.00 13.00 13.00 14.00 13.00 13.00 13.00 -7.1% 0.0%
Budget by Department-Police 3-100
.. Investigation Division
Mission
Working together to provide professional and unbiased law enforcement services to our community.
low 2013/2014 Accomplishments
• Maintained a 81.8%clearance ratio on all assigned cases
• Improved investigation related technology with the addition of cell phone forensics equipment
• Successfully consolidated the evidence/property room functions into one efficient,centralized location
• Identified human trafficking as an area of concern and designated time and resources to address this issue
2015/2016 Goals
rw • Maintain or exceed an 80%clearance ratio
• Obtain computer forensics training and equipment for use in cybercrime cases
• Continue to improve better case integration and cooperation with members of the Special Operations Division
r • Consistently dispose of more property items than are taken in
• Enhance services to individuals that are being trafficked and work collaboratively with the Special Operations
Division
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Expenditure Budget by Category-Investigation Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 1,795,132 1,804,939 1,689,166 1,775,076 1,758,565 1,870,539 1,945,540 5.4% 4.0%
Part-Time Salaries 13,349 1,000 6,619 1,000 1,000 1,000 1,000 0.0% 0.0%
Overtime 158,780 120,068 167,142 120,068 120,068 120,068 120,068 0.0% 0.0%
r Personnel Benefits 667,814 673,559 643,505 702,273 662,699 737,221 787,718 5.0% 6.8%
Supplies 18,378 19,080 24,996 19,080 34,534 44,080 44,080 131.0% 0.0%
Other Services and Charges 25,043 18,668 55,401 18,668 26,889 18,668 18,668 0.0% 0.0%
Intergovernmental Services 5,441 0 5,092 0 0 30,000 30,000 100.0% 0.0%
up Capital Outlay 19,881 0 0 0 0 0 0 N/A N/A
Interfund Payments 42,387 42,807 42,807 43,884 43,884 45,645 44,953 4.0% -1.5%
Transfer Out 0 0 5,502 0 0 0 0 N/A N/A
Total 2,746,204 2,680,121 2,640,231 2,680,049 2,647,639 2,867,221 2,992,027 7.0% 4.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Investigation Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 17.00 17.00 17.00 16.00 16.00 16.00 16.00 0.0% 0.0%
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 20.00 20.00 20.00 20.00 0.0% 0.0%
Intermittent FTE 0.39 0.02 0.19 0.02 0.02 0.02 0.02 0.0% 0.0%
Temp/Intermit Salaries and $ 16,097 $ 1,000 $ 8,084 $ 1,000 $ 1,000 $ 1,000 $ 1,000 0.0% 0.0%
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am Budget by Department-Police 3-101
Administrative Services Division
Mission
Working together to provide professional and unbiased law enforcement services to our community.
2013/2014 Accomplishments
• Organized the National Night Out event. In 2013 NNO was held at Phillip Arnold Park and in 2014 it was held at
Kennydale Lion's Park. Each year over 1,200 citizens participated
• By utilizing Electronic Home Detention services there was a savings of$1,227,000 in jail expenditures in 2013.Thus
far in 2014 there has been a savings of$1,057,000
• Conducted 45 plus Block Watch meetings in 2013 and 25 plus meetings thus far in 2014
• Social media access was made by setting up both a Twitter and Facebook page for the Police department.So far in
2014 over 50 Tweets have gone out and over 30 Facebook posts have been made
• Began introduction of Reality Based In-Service Training
• Selected a third Community Programs Coordinator
2015/2016 Goals
• Completely institute the Reality Based In-Service Training program in our monthly in-service training schedule
• Conduct 60 plus Block Watch and Business Watch meetings in 2015 and 2016
• Sponsor National Night Out at a yet to be determined park in August 2015
• Use available resources(collaboration with Renton school district and/or grants)to provide School Resource
Officer coverage to all three high schools
Expenditure Budget by Category-Administrative Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016 r
Regula rSala ries 1,008,154 1,034,576 1,037,267 1,042,016 1,082,782 1,099,207 1,224,353 5.5% 11.4%
Overtime 40,623 59,699 46,140 59,699 59,699 59,699 59,699 0.0% 0.0%
Personnel Benefits 344,396 358,236 369,902 385,597 385,597 445,818 525,006 15.6% 17.8% 40
Supplies 208,951 198,726 192,018 198,726 198,726 231,726 228,726 16.6% -1.3%
Other Services and Charges 140,771 166,231 154,104 166,231 166,231 178,231 178,231 7.2% 0.0%
Interfund Payments 72,237 66,645 66,645 87,523 87,523 19,165 19,430 -78.1% 1.4%
Total 1,815,132 1,884,113 1,866,076 1,939,792 1,980,558 2,033,846 2,235,445 4.8% 9.9% r
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administrative Services Division wo
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 6.00 4.00 4.00 3.00 5.00 6.00 7.00 100.0% 16.7%
Non-Commissioned 3.00 3.00 3.00 3.00 4.00 4.00 4.00 33.3% 0.0% •
Total FTE 9.00 7.00 7.00 6.00 9.00 10.00 11.00 66.7% 10.0%-
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Budget b Department-Police 3-102
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.. Staff Services Division
Mission
,,. Working together to provide professional and unbiased law enforcement services to our community.
r
2013/2014 Accomplishments
• Successful triennial WSP audit of our ACCESS use
• Successful transition to NWS version 10.2
• Centralized burning of COBAN video by purchasing the Rimage CD burner(streamlining the process of CD burning
s for all staff)
• Destruction of all records kept on microfilm,thereby saving the City money
• Focused career development within the division,with the benefit to the city as the over-arching driver
• Sector interface with NWS.Will save staff time on redundant data entry and lower overtime costs
2015/2016 Goals
r • Complete a divisional workload assessment,with the goal of increasing productivity
• Move forward with "destruction after digitization"-scan records to the case and destroy(recycle)paper copy to
reduce storage and retention load
• Transition to NWS version 10.3
Expenditure Budget by Category-Staff Services Division
2012 2013 2013 2014 2014 2015 2016 Change Change
r Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Salaries 887,011 947,413 935,736 958,513 986,210 1,089,593 1,145,013 13.7% 5.1%
Overtime 165,524 40,592 164,708 40,592 40,592 40,592 40,592 0.0% 0.0%
Personnel Benefits 365,897 369,619 397,252 404,299 404,299 491,100 543,073 21.5% 10.6%
Supplies 12,877 19,950 12,889 19,950 19,950 19,950 19,950 0.0% 0.0%
Other Services and Charges 33,275 35,134 13,900 35,134 35,134 35,134 35,134 0.0% 0.0%
Total 1,464,584 1,412,708 1,524,484 1,458,488 1,486,185 1,676,369 1,783,762 14.9% 6.4%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Staff Services Division
we 2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Commissioned 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0%
Non-Commissioned 13.40 13.40 13.40 13.40 13.40 13.40 13.40 0.0% 0.0%
Total FTE 13.40 14.40 14.40 14.40 14.40 14.40 14.40 0.0% 0.0%
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am Budget by Department-Police 3-103
Police Department Position Listing(1 of 2)
2012 2013 2013 2014 2014 2015 2016
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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 ,
M37 Commander 1.00 1.00 1.00 1.00 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
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 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Administration Division 5.00 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
PC61 Sergeant 8.00 8.00 8.00 8.00 9.00 9.00 9.00
PC60 Police Officer-Patrol 60.00 60.50 60.50 59.00 52.00 52.00 52.00
Total Commissioned Officers 70.00 70.50 70.50 69.00 63.00 63.00 63.00
Non-Commissioned Personnel
Total Patrol Operations Division 70.00 70.50 70.50 69.00 63.00 63.00 63.00
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 1.00 1.00 1.00
PC60 Police Officer-Patrol 12.00 12.00 12.00 12.00 18.00 18.00 18.00
PC60 Pal i ce Offi ce r-VN ET 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PC60 PaliceOfficer-AutoTheftTaskForce 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Total Commissioned Officers 17.00 17.00 17.00 17.00 21.00 21.00 21.00
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 22.00 22.00 22.00
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 2.00 2.00 2.00 2.00
PC60 Police Officer-Traffic 8.00 8.00 8.00 8.00 7.00 7.00 7.00
Total Commissioned Officers 10.00 10.00 10.00 11.00 10.00 10.00 10.00
Non-Commissioned Personnel
PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00
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 14.00 13.00 13.00 13.00
Budget by Department-Police 3-104
Police Department Position Listing(2 of 2)
2012 2013 2013 2014 2014 2015 2016
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 2.00 2.00 2.00 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 16.00 16.00 16.00 16.00
Non-Commissioned Personnel
PN61 Domestic Violence Victim Advocate 1.00 1.00 1.00 1.00 1.00 1.00 1.00
r PN54 Crime Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00
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
+r Total Investigations Division 21.00 21.00 21.00 20.00 20.00 20.00 20.00
Administrative Services
Commissioned Officers
M37 Commander 2.00 2.00 2.00 1.00 1.00 1.00 1.00
PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer-WSCITS 0.00 0.00 0.00 0.00 1.00 1.00 1.00
PC60 Police Officer-SRO 1 2.00 0.00 0.00 0.00 1.00 2.00 3.00
PC60 Police Officer-Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 6.00 4.00 4.00 3.00 5.00 6.00 7.00
Non-Commissioned Personnel
PN54 Police Community Program Coordinator 2.00 2.00 2.00 2.00 3.00 3.00 3.00
I= 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 4.00 4.00 4.00
Total Administrative Services Division 9.00 7.00 7.00 6.00 9.00 10.00 11.00
Staff Services
r Commissioned Officers
M37 Commander 0.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 0.00 1.00 1.00 1.00 1.00 1.00 1.00
err► Non-Commissioned Personnel
PN58 Police Service Specialist Supervisor 1.00 2.00 2.00 2.00 2.00 2.00 2.00
PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00
PN62 Police Service Specialist 11.40 10.40 10.40 10.40 10.40 10.40 10.40
r Total Non-Commissioned 13.40 13.40 13.40 13.40 13.40 13.40 13.40
Total Staff Services Division 13.40 14.40 14.40 14.40 14.40 14.40 14.40
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
aw 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
MW Total Auxiliary Services Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Total Commissioned Officers 123.00 122.50 122.50 120.00 119.00 120.00 121.00
Total Non-Commissioned Personnel 28.40 28.40 28.40 28.40 29.40 29.40 29.40
Total Police Department 151.40 150.90 150.90 148.40 148.40 149.40 150.40
lAdded SRO officers to Renton High Schools with school district paying a portion of salary
Budget by Department-Police 3-105
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Budget by Department-Police 3-106
Public Works
ADMINISTRATOR
Gregg Zimmerman
140.5 FTEs
Adminstrative Support
1 FTEs
(MAINTENANCE SERVICES TRANSPORTATION UTILITY SYSTEMS*
Michael Stenhouse SYSTEMS Lys Hornsby
82 FTEs Doug Jacobson 31 FTEs 25.5 FTEs
wrs
Street Systems Maintenance Solid Waste
and Operations
.r
Solid Waste Planning and Water
Programming
r
Water Design Wastewater
�1n
vnr Wastewater Airport Surface Water
rw
Surface Water
fit
r Fleet
■I
*Utility Systems Division funds the four(4)FTE's that are managed in the
Finance Division of the Administrative Services(AS)Department. See AS Department page for FTE count and Budget.
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~ Budget by Department-Public Works 3-107
Public Works
Mission
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.
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Operating Budget Summary 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5%
CIPBudget Summa ry 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8% -27.3%
Position Summary 141.50 137.50 137.50 139.50 139.50 140.50 140.50 0.7% 0.0%
List of Public Works Renton Results Decision Packages:
2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
400015.0004 Public Works Administration 2.00 395,867 2.00 413,579
400016.0167 Trans Operations Maintenance Section 9.90 2,215,442 9.90 2,276,977
400016.0168 Transportation Systems Admin 2.50 830,160 2.50 856,076 -
400016.0169 Buildingthe Mobility Network 6.42 954,354 294,000 6.42 995,753 360,000
400016.0170 Trans Operations Engineering Section 3.20 412,339 - 3.20 436,334 --
400016.0171 Transit Coordination/Commute Trip Reduction 0.70 203,241 40,000 0.70 228,896 40,000
400016.0172 Airport Operations 6.00 1,700,529 2,023,929 6.00 1,758,963 1,528,163
400016.0173 Bridges and Guardrails 0.33 41,829 - 0.33 43,870 -
400016.0174 Sidewalk Program 0.05 7,784 0.05 8,004
400019.0007 Public Works Maintenance Administration 5.45 1,134,631 5.45 1,174,218
400019.0008 Street Maintenance 19.10 4,013,074 761,796 19.10 4,161,913 763,432
450016.0008 Airside/Landside Repair&Maintenance - 20,000 - - 20,000 -
450019.0005 Snow Plow&Sander Purchase 33,832 2,832
500018.0153 Waterworks Revenue Bond Debt 2,618,408 2,621,576
500018.0154 King County Metro Fund 16,638,722 16,638,722 16,638,722 16,638,722
500018.0155 Public Works Trust Fund Loan Debt 728,557 - 627,673 - r
500018.0156 Solid Waste Collection 1.25 15,907,161 16,404,756 1.25 16,337,626 16,455,128
500018.0157 Utility Systems Administration 3.00 930,125 - 3.00 995,954
500018.0158 Water Engineering and Planning 5.80 3,512,023 10,822,556 5.80 3,684,052 10,108,293
500018.0159 Wastewater Engineeringand Planning 4.50 2,655,641 6,367,977 4.50 2,742,617 6,208,936
500018.0160 Surface Water Engineeringand Planning 7.80 2,872,049 6,989,266 7.80 2,998,480 6,848,550
500018.0161 Surface Water NPDES Education 0.20 89,195 - 0.20 90,762 -
500018.0162 Water Education 0.20 21,135 - 0.20 21,938 -
500018.0163 Solid Waste Education 0.75 137,002 52,278 0.75 143,993 54,500
500019.0014 Water Maintenance 25.30 5,418,443 10,078 25.30 5,629,599 10,078
500019.0015 Wastewater Maintenance 6.95 1,564,527 19,740 6.95 1,615,558 19,740 10
500019.0016 Surface Water Maintenance 1 15.20 2,569,633 10,700 15.20 2,724,002 10,700
500019.0017 Solid Waste Litter Control 1.00 295,421 4,692 1.00 304,842 4,692 t
550018.0012 Water&Wastewater ES III-GIS Position 1.00 128,995 - 1.00 135,661
Budget by Department-Public Works 3-108
VIM
to 2015 Adopted 2016 Adopted
Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$
550018.0013 Surface Water NPDES Increases 38,000 44,000
ns 550018.0014 Water Conservation Program 138,000 - 138,000
550018.0015 SW Civil Engineer I NPDES Program 1.00 119,955 1.00 128,295
550019.0008 Surface Water Maintenance Increase - 40,000 - 40,000
600016.0004 Trans Operations Internal Support Services 1.90 249,847 1.90 262,787
600019.0009 Fleet Services Capital Recovery - 2,831,000 3,071,971 - 1,473,000 3,174,306
600019.0010 Fleet Services Operation&Maintenance 9.00 2,676,047 2,680,565 9.00 2,730,192 2,734,794
760016.0005 TArterial Street Fund - 640,000 640,000 - 650,000 650,000
tt� Total Operating 140.50 74,782,971 66,833,026 140.50 75,156,745 65,610,034
460016.0087 AAirport Capital Improvement Program - 540,000 627,091 - 2,007,222 1,945,130
460016.0088 TTransportation CIP 14,274,630 13,167,628 6,831,590 6,582,000
ttw 560018.0117 WW Miscellaneous/Emergency Projects 200,000 200,000 200,000 200,000
560018.0118 WW Long Range Wastewater Management Plan 250,000 250,000 - -
560018.0119 WW Develop Access Road-AberdeenApt/VMC 400,000 400,000 - -
560018.0120 WW Thunder Hill InterceptorRepl/Rehab 700,000 700,000 3,000,000 3,000,000
tra
560018.0121 WW Cascade Int.Restoration Ph II 900,000 900,000 - -
560018.0122 WW 2015 Sanitary Sewer Main Rep/Rehab 1,300,000 1,300,000 - -
560018.0123 WW Forcemain Rehab/Replacement 350,000 350,000 200,000 200,000
560018.0124 WW Falcon Ridge Lift Station Rehabilitation - - 150,000 150,000
560018.0125 WWaterCIP 5,440,000 5,440,000 6,190,000 6,190,000
560018.0128 SW Surface Water CIP 5,000,000 5,000,000 3,000,000 3,000,000
r• 760016.0004 TTransportation Impact Mitigation Fund 196,000 216,500 - 216,500
Total CIP - 29,550,630 28,551,219 21,578,812 21,483,630
Total 140.50 $ 104,333,601 $ 95,384,245 140.50 $ 96,735,557 $ 87,093,664
Note:The first letter(s)ofthe CIP description title identifies the type ofproject.
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A=Airport,T=Transportation,W=Water,WW=Wastewater,SW=Surface Water
nts
w Budget by Department-Public Works 3-109
Public Works Performance Measures:
2014 Results
City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results if available
Comprehensive mobility network
that connects to the public to No delayed takeoff or landings of Boeing and 3 0 0
desired destinations other tenant aircraft.
Maintain a reasonable Overall Condition
70 72 73
Index(Pavement)rating.
Well-maintained condition of the
mobility infrastructure Promote public safety by maximizing percent 99% 99% TBD
Mobility of time signals are operational.
Maintain safe bridges by having no load-
restricted bridges. 0 0 0
Complete construction of projects on time 100% 100% TBD
Efficient and safe operation of and within budget.
mobility infrastructure Reduce travel time on arterials. -2.8% -0.2% TBD
Percentage of Single Occupancy(SOV) <1% <1% <1%
commuters citywide is reduced.
Increase residential recycling annual tons
1% -2% 1%
Manage solid waste
collected per capita.
Increase residential organics collection per
5% -12% -5%
capita.
Restore water service within 4 hours during
100% 100% 100%
emergency shut downs.
Operate and maintain piped Development Plans and permit reviews 95% 100% TBD
Utilities and
utilityinfrastructure completed within 5 business days of receipt.
Environment Requests for Wastewater system
90% 100% 100%
information provided within 2 business days.
Maintain 20%or greater discount on federal
flood insurance rates by maintaining a low
6 6 5
Compliance with environmental Community Rating System(CRS)
standards and laws classification rating.
Maintain Surface Water NPDES permit
100% 100% TBD
compliance in the City.
Minimize"comeback"repairs,as a
new 2015 new 2015 new 2015
Internal Equipment and data that is percentage of the total repairs
Support reliable and accessible Turn-around time,percentage of work
new 2015 new 2015 new 2015
orders completed in less than 72 hours
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Budget by Department-Public Works 3-110
Highlight of Budget Changes:
• Proposed the following position reductions for 2015/2016:
0 1 Principal and Finance and Administrative Analyst(Public Works Admin)
• Proposed the following position additions for 2015/2016:
0 1 Engineering Specialist III (0.5 Water and 0.5 Wastewater Utility Systems)
0 1 Civil Engineer I (Surface Water Utility Systems)
• Regular Salaries and Personnel Benefits increased in 2015 by$1.3 million and in 2016 by$923k due to proposed
position reductions/additions and overall city-wide increase in salaries/healthcare costs.
• Part-time salaries increased in 2016 by$25k due to reallocating 2015 funds to other line items.
• Capital Outlay increased in 2015 by$1.8 million but decreased in 2016 by$1.4 million due to the timing of
�+ replacing the City's fleet inventory.
• Debt Service decreased in 2015 by$449k mainly due to early pay-off of 2004 Water/Sewer Revenue Bonds in
2014.
• Interfund Payments increased in 2015 by$961k due to increases in Internal Service Fund operating costs(Fleet,
Insurance, IT, Facilities,and Communications)and overall city-wide increase in salaries/healthcare costs.
• Transfers decreased in 2015 by$105k mainly due to one-time new program request of$126k (2014)to purchase a
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Slope Mower and Flat Bed Truck(Surface Water Maintenance).
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Budget by Department-Public Works 3-111
Expenditure Budget by Division-Public Works
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Administration 470,051 479,503 426,312 488,760 456,340 395,867 413,579 -19.0% 4.5%
Maintenance Services 29,983,545 32,401,227 31,187,453 32,667,638 33,948,975 37,215,331 36,494,877 13.9% -1.9%
Transportation Services 6,557,370 6,550,689 6,578,668 6,646,129 6,814,376 7,275,526 7,537,661 9.5% 3.6%
Utility Systems 37,877,637 29,291,506 27,690,263 29,792,946 30,524,320 29,896,246 30,710,628 0.3% 2.7%
Operating Total 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5%
CIP 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8% -27.3%
Total 108,829,843 114,687,728 107,557,581 94,787,580 139,302,841 104,458,601 96,735,557 10.2% -7.4%
Expenditure Budget by Category-Public Works
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 9,726,476 10,052,884 9,920,415 10,225,874 10,475,476 11,014,667 11,423,245 7.7% 3.7%
Part-Time Salaries 209,523 262,881 227,318 273,473 273,473 249,431 274,679 -8.8% 10.1%
Overtime 311,823 225,853 282,628 225,341 225,341 229,012 229,038 1.6% 0.0%
Personnel Benefits 3,854,042 4,067,122 3,871,405 4,509,048 4,500,508 5,018,040 5,532,327 11.3% 10.20/
Supplies 2,921,663 3,052,212 2,644,682 3,119,603 3,199,603 3,267,219 3,251,853 4.7% -0.5%
Other Services and Charges 28,277,340 31,632,574 30,262,013 32,022,017 32,220,967 33,809,683 34,268,414 5.6% 1.4%
Intergovernmental Services 6,016,632 6,848,579 6,647,178 7,116,130 6,866,130 6,891,389 7,116,130 -3.2% 3.3%
Capital Outlay 2,327,784 1,598,923 2,010,192 1,149,923 2,124,491 2,942,923 1,581,923 155.9% -46.2%
Debt Service 14,964,114 4,503,417 3,470,600 4,316,092 5,088,365 3,866,965 3,769,249 -10.4% -2.5%
Interfund Payments 5,475,001 5,653,480 5,679,351 5,861,972 5,856,088 6,822,642 7,059,887 16.4% 3.5%
Transfer Cut 804,205 825,000 866,913 776,000 913,568 671,000 650,000 -13.5% -3.1%
Operating Total 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5%
CIP 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8% -27.3%
Total 108,829,843 114,687,728 107,557,581 94,787,580 139,302,841 104,458,601 96,735,557 10.2% -7.4%
Staffing levels by Division-Public Works
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 3.00 3.00 3.00 3.00 3.00 2.00 2.00 -33.3% 0.0%
Maintenance Services 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.0% 0.0% 'r►
Transportation Services 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.0% 0.0%
Utility Systems 25.50 23.50 23.50 23.50 23.50 25.50 25.50 8.5% 0.0%
Total FTE 141.50 137.50 137.50 139.50 139.50 140.50 140.50 0.7% 0.0%
Intermittent FTE 5.82 7.04 6.46 7.34 7.34 6.72 7.37 -8.5% 9.7%
Temp/Intermit Pay&Ben $ 242,265 $ 292,805 $ 268,600 $ 305,317 $ 305,317 $ 279,355 $ 306,523 -8.5% 9.7%
Budget by Department-Public Works 3-112
.. Administration Division
Mission
.t 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.
2013/2014 Accomplishments
• Completed the construction of the Rainier Avenue Improvement Project.
• Proceeding with the design of the Washington Advanced Manufacturing Training Institute.
.� • Completed construction of the SW 27th Street/Strander Blvd. Project.
• Completed construction of the South Lake Washington Roadway Improvement(Garden Avenue North)Widening
Project.
• Began design of the airport Taxiway Alpha Rehabilitation Project.
• Completed construction of the Highlands to Landing Pedestrian Connection Project.
• Completed design of the Logan Avenue North (North Airport Way to North 6th Street) Project.
• Continuing to make progress in eliminating localized stormwater flooding in Renton through targeted drain line
maintenance and capital improvement projects.
rr • Continuing to assume maintenance responsibilities for stormwater facilities in residential subdivisions.
• Completed construction of key utility infrastructure projects including the Monterey Terrace Water Main
Replacement Project, NE 5th Place/Edmonds Avenue Storm Water and Water Main Project,South 132nd Sewer
Main Extension Project and replacement of the Misty Cove,Airport,and Lind Avenue lift stations.
• Implemented the 6-year Electronic Water Meter Installation Project;over 14,000 electronic meters have been
installed to date.
• Worked with King County Metro to implement a new bus rapid transit route between Renton and Burien,
RapiclRide F Line. This service was started in June 2014.
• Completed construction of the Cedar River Elliot Spawning Channel Repair Project.
2015/2016 Goals
• Complete design and begin construction of the Washington Advanced Manufacturing Training Institute at the
.. Renton Airport.
• Complete design of the Airport Taxiway Alpha Rehabilitation Project.
• Complete construction of the Logan Avenue North(North Airport Way to North 6th Street) Project.
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• Complete design and construction of the Main Avenue South/Downtown Circulation Project.
• Complete design for the Rainier Avenue South Improvement Project,South 3rd Street to NW 3rd Place.
• Complete design and property acquisition for Sunset Blvd. NE Improvements, North Park Drive to NE 12th Street.
• Complete design and construction of surface water improvements associated with the Highlands/Sunset Terrace
Development Project,including Sunset Terrace Regional Stormwater Facility and the Harrington Avenue NE Storm
Water Retrofit Project.
• Perform Maintenance Dredging of the Lower Cedar River.
• Construct portions of the Hardie Avenue SW/SW 7th Street Storm System Improvement Project.
err • Complete installation of wireless water meters.
• Complete design and begin construction of the Highlands 435-Zone Reservoirs.
r Budget by Department-Public Works 3-113
Expenditure Budget by Category-Administration
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 299,526 300,570 258,341 301,080 277,200 233,057 240,431 -22.6% 3.2%
Personnel Benefits 93,003 92,838 81,796 101,162 92,622 87,467 96,976 -13.5% 10.9%
Supplies 4,836 2,000 921 2,000 2,000 2,000 2,000 0.0% 0.0%
Other Services and Charges 1,151 450 1,609 450 450 450 450 0.0% 0.0%
Interfund Payments 71,534 83,645 83,645 84,068 84,068 72,893 73,722 -13.3% 1.1%
Total 470,051 479,503 426,312 488,760 456,340 395,867 413,579 -19.0% 4.5%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Total FTE 3.00 3.00 3.00 3.00 3.00 2.00 2.00 -33.3% 0.0%
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Budget b Department-Public Works 3-114
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�.. Maintenance Services Division
Mission
.� Support the operating sections of the Public Works Maintenance Division:
• Provide planning, budgeting,goal setting and management.
• Provide purchasing and inventory support.
• Establish effective liaison and project coordination.
• Perform administrative,customer service contact and record systems management.
2013/2014 Accomplishments
Street Maintenance
r • 85%of the citizens contacting the division rate our service as satisfactory.
• A street Overall Condition Index(OCI) rating of 70 or above is maintained.
• Within the resources provided, keep Renton's rights-of-way as clean as possible.
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Water Maintenance
• High-quality water is provided in sufficient quantity.
"" Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized.
an Fleet Maintenance
• Ensure safe,available,and reliable vehicles and equipment.
mc 2015/2016 Goals
Street Maintenance
• Within the resources provided, keep Renton's rights-of-way as clean as possible.
I` • 85%of the citizens contacting the division rate our service as satisfactory.
• A Street Overall Condition Index(OCI) rating of 70 is maintained.
.,� Water Maintenance
• High quality water is provided in sufficient quantity.
Wastewater and Surface Water Maintenance
• Surface water flooding and sewer overflows are minimized.
Fleet Maintenance
• Ensure safe,available,and reliable vehicles and equipment for the City's use.
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�• Budget by Department-Public Works 3-115
Expenditure Budget by Category-Maintenance Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 4,976,094 5,200,650 5,124,856 5,351,432 5,498,026 5,650,915 5,880,286 5.6% 4.1%
Part-Time Salaries 84,471 99,444 115,961 109,524 109,524 85,444 109,524 -22.0% 282%
Overtime 187,572 160,011 167,825 160,011 160,011 160,011 160,011 0.0% 0.0%
Personnel Benefits 2,114,616 2,250,378 2,141,048 2,528,642 2,528,642 2,773,106 3,049,872 9.7% 10.0%
Supplies 2,529,275 2,797,051 2,441,216 2,864,857 2,886,857 2,831,858 2,817,857 -1.2% -0.5%
Other Services and Charges 14,357,162 16,958,768 15,661,660 17,077,241 17,226,984 18,724,265 18,752,805 9.6% 0.2%
Intergovernmental Services 258 0 371 0 0 0 0 N/A N/A
Capital Outlay 2,327,784 1,598,923 2,010,192 1,149,923 2,124,491 2,939,923 1,581,923 155.7% -46.2%
Interfund Payments 3,219,378 3,151,002 3,287,194 3,300,008 3,278,872 4,018,809 4,142,599 21.8% 3.1%
Transfer Out 186,936 185,000 237,130 126,000 135,568 31,000 0 -75.4% -100.0%
Total 29,983,545 32,401,227 31,187,453 32,667,638 33,948,975 37,215,331 36,494,877 13.9% -1.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Maintenance Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
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% 0.01
Wastewater/Surface Water 20.15 20.15 20.15 22.15 22.15 22.15 22.15 0.0% 0.0%
Fleet 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%
Total FTE 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.0% 0.0%
Intermittent FTE 2.36 2.74 3.34 3.03 3.03 2.41 3.03 -20.6% 26.0%
Temp/Intermit Pay&Ben $ 97,992 $ 114,073 $ 139,125 $ 126,073 $ 126,073 $ 100,073 $ 126,073 -20.6% 26.0%
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Budget b Department-Public Works 3-116
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4W Transportation Systems Division
Mission
,.� To plan,design,construct,operate and maintain the City's transportation system to assure the health and safety of the
general public in a skillful,professional and caring manner that enhances the lives of its residents and business customers.
The division aggressively pursues mobility improvements that benefit Renton and the region consistent with the City's
Business Plan Goals.
2013/2014 Accomplishments
.. Design
• Completed right-of-way acquisition, design, bid and construction of the Highlands to Landing Pedestrian
Connection Project.
• Completed construction of the SW 27`h Street/Strander Blvd. Project.
• Completed construction of the South Lake Washington Roadway Improvement(Garden Avenue North)Widening
Project.
r • Completed construction of Phase 1 of the NE 3rd/4th Street Corridor(Whitman Court) Intersection Signalization
Project.
• Completed construction of the Rainier Avenue South Improvement Project.
• Completed the 2013 and 2014 Bridge Inspection and Repair Program.
• Completed support for the contract preparation and construction of the 2013 and 2014 Overlay and Arterial
Rehabilitation Program.
• Completed design and contract preparation for a new signalized intersection at South 7th Street and
Shattuck Avenue South.
• Responded to Washington State Department of Ecology inquiries concerning Renton's Environmental Monitoring
r
Program for the Oakesdale constructed wetlands.
• Began design of the Main Avenue South/Downtown Circulation Project.
w.
• Completed design, bid and construction of the NE 31s'Street Culvert Replacement Project.
• Completed design and bidding of the Citywide Safety Project.
• Completed design and bidding of the Grady Way Preservation Project.
• Completed design and contract preparation for the Logan Avenue North (North Airport Way to North 6th Street)
Project.
• Worked with the Southport developer to obtain all BNSF and WUTC permits and approvals for the
.� Southport/Coulon Park Access Road Project.
• Began design of right-of-way acquisition for the SW 43rd Street/SE Carr Road/SE Petrovitsky Road Corridor Safety
Improvement Project.
r
Operations
_ • Obtained incentive energy funds from PSE,reduced energy costs and commerce grant for completed conversion
project to convert high-pressure sodium (HPS)street lights to light emitting diode(LED)fixtures.
• Installed 6 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 1,300 new or replacement signs(including street names)through regular maintenance and work orders.
• Installed 10,000 raised pavement markers(RPMs)along City arterial streets.
• Replaced damaged or stolen street light fixtures, poles or copper wire.
U0
W Budget by Department-Public Works 3-117
+9
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• Performed traffic counts at permanent stations along City arterials. M
• Installed pedestrian HAWK signal crossing(hybrid pedestrian signal beacon)on NE 4th Street near
Queen Avenue NE, including wheelchair ramps and a pedestrian refuge island.
• Installed 12 new school zone flashing beacons for five schools.
• Installed APS pedestrian crossing push buttons at Edmonds Avenue NE and Sunset Blvd. NE.
• Provided traffic control plans for special events within the City as needed.
• Participated in the Graffiti Abatement Program responding to citizen inquiries.
• Maintained and updated the traffic signal model program (SYNCHRO)for improving signal timing operations
throughout the City.
• Prepared 500 investigations in response to citizen traffic requests and traffic complaints.
• Replaced City base radio station and Transportation Maintenance facility backup radio station,along with installing
45 radios in City vehicles.
• Completed VHF radio system narrow frequency banding to comply with FCC mandate.
• Installed newer version of TACTICS control signal control system for 129 traffic signals citywide.
• Performed preventative maintenance for 30 traffic signals.
• Performed reviews for project development plans for street lighting, roadways, pedestrian ramps and traffic
signals.
Planning and Programming
• Provided project coordination and financial oversight of approximately 40 projects and programs within the
2014-2019 TIP and provided the planning and programming for the 2015-2020 TIP.
• Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the
region consistent with the city's Business Plan Goals. Received$12,219,148 in grant funding over the last year.
• Continued to provide internal and external coordination with WSDOT's 1-405 Direct Connector Project.
• 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 30 commute trip reduction(CTR)sites within Renton in implementing the state i
mandated CTR requirements. i
• 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 walking routes for elementary schools.
• Assisted King County Metro with implementation of the new King County Metro Transit RapidRide F Line, including
the extension of the bus route to The Landing.
• Actively participated in the Eastside Rail Corridor studies to ensure Renton's interests are represented.
• Completed two corridor studies along Lake Washington Blvd.and Rainier Avenue South.
of
Airport
• Completed Tower Second Floor Remodel Project to provide meeting space.
• Completed the Airport Sustainability Plan.
• Secured$3 million in FAA grant funding for airport capital projects.
• Continued planning and design for Washington Manufacturing Advanced Training Institute.
• Maintained a self-supporting revenue structure for the airport.
Budget by Department-Public Works 3-118
r. • Boeing departure delays: no delays were experienced in 2013 and 2014.
• 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 construction for the Taxiway Bravo Rehabilitation Project.
• Completed construction for the Seaplane Base Dredging Project.
• Selected a consultant to update the Airport Master Plan; negotiated a contract and obtained an FAA grant for this
project.
• Completed the 800 Building upgrades to extend the building's service life.
• Completed bidding and demolition of the 820 Building.
• Coordinated The Boeing Company North Bridge Project with airport operations.
• Advocated for the continued FAA funding of the airport tower air traffic controllers.
2015/2016 Goals
r
Design
• Complete construction of the Logan Avenue North(North Airport Way to North 6th Street) Project.
• Complete construction of the Citywide Safety Improvements Project.
• Complete construction of the BNSF/Southport/Coulon Park Access Road and Lake Washington Blvd.Crossing
Improvement Project.
•� • Complete construction of the Duvall Avenue NE/NE 12th Street HAWK Signal.
• Begin and complete design and construction of the South 7th Street/Shattuck Avenue South Intersection
Improvement Project.
aw • Complete design, right-of-way acquisition and begin construction of the SW 43`d Street/SE Carr Road/SE
Petrovitsky Road Corridor Safety Improvement Project.
• Begin and complete design of the Airport Loop Trail.
UW • Manage the Bridge Inspection and Repair Program.
• Manage the Roadway Safety and Guardrail Program.
rr
• Manage the Environmental Monitoring Program.
• Manage the Arterial Rehabilitation Program.
• Support the Street Overlay Program.
r • Support the Sidewalk Replacement and Repair Program.
• Support the Walkway Program.
• Begin design of the Rainier Avenue North Improvement Project.
+. • Begin design of the Sunset Blvd. NE Phase 1 Improvements, North Park Drive to NE 12th Street Project.
• Complete design and begin construction of the Main Avenue South/Downtown Circulation Project.
Operations and Maintenance
• Working with the Design Section to install pedestrian countdown 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 12th Street.
• Complete design and installation of an adaptive signal control system along the SW 43rd Street/SE Carr Road/SE
Petrovitsky Road corridor for 11 signalized intersections and intersection improvements at SE Carr Road and
Benson Drive South(SR 515).
• Upgrade 6 M50 Eagle traffic signal controllers with data key file uploading capability.
ow
r Budget by Department-Public Works 3-119
1
• Expand ACS lite adaptive signal control system to SW Grady Way from Oakesdale Avenue SW to Talbot Road South.
• Participate in upgrading traffic signals for King County Metro Route 101 transit signal priority operation.
• 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 400 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.
• Advocate with WSDOT for reduction of 1-405 traffic backups onto City streets.
• Provide additional protection for pedestrian crossings by installing RRFB and HAWK systems.
Planning and Programming
• Provide project coordination and financial oversight of approximately 40 projects and programs within the
2015-2020 TIP and prepare the 2016-2021 TIP.
• Aggressively pursue grants and funding opportunities for mobility improvements that benefit Renton and the
region consistent with the City's Business Plan Goals.
• Continue to provide internal and external coordination with WSDOT's future 1-405 projects.
• 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 approximately 30 commute trip reduction (CTR)sites within Renton to implement the state
mandated CTR requirements.
• Coordinate with the Administrative Services Department to improve the City's transportation GIS system.
• Coordinate with King County Metro personnel to respond to citizen requests and complaints concerning transit
service.
• Continue to partner with the Renton School District to improve walking routes for elementary schools.
• Work with the Community and Economic Development Department to update the transportation element of the
comprehensive plan, including a potential change to the City multi-modal currency program and LOS standards.
Airport
• Complete the Blast Fence Replacement Project.
• Complete the construction of the Washington Manufacturing Advanced Training Institute.
• Complete the parking lot and drainage rehabilitation project at the north end of Taxiway Alpha.
• Complete preparation of the Airport Master Plan.
• Complete preliminary engineering work for the Taxiway Alpha Rehabilitation Project.
Budget b Department-Public Works 3-120
g Y P
Expenditure Budget by Category-Transportation Services
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regula rSalaries 2,406,048 2,498,834 2,453,125 2,515,912 2,585868 2,785,855 2,877,168 10.7% 3.3%
's Part-Time Salaries 112,710 135,887 111,357 136,399 136,399 136,437 137,605 0.0% 0.9%
Overtime 124,038 62,205 112,610 61,693 61,693 65,364 65,390 6.0% 0.0%
Personnel Benefits 940,398 995,692 966,417 1,085,144 1,085,144 1,215,616 1,340,482 12.0% 10.3%
YM Supplies 380,613 229,163 191,177 228,748 268,748 393,163 392,748 71.9% -0.1%
Other Services and Charges 1,308,369 1,289,098 1,410,248 1,259,945 1,175,152 1,153,169 1,175,044 -8.5% 19%
Intergovernmental Services 2,485 0 2,413 0 0 0 0 N/A N/A
Interfund Payments 668,939 699,810 701,537 708,288 723,372 885,922 899,224 25.1% 1.5%
Vw TransferOut 613,769 640,000 629,783 650,000 778,000 640,000 650,000 -1.5% 1.6%
Operating Total 6,557,370 6,550,689 6,578,668 6,646,129 6,814,376 7,275 526 7,537,661 9.5% 3.6%
CIP 26,272,580 35,780,803 31,223,219 7,526,107 38,268,830 15,135,630 8,838,812 101.1% -41.6%
"M Total 32,829,950 42,331,492 37,801,887 14,172,236 45,083,206 22,411,156 16,376,473 58.1% -26.9%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Transportation Services
2012 2013 2013 2014 2014 2015 2016 Change Change
r Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0%
Planning 3.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0%
rrr Design 5.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0%
Operations/Maintenance 16.00 15.00 15.00 15.00 15.00 15.00 15.00 0.0% 0.0%
Airport 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0%
Total FTE 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.0% 0.0%
w Intermittent FTE 3.12 3.63 3.10 3.65 3.65 3.65 3.68 0.0% 0.8%
Temp/Intermit Pay&Ben $ 129,839 $ 151,182 $ 128,967 $ 151,694 $ 151,694 $ 151,732 $ 152,900 0.0% 0.8%
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Utility Systems Division
Mission
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.
2013/2014 Accomplishments
Water Utility Engineering
• Completed the installation and functional testing of hardware and software for Automated Meter Reading(AMR)
system and installed over 13,300 radios and meter change-outs to convert customer accounts to AMR.
• Completed the construction of water main replacement projects in Presidents Park, NE 5`h Place,and Monterey
Terrace.
• Completed the construction of a new water main in Strander Blvd.
• Completed construction of water main improvements in Rainier Avenue South in conjunction with roadway and
utilities improvements.
• Constructed primary disinfection piping for Wells 8,9 and EW-3 and constructed the Maplewood Equipment
Access and H2S Mitigation Project.
• Completed the installation of on-site emergency power generators to the corrosion control and water treatment
facility.
• Continued systematic replacement and upgrade of the City's water telemetry system. In 2014 new telemetry
radios were installed at 21 water facilities.
• 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 improvement projects.
Wastewater Utility Engineering
• Implemented new Closed Circuit Television (CCN) Program with the Wastewater Maintenance staff that utilizes
Pipeline Assessment Certification Program rating software,ties directly to the City's GIS System,and allows storage
and retrieval of CCTV videos and reports through our new Granite XP software.
• Designed and constructed the South 132nd Street Sewer Extension Project located near the Earlington Gardens
Nursery.
• Designed and completed installation of telemetry upgrades to our 22 lift stations throughout the City and to our
Master Telemetry System at the City's Public Works Maintenance facility.
• Designed and completed replacement of the Lind Avenue Lift Station, Airport Lift Station, and Misty Cove Lift
i
Station.
• Designed and constructed a new 15-inch sanitary sewer interceptor that allowed for the elimination of the East
Renton Lift Station.
• Completed alternatives analyses for the Thunder Hills Restoration/Replacement Project and the Talbot Hill Sewer
Relocation Project.
Budget by Department-Public Works 3-122
+'� • Completed design of sewer access road improvements at Valley Medical Center and Aberdeen Apartments at
Sunset Blvd.
• Completed rehabilitation of the Renton Hill Deep Manhole Project at Mill Avenue South.
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Surface Water Utility Engineering
• Completed the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System
Improvement Project.
• Completed the design, permitting and construction of the Rainier Avenue Stormwater Retrofit Project that was
75%funded by a$644,000 Ecology Stormwater Retrofit grant, in coordination with the Rainier Avenue TIP Project.
•' • Completed the design, permitting and construction of the NE 10th Street and Anacortes Avenue NE Detention
Pond Retrofit Project that was 75%funded by a$206,000 Ecology Stormwater Retrofit grant.
• Completed the design, permitting and started construction of the Harrington Avenue NE Green Connections
•" Stormwater Retrofit Project that was 75%funded by a$913,000 Ecology Stormwater Retrofit grant.
• Completed the design and permitting of the Sunset Terrace Regional Stormwater Facility Project that was 75%
funded by a$983,000 Ecology Stormwater Retrofit grant.
�s
• Complete the design, permitting and started construction of the first phase of the Hardie Avenue SW/SW 7th
Street Storm System Improvements Project that includes the SW 7th Street stormwater retrofit improvements that
are 75%funded by a$615,000 Ecology Stormwater Retrofit grant. Completed the 90%design and permitting for
the second phase of the project.
• Executed an interlocal agreement with the King County Flood Control District to provide$5,313,000 of funding for
design, permitting and construction of the Cedar River Maintenance Dredge(Gravel Removal) Project. Completed
the 30%design of the project,sediment contaminant sampling and analysis,coordination with regulatory and
tribal agencies and submitted permit applications to start local,state and federal including the U.S.Army Corps of
Engineers permitting process for the project. The project is needed to complete maintenance dredging of the
M lower 1.23 miles of the Cedar River as required by the U.S.Army Corps of Engineers Lower Cedar River Section 205
Flood Hazard Reduction Project to maintain the flood protection benefits of the project.
• Completed design, permitting and construction of the 2013-2014 programs to install fences around Utility
•„ maintained stormwater facilities that do not have fences as part of the Stormwater Facility Fencing Project.
• Completed 60%design and started permitting of the Maplewood Creek Outfall Improvements Project and obtain a
$200,000 grant from the King County Flood Control District Flood Reduction Grant program for the project.
.. • Completed the design, permitting and construction of the Small Drainage Program projects including:the Victoria
Hills PUD Detention Pond major maintenance project;the NE 24 Street and Monterey Avenue NE Storm System
Replacement Project;the Lake Washington Blvd.Culvert Repair Project;and the Stevens Avenue NW/Lind Avenue
NW Storm System Project.
• Completed Phase 2 of the Storm System Mapping and GIS Project.
• Completed the FEMA project closeout and final reimbursement for the Elliot Spawning Channel FEMA Repair
Uk Project.
• Received a $150,000 Puget Sound Acquisition Restoration Grant from the State Salmon Recovery and Funding
Board for the Lower Cedar River Habitat Assessment Project and started work on the project.
Im • Completed the Madsen Creek Sedimentation Basin and Maplewood Sedimentation Basin Cleaning Project
construction.
• 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, mitigation spawning channel monitoring as
required for the U.S.Army Corps of Engineers Cedar River Section 205 Flood Hazard Reduction Project.
�r
rt Budget by Department-Public Works 3-123
• Completed the fifth year of the 10-year Springbrook Creek Wetland and Habitat Mitigation Bank Project
establishment period. A total of 30.6 credits have been released for the City (15.3 credits) and WSDOT (15.3
credits)to use.
• Continued to implement the Stormwater Facility Transfer Program to accept maintenance of existing stormwater id
facilities in residential plats with pubic streets. A total of 71 facilities have been transferred to the City for
maintenance. An additional 118 facilities have been inspected with 73 meeting maintenance standards and 45 not
meeting maintenance standards. There are 22 facilities remaining to be inspected.
• Provided technical assistance to WSDOT on its 1-405 improvement Stage 2 projects and project completion
agreements. Initiated work on the 1-405/SR-167 Direct Connector Project.
• Continued to meet regulatory requirements of the NPDES Phase II Municipal Stormwater Permit. Started
implementation of the new 2013-2018 NPDES Phase II permit requirements in coordination with other City
departments and other jurisdictions.
• Completed the five-year Community Rating System Verification Review and improved the City's Community Rating
System rating from a Class 6 to a Class 5, which will enable property owners that purchase flood insurance from
FEMA to get a 25%reduction on their flood insurance premium rates.
Solid Waste Utility
• Provided six English language and two Spanish language Natural Yard Care workshops in both 2013 and 2014
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 in both 2013 and 2014 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.
• Provided in-house recycling opportunities to include composting of food waste and collection of batteries and
printer cartridges generated within City facilities. Supported in-house recycling and waste prevention at City
functions such as department and Citywide picnics.
2015/2016 Goals
Water Utility Engineering
• Continue working on the six-year conversion of all 18,000 City water meters to an Automated Meter Reading
system.
• Complete the construction of water main replacement projects in Tiffany Park and Windsor Hills.
• Complete the design and construction of water main replacements in the Kennydale and Highlands areas.
• Complete the design and start construction for the replacement of one of the two Highlands 435-zone reservoirs.
• Complete recoating the interior of the South Talbot Hill Reservoir.
• Finalize negotiations on purchase of property for a new reservoir in the Black River Quarry area.
• Complete the installation of fiber optic cables and conduits for telemetry for communication between the remote
telemetry units at all water facilities with the City's master telemetry unit located at the Public Works Maintenance
facility.
• Continue maintenance and update of the drinking water quality monitoring database, water system GIS and
hydraulic model.
• Complete the design and installation for an emergency power supply to the Highlands pump station.
• Continue implementation of regulatory requirement programs including development and publication of the
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.
Budget by Department-Public Works 3-124
r Wastewater Utility Engineering
• Repair and rehabilitate aged sewers in the Presidents Park and Sunset areas.
• Relocate existing sanitary sewers in the Talbot Hill area ahead of the proposed WSDOT SR167/1-405 Direct
Connector Project.
• Reconstruct the Thunderhills Interceptor to ensure sufficient conveyance capacity and adequate access and
protection from the adjacent sensitive area of Thunderhills Creek.
• Construct sanitary sewer access roads at Valley Medical Center and Aberdeen Apartments at Sunset Blvd.
r` • Design and construct interceptor improvements for the Central Renton Interceptor Improvements Project at
North 4th Street and Sunset Blvd.
• Design the Falcon Ridge Lift Station Replacement Project.
• Design and complete restoration for the second and final phase of the Cascade Interceptor Restoration Project in
the Tiffany Park neighborhood.
• Develop a lift station force main replacement program and complete the first phase of force main replacements.
,.� • Complete update and adopt the 2016 Long-Range Wastewater Management Plan.
Surface Water Utility Engineering
.r
• Complete the design and permitting needed for the maintenance dredging of the lower 1.23 miles of the Cedar
River required as part of the U.S.Army Corps of Engineers Section 205 Cedar River Flood Hazard Reduction Project,
in cooperation with the King County Flood Control District in 2014. Complete the maintenance dredging in the
summer of 2015 or 2016,once all local,state and federal permits are obtained.
• Complete the construction of the Harrington Avenue NE Green Connections Stormwater Retrofit Project that is
funded by an Ecology Stormwater Retrofit grant in 2015.
• Complete the construction of the Sunset Terrace Regional Stormwater Facility Project that is funded by an Ecology
Stormwater Retrofit grant in 2015.
• Complete the construction of the first phase of the Hardie Avenue SW/SW 7th Street Storm System Improvements
Project that includes the SW 7th Street stormwater retrofit improvements that is funded by an Ecology
Stormwater Retrofit grant in 2015.
• Complete the construction of the Hardie Ave SW/SW 7th Street Storm System Improvement Phase 2 Project
between Powell Avenue SW and Lind Avenue SW in 2015. Start design and permitting of Phase 3 of the
Hardie Avenue SW/SW 7th Street Storm System Improvement Project in 2016.
a. • Complete the design, permitting and construction of the North 30th Street/Burnett Avenue North Storm System
Improvement Project in 2015.
• Complete the Lower Cedar River Habitat Assessment Project in 2015.
• 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 2015.
• Complete the design, permitting and construction of the Maplewood Creek Stormwater Outfall Improvements
�+.. Project in 2015.
• Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2015 and 2016.
• Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2015 and 2016, if needed.
s • 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 2015 and 2016.
• Complete engineering analysis for Cedar River 205 Levee Recertification Project for submittal to FEMA for review
in 2016.
• Complete Phase 3 of the Storm System Mapping and GIS Project in 2016.
• Complete the design and permitting of the SE 172nd Street/125th Ave SE Storm System Improvement Project in
2016.
• Complete the Rainier Avenue and Oakesdale Avenue SW Pump Station upgrades in 2016.
• Complete the update and adoption of the Renton Storm Water Design Manual by December 31, 2016, as required
by the NPDES Phase 2 Municipal Stormwater Permit to be equivalent to the Ecology 2012 Stormwater Manual for
+� Western Washington.
Budget by Department-Public Works 3-125
• Start the preliminary design of the NE Sunset Blvd. and Union Avenue NE Storm System Improvement Project in
2016.
• Start the Ginger Creek/Cascade Park basin plan in 2016.
• Complete the annual Small Drainage Problem projects, the Mosquito Abatement Program, the Storm System GIS
Program and other ongoing programs.
• Complete the transfer of the 211 privately maintained existing stormwater facilities in single residential plats with
public streets to be maintained by the City and implement full maintenance program by 2016.
• Continue to implement the public education/involvement programs, illicit discharge detection and elimination
programs, programs to control runoff from new development, redevelopment and new construction sites, private
facility inspection program and municipal operations and maintenance programs needed to meet the regulatory
requirements of the 2013-2018 NPDES Phase II Municipal Stormwater Permit.
• 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 and WRIA 9,the Cedar River
Council and 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.
• Continue to provide, and expand where feasible, in-house recycling opportunities for food waste composting,
batteries,and printer cartridges at City facilities.
• Begin succession planning for the next collection contract.
Budget by Department-Public Works 3-126
ML
r Expenditure Budget by Category-Utility Systems
2012 2013 2013 2014 2014 2015 2016 Change Change
Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
Regular Sa la ries 2,044,809 2,052,830 2,084,092 2 057450 2,114,382 2344840 2,425,360 14 0% 3.4%
Part-Time Salaries 12,342 27,550 0 27,550 27,550 27,550 27,550 0.0% 0.0%
Ove rti me 213 3,637 2,194 3,637 3,637 3,637 3,637 0.0% 0.0%
Personnel Benefits 706,026 728,214 682,144 794,100 794,100 941,850 1,044,997 186% 110%
Supplies 6,938 23,998 11,368 23,998 41,998 40,198 39,248 67.5% -2.4%
Other Services and Charges 12,610,658 13,384 258 13,188,496 13,684,381 13,818,381 13,931,799 14 340115 18% 2.9%
Intergovernmental Services 6,013,888 6,848 579 6,644,394 7116130 6,866,130 6 891389 7,116,130 -3 2% 3.3%
Capital Outlay 0 0 0 0 0 3,000 0 1000% -1000%
Debt Service 14,964,114 4,503,417 3,470,600 4,316,092 5,088,365 3,866,965 3,769,249 -104% -25%
Interfund Payments 1,515,149 1,719,023 1606 975 1,769,608 1769777 1845 018 1944 342 4.3% 5.4%
Transfer Out 3,500 0 0 0 0 0 0 N/A N/A
M Operating Total 37,877,637 29,291,506 27,690 263 29,792 946 30 524,320 29 896,246 30 710,628 0.3% 2.7%
CI P 7,668,660 10,184,000 10,451,666 17,666,000 29,290,000 14,540,000 12,740,000 -17.7% -12.4%
Total 45,546,297 39,475,506 38,141,929 47,458,946 59,814,320 44,436,246 43,450,628 -6.4% -2.2%
Staffing Levels(Full-Time Equivalent Employees-FTE)-Utility Systems
2012 2013 2013 2014 2014 2015 2016 Change Change
Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014-2015 2015-2016
r 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 7.25 7.25 7.4% 0.0%
Wastewater 5.25 5.25 5.25 5.25 5.25 5.75 5.75 9.5% 00%
Surface Water 10.75 8.75 8.75 8.75 8.75 9.75 9.75 11.4% 0.0%
Total FTE 25.50 23.50 23.50 23.50 23.50 25.50 25.50 8.5% 0.0%
Intermittent FTE 0.35 0.66 0.01 0.66 0.66 0.66 0.66 0.0% 0.0%
Temp/Intermit Pay&Ben $ 14,434 $ 27,550 $ 508 $ 27,550 $ 27,550 $ 27,550 $ 27,550 0.0% 0.0%
ar
as
Budget by Department-Public Works 3-127
,r
Fund 501-Equipment Rental Fund
2015-2016 Vehicle Acquisitions/Replacements
2015 2016
Charge Equipment Original Year
Dept Assigned Make Model Description Life Replacement Replacement
Code Number Cost Puchased
Cost Cost
Police Admin Poo102 A428 FORD CROWN VICTORIA STANDARD 22,796 2005 4 45,500 s
Police Admin Poo102 A404 FORD TAURUS COMPACT 17,858 2001 3 45,500 -
Police Admin Poo102 A455A DMCH CHARGER STANDARD 24,558 2008 4 - 46,500
Police Traffic Poc107 M051 HDMC FLHTP DOM MOTORCYCLE 18,047 2007 4 30,000 -
Police Patrol Poo108 A416 FORD CROWN VICTORIA POLICE CRU 22,834 2002 3 45,500
Police Patrol Poo108 A446 FORD CROWN VICTORIA POLICE CRU 23,129 2006 4 45,500
Police Patrol Poo108 A452A DMCH CHARGER POLICE CRU 38,056 2008 4 45,500
POI ice Patrol Poo108 A453A DMCH CHARGER POLICE CRU 38,056 2008 4 45,500
Police Patrol Poo108 A442 FORD CROWN VICTORIA POLICE CRU 23,129 2006 4 45,500
Police Patrol Poo108 8112 FORD EXPEDITION UTILVEH FULL 27,394 2003 8 45,500
Police Patrol Poo108 B144 FORD EXPEDITION UTILVEH FULL 27,970 2008 8 45,500
Police Patrol Poo108 B137A FORD EXPEDITION UTILVEH FULL 27,970 2008 8 45,500 -
PolicePatrol Poo108 A462 DMCH CHARGER POLICE CRU 38,056 2008 4 46,500
Police Patrol Poo108 A465 DMCH CHARGER POLICE CRU 38,056 2008 4 46,500
Police Patrol Poo108 A470A DMCH CHARGER POLICE CRU 37,826 2008 4 46,500
Police Patrol PooIO8 A448 DMCH CHARGER POLICE CRU 24,679 2007 4 46,500
Police Patrol Poo108 A456A DMCH CHARGER STANDARD 24,372 2008 4 - 46,500
Police K9 Poo109 NEW CHEV TAHOE UTILVEH FULL - NEW 8 60,000 -
Public Works Maintenance Poo125 E103 CASE 580SL BACKHOE 77,193 2000 10 120,000
Street
r
Public Works Maintenance Poo125 D091 DMCH 3500 1TON DUMP 28,451 1999 10 55,000
Street
Public Works Maintenance Poo125 E111 LYTN D550 ASPHALT DISTRIBUTOR 45,909 2006 10 75,000
Street
Public Works Maintenance Poo125 NEW NEW SNOW PLOW SNOWPLOW - NEW 20 11,000
Street
Public Works Maintenance
Poo125 NEW NEW SANDER SANDER - NEW 15 20,000
Street
Public Works Maintenance Poo125 E080 CTPL IT28B LOADER 73,055 1992 10 - 170,000
Street
Public Works Maintenance
Pool25 5149 N/A SANDER SANDER 1,623 1980 10 - 19,000
Street
k
Public Works Maintenance Poo125 D081 GMCX TOPKICK FLUSHER 33,542 1991 10 - 65,000
Street
Public Works Maintenance Poo126 E121 INTE VACTOR VACTOR 292,740 2009 4 425,000
Surface Water
Public Works Maintenance Poo126 C217 FORD F250 PU3/4 TON 24,946 2002 8 55,000 -
Surface Water
Pu bl i c Works Ma i nte na nce Poo126 E091 CASE 580SL BACKHOE 74,667 1996 15 - 120,000
Surface Water
Budget by Department-Public Works 3-128
(continued)
Fund 501- Equipment Rental Fund
2015-2016 Vehicle Acquisitions/Replacements
Charge Equipment Original Year
2015 2016
Dept Assigned Code Number Cost Puchased Make Model Description Life Replacement Replacement
Cost Cost
Public Works Maintenance
Water
Poo127 E096 HYST H80XL FORKLIFT 27,476 1994 15 30,000
-
Public Works Maintenance
ow Water Poo127 C169 FORD PU PU 1/2 TON 13,378 1995 8 24,000
PublicWorks Maintenance F
Water
Poo127 D095 CHEV 3500 1 TON SVC BODY 26,268 2000 15 50,000
-
11r Public Works Maintenance
Water
Poo127 D075 FORD F450 1 TON SVC BODY 18,870 1994 10 - 60,000
Community Services Parks Pool31 P115 SEAT SPRAYER SPRAY UNIT 4,788 1999 10 7,000 -
Community Services Parks Pool31 C191 GMC( SONOMA PU COMPACT 15,761 1999 8 23,000
Community Services Parks Pool31 C202 CHEV SONOMA PU COMPACT 15,760 2001 8 23,000
Community Services Parks Pool31 C179 GMCX S15 PU COMPACT 12,713 1997 8 23,000
Community Services Parks Poo131 P058 SMTH NONE COMPRESSOR 8,269 1988 5 12,000
Commu n ity Se rvi ces Parks Pool31 P108 SMCO SWEEPSTAR 60 SWEEPER,LEAF,TOWED 19,494 1999 7 35,000
Community Services Parks Pool31 P090 1NDR F1145 MOWER 15,334 1997 10 55,000
Ilr Community Se rvices Pa rks Poo131 P129 TORO 4000 MOWER,RI DI NG 46,546 2004 5 65,000
Co m m u n i ty Se rvi ce s Pa rks Pool31 C199 CHEV PU PU 3/4 TON 24,574 2000 8 55,000
Community 5ervices Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517 2001 8 23,000
Community Services Parks Pool31 C209 GMCX SONOMA PU COMPACT 15,348 2002 8 23,000
Community Services Parks Pool31 NEW NEW STUMP GRINDER STUMPGRI NDER - NEW 6 20,000 -
CommunityServices Parks Pool31 D078 FORD PU PU 1TON 16,900 1995 15 - 40,000
Community Services Parks Pool31 D086 FORD F350 1TON FLATBED 18,267 1997 10 55,000
r,
Community Services Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517 2001 8 23,000
Community Services Parks Poo131 P042 OLTH SEEDER ATTACHMENTS - 1985 10 8,000
Co m m u n i ty Se rvi ce s Parks Pool31 P089 NRTH NONE TRL,UTILITY 3,420 1996 10 6,000
Community 5ervices Parks Pool31 P097 TOPN ST5 TRL,UTILITY 3,751 1997 15 8,000
Commu n i ty Se rvi ces Parks Pool31 P141 JNDR GATOR CART,UTILITY 11,336 2007 5 13,000
Community5ervicesParks Pool31 P126 1NDR 5220 TRACTOR,WH 24,549 2003 10 30,000
Community Services Parks Pool31 P134 1NDR 1445 MOWER,RI DI NG 19,624 2005 5 - 67,000
Commu n i ty Se rvi ces Poo134 B066 GMCX BUS BUSS VAN 18,903 1992 8 25,000 -
Recreation Senior Center
Fire Suppression Poo140 F044 CHEV HI CUBEVAN VAN 31,143 1990 10 350,000
Fire Suppression Poo140 F061 EONE CYCLONE 11 FIRETRUCK 268,463 1998 20 510,000
Fire Suppression Poo140 F062 FORD TAURUS COMPACT 15,974 1999 10 22,000
Fire Suppression Poo140 F066 GMCX SAVANA VAN PASS 20,750 1999 8 25,000
Fire Suppression Poo140 F067 GMCX SAFARI VAN PASS 22,995 1999 8 25,000 -
Fire Suppression Poo140 F2513 EONE PUMPER FIRETRUCK 267,441 1996 20 510,000
k
I
IBudget by Department-Public Works 3-129
(continued)
Fund 501- Equipment Rental Fund
2015-2016 Vehicle Acquisitions/Replacements
2015 2016 �
Charge Equipment Original Year
Dept Assigned Code Number Make Model Description Cost Puchased fife Replacement Replacement
Cost Cost
Public WorksMaintenance Poo142 D082 FORD F450 1TON SVC BODY 26,113 1997 10 75,000
Wastewater
Public Works Maintenance Poo142 C187 FORD RANGER PU COMPACT 18,308 1999 8 25,000 -
Wastewater
Total: $ 2,831,000 $ 1,473,000
i�
Budget by Department-Public Works 3-130
nr
Public Works Position Listing(Sheet 1 of 4)
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
Public Works Administration
M49 Public Works Administrator 1.00 1.00 1.00 1.00 100 100 100
M24 Principal Finance and Admin Analyst 1.00 1.00 1.00 100 100 000 000
N14 Administrative Assistant 1.00 1.00 1.00 1.00 100 100 100
Total Administration Division 3.00 3.00 3.00 3.00 3.00 2.00 2.00
Transportation Systems Division
Administration
M45 Deputy PW Admin-Transportation 1.00 1.00 100 100 100 100 100
A09 Administrative Secretary1 1.00 1.00 1.00 1.00 100 100 100
A07 Secretary 11 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Total Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50
Transportation Planning
IIr
M33 Transportation Planning Manager 0.00 0.00 000 000 100 100 100
M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 000 000 000
A29 Program Development Coordinator 11 1.00 1.00 1.00 100 100 100 100
A28 Civil Engineer 111 0.50 0.50 050 0.50 050 050 050
A24 Transportation Planner 1.00 1.00 1.00 1.00 100 100 100
Total Transportation Planning 3.50 3.50 3.50 3.50 3.50 3.50 3.50
Transportation Design
M33 Transportation Design Manager 0.00 0.00 0.00 0.00 100 100 100
M33 Transportation Design Supervisor 1.00 1.00 100 100 000 000 000
A32 Principal Civil Engineer-Transp 1.00 0.00 0.00 0.00 000 000 000
A28 Civil Engineerlll 3.00 3.00 3.00 3.00 300 300 300
Total Transportation Design 5.00 4.00 4.00 4.00 4.00 400 4.00
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.00 1.00 1.00 100 100 100 100
M27 Transportation Maintenance Assistant Manager 0.00 0.00 0.00 000 1.00 100 100
M27 Transportation Maint Supervisor 1.00 1.00 100 1.00 0.00 000 000
A28 Civil Engineer 111 0.50 0.50 0.00 0.50 0.00 000 000
1111 A25 Civil Engineer 11 0.00 0.00 0.50 0.00 0.50 050 050
A23 Engineering Specialist 111 2.00 200 200 200 200 200 200
A21 Signal/Electronics Sys Tech II 6.00 6.00 6.00 6.00 400 400 400
rr A21 Traffic Signage and Marking Supervisor 1.00 1.00 1.00 100 100 100 100
A17 Signal/Electronics Sys Tech 1 0.00 0.00 000 0.00 2.00 200 200
A13 Signal/Electronics System Assistant II 1.00 0.00 0.00 0.00 000 000 000
Al2 Traffic Maintenance Worker 11 3.00 3.00 3.00 3.00 3.00 300 300
A05 Office Assistant 111 0.50 0.50 0.50 0.50 0.50 050 050
Total Transportation Operations/Maintenance 16.00 15.00 15.00 15.00 15.00 15.00 15.00
Airport
M33 Airport Manager 1.00 1.00 1.00 1.00 100 100 100
A28 Civil Engineerlll 0.00 0.00 000 000 100 100 100
A25 Capital Project Coordinator 1.00 1.00 1.00 1.00 0.00 000 000
A23 Assistant Airport Manager 1.00 1.00 1.00 1.00 100 100 100
Budget by Department-Public Works 3-131
Public Works Position Listing(Sheet 2 of 4)
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A07 Secretary 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Total Airport 6.00 6.00 6.00 6.00 6.00 6.00 6.00
Total Transportation Systems Division 33.00 31.00 31.00 31.00 31.00 31.00 31.00
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 Engineering Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00 ,
M33 Utility Engr Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00
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 1.00 1.00
A19 Engineering Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A15 Senior Program Specialist 0.50 0.50 0.50 0.50 0.50 0.50 0.50 ,
A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretary 11 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 7.25 7.25
Wastewater Utility Systems
M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M33 Utility Engineering Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A28 Civil Engineer 111 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A23 Engineering Specialist III 0.50 0.50 0.50 0.50 0.50 1.00 1.00
A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A09 Admin Secretary l 0.25 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretaryll 0.25 0.25 0.25 0.25 0.25 0.25 0.25 '
Total Wastewater Utility Systems 5.25 5.25 5.25 5.25 5.25 5.75 5.75
Surface Water Utility Systems
M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25
M33 Utility Engineering Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00
A28 Civil Engineer 111 4.00 4.00 5.00 4.00 5.00 5.00 5.00
A25 Civil Engineer 11 3.00 2.00 1.00 2.00 1.00 1.00 1.00
A23 Engineering Specialist 111 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A21 Civil Engineer 1 1.00 0.00 0.00 0.00 0.00 1.00 1.00
A09 Admin Secretary 1 0.25 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretary 11 0.25 0.25 0.25 0.25 0.25 0.25 0.25
Total Surface Water Utility Systems 10.75 8.75 8.75 8.75 8.75 9.75 9.75 lid
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 l 0.25 0.25 0.25 0.25 0.25 0.25 0.25
A07 Secretaryll 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
Budget by Department-Public Works 3-132
Public Works Position Listing(Sheet 3 of 4)
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A13 Program Specialist 1.00 1.00 1.00 1.00 100 100 100
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 23.50 23.50 23.50 23.50 25.50 25.50
Or 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 0.45 045 045
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 Secretaryll 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
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 MaintServices Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Al2 MaintServices Worker III/Street 14.00 14.00 14.00 14.00 13.00 13.00 13.00
A08 MaintServices Workerll/Street 0.00 0.00 0.00 0.00 1.00 1.00 1.00
A04 Solid Waste Mtc Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00
r 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
W 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 2.00 1.00 2.00 2.00 2.00
Al2 Maintenance Svc Wkr III(Waste/Surface Water) 9.00 9.00 9.00 11.00 8.00 8.00 8.00
A08 Maintenance Svc Wkr II(Waste/Surface Water) 2.00 2.00 1.00 2.00 4.00 4.00 4.00
r A08 Maintenance Svc Wkr II/Utility Locator 0.50 0.50 0.50 0.50 0.50 0.50 050
Total Surface Water/Waste Water Maint Sery 20.15 20.15 20.15 22.15 22.15 22.15 22.15
Water Maintenance Services
r 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
up
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
• Budget by Department-Public Works 3-133
Pi
olic Works Position Listing(Sheet 4 of 4)
2012 2013 2013 2014 2014 2015 2016
Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted
A18 Lead Wtr Util ity Pump Sta Mech 1.00 1.00 1.00 1.00 1.00 1.00 1.00
A17 Water Quality/Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00 3.00
A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00
A15 Water Util ity Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Al2 Maintenance Services Worker 111 9.00 9.00 9.00 9.00 9.00 9.00 9.00
A08 Maintenance Services Worker 11 1.00 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
i
A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00 3.00
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
All 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 80.00 80.00 80.00 82.00 82.00 82.00 82.00 ,
Total Public Works Department 141.50 137.50 137.50 139.50 139.50 140.50 140.50
r
Budget by Department-Public Works 3-134
4 DEBT MANAGEMENT
Overview 4-1
Outstanding Debt 4-2
Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4-3
Debt Service Coverage Ratio 4-4
General Obligation Debt 4-5
Waterworks Debt 4-7
1
1
1
1
1
1
1
1
1
1
11
1 ''
1
DEBT MANAGEMENT
r OVERVIEW
w
The City of Renton's long-term debt consists of General Obligation (GO) Bonds backed by the full
faith and credit of the City, and Revenue Bonds backed by user fee revenues. The City is in
compliance with all Washington State debt limitation statutes and bond covenants. The following
table represents the bond ratings for each type of debt for which ratings are given:
Type of Bonds Issued(Latest Year) Fitch Standard& Poor's
Water&Sewer Revenue Bonds AA+ AA+
Limited GO Bonds AA AA+
r
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, 2014, there was $36 million in principal
outstanding which are: Water/Sewer Revenue Bonds$31.3 million and PWTF Loan $4.7 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.S%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
r. 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
r. valuation.
At the end of 2013, the City's has $79.7 million limited general obligation debt (Council approved
debt) outstanding and an available capacity of $89.4 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 $765.9 million
.w available. The general obligation debt is approximately 5%-6% of the total general fund 2015/2016
budget.
rr
r
�1 Debt Management-Overview 4-1
DEBT MANAGEMENT
OVERVIEW
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 1/1/2014 Issued Redeemed 12/31/2014
General Obligation Bonds:
Limited GO
2006 GO S LK WA Infr Impv Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 14,520,000 670,000 13,850,000
2010 GO DT Parking Refunding(01) 3.00%-4.50% 05/11/10 12/01/21 6,170,000 6,015,000 5,000 6,010,000
2011 G 0 Li bra ry Bonds 2.00%-5.00% 08/02/11 12/01/22 16,715,000 13,920,000 1,460,000 12,460,000
2011 GO City HaIIRef unding (2001)Bonds 2.00%-5.00% 09/21/11 12/01/17 9,425,000 6,335,000 1,510,000 4,825,000
2013 GO Qua I ifi e d Ene rgyConse rvati on Bonds 3.22% 07/01/13 07/01/28 3,200,000 3,200,000 210,000 2,990,000
Subtotal Limited GO 70,890,000 43,990,000 3,855,000 40,135,000 ,
Other Miscellaneous debt
2009 FD 40 Loan for acquisition of FS13 3.75% 03/01/09 09/01/28 6,798,085 5,607,083 293,130 5,313,953
2009(A)SCORE LTGO 4.00%-5.00% 11/04/09 01/01/22 2,953,800 2,953,800 716,400 2,237,400
2009(9)SCORE BABS 3.00%-6.62% 11/04/09 01/01/39 28,090,800 26,699,400 - 26,699,400
2010 GOVaIley Comm Refundin (00) 3.00%-4.00% 04/05/10 12/01/15 1,065,000 432,000 212,000 220,000
Subtotal Miscellaneous 38,907,685 35,692,283 1,221,530 34,470,753
Total General Obligation Debt 109,797,685 79,682,283 5,076,530 74,605,753
Water/Sewer Revenue Bonds:
2004 Water/Sewer 3.55%-5.00% 11/01/04 12/01/18 10,335,000 1,085,000 1,085,000 -
2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 1,430,000 95,000 1,335,000 '
2007 Water/Sewer Refunding 4.00%-5.00% 11/06/07 12/01/22 8,320,000 8,240,000 730,000 7,510,000
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 1,425,000 600,000 825,000
2012 Water/Sewer Refunding 2.00%-3.00% 12/07/12 12/01/27 9,190,000 9,150,000 35,000 9,115,000
Total Revenue Bonds 67,420,000 31,305,000 2,545,000 28,760,000
Water/Sewer Public Works Trust Fund Loans:
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 104,034 52,018 52,016
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 5,103 5,103 -
NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 85,181 42,590 42,591
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 350,567 116,855 233,712 ,
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 290,616 96,872 193,744
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 197,428 49,357 148,072
Maplewood WtrTreatment Improvements 0.50% 01/17/02 07/01/21 567,831 242,408 30,301 212,107
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 385,831 42,870 342,961
Maplewood WtrTreatment Improvements 0.50% 07/01/04 06/30/24 5,150,000 2,999,118 272,647 2,726,471
Total Public Works Trust Fund Loans 17,463,590 4,660,286 708,612 3,951,674
Total WaterWorks Obligations 84,883,590 35,965,286 3,253,612 32,711,674
Total Outstanding Debt 194,681,275 115,647,569 8,330,142 107,317,427
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Debt Management-Outstanding Debt 4-2
DEBT MANAGEMENT
OVERVIEW
Computation of Limitation of Indebtness
.. December 31,2013
General purpose Parks and Utility
Non-Voted Voted Open Space Purpose
(Limited GO) (Unlimited GO) Voted Voted
2013 AV (2014 Tax Base): $ 11,274,415,348 x 1.50% 1.00% * 2.50% 2.50%
r, Non Voted Debt Limits 169,116,230
Voted Limits 112,744,153 281,860,384 281,860,384
Less General Obligation Bonds Outstanding (79,682,283)
r Add Cash on hand for Debt Service -
Available Debt Capacity by Purpose $89,433,947 $112,744,153 $281,860,384 $281,860,384
Total Voted Capacity $765,898,868
Debt Service Requirement to Maturity Long Term Debt Summary as of December 31,2013(Dollars in Thousands)
General Obligation Waterworks Revenue Waterworks PWTF Total
Year Total Principal Interest Total Principal Interest Total Principal nterest Total Principal Interest
2014 8,407_ 5,077 3,331 3,757 2,545 1,212 740 709 31 12,905 8,330 4,575
2015 8,399 5,248 3,151 2,617 1,515 1,102 72_9_ 704 25 11,744 7,466 4,278
2016 8,181 5,202 2,978 2,620 1,585 1,035 628 609 19 11,428 7,396 4,032
2017 8,163 5,389 2,774 2,621 1,660 961 409 395 13 11,192 7,444 3,748
r 2018 7,794 5,252 2,542 2,836 1,950 886 357 346 11 10,987 7,547 3,439
2019 7,791 5,442 2,350 2,908 2,105 803 355 346 9 11,055 7,892 3,162
2020 7,790 5,678 2,112 2,907 2,185 722 354 346 8 11,050 8,209 2,841
2021 7,783 5,933 1,851 2,907 2,270 637 352 346 6 11,042 8,548 2,494
2022 4,974 3,391 1,583 2,909 2,360 549 320 316 4 8,203 6,067 2,137
2023 4,098 2,665 1,432 2,908 2,450 458 275 273 3 7,281 5,388 1,893
20241 4,092 2,773 1,318 2,909 2,535 374 274 273 1 7,274 5,581 1,693
r 2025 4,087 2,893 1,194 2,906 2,620 286 - 6,993 5,513 1,480
2026 4,077 3,010 1,068 2,910 2,715 195 6,987 5,725 1,262
2027 4,075 3,139 936 2,909 2,810 99 6,984 5,949 1,035
r 2028 3,896 3,097 799 - - - 3,896 3,097 799
2029 1,939 1,273 666 1,939 1,273 666
2030 1,940 1,328 612 1,940 1,328 612
2031 1,939 1,384 554 1,939 1,384 554
2032 1,939 1,444 495 1,939 1,444 495
2033 1,939 1,507 433 1,939 1,507 433
20341 1,939 1,571 368 1,939 1,571 368
r 2035 1,938 1,638 300 1,938 1,638 300
2036 1,938 1,708 230 1,938 1,708 230
2037 1,939 1,782 157 1,939 1,782 157
2038 1,939 1,859 80 1,939 1,859 80
Total $121,104 $84,427 $36,677 $43,166 $32,595 $10,571 $5,710 $5,539 $171 $169,980 $122,561 $ 47,420
�In Debt Management-Computation of Limitation of Indebtness& 4-3
Debt Service to Maturity by Funding Sources
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DEBT MANAGEMENT
OVERVIEW
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Waterworks Utility Debt Service Coverage Ratio:
Per bond covenants, the City must maintain certain debt service coverage as protection of bond holders'
interest against default. The City historically maintained a debt service coverage ratio substantially higher
than the required 1.25 times. The adopted budget will continue to meet the debt service coverage ratio.
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2015 Debt Service Coverage Ratio Calculation for Waterworks 2016 Debt Service Coverage Ratio Calculation for Waterworks
Utility Utility t
Total Revenues 55,399,039 Total Revenues 52,585,019
Total Expenses' 38,582,471 Total Expenses' 37,478,690
Amount Available for Debt Service 16,816,568 Amount Available for Debt Service 15,106,329
Total Debt Service 3,866,965 Total Debt Service 3,769,249
DEBT SERVICE RATIO 4.35 DEBT SERVICE RATIO 4.01
'Less debt service and transfers to capital 'Less debt service and transfers to capital
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Debt Management-Debt Service Coverage Ratio 4-4
DEBT MANAGEMENT
GENERAL OBLIGATION DEBT
CITY OF RENTON GENERAL OBLIGATION DEBT
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.
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2009 King County Fire District #40 Loan. Has an average interest rate of 3.75% and is related to the Fire
District#40 asset transfer as a result of the Benson Hill annexation. The debt service is accounted for in Fund
++� (215).
2009 South Correctional Entity Regional Jail(SCORE)Development Authority Bonds A& B. Issued to finance
all or a portion of the costs of acquiring land for and constructing, improving, and equipping for the operation
of the South Correctional Entity Regional Jail (SCORE), a jail facility located in Des Moines, Washington. The
City of Renton, along with the City of Auburn, Burien, Des Moines, Federal Way, Seatac, and Tukwila are
owners of the Center and each are responsible for their percentage of the total obligation. The City of
Renton's portion is $31,044,600. Debt Service for these bonds is accounted for in the General Government
Miscellaneous Debt Service Fund (215).
2010 Refunding(refund 2000) Valley Communications Center Development Authority Bonds. Issued for the
purpose of advance refunding the 2000 Valley Communications Center Bonds (to construct and equip of a
new facility, including land acquisition, for the operation of the Valley Communications Center, a 911
Dispatching Center service of South King County emergency services agencies). The City of Renton, along
with the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible
for one-fifth or $1,065,000 of the total obligation. Debt Service for these bonds is accounted for in the
General Government Miscellaneous Debt Service Fund (215).
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
.�r repairing, renovating and improving existing library facilities; providing the form and terms of the bond. Debt
Service is accounted for in Fund (215).
2011 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).
2013 Qualified Energy Conservation Bonds(QECB). Has an average interest rate of 3.22% and was issued to
finance all or a portion of the costs of constructing, improving, and equipping street light improvements;
providing the form and terms of the bond. Debt Service is accounted for in Fund (215).
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Debt Management-General Obligation Debt 4-5
1
DEBT MANAGEMENT
GENERAL OBLIGATION DEBT
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Va I I ey
NCH ` S.Lk Wa. ' Comm Fire Station Downtown 2011 LTGO j 2013 LTGO
Year Total LTGO* Development Infrastructure Refunding_ 13 Parking Libra r SCORE QECB
2014 8,407,379 1,749,400 1,402,013 229,280 500,635 275,175 1,996,688 1,941,149 313,040
2015 1 8,399,056 1,749,100 1,396,838 228,800 500,635 280,025 1,997,888 1,939,493 306,278
2016 1 8,180,599 1,752,450 1,410,088 500,635 279,725 1,997,238 1,940,949 299,516
2017 1 8,162,638 1,748,250_ 1,402,838 500,635 279,425 1,998,338 1,940,400 292,754
2018 7,793,743 - 1,404,088 500,635 1,664,100 1,999,538 1,939,392 285,992
2019 7,791,092 1,403,338 500,635 1,666,325 1,997,200 1,939,365 284,230
2020 7,790,114 1,405,588 500,635 1,670,625 1,995,700 1,940,260 277,307
2021 7,783,271 1,405,588 500,635 1,666,775 1,999,000 1,940,890 270,384
2022 4,974,281 1,413,338 500,635 855,750 1,941,098 263,461
2023 4,097,521 1,400,838 500,635 1,939,510 256,538
2024 4,091,744 1,401,238 500,635 1,940,257 249,615
2025 4,087,220 1,403,750 500,635 1,940,143 242,692
2026 4,077,431 1,401,000 500,635 1,940,028 235,769
- -
2027 4,074,816 - 1,405,500 - 500,635 - 1,939,836 228,846
2028 3,895,826 1,401,750 332,661 1,939,492 221,923
2029 1,938,921 1,938,921
2030 1,939,994 1,939,994
2031 1,938,668 1,938,668
2032 1,938,542 1,938,542
2033 1,939,461 1,939,461
2034 1,939,471 1,939,471
2035 1,938,495 1,938,495
2036 1,938,254 1,938,254
2037 1,938,595 1,938,595
2038 1,939,362 1,939,362
Totals 112,996,494 6,999,200 21,057,788 458,080 7,341,546 1 7,782,175 16,837,338 48,492,023 4,028,345
*Exclude SCORE Bonds which will be repaid through SCOREjail servicecharges.
General Government Debt Service to Maturity +•�
$9.00
$8.00
$7.00
$6.00
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$5.00
� o
$4.00
i
$3.00
I
$2.00
$1.00
$0.00
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
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■NCH Development S. Lk Wa. Infrastructure ■Valley Comm Refunding Fire Station 13
Downtown Parking ■ 2011 LTGO Library ■SCORE ■2013 LTGO QECB
Debt Management-General Obligation Debt 4-6
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
WATERWORKS DEBT SUMMARY
As of January 1, 2014, the City has$36 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 $31.3 million in outstanding
principal debt.
• Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington,
have $4.7 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).
REVENUE BONDS
2004 Water/Sewer Revenue Bonds (Ordinance#5098) has an average interest rate is 4.330%. These bonds
were issued for the purpose of providing a part of the funds necessary to carry out the system or plan for
additions to and betterments and extensions of the waterworks utility. 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.
PUBLIC WORKS TRUST FUND LOANS
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.
Debt Management-Waterworks Debt 4-7
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
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 21h/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 l
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-Waterworks Debt 4-8
DEBT MANAGEMENT
WATERWORKS UTILITY DEBT
2007 W/S 2012 W/S
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Total Revenue 2003 W/S Refunding 2008(A)W/S 2008(B)W/S Refunding
Year Bonds Refunding 2004 W/S 2007 W/S (02) (Exempt) (Taxable) (2004) PWTF Loans
2014 1 3,757,328 1,132,953 154,200 1,075,650 415,508 671,468 307,550 740,035
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2015 2,616,575 150,400 1,071,450 ` 415,508 672,368 306,850 728,555
2016 2,619,745 146,600 1,066,250 895,508 205,238 306,150 627,673
2017 2,620,858 151,850 1,072,250 1,091,308 - 305,450 408,618
2018 2,835,858 301,600 1,231,000 933,508 369,750 357,038
2019 1 2,908,208 256,200 1,180,000 985,258 486,750 355,309
2020 2,906,758 207,200 1,124,400 1,034,458 540,700 353,580
2021 2,907,158 194,800 1,119,400 1,045,658 547,300 351,851
2022 2,909,308 197,600 1,118,000 1,045,258 548,450 319,821
2023 2,907,958 - - 1,203,658 1,704,300 275,374
2024 2,908,678 1,203,478 1,705,200 274,010
2025 2,905,898 1,201,148 1,704,750
2026 2,909,578 1,201,628 1,707,950
2027 2,909,315 1,204,665 1,704,650
Tota Is $43,166,214 $ 422,678 $ 1,393,183 $1,819,650 $10,424,850 $14,292,050 $2,259,210 $12,554,594 $5,710,0 U3
s
$4.50 -
$4.00
$3.50 -
Q_ 0.
a.
$3.00
$2.50 -
N
0
$2.00 -
$1.50 - �.
1�Ir $1.00 -
$0.50 -
i
$0.00 r ,
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Aw ■2003 W/S Refunding ■2004 W/S ■2007 W/S ■2007 W/S Refunding (02)
2008(A)W/S (Exempt) a 2008(B)W/S (Taxable) 2012 W/S Refunding(2004) PWTF Loans
Debt Management-Waterworks Debt 4-9
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Debt Management-Waterworks Debt 4-10
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IN
5 CAPITAL INVESTMENT PROGRAM
City Wide Narrative 5-1
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City Wide Summary 5-5
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General Government 5-7
Internal Service Funds 5-57
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Transportation 5-61
Airport 5-97
Golf Course 5-109
Water 5-117
Wastewater 5-133
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Surface Water 5-151
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CAPITAL INVESTMENT PROGRAM
2015 through2020
+� I. Capital Investment Program Policy
Overview
+re
The projects listed in the 2015-2020 Capital Investment Program (CIP) are consistent with the adopted 2015-16 Capital Budget and with the
Comprehensive Plan and the State Growth Management Act. 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 2015-16,whereas the CIP focuses on
�r life basis cost of each project,over a full six year period. In addition to identifying each capital projects by category,the CIP includes the annual
capital-related costs,the projected operating budget impacts,and the funding sources for each project.
Not all of the City's capital spending is included in the 6-year CIP. Operating equipment purchases and replacements,such as mobile equipment
and computers,are financed through the Equipment Replacement Reserve revolving fund or through systematic replacements in the operating
budget. Similarly,small projects for operating facilities,such as fire stations,senior activities center,and the City Hall, have been incorporated
into internal service charges and have been funded with operating budget since 2011.
As the biennium progresses,some projects become higher priorities while others are delayed,depending on a variety of circumstances. In some
instances additional funding becomes available from cost savings on other projects,third party funding(grants, interlocal agreements),or when
existing capital projects are carried over into the new fiscal year due to scheduled delays. In these cases the budget can be amended and the
City Council,in coordination with City administration,take action to approve specific projects and adjust the schedule for existing projects so total
capital expenditures don't exceed the original budget,unless there is additional funding to offset the increased costs.
Background
Renton's businesses and citizens have made a considerable investment for resources in buildings, parks, streets, sewers, water systems,
s equipment,and other capital investments.These assets are used by the public and by city staff to provide daily services. Therefore,it is the City's
responsibilty to properly plan,design,construct,and maintain these assets and facilities in order to ensure they are safe,long-lasting,and provide
a welcoming and usable space for generations of users. The Capital Investment Plan(CIP)represents the City's near term investment priorities,
its plan to preserve past investments,and provide adequate facilities for the future. While the focus of our CIP is limited to the larger,multi-year
projects that require more time and policy discussion to initiate.The CIP includes projects meeting the following criteria:
1.A useful life greater than 2 years.
2.New and expanded physical facilities/assets including the study,planning,and design phases.
3.System-wide or subarea studies and planning efforts.
4.Large scale renovation and replacement of existing facilities over$25,000.
5.The acquisition of new capital facilities or assets.
6.The purchase of major pieces of equipment which are not identified in the Equipment Rental/Reserve
Fund;or require multiple-year financing.
7.Equipment purchases associated with newly acquired facilities.
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Capital Investment Program-City Wide Narrative 5-1
CAPITAL INVESTMENT PROGRAM
2015 through
II. Procedure for 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.Identifies all recommened or likely source of funding for each project
4.Asses each project's operating budget impact,including long-term maintenance costs.
5.Creates a request for each project which includes:a project description,the funding source(s),and
long-term operating impact.
6.Prioritizes each request using the CIP Evaluation Criteria.
7.Submits request to the Administrative Services Department.
2. Reviews
Mayor/Chief Administrative Officer/Administrative Services Administrator:
1.Reviews prioritized Capital Investment Requests.
2.Prepares a bi-annual Capital Investment Plan recommendation.
3.Presents the Budget and Capital Investment Plan to the City Council.
City Council:
1.Conducts a workshop at mid-year preparatory to the development and submittal of the Mayor's proposed
bi-annual budget,to consider any priorities or projects of interest.
2.Holds a public hearing to review the recommended CIP as part of the budget process.
3.Conducts workshops to review the Mayor's recommendations and make changes as necessary.
4.Adopts the Capital Investment Program as part of the bi-annual budget.
3. Implementation i
Department:
1.Monitors all CIP projects approved in the City's adopted bi-annual budget.
2.If estimated project cost exceeds appropriation,obtain council approval for updated project cost
information.
3.Obtain Council approvel when cumulative change orders on any particular contract exceed 10%of the
approved initial contract.
4.Work with Administrative Services Department to provide quarterly progress updates to the Council.
Administrative Services Department:
1. Monitors the CIP and budgets and provides periodic status reports to the City Council.
4. Closeout
Department:
1.Issue the Notice of Completion to the Adminstrative Services Department.
2.Submit project completion documents and obtain authorization to release retainage from the City Council.
3.Create budget proposals for impacts on the operating budget.
•
Administrative Services Department:
1.Reconciles total revenues and expenditures for each CIP
2.Capitalize project,as appropriate.
3.Release retainage once authorization from the City Council and all applicable State agencies has been !�
received.
4.Coordinate project audits.
Capital Investment Program-City Wide Narrative 5-2
CAPITAL INVESTMENT PROGRAM
2015 through2020
III. Criteria for Evaluating Projects
The City Council reviewed and adopted updated criteria in evaluating and prioritizing CIP projects in 2013. The new priorization matrix considers
two dimensions of each project:1.importance and 2.urgency/timing.The following are the considerations to make for each dimension:
1.Importance
i, Community safety and health -Preservation of public health,safety,or mission critical program/operation.
Compliance with laws and regulations -Required/mandated by court,federal,or state government laws/regulations.
Promoting economic development -Urban and neighborhood renewal,job attraction/retention,and growth in general City revenue.
Community value - Preserve and protect natural resources and the environment, provide fair and equitable access, existing user demand and
participation,and improve workforce and customer satisfaction.
Financial stewardship - Maximize return on investment through grants or other leveraged resources, reduce ongoing costs, consolidation of
duplicative/overlapping services and costs,avoidance of more costly investment alternatives,or generation of net revenue.
Consistency with adopted plans -comprehensive plans;business plans;community plan(s);Transportation Improvement Plan; Parks,Recreation,
rr and Natural Areas Plan;and other planning documents
2.Urgency/Timing
Urgent/Immediate safety - Includes city services for the protection of community safety and health for persons and property. The city should
prioritize those projects that need immediate attention.
External resource timing -To maximize the impact of city's resources,the city has been actively seeking external grants or private investments for
projects. The availability and timing of external funding can influence when the city can implement a project that is important to the community.
Coordinate internal resource timing -This leverages internal resources and reduces service interruptions during the construction.
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Maintain service level - Under the Growth Management Act,the city is required to provide increased capacity in infrastructure concurrent to
growth in order to maintain service levels. This is also an important expectation of the community.
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Improve service level -While improving service level may be the least"urgent",certain projects of higher importance to the community may be
implemented sooner than other projects that have high urgency but low community importance.
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Capital Investment Program-City Wide Narrative 5-3
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Capital Investment Program-City Wide Narrative S-4
CAPITAL INVESTMENT PROGRAM-SUMMARY
2015 through2020
CITY WIDE SUMMARY
Adopted Projected
Departments 2015 2016 2017 1018 2019 2020 ProjectTotal
General Government 3,366 5,392 21,724 9,011 12,416 3,624 55,533
Transportation 14,275 6,832 19,894 47,750 59,048 56,341 204,140
Airport 540 2,008 11,823 12,698 1,655 1,015 29,739
Golf Course 50 70 385 445 1,340 2,580 4,870
Water Utility 5,440 6,190 5,194 2,635 2,285 2,285 24,029
Wastewater Utility 4,100 3,550 3,500 3,500 3,500 3,500 21,650
Surface Water Utility 1 5,000 1 3,000 1 5,000 3,050 1 3,000 1 5,000 1 24,050
Total 32,771 1 27,042 1 67,520 1 79,089 1 83,244 1 74,345 1 364,011
Adopted Projected
Resources 2015 2016 2017 2018 2019 1020 ProjectTotal
User Fee 369 394 493 328 388 508 2,481
REET 1,000 2,000 - - - - 3,000
Fuel Tax 640 650 660 670 680 680 3,980
Bond Proceeds - - - - - 178 178
Utility Tax 325 325 - - - - 650
Business License/B&O Tax 2,491 3,436 1,575 1,725 1,748 1,766 12,741
Operating 11,330 13,288 14,593 10,325 9,943 12,815 72,294
Grants/Contribution 13,374 4,661 10,894 11,009 174 534 40,646
Mitigation Funds Received 196 - - - - - 196
Misc/Transfers 1,300 1,140 - - - - 2,440
Interest Income 294 315 385 296 284 345 1,918
KC levy Prop 1 transfer 197 197 197 197 197 - 985
Other Government Resources In-Hand 125 95 1,000 1,000 - - 2,220
Fund Balance 1,130 - 1,130
Total 32,771 26,501 1 29,798 1 25,550 1 13,414 1 16,826 144,860
Balance Available/Unfunded Needs (541) (37,722) (53,539) (69,830) (57,519) (219,152)
Capital Investment Program-City Wide Summary 5-5
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Capital Investment Program-City Wide Summary 5-6
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM
2015 through 2020(in thousands of dollars)
rrlr
A-Acquisition,D-Development/Redevelopment,M-Maintenance/Preservation,P-Planning,X-Cross Category
Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
x Projects Priority Type* Thru2013 2014 2015 2016 2017 2018 2019 2020 Total
1 Acquisition Opportunity-Coulon Park A - - 1,000 - - 1,000
2 Black River Riparian Forest D - 90 100 200 2,000 2,390
3 Maplewood Community Park D - - - 150 400 4,000 225 4,775
4 Regis Park Athletic Field Expansion D 94 508 - - 650 3,000 4,500 - 8,752
5 Springbrook Trail Missing Link D 650 - - - 100 2,000 - 2,750
4w 6 Sunset EIS Park D 1 3,329 200 - 6,000 - - - 9,530
7 Piazza Master Plan&Redevelopment D - - 100 300 3,500 - - 3,900
8 North Highlands Park Improvements D - - 280 80 - - 360
9 Liberty Park Improvements D - - 300 1,000 - - - - 1,300
40 10 Accessible Playground D - 1,274 - - - - - 1,274
11 Fire Station 15 D - - 5,912 650 - - 6,562
12 Riverview Park Bridge Reconstruction M 6 1,167 - - - - - 1,173
13 Coulon Park Repairs and Maintenance M 20 1,291 170 680 760 150 50 50 3,171
14 City-wide Security System Upgrades M 334 71 90 90 90 90 90 90 945
15 Irrigation Renovation,Automation and Conservation M 159 15 250 265 265 15 15 984
16 Parks Major Maintenance M 1,284 600 555 550 620 650 2,440 315 7,014
17 Parking Lots and Drive Repairs M - 100 150 80 80 80 80 80 650
18 Ball field Renovation Program M 71 - 50 50 75 50 - - 296
19 Paths,Walks,Patios and Boardwalks M 546 112 130 40 40 - - 868
20 Sports Court Repairs M 74 59 150 80 50 50 50 50 563
21 Habitat Enhancement M - - 25 25 25 25 100
22 Tree Maintenance M 611 261 275 275 310 310 310 310 2,662
23 Transportation Landscape Improvements M 75 75 150 150 150 150 750
24 Sr Center Kitchen Remodel M - - 40 920 - - 960
25 Museum Lobby Renovation M - 30 - - - - - 30
26 Henry Moses Aquatic Center M 831 106 120 120 120 120 120 120 1,657
27 Renton Community Center Improvements M - - 120 - - - 120
28 City Hall Lobby Remodel M - - - - 250 250 - - 500
-am 29 City Hall Carpet Replacement M - - - - 250 250 - 500
30 City Hall Roof M - - - 380 - - - 380
31 Permit Area Reconfiguration M 180 100 - - - - 280
32 Community Services Maint.Shop Rehab M 223 100 160 90 - - - - 573
33 Sign Shop M - - 182 - - - - 182
Ir 34 Leased Facilities M 1,263 204 - - - - - 1,467
35 IDowntown Wayfinding M 1 171 1 - 100 1 100 250 1 621
36 Benson/Cascade Park P - - 250 - - 250
37 Parks,Recreation and Open Space Plan P 213 - - 125 - - - 338
38 Park Master Planning P - - - 90 90 90 90 360
4111111111111 39 Integrated Pest Management Program P - - - 100 - - - 100
40 Trails and Bike Master Plan P - - 50 - - - 50
41 Capital Project Coordination X 332 75 81 85 90 94 99 104 960
42 Limited Term Certified Arborist X - - - - - - - -
43 Limited Term Capital Project Coordinator X - - - - - -
44 Grant Matching Program X - 211 - - - - - 211
45 Disaster Repairs X - - - - - - -
46 2007 KC levy Prop 2 Earmarked X 653 459 - - - - - 1,112
47 2013 KC Proposition 1 Parks Levy Fund X - - - 197 197 197 - 591
Total Capital Project Expenditures 7,537 9,942 3,366 5,392 21,724 9,011 12,416 3,624 73,011
Life to Estimated
Date Year End Adopted P r o j e c t e d Project
Resources Thru 1013 2014 2015 1016 2017 2018 2019 2020 Total
ow REET 925 2,200 1,000 2,000 - - - - 6,125
Utility Tax 351 425 325 325 - - - - 1,426
B&O Tax/Business License Fee 400 400 Soo 1,436 - - - - 2,736
Operating 700 204 - - - - - 904
Grants/Contribution Received 1,245 52 2 - - - - - 1,299
Ii Mitigation Funds Received 1,350 - - - - - - 1,350
Grants/Contribution Anticipated - 1,067 14 - - - - 1,081
Transfersfromotherfunds 1,206 1,272 1,300 1,140 - - - 4,918
Interest Income - - 7 5 - - - 12
VIIIIIIIII 1014 KC levy - 197 197 197 197 197 197 - 1,182
1007 KC levy Prop 2 Earmarked 1,112 - - - - - 1,112
Beginning Fund Balance 2,467 4,322 - - - - 6,789
Total Capital Project Resources 9,756 10,139 3,344 5,103 197 197 197 - 28,933
low Balance Available/(Unfunded Needs) 2,219 197 (22) (289) (21,527) (8,814) (12,219) (3,624) (44,078)
M
�r Capital Investment Program-General Government 5-7
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 1
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Acquisition Opportunity-Coulon Park
Project Type: Acquisition
Total Anticipated Project Cost: $ 1,000 Current LOS Growth 100%
Project Description:
Research and identify parcels for potential acquisition to support Coulon Park.
Summary of Progress:
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition 1,000 1,000
Consultant Services - -
Major Maintenance
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies
Total Expenses 1,000 1,000
Resources:
User Fee - -
REET 1,000 1,000
Fuel Tax - -
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers 1W
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources 1,000 1,000
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1•
Revenue I ncrease/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-8
!
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 through 2020(in thousonds of dollors) Imoortame Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Black River Riparian Forest
!
Project Type: Development and Major Maintenance
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. An interpretive learning center,soft
! surface paths to view wildlife,and sensitive habitat enhancement are planned. The first phase of this project includes a wildlife habitat invento
P p p p l / ry/assessment to
determine.the suitability and feasibility of an interpretive learning center and associated amenities.Master planning will occur in 2018,followed by construction
documents(2019)and construction(2020). Impacts to the operating budget might include utilities,office supply and equipment and labor for the learning center
and surrounding amenities.
yr
as
Summary of Progress:
This project was identified as a#2 citywide priority in the adopted Parks,Recreation and Naturals Plan(2011).
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
No Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance - - - - _
Construction 90 100 200 2,000 2,390
Contribution to 1%for Art - -
Inspection
Project Management
am Equipment Acquisition
Contingencies - - - - -
Total Expenses 90 100 200 2,000 2,390
Resources:
User Fee - _ _
REET
Fuel Tax
Utility Tax
s Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
"a Mitigation Funds Received - - - - - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
+! Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
AW 2007 KC levy Prop 2 Unused
Beginning Fund Balance
# Total Resources
Balance Available/(Unfunded Needs) 1 (90) (100) (200) (2,000) (2,390)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease _ _ = 15 15
L I Net Operating Impact 1 15 15
Capital Investment Program-General Government 5-9
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 through2020(in thousands of Importance Urcencv Combined
Project Priority Score: . -
Priority Ranking:
Project Title: Maplewood Community Park
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 4,775 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(date unknown)for future use as a park site. The area is experiencing rapid residential growth. 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 2017;design development,
construction document preparation,and bidding in 2018,with phase one development proposed for 2018 at a cost of$4,000,000.Phase 2 design development,
construction document preparation,and bidding in 2020,construction in 2021.Impacts include labor,equipment,supplies and utility costs dependant upon the
final design of the facility.
Summary of Progress:
This project was identified as a k5 citywide priority in the adopted Parks,Recreation and Natural Areas Plan(2011). The City and King County have delayed
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - - -
Consultant Services 150 400 225 775
Major Maintenance - - - - -
Construction 4,000 4,000
Contribution to 1%for Art - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total Expenses 150 400 4,000 225 4,775
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax i
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Tra n sfers !
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (150) (400) (4,000) (225) (4,775)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project 1r
Thru 1013 2014 2015 2016 2017 1 2018 2019 2020 Total
Revenue Increase/Decrease - - - -
Expenditurelncrease/Decrease 250 250 500
Net Operating Impact 250 250 500 !
Capital Investment Program-General Government 5-10 W
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 4
2015 through 2020(in thousands of dollars) Importance Ureencv Combined
Project Priority Score: +
Priority Ranking:
Project Title: Regis Park Athletic Field Expansion
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 8,752 Current LOS % Growth %
Project Description:
This project occurs in three phases. Phase I consisted of the lighted soccer field(all-weather dirt)and softball field,lighted basketball court,one parking lot,entry
drive and bridge over Madsen Creek. Phase II will include a wetland inventory&delineation,environmental assessment,design and construction documents in
2015. Construction is planned in 2016 to 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,expanding the parking lot,adding potable water supply,restroom facility and sewer,a
children's play area,and two picnic shelters. Phase III will convert the existing natural turf softball field to synthetic turf and add a second lighted synthetic turf ball
MW field. Impacts include labor,supplies,equipment and utilities to operate the facility,dependent upon the final design.
Summary of Progress:
This project is identified as a#1 citywide priority in the Parks,Recreation and Natural Areas Plan(2011). Phase I was completed in 2000. Carry forward unspent
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 30 650 680
Major Maintenance - - - - -
aw Construction 94 478 3,000 4,500 8,072
Contribution to 1%for Art - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - - -
Total Expenses 94 508 650 3,000 4,500 8,752
Resources:
User Fee - - - - -
REET 300 300
Fuel Tax - -
Utility Tax
+� Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer
s Misc/Transfers 94 94
Interest Income -
2013 KC levy Prop 1 Used -
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - -
Beginning Fund Balance - 208 208
Total Resources 94 508 602
'fir Balance Available/(Unfunded Needs) (650) (3,000) (4,500)1 1 (8,150)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 25 5 5 5 40
r Net Operating Impact 1 25 5 5 5 1 40
Capital Investment Program-General Government 5-11
I
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 5 '
2015 through2020thousandsof dollars) Importance Urgency Combined
Project Priority Score: s
Priority Ranking:
Project Title: Springbrook Trail Missing Link
Project Type: Development and Major Maintenance
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.
i
Summary of Progress:
Project is identified as a#2 priority in the Trails and Bicycle Master Plan(2009).The boardwalk trail was completed in 2010. $50,000 was received from
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 100 100
Major Maintenance - - - -
Construction 650 2,000 2,650
Contribution to 1%for Art - - -
Inspection
Project Management
Equipment Acquisition r
Contingencies - - -
Total Expenses 650 100 2,000 2,750
Resources:
User Fee - - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received 650 650
Grants/Contribution Anticipated - -
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers 2*
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused 10
Beginning Fund Balance - - -
Total Resources 650 650
Balance Available/(Unfunded Needs) (100) (2,000) (2,100)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 5 5 5 15
Net Operating Impact - - 3 3 31 15
Capital Investment Program-General Government 5-12
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 6
2015 through 2020(in thousands of dollars) Importance Ur¢en Combined
4W
Project Priority Score: + -
Priority Ranking:
Project Title: Sunset EIS Park
Mr Project Type: Development
Total Anticipated Project Cost: $ 9,530 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.Survey,design and construction drawings are planned in two phases beginning in 2014 and completed in 2015. Acquistion of the
property will occur in 2016 with Construction of the park in 2017. 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.
rs
Summary of Progress:
The master plan for park development will be adopted in 2014. The Sunset Terrace Regional Stormwater Facility,integrated into the park design,will be constructed
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total
r Expenditures:
Property Acquisition - 2,950 - 2,950
Consultant Services 1 379 200 580
Major Maintenance - - - - _
r Construction 6,000 6,000
Contribution to 1%for Art
Inspection
Project Management
: Equipment Acquisition
Contingencies - - - - _
Total Expenses 1 3,329 200 6,000 j 9,530
Resources:
s User Fee - -
REET 1,650 200 1,850
Fuel Tax -
Utility Tax - _
+s Business License Fee and B&O Tax 100 100
Bond Proceeds -
Operating
Grants/Contribution Received
ns Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - _
General Fund Transfer 1,000 1,000
Mr Misc/Transfers 1 250 251
Interest Income -
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused - _
Beginning Fund Balance - 329 - 329
Total Resources 1 3,329 200 3,530
r Balance Available Unfunded Needs
/( ) 1 (6,000) (6,000)
Estimated
�r Impact on Operating Funds Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 1019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 7 9 11 27
rr Net Operating Impact - 7 9 1 11 27
Capital Investment Program-General Government 5-13
I
GENERAL, GOVERNMENT IMENT CAPITAL INVESTMENT PROGRAM moortancProject Number: combined
mber: 7
15
ugh
(in thoUSGnds of
Project Priority Score: +
Priority Ranking:
Project Title: Piazza Master Plan&Redevelopment
Project Type:
Total Anticipated Project Cost: $ 3,900 Current LOS Growth 100%
Project Description:
Re-master planning of the existing Piazza Park to include the former Big 5 site(2015)in order to combine these areas into one cohesive park venue. Operations will
be coordinated with the Renton Pavilion Event Center to maximize opportunities. Design and construction documents in 2016 with construction to follow during
2017.
Summary of Progress:
City Center Plan supports downtown improvements.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 100 300 400
Major Maintenance - -
Construction 3,500 3,500
Contribution to 1%for Art - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total Expenses 100 300 3,500 3,900
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received a`
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer 100 300 400
Misc/Transfers - - - 10
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources 100 300 400
Balance Available/(Unfunded Needs) (3,500) (3,500)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project W
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 7 10 12 12 41
Net Operating Impact 7 10 12 12 1 1
Capital Investment Program-General Government 5-14 W
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 8
2015 through 2020(in thousands of dollors) Imoorta nce Ur¢encv Combined
i
Project Priority Score: + -
Priority Ranking:
Project Title: North Highlands Park Improvements
+s
Project Type:
Total Anticipated Project Cost: $ 360 Current LOS Growth 100%
Project Description:
Complete the Meadow Crest Inclusive playground nature area,install artificial turf in the nature area and on the west side of the neighborhood center,refurbish
IM tennis and basketball courts,replace tennis court lighting and a install raised-bed community garden with fencing and gate in 2015.Pave,stripe and repair curbing in
the parking lot in 2016.
'Ir
Summary of Progress:
i
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance 280 80 360
_ Construction - - _
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - -
TotalExpenses 280 80 360
Resources:
s User Fee - - _
REET
Fuel Tax
Utility Tax
rr Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
s Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income - -
2013 KC levy Prop 1 Used 280 80 360
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused - - -
Beginning Fund Balance - -
Tota lResources 280 80 360
�r Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease 1 2 2 2 2 2 11
Net Operating Impact 11 2 2 2 2 2 1 11
r Capital Investment Program-General Government 5-15
I
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 9 '
2015 through 2020(in thousands of dollars) Importance Ureencv Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Liberty Park Improvements
Project Type:
Total Anticipated Project Cost: $ 1,300 Current LOS Growth 100%
Project Description:
Master plan and redevelopment of the playground,restroom,picnic area and shelter,river front and connection to the Cedar River Library at Liberty Park. A
topographic and site survey of the area will be conducted in 2015. The existing playground,restroom and shelter will be replaced or renovated and includes new
landscaping,irrigation,adult fitness equipment and habitat restoration along the Cedar River in 2016.
Summary of Progress:
Existing budgeted funding(approx.$260,000)for the Liberty Park Playground replacement which is located under Parks General Major Maintenance(Playgrounds,
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - -
Major Maintenance 300 1,000 1,300
Construction - - -
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
TotalExpenses 300 1,000 1,300
Resources:
User Fee - - -
REET 75 769 844
Fuel Tax - - -
Utility Tax - -
Business License Fee and B&O Tax 225 225
Bond Proceeds - -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used 114 117 231
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - -
Beginning Fund Balance - -
Total Resources 414 886 1,300
Balance Available/(Unfunded Needs) 114 (114) -
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-16 W
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 10
12015 through 2020(in thousands of dollars) I nwtamc Ur enc Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Fire Station is Construction and Apparatus
rr
Project Type: Development
Total Anticipated Project Cost: $ 6,562 Current LOS %Growth 100%
Project Description:
The City purchased property on 30th Street near 1-405 a number of years ago in anticipation of the need for an additional fire station to service the northwest side of
the City. Since then,there has been a significant amount of development in the area,with more in the pipeline. Fire Station 15 would be"satellite station"size,
namely three bays and roughly 7500 square feet. This Project Description also includes costs for anew piece of apparatus,the equipment for it,and equipment for
the station,although those would not be funded through the CIP Fund. Roughly 7.5%of the project costs are for furnishings for the station. Soft costs have been
estimated at 45%of the project total,which is common for afire station. Additional operating expenses shown below represent annual utilities and building and
grounds maintenance costs,but not full allocated costs.
Summary of Progress:
In 2013,circumstances allowed us to do a full site evaluation with a highly-experienced architectural firm to determine feasibilty,not only of the fire station itself,but for the
r
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - _
Construction 5,500 5,500
Contribution to 1%for Art
Inspection
Project Management -
Equipment Acquisition 412 650 1,062
Contingencies - _ _
Total Expenses 5,912 650 6,562
Resources:
• User Fee - - _
REET
Fuel Tax
Utility Tax
aw Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
as Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
so Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
JM 2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (5,912) (650) (6,562)
Life to Date Estimated P r o j e c t e d
Impact on Operating Funds Year End Adopted Project
Thru 2013 2014 2015 2016 2017 2018 1 2019 1 2020 Total
Revenue Increase/Decrease - _
Expenditure Increase/Decrease 24 37 37 37 135
Net Operating Impact - I - 241 37 37 37 1 135
Capital Investment Program-General Government 5-17
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 11
'2015 through 2020 Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Accessible Playground
Project Type: Development
Total Anticipated Project Cost: $ 1,274 Current LOS Growth 100%
Project Description:
Design and construct a new playground with accessible structures for all ages and abilities. Design includes various play elements such as slides,swings and sensory
equipment as well as 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
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - -
Construction 1,274 1.274
Contribution to 1%for Art -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total Expenses 1,274 1,274
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating - -
Grants/Contribution Received 500 52 552
Mitigation Funds Received 700 - 700
Grants/Contribution Anticipated -
Mitigation Funds Anticipated - -
General Fund Transfer
Misc/Transfers 22 22
Interest Income - -
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 1,200 1,200
Total Resources 1,200 1,274 2.474
Balance Available/(Unfunded Needs) 1 (1,200) - (1,200)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 12 12 12 12 12 60
Net Operating Impact 12 1 12 12 1 12 12 60
r
Capital Investment Program-General Government 5-18
i
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 12
2015 through 2020(in thousands of dollars) Importance Urgency Combined
i
Project Priority Score: -
Priority Ranking:
Project Title: Riverview Park Bridge Reconstruction
rr
Project Type: Major Maintenance
Total Anticipated Project Cost: $ 1,173 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
i 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.
a1r
Summary of Progress:
A structural review and assessment of the Riverview Park bridge was completed in 2012. The report indicated further decay to the support timbers and
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 1017 2018 1019 2020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - - _
ar Construction 6 1,167 1,173
Contribution to 1%for Art - -
Inspection
Project Management
i Equipment Acquisition
Contingencies - -
Total Expenses 6 1,167 1,173
Resources:
User Fee
REET
Fuel Tax
Utility Tax
AW Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Io Mitigation Funds Received - -
Grants/Contribution Anticipated 1,067 1,067
Mitigation Funds Anticipated - -
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
o 2007 KC levy Prop 2 Unused - _
Beginning Fund Balance 6 100 106
Total Resources 6 1,167 1,173
Balance Available/(Unfunded Needs) -
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 3 3 3 3 3 15
i Net Operating Impact 13 3 3 3 3 15
Capital Investment Program-General Government 5-19
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 13
2015 through 2020 Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Coulon Park Repairs and Maintenance
Project Type: Major Maintenance
Total Anticipated Project Cost: $ 3,171 Current LOS % Growth %
Project Description:
Safety/infrastructure related projects to maintain heavily used park.The park is over 30 years old.
*Coulon Park Structural Repairs[move 2014 funding($120,000)to paver replacement]. 2015/2016 repairs for pile cap/float&super-structure repairs
*Coulon Park Pavers Repair (Recommend CF to complete repairs in 2015)
*Coulon Park Lighting(CF unspent 2014 funding for waterwalk lighting)
*Coulon Park Turf Replacement-2015 and 2016 South beach area
*Coulon Park Shoreline Erosion(CF unspent 2014 funding for area b/n Ivars and North Shelter)
*Coulon Park Five Year Structural Review-2016
*Coulon Park Parking Lot Repairs-(South parking lot-2016)
*Coulon Park Irrigation System Replacement
*Coulon Park South Beach Restroom and Concession stand/guard station/beach facility renovation(Facilities master plan and design 2016)
CIP Expenditures&Resources Life to Date Year End Proposed P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures: Adopted
Coulon Park Structural Repairs 65 205 100 100 470
Coulon Park Lighting Repairs - 124 - - 110 - - 234
Coulon Park Turf Replacement 6 55 50 50 50 50 50 50 361
Coulon Park Shoreline Erosion 14 91 55 - - - 160
Coulon Park 5-Year Structural Review - - - 125 125
Coulon Park Paver Replacement 453 - - 453
Coulon Park Irrigation System Replacemen - - 500 500
Coulon Park Parking Lot Repairs - 150 - 150
Coulon Park SB Restroom,Concession Stand 150 150
Coulon Park Log Replacement - 568 - - - - - - 568
Total Expenses 20 1,291 170 680 760 150 50 50 3,171
Resources: -
User Fee
FEET 170 192 362
Fuel Tax - - - - -
Utility Tax 336 235 - 571
Business License Fee and B&O Tax 95 95 488 678
Bond Proceeds - - - -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - -
Beginning Fund Balance 961 - - 961
Total Resources 431 1,291 170 680 2,572
Balance Available/(Unfunded Needs) 411 (760) (150) (50) (50) (599)
1�
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1010 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 5 5 5 5 5 5 5 35
Net Operating Impact 5 1 5 5 1 5 5 5 5 1 35
*$27,000 is budgeted in Fund 504 for 2013 and 2014
Capital Investment Program-General Government 5-20
r
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 14
2015 through thousondsof dollars) importance Ur¢encv Combined
r
Project Priority Score: + -
Priority Ranking:
Project Title: City-wide Security System Upgrades
r Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 945 Current LOS 100% Growth %
Project Description:
Because vandalism and graffiti repairs are a major drain on City resources,considerable cross-departmental effort has been made to reduce these property crimes.
r 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.
■r
Summary of Progress:
The City purchased Pix Controler cameras in 2011 with a direct image emailing capacity that have been very effective in detering vandalism and graffiti. These are moved around the
r
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance
r Construction
Contribution to 1%for Art
Inspection
Project Management - - - - - - _ _ _
r Equipment Acquisition 334 71 90 90 90 90 90 90 945
Contingencies - - - - - - _ _ _
Total Expenses 334 71 90 90 90 90 90 90 945
Resources:
User Fee - - - _ _ _ _
REET
Fuel Tax
Utility Tax - - _
r Business License Fee and B&O Tax 90 60 150
Bond Proceeds - -
Operating
Grants/Contribution Received 11 11
r Mitigation Funds Received - _
Grants/Contribution Anticipated -
Mitigation Funds Anticipated - - - _
General Fund Transfer 90 90 180
r•1 Misc/Transfers - - - - - _ _ _ _
Interest Income -
2013 KC levy Prop 1 Used - _
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused - - _
Beginning Fund Balance 233 11 - - 244
Total Resources 334 71 90 90 585
r Balance Available/(Unfunded Needs) 1 (90) (90) (90) (90) (360)
Estimated
r Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
rI Net Operating Impact
Capital Investment Program-General Government 5-21
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 15 '
2015 through 2020 Importance Ur¢encv Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Irrigation Renovation,Automation and Conservation ,
Project Type: Major Maintenance
Total Anticipated Project Cost: $ 984 Current LOS % Growth %
Project Description:
As part of the Community Services Department's Water Conservation Plan and strategy,upgrading/replacing outdated irrigation systems&replacing solid
state/battery operated irrigation controllers with computerized controllers&water saving devices will reduce water consumption/energy&provide more effective
water delivery to parks,boulevards,public building grounds&transportation ROW projects. Overall costs will be reduced. An aging irrigation system with many
repairs at Kiwanis Park will be replaced in 2016.
Summary of Progress:
In 2012/2013 irrigation automation was completed at the Transit Center,Burnett Avenue,Main Street parking lot and contract landscape maintenance locations.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total '
Expenditures:
Property Acquisition -
Consultant Services - - - - - - -
Major Maintenance 159 15 250 265 265 15 15 984 '
Construction -
Contribution to 1%for Art
Inspection
Project Management '
Equipment Acquisition
Contingencies -
TotalExpenses 159 15 250 265 265 15 15 984
Resources:
User Fee - - - - - - - -
REET
Fuel Tax - - -
Utility Tax 15 250 265
Business License Fee and B&O Tax 30 - - 30
Bond Proceeds -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated '
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 129 - - 129
Total Resources 159 15 250 424
Balance Available/(Unfunded Needs) 1 (265) (265) (15) (15) (560)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease (2) (2) (2) (2) (2) (10)
Net Operating Impact (2) (2) (2) (2) (2) (10) -
Capital Investment Program-General Government 5-22
w
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 16
I15 h 2020(in Importance Urpency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Parks General Major Maintenance
w Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 7,014 Current LOS % Growth %
Project Description:
Major maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below:
r *
Playgrounds,Kiosks and Interpretive Signs-2015 Kiosk at Tiffany Park and replace theplayground;2016 replace the playground at Philip Arnold Park
*Light System Upgrades-2015 Highlands Park walkway;2016 Liberty Park
*Shoreline and Bank Stabilization-2016 Jones Park
*Boundary,Topographic and Site Surveys-2015 Kiwanis Park;2016 Tiffany Park
r� *Fencing,Guardrails,Bullrails,Railings
*Landscape Renovation and Repairs-2015 Heritage Park drainage and Maplewood Roadside drainage
*Structural Reviews and Repairs-2015 trestle bridge repairs
For a more detailed breakdown,refer to the following page.
Summary of Progress:
rlll
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d ProjectTotal
Thru 2013 2014 2015 2016 1017 2018 2019 2010
Expenditures:
Major Maintenance
Playgrounds,Kiosks and Intepretive Signs 11 266 120 120 120 120 120 120 997
r! Light System Upgrades 823 133 100 90 50 110 110 110 1,526
Shoreline and Bank Stabilization 61 100 - 250 250 200 2,000 - 2,861
Boundary,Topographic&Site Surveys 36 33 60 90 100 120 60 60 559
Fencing,Guardrails,Bullrails,Railings 33 - - - - - - - 33
w Landscape Renovation&Repairs - 50 175 75 100 150 - 550
Structural Reviews and Repairs 320 18 100 - 25 - - 25 488
Total Expenses 1,284 600 555 550 620 650 2,440 315 7,014
Resources:
User Fee - - - - _ _ _ _
REET 550 190 555 1,295
Fuel Tax - -
Utility Tax - _
Business License Fee and B&O Tax 361 361
Bond Proceeds
Operating
Grants/Contribution Received
rm Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - _
General Fund Transfer 139 139
r Misc/Transfers 734 - 734
Interest Income -
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - _
Beginning Fund Balance - 410 - - 410
Total Resources 1,284 600 555 500 2,939
Balance Available/(Unfunded Needs) (50) (620) (650) (2,440) (315) (4,075)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - - -
Expenditure Increase/Decrease 14 14 14 14 14 = = 70
Net Operating Impact 114 14 14 14 14 170
Capital Investment Program-General Government 5-23
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM
2015 through 2020 Importance Ur en Combined
Project Priority Score: +
Priority Ranking:
Project Title: Parks General Major Maintenance(continued)
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 7,014 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-2015 Kiosk at Tiffany Park and replace the playground;2016 replace the playground at Philip Arnold Park
*Light System Upgrades-2015 Highlands Park walkway;2016 Liberty Park
*Shoreline and Bank Stabilization-2016 Jones Park '
*Boundary,Topographic and Site Surveys-2015 Kiwanis Park;2016 Tiffany Park
*Fencing,Guardrails,Bullrails,Railings
*Landscape Renovation and Repairs-2015 Heritage Park drainage and Maplewood Roadside drainage
*Structural Reviews and Repairs-2015 trestle bridge repairs
For a more detailed breakdown,refer to the following page.
Summary of Progress:
Major Maintenance Category/Description 2015 2016 2017 2018 2019 2020
Playgrounds,Kiosks and Intepretive Signs
Kiosk and Playground at Tiffany Park 120
Playground at Philip Arnold Park 120
Playground at Teasdale Park 120
Playground at Kiwanis Park 120
Playground at Earlington Park 120
Playgrounds,CR Trail,and Glencoe Park 120
Light System Upgrades
Highlands Park 100
Liberty Park 90 ,
Unidentified 50 110 110 110
Shoreline and Bank Stabilization
Jones Park 250
CR Trail Des/Construction Docs 200
CR Trail Construction 2,000
Unidentified 250
Boundary,Topographic&Site Surveys
Kiwanis Park 60 '
Tiffany Park 90
Honey Creek Philip Arnold 100
May Creek,Kennydale Lions 120
Unidentified 60 60
Landscape Renovation&Repairs
Heritage Park 175
Study 75
Unidentified 100 150 !
Structural Reviews and Repairs
Cedar River Trail Trestle Bridge 100 25 25
Total Parks Major Maintenance 555 1 550 620 650 2,440 315
!
C p Investment
a ital Program-General Government 5-24
g
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 17
2015 through thousands of•• • Importance Ureencv Combined
Project Priority Score: +
Priority Ranking:
Project Title: Parking Lots and Drive Repairs
Project Type: Major Maintenance
Total Anticipated Project Cost: $ 650 Current LOS % Growth %
Project Description:
Parking lot and driveway reconstruction activities to include resurfacing,sealcoating,patching,curb repairs/replacement,drainage improvements,and re-striping
throughout the City's parks and municipal sites(e.g.downtown parking lot). The program is intended to maintain parking areas in a safe and accessible condition.
Repairs are planned for parking lots at Teasdale Park and Houser Way in 2015;Cedar River Trail Park in 2016.
Summary of Progress:
irr
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 1019 2020 Total
rr11 Expenditures:
Property Acquisition -
Consultant Services -
Major Maintenance 100 150 80 80 80 80 80 650
r Construction - - - - _ _ _ _
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - - - _ _ _
Total Expenses 100 150 80 80 80 80 80 650
Resources:
User Fee - - - - _ _ _ _
REET
Fuel Tax
Utility Tax - _
ap Business License Fee and B&O Tax 50 50 100
Bond Proceeds -
Operating
Grants/Contribution Received
r!i Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - -
GeneralFund Transfer 150 80 230
Misc/Transfers - - _
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused - _
Beginning Fund Balance 50 - - - - - - 50
Total Resources 50 100 150 80 380
X11 Balance Available/ Needs
/( ) 50 (80) (80) (80) (80) (270)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
rI Net Operating Impact
Capital Investment Program-General Government 5-25
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 18
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Ball field Renovation Program
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 296 Current LOS 100% Growth %
Project Description:
Ball fields require periodic major renovations to maintain the infrastructure and safety,increase playability and decrease staff time in field preparation. The scope
generally includes field work such as drainage,grading,sodding or seeding,material replacement,backstop replacements and upgrades,player bench area repairs
and upgrades,and bleacher upgrades and replacements. Impacts include a potential increase in revenue for demand to play on higher quality fields and increased
playability during foul weather. In 2015 work is planned for the infield at Cedar River Park and at Kiwanis Park in 2016.
Summary of Progress:
In 2011,funds were used to provide safety upgrades to existing ballfield bleachers throughout the system. '
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 1018 2019 2020 Total '
Expenditures:
Property Acquisition
Consultant Services - - - - -
Major Maintenance 71 50 50 75 50 296
Construction - - - - -
Contribution to 1%for Art
Inspection
Project Management '
Equipment Acquisition
Contingencies - - - -
Total Expenses 71 50 50 75 50 296
Resources: '
User Fee - - - - -
REET
Fuel Tax
Utility Tax -
Business License Fee and B&O Tax 50 50
Bond Proceeds -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated -
General Fund Transfer 50 50 '
Misc/Transfers -
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused '
2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 71 - - 71
Total Resources 71 50 50 171
Balance Available/(Unfunded Needs) 1 (75) (50) (125)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - 2 2 2 2 8
Expenditure Increase/Decrease 2 2 2 2 8
Net Operating Impact 4 4 4 4 16
Capital Investment Program-General Government 5-26
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 19
2015 through 2020(in thousands of dollars) Importance Urgency combined
Project Priority Score: + -
Priority Ranking:
Project Title: Paths,Walks,Patios and Boardwalks
w
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 868 Current LOS % Growth %
Project Description:
ADA accessibility improvements and safety repairs and replacment to include heaving,broken,and settling pathways,trails,sidewalks,patios and boardwalks with
asphalt,concrete,pavers,wood,or other materials in parks and trails. In 2015,the gravel pathway at Highlands Park will be paved to meet ADA guidelines and in
2016 repairs to the steps and sidewalk at Kennydale Beach will be completed.
r
Summary of Progress:
In 2013,ADA sidewalk installation at Teasdale Park and Cedar River Trail safety replacement near the Senior Center were completed. In 2014,ADA walk installation
t!
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - -
Major Maintenance 546 112 130 40 40 868
no Construction - - - - - _
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - - - - - _
Total Expenses 546 112 130 40 40 868
Resources:
r User Fee - - - - _
REET 75 75
Fuel Tax -
Utility Tax - _
r�r Business License Fee and B&O Tax 75 75
Bond Proceeds -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - - -
General Fund Transfer 130 40 170
Misc/Transfers 260 - - 260
Interest Income -
2013 KC levy Prop 1 Used -
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - _
Beginning Fund Balance 211 37 - - 248
Total Resources 546 112 130 40 828
41W Balance Available/(Unfunded Needs) (40) —(4 0)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-27
GENERAL GOVERNMENT INVESTMENT PROGRAM Project Number: 2015 : Importance Combined
ugh
usonds of
Project Priority Score: + -
Priority Ranking:
Project Title: Sports Court Repairs
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 563 Current LOS % Growth %
Project Description:
Safety repairs,replacement,resurfacing,reconstruction,seal-coating,patching,drainage improvements and re-striping existing surfaces at 17 tennis courts and 13
basketball courts throughout the system. Tennis courts at Kiwanis Park and basketball courts at Highlands Park are anticipated in 2015. In 2016,repairs to Coulon
Park and Philip Arnold Park tennis courts are planned.
Summary of Progress:
The Ron Regis Park basketball court was resurfaced in 2013 and the Maplewood Park basketball court will be removed and replaced in 2014.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - -
Major Maintenance 74 59 150 80 50 50 50 50 563 ,
Construction - - -
Contribution to 1%for Art
Inspection
Project Management '
Equipment Acquisition
Contingencies - - - - - - - -
TotalExpenses 74 59 150 80 50 50 50 1 50 563
Resources:
User Fee - - - - - -
REET 40 40
Fuel Tax
Utility Tax -
Business License Fee and B&O Tax 20 20
Bond Proceeds - -
Operating
Grants/Contribution Received ,
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - -
General Fund Transfer 150 80 230
Misc/Transfers - - - r
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused -
Beginning Fund Balance 34 39 - - 73
Total Resources 74 59 150 80 363
Balance Available/(Unfunded Needs) (50) (50) (50) (50) 200 Ir
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-28
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 21
I15 ,20(in Imoortance Ur enc Combined
r
Project Priority Score: + -
Priority Ranking:
Project Title: Habitat Enhancement
r
Project Type:
Total Anticipated Project Cost: $ 100 Current LOS Growth 100%
Project Description:
Funds are used to improve natural area habitats by assessing natural systems,developing recommendations for improvements,providing native plants,working
r with habitat restoration organizations and contractors,controlling invasive plant spread and monitoring to enhance wetland,river,lake,open space and forested
areas of the city. This program maintains habitat monitoring requirements through plant replacements during the 5 year monitoring period and by preventing loss
investments following the end of the monitoring period at 3 locations-May Creek Trail,Cedar River Gabions b/n Bronson and Logan and Riverview Park where
monitoring is required.
r
r
Summary of Progress:
Habitat monitoring commenced along the May Creek Trail in 2013(through 2018)and will commence along the Cedar River Trails gabions in 2014(to 2020)and will
r
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 1019 2020 Total
r Expenditures:
Property Acquisition
Consultant Services
Major Maintenance 25 25 25 25 100
r Construction - - _ _ _
Contribution to 1%for Art
Inspection
Project Management
r Equipment Acquisition
Contingencies - - - - _
Total Expenses 25 25 25 25 100
Resources:
User Fee - - _ _ _
FEET
Fuel Tax
Utility Tax
it Business License Fee and B&O Tax - - - - - - - - -
Bond Proceeds
Operating
Grants/Contribution Received
r Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
r Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused
Beginning Fund Balance _
Total Resources
r Balance Available/(Unfunded Needs) 1 (25) (25) (25) (25) (100)
Estimated
r
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 1017 2018 2019 1020 Total
Revenue Increase/Decrease -
Expenditurelncrease/Decrease
Net Operating Impact
r Capital Investment Program-General Government 5-29
t
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 22
2015 through2020(in thousondsof I• 1 Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:';
Project Title: Tree Maintenance
Project Type: Major Maintenance
Total Anticipated Project Cost: $ 2,662 Current LOS % Growth %
Project Description:
Community Services maintains trees citywide as part of the Urban Forestry Program. Public health,safety&welfare are paramount&account for most
expenditures(high risk tree removal/pruning). $250,000 in 2015&2016 will be used to continue removal of high risk trees and prune trees utilizing contracted tree
service companies. ROW Trees/Sidewalk Safety Repairs addresses public safety when trees begin to displace sidewalks and utilzes a combination of City crews and
contractors.Scheduled work includes Park Avenue N(2015)and North 3rd St. (2016)."Tree Planting"replaces removed trees/plants trees in new locations utilizing
volunteers,crews and contracted services. Summary
of Progress: 2013-sidewalk/tree repairs along Bronson Way N,Main Ave.S.and SE 168th St. 2014-Sidewalk repairs planned on Logan Ave 5,Burnett Ave.5 and SE
Petrovitsky Road.Safety related tree removals and pruning at multiple locations under 3 separate contracts.
Progress Summary:
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Major Maintenance
Tree Safety Pruning and Removal 611 261 215 215 250 250 250 250 2,302
ROW Trees/Sidewalk Safety Repairs - - 35 35 35 35 35 35 210
Tree Planting 25 25 25 25 25 25 150
Construction - - - - - - - - -
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition - - -
TotalExpenses 611 261 275 275 310 310 310 310 2,662
Resources:
User Fee - - - - - - - -
REET
Fuel Tax - - -
Utility Tax 15 100 - - 115
Business License Fee and B&O Tax - - 275 211 486
Bond Proceeds - - -
Operating ,
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer
Misc/Transfers 117 117
Interest Income - -
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - - r
Beginning Fund Balance 479 161 - - 640
Total Resources 611 261 275 211 1,358
Balance Available/(Unfunded Needs) (0) - (64) (310) (310) (310) (310) (1,304)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Totals
Revenue Increase/Decrease
Expenditure Increase/Decrease -
Net Operating Impact - - - - - -
Capital Investment Program-General Government 5-30
r
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 23
2015 through 2020(in thousands of dollars) Importance Urgency combined
Project Priority Score: + -
Priority Ranking:
Project Title: Transportation Landscape Improvements
■r
Project Type:
Total Anticipated Project Cost: $ 750 Current LOS Growth 100%
Project Description:
Funds the design and construction of new landscaping and irrigation improvements whenever an existing city street is being designed and constructed with specific
'r transportation grant funding that does not allow the use of irrigation. Street ROW landscaping enhances community livability,improves water quality,diffuses
heat,slows traffic,and increases the economic value of the surrounding area.
r
r
Summary of Progress:
This is a Placeholder for TIB grant funded projects that disallows irrigation. In 2015 and beyond,landscape improvements on Logan Avenue will not include
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - - - - - _
Consultant Services 25 25 50 50 50 50 250
Major Maintenance 50 50 100 100 100 100 500
Construction - - - - - _ _
Contribution to 1%for Art
Inspection
Project Management
i Equipment Acquisition
Contingencies - - - - - - _
Total Expenses 75 75 150 150 150 150 750
Resources:
r User Fee - - -
REET
Fuel Tax -
Utility Tax 75 75 150
Business License Fee and B&O Tax - - -
Bond Proceeds
Operating
Grants/Contribution Received
ar Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance - -
TotalResources 75 75 150
rl1 Balance Available/(Unfunded Needs) 1 (150) (150) (150) (150) (600)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
r Net Operating Impact
IIf Capital Investment Program-General Government 5-31
r
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 24
2015 through 2020 i Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Senior Center Kitchen Remodel
Project Type: Construction and Remodel
Total Anticipated Project Cost: $ 960 Current LOS Growth 100%
Project Description:
The Senior Center kitchen is very heavily used. All of the existing appliances need to be replaced. There are some adjacency and work flow shortcomings with the
current layout. The walk-in freezer and cooler need to be relocated to improve efficiency and capacity for larger events. The janitor closet is also in an awkward
location that needs more separation for health and safety improvement purposes. There is a small building footprint extension involved with this project.
Summary of Progress:
We used Clevenger Associates,a well-known commercial kitchen design firm,to help us create the project scope and equipment evaluation a number of years ago.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition - -
Consultant Services 40 40
Major Maintenance - - - ,
Construction 845 845
Contribution to 1%for Art
Inspection - -
Project Management - -
Equipment Acquisition 75 75
Contingencies - - -
Total Expenses 40 920 960
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax - -
Business License Fee and B&O Tax 40 40
Bond Proceeds - -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Tra n sfe rs r
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance - -
TotalResources 40 40
Balance Available/(Unfunded Needs) 1 (920) (920)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project r
Thru 1013 2014 2015 2016 1017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-32
r
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 25
2015 through 2020(in thousonds of dollars) Importance urgency Combined
r
Project Priority Score: + -
Priority Ranking:
Project Title: Matching Funds for Renton History Museum Lobby Renovation
r Project Type: Major Maintenance
Total Anticipated Project Cost: $ 30 Current LOS %Growth 100%
Project Description:
The Renton History Museum is located in the City-owned 1942 Renton Fire Station No.1,a historic building that was constructed as Renton's first dedicated fire station.The
r Museum's 166 sq ft lobby welcomes about 3,500 visitors a year;it is the welcoming place for all visitors and researchers,the staging point for school tours,and also serves as
the Museum's small gift shop.The lobby's fixtures and finishes have not been updated since the building was converted for use as a museum 30 years ago.Interviews with
members of the public during the Museum Master Plan process revealed that the public finds the lobby"cramped"and"out-of-date,"and fundraising consultants The
Collins Group gave the"highest priority"to"making capital improvements to increase visibility and demonstrate progress"before a capital campaign begins.The Collins
Group determined that improving the lobby is"a pre-requisite to expanding the museum's audience and position in the community." The Renton Historical Society proposes
to update and refresh the lobby to create a more intuitive traffic pattern for visitors;improve the appearance of the lobby and obscure unattractive office areas;and
introduce Renton history using video,audio,and historic objects.These improvements would include:refreshing paint,floor covering,and fixtures;install energy-efficient
lighting;update electrical and wifi connections for a point-of-sale system and interactives;and replace non-ADA compliant doors.In addition,the lobby will be reconfigured
r as a better space for an introduction to the history of Renton,with space for changing banners,a video screen for films and slide shows,and cases to showcase objects. The
Facilities Denartment is reauestine S15.000 matchine funds of the total 530.000 cost of the oroiect.which would cover time and materials for this oroiect in a Citv-owned
Summary of Progress:
A committee of the Renton Historical Society Board of Trustees,Facilities and other City staff,and community members spent six months in 2012 formulating the
r
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance 30 30
Construction - _
Contribution to 1%for Art
Inspection
Project Management
r Equipment Acquisition
Contingencies - _
Total Expenses 30 30
Resources:
r User Fee - _
REET
Fuel Tax
Utility Tax 15 15
Business License Fee and B&O Tax -
Bond Proceeds
Operating - _
Grants/Contribution Received 2 2
r Mitigation Funds Received - _
Grants/Contribution Anticipated 14 14
Mitigation Funds Anticipated - _
General Fund Transfer
r Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
r 2007 KC levy Prop 2 Unused
Beginning Fund Balance -
TotalResources 30 30
r Balance Available/(Unfunded Needs)
Estimated
r Impact on Operating Funds Life to Date Year End Adopted Pro j d
e c t e Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
r -
r Capital Investment Program-General Government 5-33
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 26
2015 through2020thousandsof 11 I Importance Urgency Combined
Project Priority Score: + ,,
Priority Ranking:
Project Title: Henry Moses Aquatic Center
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 1,657 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. Issues with cracks or fractures in the Lap Pool gutter wall were resolved
Estimated
CIP Expenditures&Resources Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total ,
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - - - - - - - - -
Construction 831 106 120 120 120 120 120 120 1,657
Contribution tot%for Art - - - - - - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
TotalExpenses 831 106 120 120 120 120 120 120 1,657
Resources:
User Fee - - - - - - - -
REET 85 60 145
Fuel Tax - - -
Utility Tax - -
Business License Fee and B&O Tax 35 35
Bond Proceeds - -
Operating
Grants/Contribution Received
Mitigation Funds Received r
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - -
General Fund Transfer 120 120 240
Misc/Transfers - - -
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - - r
Beginning Fund Balance 711 46 - - 757
Total Resources 831 106 120 120 1,177
Balance Available/(Unfunded Needs) (120) (120) (120) (120) (480)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact - I - - - -
Capital Investment Program-General Government 5-34
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 27
through thousands of dollars) Importance Ur en Combined
i
Project Priority Score: +
Priority Ranking:
Project Title: Renton Community Center Improvements
UW Project Type: Major Maintenance
Total Anticipated Project Cost: $ 120 Current LOS Growth 100%
Project Description:
The Reception counter at the Community Center does not incorporate ADA design,re-design and implementation proposed for 2016($25k). The roof ridge needs
r to be extended to prevent leaks($24,000);the locker rooms need to be reconfigured with more benches and few lockers due to a change in use patterns($13,000).
In addition,various equipment has been worn and need to be replaced:gym bleachers($18,000),event carpeting($20,000),folding banquet tables with worn
locking mechanisms($20,000)
r
>rll�
Summary of Progress:
■I!
Life to Date Estimated P r o j e c t e d
CIP Expenditures&Resources Year End Adopted Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
s
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - _
Construction 62 62
Contribution to 1%for Art -
Inspection
Project Management - -
Equipment Acquisition 58 58
Contingencies - -
TotalExpenses 120 120
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Ir Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer 120 120
i Misc/Transfers - -
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance - -
TotalResources 120 120
r1�r Balance Available/(Unfunded Needs)
Life to Date Estimated P r o j e c t e d
Impact on Operating Funds Year End Adopted Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-35
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 28
2015 through 2020 dollars) Importance Ur¢encv Combined
Project Priority Score: +
Priority Ranking:
Project Title: City Hall Lobby Remodel
Project Type: Remodel and Construction
Total Anticipated Project Cost: $250,000 $ 500 Current LOS Growth 100%
Project Description:
The current configuration of the RCH lobby is not particularly user-friendly. Volunteer staff is tucked into a detent in the wall and are not obviously there to support
visitors. There are many days of the year when the wind blows through the lobby every time a door is opened. The door systems are worn and difficult to maintain.
The lighting and finishes are dated. The new configuration would add an airlock extending under the building overhang to the west,provide a centrally-located
reception desk area for the volunteers,update building messaging,the lighting and the finishes. The glass door system would be replaced with a more functional
storefront assembly. This project would also include minor modifications to the hallway and entry to the Mayor's Office on the 7th floor,making the entry more
obvious and welcoming by removal of some false wall areas and using a glass entry with sidelights.
Summary of Progress:
The project was designed several years ago,but postponed for budgetary reasons. ,
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - - -
Construction 250 250 500
Contribution to 1%for Art
Inspection - - -
Project Management
Equipment Acquisition
Contingencies - - -
Total Expenses 250 250 500
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused r
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (250) (250) (500)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease 14 14 14 14 14 70
Net Operating Impact 14 1 14 14 1 14 14 70
Capital Investment Program-General Government 5-36 ,
i
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 29
12015 through thousondsof dollars) Importance ur en Combined
i
Project Priority Score: + -
Priority Ranking:
Project Title: City Hall Carpet Replacement
Project Type: Construction
Total Anticipated Project Cost: $500,000 $ 500 Current LOS Growth 100%
Project Description:
The City has occupied City Hall since 1998 and the carpet is original. While it has been cleaned and maintained regularly with specialized equipment,it is showing a
r� lot of wear,particularly in high traffic,public acceess areas. We have no more replacement squares to substitute in worn areas. The original carpet was installed
before the systems furniture was placed,at an installed cost of$37 per yard. Replacement carpet installation can be performed with the furniture remaining in
place by specialized installers,although it is necessarily more complex than an open space installation. We have roughly 10,000 square yards in place on the six
floors that the City occupies. We used a place holder of$50 per installed yard on the basis of a slightly higher quality(denser weave)carpet tile,but costs vary
significantly within a typical range of$37-$70 per installed yard. There have been significant technological improvements in carpet fibers and manufacturing
techniques in the last decade,so better quality and ease of cleaning can be expected with a new installation. This project can be divided into segments if necessary,
but an extended installation of several years will affect the price.
Summary of Progress:
i
Life to Date Estimated P r o j e c t e d
CIP Expenditures&Resources Year End Adopted Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
r Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance - - _
i Construction 250 250 500
Contribution to 1%for Art
Inspection - - _
Project Management
Equipment Acquisition
Contingencies - - -
Total Expenses 250 250 500
Resources:
i User Fee - _
REET
Fuel Tax
Utility Tax
r Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
r Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) (250) (250) (500)
Life to Date Estimated P r o j e c t e d
a
Impact on Operating Funds Year End Adopted Project
Thru 2013 2014 2015 1 2016 2017 1 2018 1 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease 14 14 14 14 14 70
iI Net Operating Impact 14 1 14 14 14 14 70
Capital Investment Program-General Government 5-37
1
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 30
2015 through 2020dollars) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: City Hall Roof
Project Type: Remodel and Construction
Total Anticipated Project Cost: $ 380 Current LOS Growth 100%
Project Description:
The roof on City Hall is original to the building(1986)and has exceeded the normal life expectancy for a roof of its type by 9 years. It was properly installed and has
been well-maintained over the years. The roof is inspected quarterly and tested weekly when it is lightly flooded as part of the sprinkler system testing program.
(ROM ESTIMATE)
Summary of Progress:
Traffic pads were replaced a number of years ago. These pads prevent potential leaks from roof-top worker damage.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services 5 5
Major Maintenance - -
Construction 375 375
Contribution to 1%for Art
Inspection - -
Project Management '
Equipment Acquisition
Contingencies - -
TotalExpenses 380 380
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received W
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused i
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (380) (380)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease 14 14 14 14 14 70
Net Operating Impact 14 14 14 14 14 70
Capital Investment Program-General Government 5-38
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 31
2015 through 2020(in thousonds of dollars) Importance Ureem Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Building Permit Area Reconfiguration
r
Project Type: Remodel and Construction
Total Anticipated Project Cost: $ 280 Current LOS Growth 100%
Project Description:
The Permit division of CED needs a major reconfiguration to allow improved public access and staff support. This area on the Sixth Floor of City Hall has maintained
its original layout(1999)while the procedures and methods for permit review have changed entirely. Rather than expedite services,the front counter is a pinch
point for customers. Applicants should have direct access to the various types of permit reviewers,there should be a number of kiosks for on-line permit
application,and staff will serve the public better by providing technical support for the on-line process. Most of the other municipalities in the area are already
responding to public service in this way. The area of reconfiguration would be the existing self-help area-which is still oriented to paper-based materials;all of the
r cubicles along the west wall of the area,the front desk area,and the mylar storage/reproduction area.
s
Summary of Progress:
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition - -
Consultant Services 30 30
Major Maintenance - - _
Construction 150 100 250
Contribution to 1%for Art -
Inspection
Project Management
Equipment Acquisition
Contingencies - - _
Total Expenses 180 100 280
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Irr Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - -
GeneralFund Transfer 180 100 280
Misc/Transfers - - _
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources 180 100 280
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 1 2018 1 2019 1 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-39
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 32
2015 through 2020 idollars) Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Community Services Maintenance Shops Rehab
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 573 Current LOS 100% Growth 0%
Project Description:
The original intent was to replace the three existing maintenance shops with a new combined Maintenance Shop. Maintenance of the existing shops was deferred.
It now appears that we will be using these shops for some time and the maintenance can no longer be put off.
The scope of work for these buildings involves roof replacement(two of the three are recent),HVAC equipment replacement,lighting upgrades,replacement
furnishings,new flooring and finishes. The energy-related portions of this work will qualify for partial funding by PSE grants.
The maintenance shop on Bronson Way also requires some landscape and appearance upgrades to meet the zoning standards. It currently operates under an
annually-renewed temporary operating permit.
Summary of Progress:
The Facilities Shop and the North Parks Shop had their HVAC systems upgraded in 2011.The same year,both buildings were repainted. In 2012,the Facilities Shop received a new roof.The North Parks Shops
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance - - - -
Construction 223 100 160 90 573
Contribution to 1%for Art - - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - - - -
Total Expenses 223 100 160 90 573
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax - -
Business License Fee and B&O Tax 100 100
Bond Proceeds - -
Operating
Grants/Contribution Received
Mitigation Funds Received !
Grants/Contribution Anticipated
Mitigation Funds Anticipated - - -
General Fund Transfer 160 90 250
Misc/Transfers - - - 11D
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - - -
Beginning Fund Balance 223 100 - - 323
Total Resources 323 100 160 90 673
Balance Available/(Unfunded Needs) 1100 -
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r a j e c t e d Project r
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease (5) (5)
Net Operating Impact (5) (5)
Capital Investment Program-General Government 5-40
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 33
2015 through 2020(in thousonds of dollars) Importance Urzencv Combined
Project Priority Score: +
Priority Ranking:
Project Title: Public Works Sign Shop Expansion
r
Project Type: Construction
Total Anticipated Project Cost: $ 182 Current LOS Growth 100%
Project Description:
Growth in workload has created a need for additional floor space for the sign shop. The construction would be a simple steel panel construction with minimal
i partitions,windows and doors. It would be a single story addition to the side of the existing sign shop in the Public Works complex.
rr
aee
Summary of Progress:
A basic design was providing for preliminary estimating,and the figure shown is based on unit cost pricing for buildings of its type.
a
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2010 Total
! Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - _
Construction 182 182
Contribution to 1%for Art
Inspection - _
Project Management
Equipment Acquisition
Contingencies - _
Total Expenses 182 182
Resources:
User Fee _
REET
Fuel Tax
Utility Tax -
a! Business License Fee and B&O Tax 81 81
Bond Proceeds -
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer 101 101
ire Misc/Transfers - _
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
s 2007 KC levy Prop 2 Unused
Beginning Fund Balance - _
Total Resources 182 182
rI� Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
r•
Thru 2013 2014 2015 1 2016 2017 2018 2019 1020 Total
Revenue Increase/Decrease -
Expenditurelncrease/Decrease 3 3 3 3 3 3 18
Net Operating Impact 3 3 3 3 3 3 1 18
rf Capital Investment Program-General Government 5-41
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 34
2015 through 2020 Importance Urzen Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Leased Facilities
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 1,467 Current LOS % Growth %
Project Description:
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 maybe 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
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - -
Major Maintenance 1,263 204 1,467
Construction - - -
Contribution to 1%for Art
Inspection -
Project Management
Equipment Acquisition
Contingencies - - -
Total Expenses 1,263 204 1,467
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds - - -
Operating 529 204 733
Grants/Contribution Received 734 - 734
Mitigation Funds Received - - 4w
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources 1,263 204 1,467
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total r
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
•
Capital Investment Program-General Government 5-42
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 35
I15 through I20(in thousands of dollors) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Downtown Wayfinding
Project Type: Development
Total Anticipated Project Cost: $ 621 Current LOS 100%Growth
Project Description:
Signage to provide clear,consistent directions for auto and pedestrian traffic to various destinations,attractions,and landmarks. A wayfinding system may include
gateway features,directional signs,kioks,and banners in a unified manner,enhancing the area's unique identity and creating artistic elements in Downtown. The
system will help residents,employees,businesses,and visitors feel more comfortable and confident about coming to and navigating around Downtown,whether it
is for shopping,dining,culture,and/or entertainment. Before implementation,there will be a review,update of the previously approved signage to ensure they still
meet the needs of downtown redevelopment.
aw
Summary of Progress:
Design of the entire wayfinding system was completed in 2008. Fabrication and installation of the system's Phase I occurred in 2009,and consisted of advance directional signs to lin
r
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
us Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - _ _
ow Construction 171 100 100 250 621
Contribution to 1%for Art - - _ _
Inspection
Project Management
i Equipment Acquisition
Contingencies - _ _
Total Expenses 171 100 100 250 621
Resources:
r User Fee - - - _
REET 39 39
Fuel Tax
Utility Tax 154 154
rnr Business License Fee and B&O Tax
Bond Proceeds -
Operating 171 171
Grants/Contribution Received - _
wo Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers _
Interest Income 7 7
2013 KC levy Prop 1 Used - _
2013 KC levy Prop 1 Unused
s 2007 KC levy Prop 2 Unused
Beginning Fund Balance - _ _
Total Resources 171 161 39 371
TAW Balance Available/(Unfunded Needs) 61 (61) (250) (250)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 1 2018 1 2019 2020 Total
Revenue Increase/Decrease -
Expenditure lncrease/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-43
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Importance Urgency
Number: Combined 2015 through 2020(in . . . .. .
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Project Priority Score: + _
Priority Ranking:
Project Title: Benson/Cascade Park
Project Type:
Total Anticipated Project Cost: $ 250 Current LOS Growth 100%
Project Description:
Master planning and preliminary environmental assessment for a future park and community center in the Benson Hill neighborhood in the vicinity of the Cascade
Shopping Center as identified in the Parks,Recreation and Natural Areas Plan.
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Summary of Progress:
This project was identified as a citywide#5 priority in the Parks,Recreation,and Natural Areas Plan(2011).
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services 250 250
Major Maintenance -
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies "
Total Expenses 250 250
Resources:
User Fee "
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (250) (250)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-44
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 37
2015 • ► thousandsof dollars) Importance Ur¢encv Combined
Project Priority Score: _
Priority Ranking:
Project Title: Parks,Recreation and Open Space Plan
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 338 Current LOS % Growth %
Project Description:
The Parks,Recreation,and Natural Areas Plan is a 20-year vision for parks,recreation facilities,programming and natural areas. The Plan describes current and
°s future needs and identifies policies,implementation strategies and an investment program for a livable community and is the blueprint for planning,acquisition and
development. In order to maintain WWRP grant eligibility(and other grant sources),the Plan needs to be updated every six years. This budget request is to refresh
the plan,including a new statistically valid survey. It will take one year to update the current plan which expires in 2017.
Summary of Progress:
The Parks,Recreation and Natural Resources Plan was completed and adopted by City Council in 2011.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 213 125 338
Major Maintenance - - -
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total Expenses 213 125 338
Resources:
User Fee - - -
REET 175 175
Fuel Tax - -
Utility Tax - -
Business License Fee and B&O Tax 125 125
Bond Proceeds - -
Operating
Grants/Contribution Received
�r Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
MW Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
s 2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 38 38
Total Resources 213 125 338
Balance Available/(Unfunded Needs) (0)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
�r Capital Investment Program-General Government 5-45
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 38
2015 through2020thousandsof dollars) Importance Ur¢encv Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Park Master Planning
Project Type: Development and Major Maintenance
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 item was introduced in 2008 and is included as recommendations for identified park facilities in the adopted Parks,Recreation and Natural Areas Plan(2011).
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance - - - -
Construction 90 90 90 90 360
Contribution tot%for Art - - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - - - -
TotalExpenses 90 90 90 90 360
Resources:
User Fee - - - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (90) (90) (90) (90) (360)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-46
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 39
2015 through2020thousandsof dollars) Importance Ur¢encv Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Integrated Pest Management Program
UWProject Type: Development and Major Maintenance
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.
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Summary of Progress:
This is being re-programmed to 2017 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan.
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Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
ra
Expenditures:
Property Acquisition - - -
Consultant Services 100 100
Major Maintenance - -
a Construction
Contribution to 1%for Art
Inspection
Project Management
r Equipment Acquisition
Contingencies -
Total Expenses 100 100
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
l� Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
r Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
■s Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused -
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs) 1 (100) 100
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
= Capital Investment Program-General Government 5-47
G/NERAGOVEugh RNMENT WITAL INV(in thousands of ESTMENT PROGRAM roject Number: 4015 : ImportanceCombined
Project Priority Score:
Priority Ranking:
Project Title: Trails and Bike Master Plan
Project Type: Remodel&Construction
Total Anticipated Project Cost: $ 50 Current LOS Growth 100%
Project Description:
Update to the adopted 2009 Trails and Bike Master Plan which expires in 2016.In order to maintain WWRP grant eligibility,the plan is required to be updated and
certified every six years. The City also uses the plan to obtain KC Conservation Futures and transportation grants.Public Works to contribute 50%of the$100,000
cost for consultant services.The adopted Parks,Recreation and Natural Areas Plan;City Center Community Plan;and the Benson Hill Community Plan recommend
implementing the Trails and Bicycle Plan. Policy language(per the Citywide Comprehensive Plan Update),community planning areas,a demand and needs analysis ,
and new trails such as the East Side Trail Corridor are elements that are currently not included in the existing plan.
i
Summary of Progress:
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 50 50
Major Maintenance - -
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies
Total Expenses 50 50
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&C,Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
General Fund Transfer 50 50
M isc/Transfers - -
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance - -
Total Resources 50 50
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 201.9 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Operating Impact - vp
Capital Investment Program-General Government 5-48 W
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GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 41
2015 through of dollars) Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Capital Project Coordination
r Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 960 Current LOS % Growth %
Project Description:
To reimburse Parks capital project planning,coordination,and management costs paid by Fund 001.
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Summary of Progress:
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Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
r� Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance
r Construction
Contribution to 1%for Art
Inspection - - - - - - - - -
Project Management 332 75 81 85 90 94 99 104 960
aw Equipment Acquisition - - - - - - - - -
Contingencies - - - - - - - - -
Total Expenses 332 75 81 85 90 94 99 104 960
Resources:
VW User Fee - - - - - - - - -
REET
Fuel Tax - - -
Utility Tax 75 81 - 156
r Business License Fee and B&O Tax 80 80
Bond Proceeds -
Operating - - -
Grants/Contribution Received
r Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
r Misc/Transfers - -
Interest Income 5 5
2013 KC levy Prop 1 Used - -
2013 KC levy Prop 1 Unused
�+ 2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 332 - - - 332
Total Resources 332 75 81 85 573
r Balance Available/(Unfunded Needs) 1 (0) (90) (94) (99) (104) (387)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
r Net Operating Impact
r Capital Investment Program-General Government 5-49
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 42
2015 through2020thousandsof dollars) Importance Urgency Combined
Project Priority Score:
Priority Ranking:
Project Title: Limited Term Capital Project Coordinator
Project Type:
Total Anticipated Project Cost: $ - Current LOS Growth 100%
Project Description:
New two year,regular,full-time,limited term position that will assist staff with the backlog of safety and infra-structure-related capital improvement projects. The
back-log is primarily due to the location of the projects along major bodies of water,federal/state/county/local/tribal regulatory and permitting requirements,
environmental constraints and the related time required to work through environmental processes. The position will administer consultant&construction
contracts,coordinate project design&construction elements,manage the public bid process including performing the bid analysis,process change order requests,
perform inspection of projects under construction,review payment requests and perform project closeout. Operating impacts include supplies for office set up and
annual maintenance.
1
Summary of Progress:
Temporarily replaces Capital Project Coordinator position eliminated in 2005.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 1015 1016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies
Total Expenses
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
i
Capital Investment Program-General Government 5-50
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 43
12015 through 2020(in thousands of dollars) Importance Ur¢en Combined
VW
Project Priority Score: + -
Priority Ranking:
Project Title: Limited Term Certified Arborist
Project Type: Major Maintenance
Total Anticipated Project Cost: $ - Current LOS Growth 100%
Project Description:
Increased demand by Renton residents,City departments and outside organizations regarding safety-related tree requests and information has occured since
Council's approval of the Urban and Community Forestry Development Plan(2009).An outside contractor was hired during 2013 to inspect requests for service
backlogged from 2010 and to prioritize safety-related work including hazard tree removals. During 2013/2014,an additional 600 requests for service were received,
inspected or completed involving over 3,000 trees. This new limited term position will assist staff with back-logged work and receiving requests,performing tree
inspections,prioritizing safety-related work and processing work orders citywide.
Jnr
Summary of Progress:
a
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2010 Total
w Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
r Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies
Total Expenses
Resources:
User Fee
REET
Fuel Tax
Utility Tax
s Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
! Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
nr Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
s 2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs)
Estimated
■r
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2010 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
_ Net Operating Impact
w Capital Investment Program-General Government 5-51
GENERAL15 GOVEI GOVERNMENT CAPITAL INV(in thousonds of ESTMENT PROGRAM Importance
Number:nc Combined
Priority
ugh
Project Priority Score: + -
Priority Ranking:
Project Title: Grant Matching Program
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 211 Current LOS % Growth %
Project Description:
The City annually appropriates funds to the Community Services Department to be available for unforeseen building facility,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 the Washington Department of Natural Resources. Expenditure of these monies must have specific Council approval.
Summary of Progress:
In 2014,$38,817 was identified to offset potential increased expenditures related to the FEMA Grant for the Cedar River Gabion Repair Project.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - -
Major Maintenance 211 211
Construction - -
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total Expenses 211 211
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
M isc/Tra n sfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused - -
Beginning Fund Balance 211 211
Total Resources 211 211
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-52
W1
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 45
2015 • • thousandsof•• • Importance Ur¢encv Combined
r
Project Priority Score: +
Priority Ranking:
Project Title: Disaster Repairs
Project Type: Remodel&Construction
Total Anticipated Project Cost: $ - Current LOS Growth 100%
Project Description:
Unpredictable events occur that result in significant repair costs to the Community Services Department's assets.Project funds are used for disaster events
whenever damage occurs. Events such as floods,windstorms,earthquakes,and the like require an immediate response to make repairs and restore pre-existing
conditions.
sm
Summary of Progress:
The Cedar River Gabion Project was approved for construction in 2014(2009 flood damage). 5 years of habitat monitoring to 2020 is required.
w
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
• Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
r Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition
Contingencies
Total Expenses
Resources:
User Fee
REET
} Fuel Tax
Utility Tax
is Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
l Mitigation Funds Anticipated
General Fund Transfer
v Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 Unused
Beginning Fund Balance
Total Resources
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease = 8 8 8 8 8 38
Net Operating Impact 18 8 8 8 8 1 38
Capital Investment Program-General Government 5-53
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 46
2015 through of dollars) Importance uraency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: 2007 KC Levy Fund
x
Project Type: Acquisition
Total Anticipated Project Cost: $ 1,112 Current LOS % Growth %
Project Description:
King County voters approved a six-year levy for open space and trail acquisition and development through 2013. 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.
»
Summary of Progress:
During 2013,$427,432 was expended for the May Creek Trail construction,the Tiffany/Cascade Park Connector, the Cedar River Trail turn-back and parcel
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total ,
Expenditures:
Property Acquisition 653 653
Consultant Services - -
Major Maintenance
Construction
Contribution to 1%for Art
Inspection
Project Management
Equipment Acquisition - -
Earmarked - 459 459
Total Expenses 653 459 1,112
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax s
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used - -
2013 KC levy Prop 1 Unused
2007 KC levy Prop 2 1,112 - 1,112
Beginning Fund Balance - 459 459
Total Resources 1,112 459 1,571
Balance Available/(Unfunded Needs) 459 (459)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Operating Impact
Capital Investment Program-General Government 5-54
GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM Project Number: 47
2015 through 2020(in thousands of dollors) Importance Urgency Combined
>r
Project Priority Score: +
Priority Ranking:
Project Title: 2013 KC Proposition 1 Parks Levy Fund
Project Type: Development and Major Maintenance
Total Anticipated Project Cost: $ 591 Current LOS Growth 100%
Project Description:
King County voters approved a six-year levy for the repair,replacement,improvement,and expansion or acquisition of parks,open space,trails and recreation
opportunities. The funding will be allocated to appropriate eligible projects and the maintenance and operating costs will be incorporated in these projects when
funded. Funding under this project will continue from 2014 through 2019.
Summary of Progress:
Funds continue to be collected for 2014 with a total of$197,771 by year's end less KC administration fees.
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Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction
Contribution to 1%for Art
Inspection
Project Management
W Equipment Acquisition - - - - - -
Earmarked,KC Levy 197 (197) 197 197 197 591
Total Expenses 197 (197) 197 197 197 591
Resources:
,= User Fee - - - - - -
REET
Fuel Tax
Utility Tax
Business License Fee and B&O Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
General Fund Transfer
Misc/Transfers
Interest Income
2013 KC levy Prop 1 Used - - - - - -
2013 KC levy Prop 1 Unused 197 (197) 197 197 197 591
we 2007 KC levy Prop 2 Unused - - - - - -
Beginning Fund Balance - - - - - -
Total Resources 197 (197)1 1 197 1 197 1 197 1 591
Balance Available/(Unfunded Needs)
Estimated
r•
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2010 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
rr Net Operating Impact
r Capital Investment Program-General Government 5-55
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Capital Investment Program-General Government 5-56
Fund 501-Equipment Rental Fund
2015-2016 Vehicle Acquisitions/Replacements
2015 2016
Charge Equipment Original Year Replacement Replacement
Dept Assigned Code Number Make Model Description Cost Puchased Life Cost Cost
Police Admin Poo102 A428 FORD CROWN VICTORIA STANDARD 22,796 2005 4 45,500
Police Admin Poo102 A404 FORD TAURUS COMPACT 17,858 2001 3 45,500 -
Police Admin Poo102 A455A DMCH CHARGER STANDARD 24,558 2008 4 - 46,500
Police Traffic Poo107 M051 HDMC FLHTP DOM MOTORCYCLE 18,047 2007 4 30,000 -
Police Patrol Poo108 A416 FORD CROWN VICTORIA POLICE CRU 22,834 2002 3 45,500 -
Police Patrol Poo108 A446 FORD CROWN VICTORIA POLICE CRU 23,129 2006 4 45,500 -
Police Patrol Poo108 A452A DMCH CHARGER POLICE CRU 38,056 2008 4 45,500
Police Patrol Poo108 A453A DMCH CHARGER POLICE CRU 38,056 2008 4 45,500 -
Police Patrol Poo108 A442 FORD CROWN VICTORIA POLICE CRU 23,129 2006 4 45,500 -
Police Patrol Poo108 B112 FORD EXPEDITION UTIL VEH FULL 27,394 2003 8 45,500 -
Police Patrol Poo108 B144 FORD EXPEDITION UTIL VEH FULL 27,970 2008 8 45,500 -
Police Patrol PooIO8 8137A FORD EXPEDITION UTIL VEH FULL 27,970 2008 8 45,500 -
Police Patrol Poo108 A462 DMCH CHARGER POLICE CRU 38,056 2008 4 - 46,500
Police Patrol Poo108 A465 DMCH CHARGER POLICE CRU 38,056 2008 4 - 46,500
Police Patrol Poo108 A470A DMCH CHARGER POLICE CRU 37,826 2008 4 - 46,500
INK Police Patrol PoolOg A448 DMCH CHARGER POLICE CRU 24,679 2007 4 - 46,500
Police Patrol Poo108 A456A DMCH CHARGER STANDARD 24,372 2008 4 - 46,500
Police K9 Poo109 NEW CHEV TAHOE UTIL VEH FULL - NEW 8 60,000 -
PublicWorks--Street Poo125 E103 CASE 580SL BACKHOE 77,193 2000 10 120,000 -
PublicWorks--Street Poo125 D091 DMCH 3500 1TON DUMP 28,451 1999 10 55,000 -
PublicWorks--Street Poo125 E111 LYTN D550 ASPHALT DISTRIBUTOR 45,909 2006 10 75,000 -
PublicWorks--Street Poo125 NEW NEW SNOWPLOW SNOWPLOW - NEW 20 11,000 -
PublicWorks--Street Poo125 NEW NEW SANDER SANDER - NEW 15 20,000
Public Works--Street Pool25 E080 CTPL 1T28B LOADER 73,055 1992 10 - 170,000
PublicWorks--Street Pool25 5149 N/A SANDER SANDER 1,623 1980 10 - 19,000
PublicWorks--Street Pool25 D081 GMCX TOPKICK FLUSHER 33,542 1991 10 - 65,000
` Public WorksSurfaceWater Poo126 E121 INTE VACTOR VACTOR 292,740 2009 4 425,000 -
Public Works--Surface Water Poo126 C217 FORD F250 PU 3/4 TON 24,946 2002 8 55,000 -
PublicWorks--Surface Water Poo126 E091 CASE 580SL BACKHOE 74,667 1996 15 - 120,000
Public Works--Wastewater Poo142 D082 FORD F450 1 TON SVC BODY 26,113 1997 10 75,000 -
Public Works--Wastewater Pco142 0187 FORD RANGER PU COMPACT 18,308 1999 8 25,000 -
Public Works--Water Poo127 E096 HYST H80XL FORKLIFT 27,476 1994 15 30,000
Public Works--Water Poo127 C169 FORD PU PU 1/2 TON 13,378 1995 8 24,000 -
Pu2c Works--Water Poo127 D095 CHEV 3500 1 TON SVC BODY 26,268 2000 15 50,000 -
Public Works--Water Poo D075 FORD F450 1 TON SVC BODY 18,870 1994 10 - 60,000
Community Services Parks Pool31 P115 SEAT SPRAYER SPRAY UNIT 4,788 1999 10 7,000 -
Community Services Parks Pool31 C191 GMCX SONOMA PU COMPACT 15,761 1999 8 23,000 -
Community Services Parks Pool31 C202 CHEV SONOMA PU COMPACT 15,760 2001 8 23,000
Community Services Parks Pool31 C179 GMCX S15 PU COMPACT 12,713 1997 8 23,000 -
Community Services Parks Pool31 P058 SMTH NONE COMPRESSOR 8,269 1988 5 12,000
Community Services Parks Pool31 P108 SMCO SWEEPSTAR 60 SWEEPER,LEAF,TOWED 19,494 1999 7 35,000 -
CommunityServicesParks Pool31 P090 1NDR F1145 MOWER 15,334 1997 10 55,000 -
Community Services Parks Pool31 P129 TORO 4000 MOWER,RIDING 46,546 2004 5 65,000 -
Community Services Parks Pool31 C199 CHEV PU PU 3/4 TON 24,574 2000 8 55,000 -
Community Services Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517 2001 8 23,000 -
Community Services Parks Pool31 0209 GMCX SONOMA PU COMPACT 15,348 2002 8 23,000 -
Community Services Parks PooI31 NEW NEW STUMP GRINDER STUMP GRINDER - NEW 6 20,000 -
Community Services Parks Poo 31 D078 FORD PU PU 1 TON 16,900 1995 15 - 40,000
Community Services Parks Pool31 D086 FORD F350 1 TON FLATBED 18,267 1997 10 - 55,000
Community Services Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517 2001 8 - 23,000
Community Services Parks Poo131 P042 OLTH SEEDER ATTACHMENTS - 1985 10 - 8,000
Community Services Parks Pool31 P089 NRTH NONE TRL,UTILITY 3,420 1996 10 - 6,000
Community Services Parks Pool31 P097 TOPN ST5 TRL,UTILITY 3,751 1997 15 - 8,000
Community Services Parks Pool31 P141 1NDR GATOR CART,UTILITY 11,336 2007 5 - 13,000
Community Services Parks Pool31 P126 1NDR 5220 TRACTOR,WH 24,549 2003 10 - 30,000
Community Services Parks Pool31 P134 1NDR 1445 MOWER,RIDING 19,624 2005 5 - 67,000
Community Services Senior Center Poo134 8066 GMCX BUS BUSS VAN 18,903 1992 8 25;000 -
Fire Suppression Poo140 F044 CHEV HI CUBE VAN VAN 31,143 1990 10 350,000
Fire Suppression Poo140 F061 EONE CYCLONE II FIRETRUCK 268,463 1998 20 510,000 -
Fire Suppression Poo140 F062 FORD TAURUS COMPACT 15,974 1999 10 22,000 -
Fire Suppression Poo140 F066 GMCX SAVANA VAN PASS 20,750 1999 8 25,000
Fire Suppression Poo140 F067 GMCX SAFARI VAN PASS 22,995 1999 8 25,000 -
Fire Suppression Poo140 F2513 EONE PUMPER FIRETRUCK 267,441 1996 20 - 510,000
Total: $ 2,831,000 $ 1,473,000
Capital Investment Program-Internal Service Funds 5-57
Fund 503 - Information Technology Fund
2015 2016
Total Anticipated Project Cost: $ 791,000 $ 788,000
Department Capital(Costs charged directly to identified department):
Court Services: 40,000 30,000
e-Court case processing system enhancements/equipment and video arraignment system
replacement/upgrade.
City Attorney: 5,000 - ,
LawBase additional licenses.
Administrative Services: 15,000 15,000
Eden system Replacement Study/Implementation.
Human Resources and Risk Management:
NEOGOV-Onboarding. 4,000 -
Police: 60,000 60,000
NWS Modules-Added modules for fire alarms,online warrants and wants,online pawn reporting.
Fire: 36,000 -
ePCR/SEND system/services and DC vehicle MDC/Cell modem.
Public Works: 85,000 120,000
Springbrook-Utility Systems application upgrade and SCADA fiber network/Controllers
Community Services: 10,000 7,000
Volunteer and Attendance tracking software.
Enterprise Capital(costs allocated city-wide based on weighted point system)
Network and Enterprise Infrastructure:
Upgrade conference rooms A/V and ECMS:Records/Document Management System. 10,000 30,000
Core systems replacement: 110,000 110,000
Replacement of servers,storage,backup systems,network devices,switches,routers,and access points.
System Enhancements/Continued growth: 170,000 170,000
DR-FS12 failover servers
City Hall/FS12 Storage/Backup
DR-Cloud Storage/Computing
DR-Redundant Internet Route/Increased bandwidth
Wireless/Fiber Network extension
Misc.Server/Network software
Enterprise GIS: 20,000 20,000
Additional product licensing,programming,Areetc.Orthophotography
Total IT Capital Projects/Programs $ 565,000 $ 562,000
Annual Equipment Replacement(non-capital) $ 226,000 $ 226,000
This project replaces aging City desktop,laptop and ruggedized computers on a 5 year rotation schedule.
Also includes mobile devices,copiers/printers and other equipment.
Capital Investment Program-Internal Service Funds 5-58
lur
Fund 504-Facilities Fund
2015 2016
Total Anticipated 2015-2016 Major Maintenance Cost: $405,000 $343,000
Operational Facilities Major Maintenance Projects:
Fire Station No.11(Built 1978): $13,000 $13,000
Ongoing maintenance issues are lower than typical for an older station as it was updated in 2009. However,the generator was not replaced at the time and is
not large enough to support full operations during a power outage.Generator replacement is a CIP proposal for 2015.
Fire Station 12:
$15,000 $15,000
We corrected issues with the building's exterior envelope in the previous budget cycle,resulting in energy savings.The equipment and backup systems for the
Emergency Control Center,which is quite large,are important to maintain at the schedules recommended in the O&M Manual.
Fire Station No.13: $10,000 $10,000
Interior and exterior painting is intended to maintain a relatively high aesthetic of this building,which is a headquarter-type fire station serving the south end
of the City. Exterior CMU block sealing prevents degradation of the CMU masonry system by shutting off water intrusion from the exterior. It also eliminates
spalling due to a freeze-thaw cycle.
Fire Station No.14(Built 1997): $10,000 $10,000
Worn carpet replacement in the training&administrative areas is planned for 2015. Building hardware is also at the age and conditon to require
replacement.
Fire Station No.16(Remodeled 1997): $12,000 $12,000
Carpet replacement is planned for 2015. Upgrading uninsulated windows will improve the energy efficiency and integrity of the building envelope.
Fire Station No.17 $12,000 $12,000
The City is responsible for facility and landscape maintenance as part of the contracted services agreement with King County Fire District 40.The Fire District
is responsible for major repairs(incidents over$5,000).
City Shops: $20,000 $20,000
We have experienced an increasing level of maintenance repair as this facility ages. Operational changes will also require facility alterations. For example,
there is an expansion of the Sign Shop proposed in the CIP. Electrical redistribution will allow us to put power where it is now needed without adding another
transformer and an additional service feed from PSE.
Public Facilities Major Maintenance Projects:
City Hall: $80,000 $80,000
A variety of small projects are requested annually($30,000)in response to public access and technology changes, There is some potential recovery of cost
from PSE energy savings matches to replace two original hot water boilers(HVAC)($30,000),but rebates change periodically and cannot always be planned
on.
Renton Community Center: $40,000 $40,000
Major maintenance has an allowance of$25,000 annually which includes items like the gym floor annual refinishing.($13,000),bathroom finishes and wood
trim replacement.Banquet room tables are scheduled for replacement in 2015($20,000). Major painting and staining is planned($40,000)to provide an
updated appearance.
Senior Activity Center: $95,000 $33,000
Our summer major maintenance shutdown program costs$25,000 annually.The office and public counter need to be reconfigured to be ADA accessible. It
should be noted that the ceiling tile replacement and lighting upgrades in the auditorium,funded for 2014,will be carried forward to 2015 because of the
extended length of time necessary to perform this work.Any funds left over in 2015 will be carried forward for the upgrade project.
Main and Highlands Libraries: $15,000 $15,000
Per the KCLS agreement,Facilities is responsible for major maintenance items exceeding$5,000. The Library over the Cedar River allocation has been
eliminated as that building is under reconstruction. When completed,the building will be under warranty for a year and the City will not be responsbile for
major or minor maintenance items.There will be costs associated with the Highlands Library if it is approved to be surplused after the completion of the new
Highlands Library in 2015.
lot Coulon Park: $27,000 $27,000
The structures at Coulon Park will require annual major maintenance of$27,000. In this park we have significant painting and power washing of structures.
Exercise Equipment Replacement: $16,000 $16,000
no The ongoing program to replace old exercise equipment,located throughout all public facilities,continues and will be$16,000.There are eight separate
fitness room locations supported through this funding.
Highland and N Highlands Community Centers $35,000 $35,000
Annual maintenance costs are high for the NHNC. It is very old,and the original construction was not industrial quality. Roof,siding,eave and gutter repairs
are common for these buildings in addition to typical mechanical repairs and maintenance.
Liberty Park Stadium: $5,000 $5,000
The stadium is old enough to need frequent concrete repairs and sealing. Replacement of the stadium with new public restrooms is part of the Tri-Park
Master Plan.
Total: $405,000 $343,000
Capital Investment Program-Internal Service Funds 5-59
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Capital Investment Program-Internal Service Funds 5-60
TRANSPORTATION CAPITAL INVESTMENT PROGRAM
2015 through2020(in thousands of rr r
SUMMARY BY COUNCIL PRIORITY
Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
a Projects Priority Type* Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
1 Street Overlay 1 M 722 885 750 773 837 870 910 952 6,699
2 Arterial Rehabilitation Program 2 M - 1,451 - - 415 468 491 491 3,316
3 Preservation of Traffic Oper Device Program 3 M 122 67 62 62 62 62 62 62 561
4 Bridge Inspection&Repair Program 4 M 16 200 30 30 100 100 100 100 676
5 Sidewalk Rehabilitation and Replacem Frog 5 M - 413 100 100 100 130 130 100 1,073
6 Maple Valley Highway Attenuator 6 M - - - - 1,180 - - - 1,180
7 Roadway Safety and Guardrail Program 7 M 8 15 15 15 15 15 20 25 128
8 SW 27th St-Loan Repayment * C 299 150 150 150 - - - - 749
9 S 7th St-Rainier Ave 5 to Talbot Rd S * C 49 1,015 254 - 200 1,400 1,300 5,800 10,018
10 Carr Road Improvements * C 27 2,694 601 200 - - - 3,522
11 Logan Ave N Improvements 1 C 394 746 7,400 1,240 10,000 6,000 7,440 33,220
I� 12 Rainier Ave S Phase 4 IS 3rd St to NW 3rd PI) 2 C - - 1,200 1,806 1,500 6,000 8,800 - 19,306
13 Main Ave S/Downtown Circulation Project 3 C 49 150 850 - - - - - 1,049
14 NE Sunset Boulevard(SR 900)Corridor 4 C 200 720 1,680 - 2,000 7,800 9,700 8,100 30,200
15 Duvall Ave NE-NE 4th St to Sunset Blvd NE 5 C - - 241 1,856 1,910 2,310 4,680 5,265 16,262
16 Houser Way N-N 8th St to Lake Washington Blv 6 C - - - 2,145 2,030 - - 4,175
17 NE 3rd/NE 4th Corridor 7 C 3,714 10 700 3,540 4,680 2,700 15,344
18 Park Ave N Extension 8 C - - - - 3,000 3,000
19 Sunset Area Green Connections 8 C - 3,600 10,700 7,900 22,200
20 S Grady Way-Main Ave to West City Limits 9 C 500 1,275 1,500 - 3,275
21 116th Ave SE Improvements 10 C - 118 700 600 1,600 4,140 3,160 10,318
22 Lake Washington Blvd N-Park Ave N to Gene Cc 11 C 422 10 - - 1,000 1,000 - - 2,432
23 Lind Ave SW-SW 16th St to SW 43rd St 12 C - - 400 1,650 2,350 4,400
24 Oakesdale Ave SW/Monster Rd SW/68th Ave S t 13 C - - - 50 8,000 1 8,050
25 Intersection Safety&Mobility Program 1 5 104 61 70 250 250 250 250 250 1,485
26 Traffic Safety Program 2 5 85 347 40 40 40 40 40 40 672
27 Lake to Sound(L2S)Trail 1 N - - - - 570 685 - - 1,255
28 Lake Washington Loop Trail 2 N 200 285 670 3,640 3,580 3,240 - 11,615
29 Barrier-Free Transition Plan Implementation 3 N 7 50 30 30 25 40 40 41 263
30 Walkway Program 4 N 115 124 1 45 360 250 250 1 250 1,394
31 Arterial Circulation Program 1 0 44 180 120 145 145 145 150 150 1,079
32 Project Development&Pre-Design Program 2 0 30 160 110 115 115 115 120 120 885
33 ITS Program 4 0 3 57 30 30 30 30 30 30 240
r 34 1%for the Arts Program 5 0 1 11 15 15 15 11 15 15 15 116
Total 6,308 9,711 14,275 6,832 19,894 1 47,750 59,048 56,341 220,159
Life to Adjusted
Ilr Date Budget Adopted P r o j e c t e d Project
Resources: Thru 2013 2014 2015 2016 2017 2018 2019 2010 Total
Vehicle Fuel Tax 603 810 640 650 660 670 680 680 5,393
Business License Fee 1,332 1,887 1,990 2,000 1,575 1,725 1,748 1,766 14,024
Grants In-Hand(1) 2,006 5,275 5,488 3,262 570 685 - - 17,286
Grants In-Hand(2) 361 417 4,729 575 - - 6,081
Mitigation In-Hand 686 54 196 - 936
Bonds/LID's Formed - - - - _ 0
1K Other Gov't Resources In-Hand(1) 262 (21) - 1,000 1,000 2,241
Other Gov't Resources In-Hand(2) - 150 125 95 - - 370
Grants Proposed - - 0
Other Proposed - 225 - 225
Proposed Fund Balance 1,214 1,139 1,130 3,483
i Undetermined - - - - 0
Total Resources 6,465 9,936 14,298 6,582 3,805 4,080 2,428 2,446 50,039
Balance Available/(Unfunded Needs) 1 157 1 225 1 23 1 (250) (16,089) (43,670) (56,620) (53,895) (170,119)
* NOTE:M-Maintenance&Preservation,C-Corridor Projects,S-Safety,N-Non-Motorized,T-Transit,and 0-Other
**Projects under construction and/or with a phase under construction
It Corresponds to project number(q)on individual project pages
w Capital Investment Program-Transportation 5-61
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 1
2015 through 2020 Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Street Overlay '
Project Type: Major Maintenance
Project Account Number: 317.122108.016.542.30.**.***
Total Anticipated Project Cost: $ 6,699 LOS 0%Growth 0%
Project Description
Annual program for repairing and resurfacing existing roadways,maintaining the City's Pavement Management System and providing data for deficiency
ratings.Installation of ADA compliant curb ramps has been incorporated into the annual Street Overlay Program in accordance with federal requirements.
Management System and providing data for deficiency ratings.
Summary of Progress: '
Life to Adjusted i
CIP Expenditures&Resources Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering 3 15 4 4 4 4 4 4 42
R-O-W(includes Admin) - - - - - - - - -
Construction 679 817 693 716 780 813 853 895 6,246
Construction Services 41 53 53 53 53 53 53 53 412
Post Construction Services - - - - - - - - -
Total CIP Expenses 722 885 750 773 837 870 910 952 6,699
Resources:
Vehicle Fuel Tax 600 810 640 650 660 670 680 680 5,390
Business License Fee 120 75 110 123 177 200 230 272 1,307
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 2 - - - - - - 2
Undetermined
TotalCIP Resources 722 885 750 773 1 837 870 910 952 1 6,699
Balance Available/(Unfunded Needs) (0) - 1 (o)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A N/A N/A
Net Impact
Capital Investment Program-Transportation 5-62
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 Ni • •h 2020 thousandsof dollars) Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Arterial Rehabilitation Program
Project Type: Major Maintenance
Project Account Number: 317.122186.016.544.40.**.***
Total Anticipated Project Cost: $ 3,316 LOS 0%Growth 0%
Project Description
This program provides for the rehabilitation of principal and minor arterial streets. Installation of ADA-compliant curb ramps has been incorporated into
the annual Arterial Rehabilitation and Overlay programs according to new federal requirements. The Overlay Program(TIP#1)concentrates to a great
degree on maintaining residential streets,where relatively small traffic volumes and less truck and bus traffic make standard asphalt overlays a longterm
means of maintenance. Arterial streets can often deteriorate rather quickly and often require more costly rehabilitation measures and/or costly
temporary repairs to avoid more extensive deterioration.
Summary of Progress:
Life to Adjusted
CIP Expenditures&Resources Date Budget Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - _ _ _ _ _
Preliminary Engineering - -
R-O-W(includes Admin) - - _ _
Construction 1,451 415 468 491 491 3,316
Construction Services - - - _ _
Post Construction Services - - - - _
Total CIP Expenses 1,451 415 468 491 491 3,316
Resources:
Vehicle Fuel Tax - - _ - _ _
Business License Fee 395 415 468 491 491 2,260
Grants In-Hand(1) 700 - - - - 700
Grants In-Hand(2) - _
Mitigation In-Hand _
Bonds/LID's Formed -
Other Gov't Resources In-Hand(1) (10) (10)
Other Gov't Resources In-Hand(2) - _
Grants Proposed _
Other Proposed -
Proposed Fund Balance 366 366
Undetermined
Total CIP Resources 1,451 415 468 491 491 3,316
Balance Available/(Unfunded Needs)
r.
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2020 Total
r. Revenuelncrease/Decrease - - - - - - _ - _
Expenditurelncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-63
96
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 through 2020(in thousonds of r Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Preservation of Traffic Operation Devices Program
Project Type: Development
Project Account Number: 317.122904.016.***.**.**.***
Total Anticipated Project Cost: $ 561 LOS 0%Growth 0%
Project Description
Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper installation and assure reliability. This
program also provides for the replacement and/or relocation of signs that are obsolete,faded,poorly located or no longer appropriate,and replacement of ,
damaged luminaire and signal poles.These poles have been damaged in unknown incidents where reimbursement through normal channels is impossible.
Most of Renton's signals require extensive vehicle detection systems to provide traffic count data needed for the intersection controllers and TACTIS signal
coordination system to operate effectively. Pavement deterioriation due to heavy traffic volumes,trucks,and adverse weather has increased the need for
detection loop replacement.
Summary of Progress:Ongoing yearly program.Replacement of traffic signal detection loops,traffic signs,traffic signal,street lighting poles and pavement '
markings is dependent upon yearly inspections.
CIP Expenditures&Resources Life to Adjusted i
Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering
R-O-W(includes Admin) -
Construction 122 67 62 62 62 62 62 62 561
Construction Services - -
Post Construction Services - -
Total CIP Expenses 122 67 62 62 62 62 62 62 561
Resources: ,
Vehicle Fuel Tax - -
Business License Fee 110 62 62 62 62 62 62 62 544
Grants In-Hand(1) - - ,
Grants In-Hand(2)
Mitigation In-Hand
Bonds/LID's Formed
Other Gov't Resources In-Hand(1) 12 4 16
Other Gov't Resources In-Hand(2)
Grants Proposed
Other Proposed -
Proposed Fund Balance - 1 1 '
Undetermined
Total CIP Resources 122 67 62 62 62 62 62 62 561
Balance Available/(Unfunded Needs) (0) (o)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact
r
Capital Investment Program-Transportation 5-64
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 4
2015 • •h 2020(in thousands of dollars) Importance Ur enc Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Bridge Inspection&Repair Program
r Project Type: Major Maintenance
Project Account Number: 317.120106.016.542.50.**.***
Total Anticipated Project Cost: $ 676 LOS 0%Growth 0%
Project Description
Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings,seismic retrofit needs. Undertake minor
repairs and preventative maintenance as needed. Inspection program must be done for safety and funding purposes and as part of WSBIS Program to
determine structural deficiencies,physical deterioration,or functional obsolescence and to qualify for federal bridge replacement grant funding. Repair
rr
funding is provided to accomplish lower cost improvements,identified through the inspection program,that will increase the safety and extend the longevity
Y
of the structures.
Summary of Progress:Biennial bridge inspections will occur in 2015.A few bridges have annual inspections.
am CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 16 175 10 10 10 10 10 10 251
R-O-W(includes Admin) - -
Construction 25 55 55 55 55 245
+� Construction Services - - - - -
Post Construction Services - 20 20 35 35 35 35 180
Total CIP Expenses 16 200 30 30 100 100 100 100 676
Resources:
Vehicle Fuel Tax - - - - - -
Business License Fee 25 30 30 30 30 30 30 205
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 16 175 191
Undetermined
Total CIP Resources 16 1 200 1 30 30 30 30 1 30 1 30 1 396
Balance Available/(Unfunded Needs) 0 1 (70) (70) (70) (70) (280)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 1 2019 2020 Total
r Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-65
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 • • 2020(in thousands of r• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Sidewalk Rehabilitation and Replacement Program
Project Type: Major Maintenance
Project Account Number: 317.122801.016.***.**.**.***
Total Anticipated Project Cost: $ 1,073 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. This program will address deficiencies and provide safe and convenient non-motorized facilities for pedestrians in neighborhoods with
damaged or deteriorated curb and gutter,sidewalks,and curb ramps. There are some places where curb ramps do not exist or are not to current ADA
standards and they will be upgraded through this program.
Summary of Progress: The 2014 program will continue work in the Maplewood Glen Neighborhood.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 1014 2015 2016 2017 2018 2019 1010 Total '
Expenditures:
Planning - - - - - - - -
Preliminary Engineering 5 5 10
R-O-W(includes Admin) - - - - - - -
Construction 370 90 100 100 130 130 100 1,020 '
Construction Services 38 5 - - - - - 43
Post Construction Services - - - - - - - -
Total CIP Expenses 413 100 100 100 130 130 100 1,073 ,
Resources:
Vehicle Fuel Tax - - - - - - - - -
Business License Fee 100 175 100 100 100 130 130 100 935
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 57 238 - - - - - - 295
Undetermined
Total CIP Resources 157 413 100 100 100 130 130 100 1,230
Balance Available/(Unfunded Needs) 157 157
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 1 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-66
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 6
through2015 r • r Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Maple Valley Highway Attenuator
Project Type: Major Maintenance
Project Account Number:
Total Anticipated Project Cost: $ 1,180 LOS 0%Growth 0%
Project Description
Maple Valley Highway(SR 169)is a major arterial carrying 43,100 vehicles per day.This project will improve safety for eastbound traffic on Maple Valley
Highway(SR 169)at this location,which has been the site to numerous collision impacts. This project will remove an existing concrete barrier end treatment
located eastbound(east of the Riviera Apartments).A new concrete barrier will be extended westerly approximately 400 feet and a new impact attenuator
r will be installed at the end of the new concrete barrier.The project will also provide a 2-foot wide shoulder along SR-169 between the outside through lane
and the face of the barrier.
Summary of Progress:The design report is complete and was funded by the Roadway Safety and Guardrail Program(TIP#24).Final design and construction
pending funding availability.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 1014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 156 156
R-O-W(includes Admin) 85 85
Construction 783 783
Construction Services 157 157
Post Construction Services - -
Total CIP Expenses 1,180 1,180
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
Total CIP Resources
Balance Available/(Unfunded Needs) 1 (1,180) - (1,180)1
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-67
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 7 '
2015 through2020 dollars) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Roadway Safety and Guardrail Program '
Project Type: Major Maintenance
Project Account Number: 317.120110.016.542.60.**.***
Total Anticipated Project Cost: $ 128 LOS 0%Growth 0% '
Project Description
This program will make miscellaneous guardrail improvements each year and improve the safety of the roadside environment.
Summary of Progress: '
CIP Expenditures&Resources Life to Adjusted ,
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total '
Expenditures:
Planning - - - - - - - -
Preliminary Engineering 8 5 3 3 3 3 3 3 31
R-O-W(includes Admin) '
Construction 5 10 10 10 10 15 20 80
Construction Services 5 2 2 2 2 2 2 17
Post Construction Services -
Total CIP Expenses 8 15 15 15 15 15 20 25 128
Resources:
Vehicle Fuel Tax - -
Business License Fee 15 15 15 15 15 20 25 120
Grants In-Hand(1) -
Grants In-Hand(2)
Mitigation In-Hand NW
Bonds/LID's Formed
Other Gov't Resources In-Hand(1)
Other Gov't Resources In-Hand(2)
Grants Proposed 4M
Other Proposed -
Proposed Fund Balance 8 8
Undetermined
Total CIP Resources 8 15 15 15 15 15 20 25 128
Balance Available/(Unfunded Needs)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact
Capital Investment Program-Transportation 5-68
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 8
2015 • •h 2020(in thousonds of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: SW 27th Street/Strander Boulevard Connection-Loan Repayment
Project Type: N/A
Project Account Number: N/A
Total Anticipated Project Cost: $ 749 LOS 0%Growth 0%
i
Project Description
This project will account for the SW 27th St/Strander Blvd Connection loan repayment.The loan was approved by Council in May 2011 and will be amortized
over a 5-year period,at a 2.25%interest rate.The interest amount to be paid over the life of the loan is$50,000.
tirr
r Summary of Progress:
r
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
t� Planning - - - - - - - -
Preliminary Engineering
R-O-W(includes Admin)
Construction
Construction Services - - - - -
Loan Repayment 299 150 150 150 749
Total CIP Expenses 299 150 150 150 749
Resources: -
Vehicle Fuel Tax - - - - -
Business License Fee 299 150 150 150 749
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 - - - -
Total CIP Resources 299 150 150 150 749
Balance Available/(Unfunded Needs)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 1017 2018 1 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncreose/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
to Capital Investment Program-Transportation 5-69
1
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 9
2015 through2020(in thousonds of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: South 7th Street-Rainier Ave S to Talbot Road South ,
Project Type: Development
Project Account Number: 317.122151.016.595.**.63.***
Total Anticipated Project Cost: $ 10,018 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. Includes new curb,gutter,wider sidewalks,
streetlighting,landscaping,channelization and upgrades to traffic signals.Phase 1 is the construction of a new eastbound right-turn lane at the
intersection of S 7th St and Shattuck Ave S and a traffic signal at this location. This segment of the S 7th St corridor connects Talbot Rd S(SR 515)with
Rainier Ave S(SR 167). This segment of S 7th St is part of a designated east-west ped/bike route through the City's commercial core and an important link
between regional trails. The South Renton Neighborhood Study has identified S 7th St as needing streetscape improvements.
Summary of Progress:
Life to Adjusted '
CIP Expenditures&Resources Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning 32 - - - - - - - 32
Preliminary Engineering 15 255 200 700 300 1,470
R-O-W(includes Admin) 1 167 - - 700 1,000 - 1,868
Construction 508 218 - - 5,000 5,725
Construction Services 85 37 800 922
Post Construction Services - - - - - - -
Total CIP Expenses 49 1,015 254 200 1,400 1,300 5,800 10,018 ,
Resources:
Vehicle Fuel Tax - - - - - - -
Business License Fee 2 80 41 123
Grants In-Hand(1) 7 391 102 500 '
Grants In-Hand(2) 8 467 111 585
Mitigation In-Hand 54 54
Bonds/LID's Formed - -
Other Gov't Resources In-Hand(1) (5) (5)
Other Gov't Resources In-Hand(2)
Grants Proposed
Other Proposed - -
Proposed Fund Balance 32 28 61
Undetermined
r
Total CIP Resources 1 49 1 1,015 1 254 1 1,318
Balance Available/(Unfunded Needs) (0) - 1 (200) (1,400) (1,300) (5,800) (8,700)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 1 2016 2017 J 2018 1 2019 1 2020 Total
Revenuelncrease/Decrease - - - - - - -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Transportation 5-70 1W
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 10
2015 r
• •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
rr Project Title: Carr Road Improvements
Project Type: Development
Project Account Number: 317.122920.016.595.".61'
Total Anticipated Project Cost: $ 3,522 LOS 0%Growth 0%
Project Description
A corridor design report prepared by King County in 2003 identified the need for roadway improvements from Benson Dr SE(108th Ave SE)to Talbot Rd S.
Potential improvements vary from roadway realignment/widening at several locations to address geometric deficiencies,widening to 5-lane roadway(2
Wo lanes westbound,3 lanes eastbound),to a new 4-5 lane roadway,including bicycle lanes on new alignment.Carr Road is classified as a principal arterial.
It has four lanes of traffic with left-turn lanes at intersections. Improvements are necessary to enhance vehicle traffic capacity and safety for vehicles,
bicycles,and pedestrians on this major east-west transportation corridor.
Summary of Progress:The City was awarded a$3,241,000 grant for signal timing along SW 43rd St/SE Carr Rd/SE 176th St/SE Petrovitsky Rd Corridor and
widening of the SE Carr Rd/Benson Dr SE(SR 515)intersection.These are Phase 1 improvements.Future roadway improvement options include spot
safety improvements,bicycle and pedestrian improvements,roadway widening and roadway on new alignment.
Life to Adjusted
CIP Expenditures&Resources Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - 200 - - - 200
Preliminary Engineering 27 189 - 216
R-O-W(includes Admin) 1,440 - 1,440
Construction 1,000 536 1,536
+� Construction Services 65 65 130
Post Construction Services - - - -
Total CIP Expenses 27 2,694 601 200 3,522
Resources:
Vehicle Fuel Tax - - - -
Business License Fee 2 - 30 32
Grants In-Hand(1) 24 2,696 521 3,241
Grants In-Hand(2) (30) - (30)
Mitigation In-Hand - 50 50
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 28 - 28
Undetermined
Total CIP Resources 27 1 2,694 1 601 3,322
Balance Available/(Unfunded Needs) 1 (200) (200)
t•
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - - -
Expenditure lncrease/Decrease 230 230 230 230 920
Net Impactl 1 1 230 230 230 230 920
rrA
rll• Capital Investment Program-Transportation 5-71
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 11
2015 • • 2020(in thousonds of•• r Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Logan Ave N Improvements
Project Type: Development
Project Account Number: 317.122303.016.595.**.63.***
Total Anticipated Project Cost: $ 33,220 LOS 0%Growth 0%
Project Description
Phase 1(from Cedar River Bridge to N 6th st)includes reconstruction of the roadway pavement,new traffic signal and new curb,gutter,sidewalks,
landscaped buffer,streetlights on the east side of Logan Ave N.Phase 2 (N 6th St to Park Ave N)will add a northbound lane,new curb,gutter,sidewalks(on
the east side),landscaped buffer, and a pedestrian/bicycle trail(west side),streetlights,pedestrian scale illumination,crosswalks,pedestrians ramps,
channelization. The condition of the roadway pavement has deteriorated(due to increase in commuter and freight volume)to the extend that total
replacement may be needed.The increase in traffic and the new RapidRide transit have warranted widening to add a northbound lane.Included with the
improvements are urban roadway amenities to implement"Complete Streets"practice per City code.
Summary of Progress:The City was awarded a STP grant in the amount of$951,000 for design in 2012.A TIB grant in the amount of$4,618,248 was
awarded in 2013 and a STP grant in the amount of$2,490,000 is anticipated for construction of Phase 1.Phase 2 is pending future grant funding availability.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1 2020 Total ,
Expenditures:
Planning 40 - - - - - - - 40
Preliminary Engineering 355 746 1,240 1,000 3,341
R-O-W(includes Admin) - - - - 9,000 - - 9,000
Construction 6,300 - 5,000 6,200 17,500 ,
Construction Services 0 1,100 1,000 1,240 3,340
Post Construction Services - - - - - - -
Total CIP Expenses7300
746 7,400 1,240 10,000 6,000 7,440 33,220
Resources:
Vehicle Fuel Tax - - - - - - -
Business License Fee 100 75 195
Grants In-Hand(1) 651 2,490 3,441
Grants In-Hand(2) - - 4,618 4,618
Mitigation In-Hand 54 146 200
Bonds/LID's Formed - - -
Other Gov't Resources In-Hand(1) (10) (10)
Other Gov't Resources In-Hand(2) - -
Grants Proposed
Other Proposed
Proposed Fund Balance 20 5 71 96
Undetermined -
Total CIP Resources 394 746 7,400 8,540
Balance Available/(UnfundedNeeds) 0 1 (1,240) (10,000) (6,000) (7,440) (24,680)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - - - - - - - - �M
Expenditure Increase/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-72
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 12
2015 • •h 2020(in thousonds of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
. - t
Project Title: Rainier Ave S/N Phase 4-S 3rd Street to NW 3rd PI
Project Type: Development
Project Account Number: 317.122703.016.595.**.63.***
Total Anticipated Project Cost: $ 19,306 LOS 0%Growth 0%
r
Project Description
This is Phase 4 of the Rainier Ave Corridor Improvements,and will extend the improvements from S 3rd St to NW 3rd PI.Project elements include sidewalks
widening with streetscaping, adding pedestrian-scale illumination,adding a pedestrian actuated traffic signal,new traffic signals,transit facility
r
improvements,planted buffer strips and landscaped medians.
Summary of Progress:Planning to determine the roadway cross section started in 2013,under TIP 31(Project Development and Pre-Design).
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 1,200 1,806 - 3,006
R-O-W(includes Admin) - - 1,500 - - 1,500
Construction - 5,000 7,300 12,300
Construction Services 1,000 1,500 2,500
Post Construction Services - - - - - -
Total CIP Expenses 1,200 1,806 1,500 6,000 8,800 19,306
Resources:
'r Vehicle Fuel Tax - - - - - -
Business License Fee 162 244 406
Grants In-Hand(1) 1,038 1,562 2,600
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 1,200 1,806 3,006
Balance Available/(Unfunded Needs) (1,500) (6,000) (8,800) (16,300)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Netlmpact -
r Capital Investment Program-Transportation 5-73
r
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 13
2015 through 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Main Ave S/Downtown Circulation Project
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 1,049 LOS 0%Growth 0%
Project Description
The project provides traffic operation and circulation improvements and pedestrian enhancement on Main Ave S and Bronson Way S.The improvements
include providing a northbound lane in Main Ave S and Bronson Way from S 3rd St to Mill Ave S,reconfigure the intersection of S 2nd St and Main Ave S,
including a pedestrian plaza,and adds on-street parking. The project creates an identity entrance to downtown area,while improving circulation,reducing
traffic speeds and enhancing pedestrian safety.
Summary of Progress: A feasibility study on the conversion of the downtown's one way couplets to two-way streets was completed in 2012.Future phases
to be determined.
CIP Expenditures&Resources Life to Adjusted j
Date Budget Adopted P r o j e c t e d Project
2013 2014 1015 1016 2017 2018 2019 2020 Total
Expenditures:
Planning 49 - - - - - - - 49
Preliminary Engineering - 150 150
R-O-W(includes Admin) - -
Construction - -
Construction Services 700 700
Post Construction Services - 150 150
Total CIP Expenses 49 150 850 1,049
Resources:
Vehicle Fuel Tax - - -
Business License Fee 49 49
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) 150 125 275
Grants Proposed - - -
Other Proposed 225 - 225
Proposed Fund Balance 500
Undetermined - - -
Total CIP Resources 49 375 625 549
Balance Available/(Unfunded Needs) 225 (225) -
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditurelncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-74
r..
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 14
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
r
Project Priority Score: + _
Priority Ranking:
Project Title: NE Sunset Boulevard(SR 900)Corridor Improvements
Project Type: Development
Project Account Number: 317.122902.016.595.**.63.***
Total Anticipated Project Cost: $ 30,200 LOS 0%Growth 0%
r
Project Description
This project will seek to address pedestrian,transit and bicycle needs.This corridor needs 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.
s
The corridor limits are from 1-405 on the west to the east City limits. This corridor has strong potential for non-motorized and transit usage.The Sunset area
is experiencing residential and retail growth.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o f e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
+� Planning 200 - - - - - - - 200
Preliminary Engineering - 720 1,680 - 1,000 600 4,000
R-O-W(includes Admin) - - 2,000 1,000 1,000 - 4,000
Construction - 5,000 7,000 7,000 19,000
Construction Services 800 1,100 1,100 3,000
Post Construction Services - - - - - - - -
Total CIP Expenses 200 720 11680 2,000 7,800 9,700 8,100 30,200
Resources:
we Vehicle Fuel Tax - - - - - - - -
Business License Fee 136 228 364
Grants In-Hand(1) 394 920 1,314
Grants In-Hand(2) (10) - (10)
Mitigation In-Hand - -
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 - 200 532 732
Undetermined
Total CIP Resources 200 720 1,680 - I2,600
Balance Available/(Unfunded Needs) 1 (2,000) (7,800) (9,700) (8,100) (27,600)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1016 1017 2018 1 2019 1 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
am
Capital Investment Program-Transportation 5-75
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 15 '
2015 through2020(in thousonds of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Duvall Ave NE-NE 7th St to Sunset Blvd NE
Project Type: Development
Project Account Number: 317.122702.016.595.**.63.***
Total Anticipated Project Cost: $ 16,262 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.Complete a missing link of 5-lane roadway,bicycle lanes and sidewalks on Duvall Ave NE,from NE 4th St to Sunset
Blvd NE.Condition of the existing roadway pavement requires road reconstruction.
Summary of Progress:
CIP Expenditures&Resources life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - 10 10 - - 20
Preliminary Engineering 241 800 900 1,941
R-O-W(includesAdmin) - 1,100 1,400 - - 2,500
Construction 1,856 - - 4,000 4,500 10,356
Construction Services 680 765 1,445
Post Construction Services - - - - - - -
Total CIP Expenses 241 1,856 1,910 2,310 4,680 5,265 16,262
Resources:
Vehicle Fuel Tax - - - - - - -
Business License Fee 347 511 858
Grants In-Hand(1) 142 1,095 1,237
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 489 1,606 2,095
Balance Available/(Unfunded Needs) 248 (250) (1,910) (2,310) (4,680) (5,265) (14,167)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
1013 1014 2015 2016 2017 1 2018 1 2019 1 1010 Total
Revenuelncrease/Decrease - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-76
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 16
2015 • •h 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Houser Way N-N 8th St to Lake Washington Blvd
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 4,175 LOS 0%Growth 0%
Project Description
This project will widen and realign the existing one lane roadway to a two-lane roadway and includes intersection improvements to convert Houser Way N to
a two-way operation. Includes new roadway,curbs,pedestrian-bicycle path,drainage,signals,lighting,signing and channelization. he City of Renton travel
demand model predicts traffic volumes increasing significantly in the North Renton Area in the near future.One of the recommendations to improve
northbound access to Lake Washington Blvd is to convert Houser Way N to a two-way operations,between N 8th St and Lake Washington Blvd.
am
Summary of Progress: A conceptual layout of the two-way approach to the intersection of Houser Way and Lake WA Blvd has been completed.This project
will coordinate with the Southport Development improvements to the Southport entrance at the Lake WA Blvd/Coulon Park intersection.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 650 650
R-O-W(includes Admin) 165 - 165
Construction 1,150 1,750 2,900
iuI Construction Services 180 280 460
Post Construction Services - - -
Total CIP Expenses 2,145 2,030 4,175
Resources:
'r Vehicle Fuel Tax - - -
Business License Fee 16 45 61
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
Total CIP Resources 16 1 45 61
Balance Available/(Unfunded Needs) 1 (2,129) (1,985) (4,114)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e t t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
rr Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
>r
Capital Investment Program-Transportation 5-77
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 17
201 5 through2020 i Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: NE 3rd/NE 4th Corridor Improvements
Project Type: Development
Project Account Number: 317.122176.016.595.**.63.***
Total Anticipated Project Cost: $ 15,344 LOS 0%Growth 0%
Project Description
This project involves a series of improvements in this corridor to improve traffic operations such as rechannelization and traffic signal modifications,
possible transit priority signal treatments and queue jumps. This project will seek to meet pedestrian,transit and bicycle needs. This corridor has a
strong potential for transit usage and is experiencing rapid residential and retail growth.The NE 3rd/4th Corridor Study was adopted in May 2005. The
study refined the corridor transportation needs and costs,including pedestrian,transit,bicycle improvements,as well as streetscape enhancement.
Summary of Progress:
Life to Adjusted ,
CIP Expenditures&Resources Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Planning 218 - - - - - - - 218
Preliminary Engineering 777 700 700 2,177
R-O-W(includes Admin) 84 - 500 - - 584
Construction 2,317 2,000 4,000 1,000 9,317
Construction Services 318 10 340 680 1,700 3,048
Post Construction Services - - - - - -
Total CIP Expenses 3,714 10 700 3,540 4,680 2,700 15,344
Resources:
Vehicle Fuel Tax - - - - - -
Business License Fee 418 10 428
Grants In-Hand(1) 1,496 1,496
Grants In-Hand(2) 353 353
Mitigation In-Hand 374 374
Bonds/LID's Formed - -
Other Gov't Resources In-Hand(1) 50 50
Other Gov't Resources In-Hand(2)
Grants Proposed -
Other Proposed -
Proposed Fund Balance 1,024 1,024
Undetermined
Total CIP Resources i 3,714 1 10 1 3,724
Balance Available/(Unfunded Needs) 10 1 1 1 (700) (3,540) (4,680) (2,700) (11,620)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 1 2016 2017 1 2018 1 2019 1 2020 Total
Revenuelncrease/Decrease - - - - - - - - -
Expenditure Increase/Decrease 460 460 460 460 460 460 2,760
Net Impactl 1 1460 460 460 460 460 460 1 2,760
Capital Investment Program-Transportation 5-78 .�
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 18
2015 • •h 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Park Avenue North Extension
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 3,000 LOS 0%Growth 0%
Project Description
The project will extend Park Ave N to the north of Logan Ave N,to provide access to Southport,PSE property and The Boeing Company.Improvements
include bicycle and pedestrian facilities,illumination,landscaping. With the additional development growth in the North Renton area,which includes The
Landing and the Southport residential/office development,this project will construct improvements to extend Park Ave N.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 1014 1015 2016 2017 1018 1019 1010 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering - 2,000 2,000
R-O-W(includes Admin) 1,000 1,000
Construction - -
Construction Services
Post Construction Services - -
Total CIP Expenses 3,000 3,000
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
Total CIP Resources
Balance Avoilable/(UnfundedNeeds) 1 (3,000) (3,000)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 1017 2018 2019 1020 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-79
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 19
2015 through2020(in thousands of•• r Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Sunset Area Green Connections
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 22,200 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. Improvements to these streets are key to support the redevelopment of the Sunset Area Community in the
Highlands area,bounded by NE 21st St on the north,Edmonds Ave NE on the west,NE 7th St on the south,and Monroe Ave NE on the east. The City in
partnership with the Renton Housing Authority aspires to redevelop the Sunset Terrace public housing community and encourage private redelopment in the
Planned Action Study area over a 20-year period.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted ,
Date Budget Adopted P r a j e c t e d Project
1013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 2,600 2,600
R-O-W(includes Admin) 1,000 - - 1,000
Construction - 9,200 6,800 16,000
Construction Services 1,500 1,100 2,600
Post Construction Services - - - -
Total CIP Expenses = _ _ = 3,600 10,700 7,900 22,200
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
7ta1CIP Resources
Balance Available/(Unfunded Needs) 1 (3,600) (10,700) (7,900) (22,200)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 1 2016 2017 2018 1019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-80
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 20
2015 through 2020(in thousands of•• Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: S Grady Way-Main Ave to West City Limits
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 3,275 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). Removal of the obstructions and reconfiguration of the right turn lanes to eastbound through
r
lanes will add much needed capacity to the S Grady Way corridor.
r
Summary of Progress:Phase 1 will remove the islands at the intersections of S Grady Way with Lake Ave S and Shattuck Ave S,to allow for a continuous
eastbound lane from Rainier Ave S to Talbot Rd. Included are modifications to the traffic signal,new pedestrian crossings and channelization.The costs
shown are for Phase 1 improvements only,which are currently unfunded.
sm
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
i Planning - - - - - - - - -
Preliminary Engineering 500 500
R-O-W(includes Admin) - - - -
Construction 1,100 1,300 2,400
i Construction Services 175 200 375
Post Construction Services - - - -
Total CIP Expenses 500 1,275 1,500 3,275
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)
am Grants Proposed
Other Proposed
Proposed Fund Balance
Undetermined
rc Total CIP Resources
Balance Available/(Unfunded Needs) 1 (500) (1,275) (1,500) (3,275)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
ti•
Capital Investment Program-Transportation 5-81
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 21
2015 • • 2020(in thousands of • • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: 116th Ave SE Improvements
Project Type: Development
Project Account Number: 317.122117.016.595.*.63.*
Total Anticipated Project Cost: $ 10,318 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. 116th Ave SE is classified as a minor arterial. It
has generally two lanes of traffic with left-turn lanes at signalized intersections and intermittent two-way-left-turn-lane south of SE 168th. Non-continuous
segments of sidewalk exist along the roadway. Improvements will enhance vehicular,bicycle and pedestrian safety along this important north-south
transportation corridor.
Summary of Progress:Benson Hill Community Plan(adopted in 2013)recommended roadway cross sections and first phase project limits,based on the
neighborhood needs.The priority,cost and schedule for the phased improvements will be determined based on available funding.The project's design and
construction is estimated at$33M(plus$14M for right-of-way to meet the City's Complete Street standard).
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 118 600 600 - 1,318
R-O-W(includes Admin) - - - 1,000 1,800 - 2,800
Construction 582 - 2,000 2,700 5,282
Construction Services 118 340 460 918
Post Construction Services - - - - - - -
Total CIP Expenses 118 700 600 1,600 4,140 3,160 10,318
Resources:
Vehicle Fuel Tax - - - - - - -
Business License Fee 16 95 111
Grants In-Hand(1) 102 605 707
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 118 700 818
Balance Available/(Unfunded Needs) (600) (1,600) (4,140) (3,160) (9,500)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 1017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
t
Capital Investment Program-Transportation 5-82
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 22
2015 through 2020(in s
thousands • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Lake Washington Blvd N-Park Ave N to Gene Coulon Memorial Park
Project Type: Development Project Number: 122121
Project Account Number: 317.122121.016.595.**.63.***
Total Anticipated Project Cost: $ 2,432 LOS 0%Growth 0%
r
Project Description
This project includes road widening,traffic signals,railroad crossings,drainage,curb,gutter,sidewalks and bicycle lanes. Developer to design and construct
improvements,and get credit toward mitigation contribution. The developer is completing the project in 3 phases. This project will serve the development
and access needs to Coulon Park and the Southport Development.Agreement with developer to credit traffic mitigation towards the costs of certain
improvements.
Summary of Progress:Project received a Railroad Crossing Safety grant in 2001 for the signal and gates on Lake Washington Blvd. Railroad grade crossing
construction complete except for signal start-up requirements. Waiting for developer to continue their construction.
aw
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning 15 - - - - - - 15
Preliminary Engineering 13 13
R-O-W(includes Admin) - - -
Construction 374 10 800 800 1,984
vrr Construction Services 5 200 200 405
Post Construction Services 16 - - 16
Total CIP Expenses 422 10 1,000 1,000 2,432
Resources:
Vehicle Fuel Tax 3 - - 3
Business License Fee 3 3
Grants In-Hand(1) 150 150
Grants In-Hand(2) - -
Mitigation In-Hand 258 258
Bonds/LID's Formed - - - -
Other Gov't Resources In-Hand(1) 10 1,000 1,000 2,010
Other Gov't Resources In-Hand(2) - - -
i� Grants Proposed
Other Proposed
Proposed Fund Balance 9 - - 9
Undetermined
Total CIP Resources 1 422 10 1,000 1,000 2,432
Balance Available/(Unfunded Needs) 0 0
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 1015 2016 2017 2018 2019 2020 Total
,r Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
s
Capital Investment Program-Transportation 5-83
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 23
2015 through2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Lind Ave SW-SW 16th St to SW 43rd St
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 4,400 LOS 0%Growth 0%
Project Description
Widen existing roadway to five lanes where required. Includes new roadway,curbs,sidewalks,drainage,signals,lighting,signing and channelization.
Increasing traffic demands in the Valley due in part to development will create the need for increasing the capacity of this major north/south arterial. A
potential project is a signal installation at the intersection at Lind Ave SW and SW 34th St(currently unsignalized). Additionally,improvements may result
from future WSDOT 1-405 plans which include an interchange at Lind Ave SW(currently unfunded).
Summary of Progress:The needs,priorities and schedules for improvements on Lind Ave SW will be determined through Arterial Circulation studies.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 1019 2020 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering 400 250 650
R-O-W(includes Admin) - - - -
Construction 1,200 2,000 3,200
Construction Services 200 350 550
Post Construction Services - -
Total CIP Expenses 400 1,650 2,350 4,400
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
Total CIP Resources
Balance Available/(Unfunded Needs) (400) (1,650) (2,350) (4,400)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e c t e d Project
2013 2014 1015 1 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A N/A N/A
Net Impactil
Capital Investment Program-Transportation 5-84
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 24
through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Oakesdale Ave SW-Monster Road to SR 900
Project Type: Development
Project Account Number:
Total Anticipated Project Cost: $ 8,OSO 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. Will serve growing north-south traffic demand.
Summary of Progress:A preliminary design study was completed in 1999. Scope,cost and implementation schedule to be determined. Phase 1 of
improvements will address drainage problems between the Monster Rd Bridge and the City limits.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - 50 - 50
Preliminary Engineering - 5,000 5,000
R-O-W(includes Admin) 3,000 3,000
Construction - -
Construction Services
Post Construction Services - -
Total CIP Expenses 50 8,000 8,050
Resources:
Vehicle Fuel Tax - -
Business License Fee
Grants In-Hand(1)
Grants In-Hand(2)
Mitigation In-Hand
Bonds/L I D'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
Balance Available/(Unfunded Needs) 1 (50) (8,000) (8,050)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 1 2019 1 2020 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A
Net Impact -
" Capital Investment Program-Transportation 5-85
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 25
thousands2015 through 2020(in Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Intersection Safety&Mobility Program
Project Type: Development
Project Account Number: 317.122601.016.***.**.**.***
Total Anticipated Project Cost: $ 1,485 LOS 0%Growth 0%
Project Description
This program will install new traffic signals or make improvements to existing signals identified by the Transportation Systems'Traffic Signal Priority List.
Historically,one traffic signal is designed and constructed every two years to meet safety and mobility needs. This program budgets for projects needed to
meet increasing demand,and the need for signalized traffic control. Elements used to prioritize project intersections may include vehicular approach
volumes,accident analysis,signal-warrant analysis,and pedestrian volume.
Summary of Progress:The priorities and schedules for new traffic signals will be set by the Transportation Systems'Traffic Signal Priority List. The list is
determined by citizen concerns,intersection safety,mobility needs,and intersections that meet MUTCD traffic signal warrants.Traffic signals high on the
warrant priority list include SW 41st St&Oakesdale Ave SW,SE Carr Road&103rd Ave SE,and SW 34th St&Lind Ave SW.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 103 12 22 44 44 44 44 44 357
R-O-W(includes Admin) 1 - - - - - 1
Construction - 45 39 180 180 180 180 180 984
Construction Services 4 9 26 26 26 26 26 143
Post Construction Services - - - - - - -
Total CIP Expenses 7104 61 70 250 250 250 250 250 1,485
Resources:
Vehicle Fuel Tax - - - - - -
Business License Fee 61 70 250 250 250 250 250 1,485
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
Total CIP Resources 104 61 70 250 250 250 250 250 1,485
Balance Available/(Unfunded Needs) 0 1 0
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditurelncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-86 r
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 26
through2015 r Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Traffic Safety Program
Project Type: Major Maintenance
Project Account Number: 317.122115.016.542.60.**.***
Total Anticipated Project Cost: $ 672 LOS 0%Growth 0%
Project Description
This ongoing yearly program provides for special small-scale traffic safety improvements that are identified and require materials,labor or equipment
beyond the normal scope of City operations and maintenance crews.This program includes providing materials for railroad crossing upgrades and converting
school zone signs to electronic operation. Historically,this level of traffic safety improvements are required on an annual basis. This program budgets for
�s safetyprojects to address these needs. Projects are typically identified through citizen concerns,analysis of accident records or observation b Cit Traffic
P 1 1 YP Y� g Y Y Y
Operations and Maintenance personnel. The Traffic Operations Section identifies and prioritizes locations.
1W
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - - -
Preliminary Engineering 42 42 4 4 5 5 5 5 110
R-O-W(includes Admin) - -
Construction 42 264 33 33 33 33 33 33 502
TM Construction Services 41 3 3 3 3 3 3 59
Post Construction Services - -
Total CIP Expenses 85 347 40 40 40 40 40 40 672
Resources:
Vehicle Fuel Tax - -
Business License Fee 20 87 40 40 40 40 40 40 347
Grants In-Hand(1) 30 270 300
Grants In-Hand(2) (10) (10)
s 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 35 - 35
Undetermined
Total CIP Resources 85 347 40 40 40 40 401 40 672
Balance Available/(Unfunded Needs) 0 F 0
rrs
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 1017 2018 2019 2020 Total
,r Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
r Capital Investment Program-Transportation 5-87
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 27
2015 through2020(in thousands of•• r Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Lake to Sound(L2S)Trail
Project Type: Development
Project Account Number: 317.122903.016.595.**.63.***
Total Anticipated Project Cost: $ 1,255 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 US Trail will provide an east-west connection between the shoreline of Lake Washington(Renton)and the shoreline of Puget Sound(Des >�
Moines). Phase A will connect Fort Dent(Tukwila)to the larger system of regional trails in South King County,including the Green River Trail,the Interurban
Trail and the Cedar River Trail.Phase A goes from Naches Ave SW(Renton)to Fort Dent Park(Tukwila).Phase A will provide a 12-foot wide asphalt paved
multi-use trail,with 2-foot gravel shoulders. This project was awarded a federal grant in the amount of$800,125 for design and environmental
documentation of Phases: A-Naches Ave SW(Renton)to Fort Dent Park(Tukwila),and B-Des Moines Memorial Drive S(SeaTac and Burien). Phase A of
the grant amount is estimated to be$300,000 and no City match is required.King County is leading the design.
Summary of Progress:Design of the Fort Dent Park Connection is 60%complete.Design for Phase A to be completed in Fall 2014.Construction of Phase A
(through Renton)estimated at$1.25M.Construction will begin in fall 201-2016,pending new grant funding. Project anticipates funding under the non-
motorized countywide competition.
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering
R-O-W(includes Admin) - - -
Construction 500 600 1,100
Construction Services 70 85 155
Post Construction Services - - -
Total CIP Expenses 570 685 1,255
Resources:
Vehicle Fuel Tax - - -
Business License Fee - - -
Grants In-Hand(1) 570 685 1,255
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 570 1 685 1,255
Balance Available/(Unfunded Needs)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditurelncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
i
Capital Investment Program-Transportation 5-88 I�
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 28
2015 • •h 2020(in thousonds of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Lake Washington Loop Trail
r Project Type: Development
Project Account Number: 317.122802.016.595.**.63.***
Total Anticipated Project Cost: $ 11,615 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. The project will separate pedestrians and bicyclists from the
vehicular traffic,enhancing safety and encouraging residents to use active transportation modes.
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r Summary of Progress:
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qW CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
rs Planning - - - - - - - - -
Preliminary Engineering 200 285 60 - 545
R-O-W(includes Admin) - - 610 60 - - 670
Construction - 3,000 3,000 2,700 8,700
"M Construction Services 580 580 540 1,700
Post Construction Services - - - - - - -
Total CIP Expenses 200 285 670 3,640 3,580 3,240 11,615
Resources:
'W Vehicle Fuel Tax - - - - - - -
Business License Fee 37 85 122
Grants In-Hand(1) 173 173 - 346
Grants In-Hand(2) - - 575 575
Mitigation In-Hand - -
Bonds/LID's Formed - -
Other Gov't Resources In-Hand(1) (10) (10)
Other Gov't Resources In-Hand(2) - 95 95
r Grants Proposed -
Other Proposed
Proposed Fund Balance - 27 - 27
Undetermined
Total CIP Resources 200 1 285 1 670 1 1,155
Balance Available/(Unfunded Needs) (3,640) (3,580) (3,240) (10,460)
Mr
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 1 2019 2020 Total
aw Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
we
us Capital Investment Program-Transportation 5-89
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 29
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Barrier-Free Transition Plan Implementation
Project Type: Development
Project Account Number: 317.122705.016.***.**.**.***
Total Anticipated Project Cost: $ 263 LOS 0%Growth 0%
Project Description
This program implements projects that support the City's effort to transition pedestrian facilities within the right-of-way into conformity with provisions
contained in the Americans with Disabilities Act(ADA)Guidelines. This program provides funding for designing and building features on an"as needed"basis
in response to individual requests to improve access for individuals with special needs.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Planning - 13 5 5 3 5 5 5 41
Preliminary Engineering 7 - - - - - - - 7
R-O-W(includes Admin) -
Construction 35 22 22 20 32 32 33 196
Construction Services 2 3 3 2 3 3 3 19
Post Construction Services -
Total CIP Expenses 7 50 30 30 25 40 40 41 263
Resources:
Vehicle Fuel Tax -
Business License Fee 30 30 30 25 40 40 41 236
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 7 20 27
Undetermined
Total CIP Resources 7 1 50 30 30 25 40 40 41 263
Balance Available/(Unfunded Needs) 0 0
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e t t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-90
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 30
2015 • •h 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Walkway Program
Project Type: Development
Project Account Number: 317.120009.016.***.**.**.***
Total Anticipated Project Cost: $ 1,394 LOS 0%Growth 0%
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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
am Program. Providing safe and convenient non-motorized facilities is an integral part of a complete transportation network. Specific improvements will
respond to the needs of school children,the ed and persons with disabilities,and support p g p increased use of transit.
aw
Summary of Progress:The Comprehensive Citywide Walkway Study was completed in 2009 and is being used to select projects that move into the design
and construction phases.
r CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
r Planning - 5 - - 5 5 5 5 25
Preliminary Engineering 25 20 25 25 25 25 25 170
R-O-W(includes Admin) - - - - -
Construction 75 90 310 200 200 200 1,075
ow Construction Services 10 14 20 20 20 20 20 124
Post Construction Services - - - - - - -
Total CIP Expenses 115 124 45 360 250 250 250 1,394
Resources:
Vehicle Fuel Tax - - - - - - -
Business License Fee 115 124 45 140 140 140 140 844
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)
rls Grants Proposed
Other Proposed
Proposed Fund Balance - - - - - -
Undetermined
s
Total CIP Resources 115 124 45 140 140 140 140 844
Balance Available/(Unfunded Needs) 1 (220) (110) (110) (110) (550)
+AW
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r a j e t t e d Project
2013 2014 2015 1016 2017 2018 1 1019 2020 Total
ow Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-91
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 31
2015 through2020(in thousonds of•• r Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Arterial Circulation Program
Project Type: N/A
Project Account Number: 317.120029.016.544.**.**.***
Total Anticipated Project Cost: $ 1,079 LOS 0%Growth 0%
Project Description
This program provides for the short and long-range planning and traffic analyses required to evaluate and update the Transportation Element in relation to
the Comprehensive Land Use Plan to assess the impacts of new development proposals,and to recommend local and regional transportation system
improvements for all modes of travel. Funding for hardware,software and employee hours required to operate the computer model is also included under
this program. Combined State and Federal Clean Air legislation,the Growth Management Act,and the increasing importance of making sure that local and
regional transportation plans are coordinated to the benefit of Renton make ongoing multi-modal planning a high priority need.This program will also
provide coordination with the 1-405 project team,to assure it provides the maximum benefits and minimum problems for Renton's transportation system.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
2013 1014 2015 2016 1017 2018 2019 1020 Total
Expenditures:
Planning 44 180 120 145 145 145 150 150 1,079
Preliminary Engineering - - - - - - - -
R-O-W(includes Admin)
Construction
Construction Services
Post Construction Services - - - - - - -
Total CIP Expenses 44 180 120 145 145 145 150 150 1,079
Resources:
Vehicle Fuel Tax - - - - - - - -
Business License Fee 44 130 120 145 145 145 150 150 1,029
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 50 - - - - - - 50
Undetermined I I 1 1
Total CIP Resources 44 180 120 145 145 145 150 1 150 1,079
Balance Available/(Unfunded Needs) (0) - (0)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - - -
Expenditurelncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-92
ow
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 32
r • •h 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Project Development&Pre-Design Program
Project Type: N/A
Project Account Number:
Total Anticipated Project Cost: $ 885 LOS 0%Growth 0%
rr
Project Description
Perform critical activities needed for the development of future CIP projects and for grant applications,including scoping,cost estimates,pre-design,
interlocal agreements and deficiency analysis. Also provides for the monitoring of active grant projects for compliance with State and Federal laws,
r regulations and specifications.
w
Summary of Progress:Ongoing yearly program.This program includes small studies funding and funds required to match new grants.
re
_ Life to Adjusted
CIP Expenditures&Resources Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
,r Planning 30 145 85 85 85 85 90 90 695
Preliminary Engineering - 15 25 30 30 30 30 30 190
R-O-W(includes Admin) - -
Construction
s Construction Services
Post Construction Services - - - - - - - -
Total CIP Expenses 30 160 110 115 115 115 120 120 885
Resources:
'ow Vehicle Fuel Tax - - - - - - - - -
Business License Fee 30 160 110 115 115 115 120 120 885
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
Total CIP Resources 30 160 110 115 115 115 120 120 885
Balance Available/(UnfundedNeeds) (0) - (0)
aw
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e t t e d Project
2013 2014 2015 2016 2017 1018 2019 2020 Total
'W Revenuelncrease/Decrease - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
.r
~ Capital Investment Program-Transportation 5-93
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 33
2015 through2020(in thousands of r• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Intelligent Transportation Systems(ITS)Program
Project Type: Development
Project Account Number: 317.122162.016.***.**.**.***
Total Anticipated Project Cost: $ 240 LOS 0%Growth 0%
Project Description
Provides for improvements to the operational efficiency of the roadway system,including development and implementation of signal coordination programs,
signing and channelization improvements,surveillance control and driver information system(SC&DI),transit signal priority,Intelligent Traffic Systems(ITS)
Master Plan and signal improvements such as protective/permissive phasing. Improving the capacity and efficiency of the existing roadway system is a very
cost effective element of the transportation program.
Summary of Progress:
CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Planning - - - - - - - -
Preliminary Engineering 5 5 5 5 5 5 5 35
R-O-W(includes Admin) -
Construction 3 47 20 20 20 20 20 20 170
Construction Services 5 5 5 5 5 5 5 35
Post Construction Services -
Total CIP Expenses 3 57 30 30 30 30 30 30 240
Resources:
Vehicle Fuel Tax -
Business License Fee 30 30 30 30 30 30 30 210
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 3 27 30
Undetermined
Total CIP Resources 3 57 30 30 30 30 30 30 1 240
Balance Available/(Unfunded Needs) (0) (0)
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - -
Expenditure Increase/Decrease N/A N/A N/A N/A ;N/A;; N/A
Net Impact - -
Capital Investment Program-Transportation 5-94
TRANSPORTATION CAPITAL INVESTMENT PROGRAM Project Number: 34
2015 through 2020(in r
thousandsImportance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: 1%for the Arts Program
Project Type: Transfer
Project Account Number: 317.000000.016.597.79.00.000
Total Anticipated Project Cost: $ 116 LOS 0%Growth 0%
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Project Description
Funding is tied to the calculated share of eligible types of transportation projects and transportation funding subject to the City's 1%for the Arts Program.
All gateway project proposals under this program are subject to approval of the Arts Commission.
Summary of Progress:Program is now based on actual design and construction costs.$13,261 was transferred in 2010 for 2009 expenditures.No transfer
occur in 2011(2010 capital expenses were offset by grant revenues not received in 2009).$7,064 was transferred in 2012 for 2011 capital expenditures.
$11,151 was transferred in 2013 for 2012 capital expenditures.
i CIP Expenditures&Resources Life to Adjusted
Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1020 Total
Expenditures:
+r Planning 11 15 15 15 15 15 15 15 116
Preliminary Engineering - - - - - - - - -
R-O-W(includes Admin)
Construction
.s Construction Services
Post Construction Services -
Total CIP Expenses 11 15 15 15 15 15 15 15 116
Resources:
r Vehicle Fuel Tax -
Business License Fee 11 15 15 15 15 15 15 15 116
rt- Grants In-Hand(1) -
Grants In-Hand(2)
1W 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
r Total CIP Resources 11 15 15 15 1 15 1 15 1 15 1 15 1116
Balance Available/(Unfunded Needs)
r
Life to Adjusted
Impact on Operating Funds Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1020 Total
ow Revenuelncrease/Decrease - - - - - - - -
Expenditure lncrease/Decrease N/A N/A N/A N/A N/A N/A
Net Impact -
Capital Investment Program-Transportation 5-95
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Capital Investment Program-Transportation 5-96
AIRPORT CAPITAL INVESTMENT PROGRAM
2015 through 2020 (in thousands of dollars)
SUMMARY
Life to Estimated
Date Year End Adopted P r o j e c t e d Project
s Projects Priority Type* Thru2013 2014 2015 2016 1017 2018 2019 2020 Total
1 Seaplane Launch Ramp Replacement 2 D - - 167 - 167 - 400 734
2 Taxiway Alpha Rehabilitation 3 D - - 556 11,278 11,111 - 22,945
3 Fire Water System Rehabilitation 4 D 84 242 25 25 25 25 25 25 476
4 608 Hangar Expansion NA D - - - 105 945 1,050
5 622 Hangar-Rehabilitation NA D - 110 990 1,100
6 SE Corner Land Acquisition/Demolition 6 A 95 - - - 95
7 Major Facility Maintenance 1 M 716 354 350 175 175 175 175 175 2,295
8 Storm Water System Rehabilitation 5 M 230 85 150 900 150 150 450 150 2,265
9 Maintenance Dredging and Shoreline Mitigation 7 M 620 903 15 15 15 15 15 265 1,863
10 Runway Safety Area 8 P - - - 75 75 - - - 150
Total 1,650 1,584 540 2,008 11,823 12,698 1,655 1,015 32,973
Life to Estimated
Date Year End Adopted P r o j e c t e d Project
Resources: Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
User Fee -
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 1,634 1,114 627 1,295 1,568 1,493 665 655 9,051
Grants/Contribution Received 16 334 - - - - - - 350
Mitigation Funds Received - - - - - - -
Grants/ContributionAnticipated 136 650 10,150 10,150 360 21,446
41W Mitigation Funds Anticipated - - - - - -
Misc/Transfers/Interfund Loan
Interest Income
Beginning Fund Balance
Total Resources 1,650 1 1,584 627 1,945 1 11,718 1 11,643 6751 1,015 30,847
Balance Available/(Unfunded Needs) 87 (63) (105) (1,055) (990)
*NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,P-Planning
to
W
VW
VI Capital Investment Program-Airport 5-97
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 1
2015 • • 2020 (in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Seaplane Launch Ramp Replacement
Project Type: Development Current LOS %Growth %
Project Account Number: 422.725110.016.594.46.63.000
Project Number: A25110
Total Anticipated Project Cost: $ 734
Project Description
The Seaplane Base Launch Ramp consists of a concrete approach ramp and wood plank ramp,pilings,and bulkhead that are in need of replacement. The area along
the bulkhead and around the pilings has been eroded over time due to wave action from Lake Washington. Part of this project will be to widen the 1950's era
launch ramp to accommodate newer seaplanes that are having difficulty using the narrow ramp.
Summary of Progress: Begin the design/engineering&permitting phase in 2016,to replace the Seaplane Launch ramp in 2016 with$400,000 set aside for
construction in 2020. The project is eligible for grant funding from an FAA Grant at 90%reimbursable with a 10%match from the Airport revenue.
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - -
Major Maintenance 167 167 400 734
Construction - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 167 167 400 734
Resources:
User Fee - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 17 17 40 74
Grants/Contribution Received
Mitigation Funds Received - - - -
Grants/Contribution Anticipated 150 150 360 660
Mitigation Funds Anticipated - - - -
Misc/Transfers
Interest Income
Beginning Fund Balance - - -
67
Total CIP Resources 167 1400 734
Balance Avoilable/(Unfunded Needs)
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1 2016 2017 L 2018 1 2019 1 020 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport 5-98
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 ren
• •h 2020 (in thousands of dollars) Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Taxiway Alpha Rehabilitation
Project Type: Construction Current LOS %Growth %
Project Account Number: 422.725114.016.594.46.63.000
Project Number: A25115
Total Anticipated Project Cost: $ 22,945
r
Project Description
In 2017 and 2019,this program will fund a major reconstruction of Taxiway Alpha in order to bring the weight-bearing load up to a level that meets the
requirements to support Boeing 737 jets for the new MAX program.
r
Summary of Progress: The airport consists of 168 acres total,and approximately 70%of that area is paved with asphalt or concrete.Funding for this project will be
from anticipated FAA grants with a 90%reimbursement rate and a 10%match from the Airport revenue.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
•� Property Acquisition - - -
Consultant Services 556 556
Major Maintenance - - - -
Construction/Development 11,278 11,111 22,389
+� Inspection - - -
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 556 11,278 11,111 22,945
Resources:
User Fee - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - - -
Operating 56 1,128 1,111 2,295
Grants/Contribution Received - - -
Mitigation Funds Received - - - -
Grants/Contribution Anticipated 500 10,150 10,000 20,650
Mitigation Funds Anticipated - - - -
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources 556 1 11,278 1 11,111 1 22,945
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o
j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
am Net Impact
,r
Vow Capital Investment Program-Airport 5-99
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 • • 2020 (in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking: 4
Project Title: Fire Water System Rehabilitation
Project Type: Development Current LOS %Growth %
Project Account Number: 422.725104.016.594.46.63.000
Project Number: A25104
Total Anticipated Project Cost: $ 476
Project Description
Begin the process to rehabilitate the existing fire water system throughout the airfield that was turned over to the City by Boeing in 2010. The fire water system
was installed by Boeing to protect the B ramp and C ramp during production of the 707 and 757 era. Boeing turned back those areas to the City,which included the
fire water system. The anti-siphon loops along the west side are no longer a requirement and were removed by Boeing as part of their Apron B Reactivation project.
Summary of Progress: This is an ongoing program with an initial startup cost of an estimated$200,000 and a continuing cost of$25,000 to fund the systematic
replacement of flush mounted hydrants throughout the airfield. Funding will come from the Airport revenue.There is no grant funding available for this type of
project.The fire water infrastructure in the infield along Taxiway Bravo was replaced under the Taxiway Bravo Rehabilitation project.
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance/Rehabilitation - -
Construction 84 242 25 25 25 25 25 25 476
Inspection - -
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 84 242 25 25 25 25 25 25 476
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 84 242 25 25 25 25 25 25 476
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance -
Total CIP Resources 84 242 25 25 25 25 25 25 476
Balance Available/(Unfunded Needs)
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r a j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncreose/Decrease -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Airport 5-100
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 4
12015 • •h 2020 (in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: A New 608 Hangar
Project Type: Development Current LOS %Growth %
Project Account Number: 422.725086.016.594.46.63.000
Project Number: A25086
Total Anticipated Project Cost: $ 1,050
Project Description
Design and construct an addition to an existing hangar to increase long-term airport revenues. This project has been moved out to 2017,when the current tenent
contract expires. It is expected that once the current tenant vacates,significant improvements will be needed to bring in a new tenant. These improvements would
only be made if and when the airport finds a suitable tenant and enters into a contract. Depending on the tenant,the funding source could vary from potenital Bond
funding to tenant funded improvements.
Summary of Progress: The design and construction of an addition to the hangar will be postponed until the airport has has potential bonding ability for this project,
the existing tenant(aircraft maintenance shop)can relocate to another building,and new tenant is identified.
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 1015 1016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 105 105
Major Maintenance - -
Construction/Development 945 945
Inspection - -
Project Management
Equipment Acquisition -
Contingencies - -
Total CIP Expenses 105 945 1,050
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources
Balance Available/(Unfunded Needs) 1 (105) (945) (1,050)
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncreose/Decrease
Net Impact -
" Capital Investment Program-Airport 5-101
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 through 2020 Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: 622 Hangar-Rehabilitation
Project Type: Development Current LOS %Growth %
Project Account Number: 422.725078.016.594.46.63.00(
Project Number: A25078
Total Anticipated Project Cost: $ 1,100
Project Description
Design and construct an addition to an existing hangar to increase long term airport revenues. This project has been moved out to 2016,when the current tenent
contract expires. It is expected that once the current tenant vacates,significant improvements will be needed to bring in a new tenant. These improvements would
only be made if and when the airport finds a suitable tenant and enters into a contract. Depending on the tenant,the funding source could vary from potenital Bond
funding to tenant funded improvements.
Summary of Progress: The design and construction of an addition to the hangar will be postponed until the airport has has potential bonding ability for this project,
the existing tenant can relocate to another building,and new tenant is identified.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 110 - 110
Major Maintenance - 990 990
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 110 990 1,100
Resources:
User Fee - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources
Balance Available/(UnfundedNeeds) (110) (990)1 1 (1,100)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact -
Capital Investment Program-Airport 5-102
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 6
2015 • •h 2020 (in thousands of dollars)
Importance Urgency Combined
Project Priority Score: + _
Priority Ranking: 6
Project Title: SE Corner Property Acquisition
Project Type: Procurement Current LOS %Growth %
Project Account Number: 422.725108.016.594.46.63.000
Project Number: A25108
Total Anticipated Project Cost: $ 95
Project Description
The objective of the project is to acquire the property at the southeast corner of the airport. In the City's TIP plan,the Street division is planning to purchase a
section of land for the Cedar River Trail extension along Rainier Ave N. A portion of this acquisition will actually be used for airport operations.The property
acquisition will be mostly funded(86%)by FHWA grants and since a portion of the property will be used by the Airport,the Airport will provide the 13%grant match
for the acquisition.
Summary of Progress:
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - 95 - 95
Consultant Services
Major Maintenance
Construction/Devel opmen t
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 95 95
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds
Operating 95 95
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources 95 95
Balance Available/(Unfunded Needs)
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 1020 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Airport 5-103
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 7
2015 • r 2020 (in thousonds of•• • Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Major Facility Maintenance
Project Type: Major Maintenance Current LOS %Growth %
Project Account Number: 422.725088.016.594.46.63.000
Project Number: A25088
Total Anticipated Project Cost: $ 2,295
Project Description
Ongoing program to maintain and repair airport-owned structures and facilities. Includes snow plowing exercises,major building repairs-new hangar doors,hangar
roofs,hvac systems,electrical upgrades. The City continues to add old existing structures to its ownership. Some of these buildings need major,unscheduled repair
to maintain the investment in the facility.
Summary of Progress: Work scheduled for 2015/2016 includes;roof repair on 608 hangar,new HVAC in 608 and 622 hangars,complete electrical upgrades in 749
hangar,new roof and exterior vapor barrier on control tower.
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 1 2016 1017 2018 2019 2010 Total
Expenditures:
Property Acquisition -
Consultant Services - - - - - - - - -
Major Maintenance 716 354 350 175 175 175 175 175 2,295
Construction - - - - - - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 716 354 350 175 175 175 175 175 2,295
Resources:
User Fee - - - - - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - - - - - - - -
Operating 716 354 437 112 175 175 175 175 2,319
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income
Beginning Fund Balance - - - -
Total CIP Resources 716 354 437 112 175 175 175 175 2,319
Balance Available/(Unfunded Needs) 87 1 (63) - 24
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 1018 2019 2020 Total
Revenue Increase/Decrease - -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Airport 5-104
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 8
2015 • •h 2020 (in thousands of•• • Importance Urgency Combined
Project Priority Score: + _
Priority Ranking: 5
Project Title: Storm Water System Rehabilitation
Project Type: Major Maintenance Current LOS %Growth %
Project Account Number: 422.725099.016.594.46.63.000
Project Number: A25099
Total Anticipated Project Cost: $ 2,265
Project Description
The majority of the airport's drainage system,installed in the 1950's,has exceeded its design life and is failing in some locations.
Summary of Progress: Stormwater improvements were made to the system under the Taxiway Bravo Rehab project on the eastside of the airport. Outfall work still
needs to be done,and should be addressed in conjunction with the Cedar River Maintenance Dredging project.Significant stormwater improvements are expected
to be made during the Taxiway Alpha Rehab project,scheduled in 2017/2019.The airport continues to update the airport base map and to inventory the storm
m.Alarge rmw r imorovement proiectn i i in 2016,
Life to Estimated
CIP Expenditures&Resources Date Year End Adopted P r a j e c t e d Project
Thru 2013 1014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - - - - - -
Major Maintenance/Rehabilitation 230 85 150 900 150 150 450 150 2,265
Construction - - - - - - - -
Inspection
Project Management
Equipment Acquisition -
Contingencies -
Totol CIP Expenses 230 85 150 900 150 1 150 450 150 2,265
Resources:
User Fee - - - - - - - -
REET
Fuel Tax
Utility Tax - -
Bond Proceeds - - - - - -
Operating 230 85 150 900 150 150 450 150 2,265
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources 230 85 150 900 150 1 150 450 150 2,265
Balance Available/(Unfunded Needs)
Life to Estimated
Impact on Operating Funds Date Year End Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact -
"' Capital Investment Program-Airport 5-105
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 9
2015 through2020 (in thousands of•• • Importance Urgency Combined
Project Priority Score: + -
Priority Ranking:
Project Title: Maintenance Dredging and Shoreline Mitigation
Project Type: Major Maintenance Current LOS %Growth %
Project Account Number: 422.725080.016.594.46.63.000
Project Number: A25080
Total Anticipated Project Cost: $ 1,863
Project Description
Over the next two budget cycles,the objective is to build up funding for the completion of the next maintenance dredging,which is anticipated to be needed in 2022,
with permitting in 2020,using yearly bathymetric survey data-3D. Until the next maintenance dredging is needed,annual inspections of the sediment levels will be
needed to review the status of sediment build-up.
Summary of Progress: Dredging project completed over the 2013/2014 winter. Shoreline enhancements are scheduled for the 2014/2015 winter fish window.Periodic
survey monitoring will be performed to determine sedimentation rates and refine next estimated dredge date of 2022. Permitting for 2022 construction is scheduled
for 2020.
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 250 250
Major Maintenance - - - -
Construction 620 903 1,523
Inspection - - 15 15 15 15 15 15 90
Project Management
Equipment Acquisition -
Contingencies -
Total CIP Expenses 620 903 15 15 15 15 15 265 1,863
Resources:
User Fee - - - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - - - -
Operating 604 433 15 15 15 15 15 265 1,377
Grants/Contribution Received 16 334 - 350
Mitigation Funds Received - - -
Grants/Contribution Anticipated 136 136
Mitigation Funds Anticipated - -
Misc/Transfers
Interest Income - -
Beginning Fund Balance -
Total CIP Resources 620 903 15 15 15 15 15 265 1,863
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 1 2018 1 2019 1 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Airport 5-106 r`
AIRPORT CAPITAL INVESTMENT PROGRAM Project Number: 10
2015 through 2020 (in thousands of• Importance Urgency Combined
Project Priority Score: +
Priority Ranking: 8
Project Title: Runway Safety Area
Project Type Planning and Development Current LOS %Growth %
Project Account Number:
Project Number:
Total Anticipated Project Cost: $ 150
Project Description
Evaluation of the Runway Safety Areas surrounding Runway 16/34.A Runway Safety Area is a defined surface surrounding the runway prepared or suitable for reducing
the risk of damage to aircraft in the event of an undershoot,overshoot,or excursion from the runway.The current safety area dimensions for Runway 16/34 are 75'on
either side of the Runway centerline,and 300'beyond each threshold end.Runway Safety Area dimensions are established in FAA Advisory Circular 150/5300-13—
Airport Design,and are a function of the volume and type of aircraft that frequently use the Runway.As the mix of aircraft using a particular Runway change over time,
the safety area,among other aspects of the movement areas,should be reevaluated.This capital line item will help fund that evaluation.
Summary of Progress:
Estimated
CIP Expenditures&Resources Life to Date Year End Adopted P r a j e c t e d Project
Thru 1013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition - _
Consultant Services 75 75 150
Major Maintenance -
Construction/Developmen t
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 75 75 150
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 75 75 150
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income
Beginning Fund Balance
-------------------
Total CIP Resources 75 1 75 1 150
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year End Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncreose/Decrease
Net Impact -
Capital Investment Program-Airport 5-107
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Capital Investment Program Airport
5-108 ,
GOLF COURSE CAPITAL INVESTMENT PROGRAM
• • 2020(in thousands of•• •
SUMMARY
Life to Estimate
Date Year End Adopted P r o j e c t e d Project
a Projects Priority Type* Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
1 Maintenance Building and Pumphouse D - - - - - 300 2,500 2,800
2 Reconstruction of the 13th and 15th Greens D - 140 - - 140
3 Reconstruction of the 10th and 16th Greens D - 130 130
4 Irrigation Mainline Replacement D - - - - 850 850
5 Golf Course Major Maintenance M 174 194 50 70 385 305 60 80 1,318
Total 174 194 50 70 385 445 1,340 2,580 5,238
Life to Estimate
Date Year End Adopted P r o j e c t e d Project
Resources: Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
User Fee - - _ _ _ _ -
REET
Fuel Tax
Utility Tax _
Bond Proceeds - - - _ _ -
Operating 174 194 50 50 385 445 1,340 2,580 5,218
Grants/Contribution Received - - - - _ -
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance 20 20
Total 174 194 50 50 385 445 1 1,340 2,580 5,218
Balance Available/(Unfunded Needs) (20) _
*NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer
rr
r
rr
'° Capital Investment Program-Golf Course 5-109
j
GOLF COURSE CAPITAL INVESTMENT PROGRAM Project Number: 1
201 5 through 2020 Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Maintenance Building and Pumphouse
Project Type: Development and Major Maintenance
Project Account Number:
Total Anticipated Project Cost: $ 2,800 Current LOS %Growth % Both %
Project Description
Design and construct a new maintenance building and pumphouse including detention requirements that will replace the existing structure. The current
building will require extensive renovations to function effectively and will be cost prohibitive. The new facility will provide an acceptable work environment
for staff,provide a secure storage area for equipment,meet all environmental requirements for wash rack areas,and the storage of fuel and pesticides.
Initially introduced into the Capital Improvement Program(CIP)in 2000. The pump house will supply water to the west portion of the golf course per the
adopted Master Plan. This is the last step in completely reworking the original irrigation system and fully automating the new system as per its design. This
will allow for a shorter window of watering,resulting in less impact to the golfer and the maintenance staff.
Summary of Progress:The utility connection requirements of the future maintenance facility,were completed in 2006,as part of the Parking Stall Addition
Project with the PBPW Water Utility Division and their construction of the Water Treatment Facility. Design and construction for the maintenance building
is postponed until 2019 and 2020 respectively as other deferred maintenance must be addressed. Analyze potential to bond for project design and
construction.($50,00 spent in 2008 to move vacated FS13 to Golf Course for temporary maintenance office.)
Life-to Actual
CIP Expenditures&Resources Date Yearend Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition - - - - - - - -
Consultant Services - - -
Major Maintenance 300 2,500 2,800
Construction - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 300 2,500 2,800
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - - -
Operating 300 2,500 2,800
Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance -
Total CIP Resources 300 2,500 2,800
Balance Available/(Unfunded Needs)
Life-to- Actual
Impact on Operating Funds Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 1018 2019 2020 Total
Revenuelncrease/Decrease - - - - - - (1) (1) (2)
Expenditure Increase/Decrease - -
Net Impact - - - - (1) (1)1 (2)
Capital Investment Program-Golf Course 5-110
GOLF COURSE CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: +
Priority Ranking:
Project Title: Reconstruction of 13th and 15th Greens
Project Type: Development and Major Maintenance
Project Account Number:
Total Anticipated Project Cost: $ 140 Current LOS %Growth % Both %
Project Description
Reconstruct the 13th and 15th greens per the Master Plan resulting in a more consistent and playable course. Project is currently scheduled in 2018. Initially
introduced into the CIP 2001.
Summary of Progress:Project has been re-prioritized and is scheduled for reconstruction in 2018.
Life-to Actual
CIP Expenditures&Resources Date Yearend Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - - - _ _
Consultant Services - _ _
Major Maintenance 140 140
Construction _ _
Inspection
Project Management
Equipment Acquisition _
Contingencies _
Total CIP Expenses 140 140
Resources:
User Fee _
REET -
Fuel Tax
Utility Tax _ _
Bond Proceeds
Operating 140 140
Grants/Contribution Received - _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance -
Total CIP Resources 140 140
Balance Available/(Unfunded Needs)
Life-to- Actual
Impact on Operating Funds Date Year end Adopted P r o j e c t e d Project
Thru 1013 2014 1015 1016 2017 2018 2019 2020 Total
Revenuelncreose/Decrease - - - - (2) _ _ (2)
Expenditure/ncrease/Decrease - -
Net Impact - (2) (2)
Capital Investment Program-Golf Course 5-111
GOLF COURSE CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Reconstruction of 10th and 16th Greens 3
Project Type: Development and Major Maintenance
Project Account Number:
Total Anticipated Project Cost: $ 130 Current LOS %Growth % Both %
Project Description
Reconstruct the#10 and#16 greens per the Master Plan resulting in healthy turf and a more consistent and playable course. Project is currently scheduled in
2019. This project was initally introduced into CIP in 2005.
Summary of Progress:This project has been re-prioritized to begin in 2019.
Life-to Actual
CIP Expenditures&Resources Date Yearend Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 1 2020 Total
Expenditures:
Property Acquisition - - - -
Consultant Services -
Major Maintenance - -
Construction 130 130
Inspection - -
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 130 130
Resources:
User Fee - -
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 130 130
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance
Total CIP Resources 130 130
Balance Available/(Unfunded Needs)
Life-to- Actual
Impact on Operating Funds Date Year end Adopted P r o j e c t e d Project
Thru 1013 2014 2015 1016 2017 2018 2019 1 2020 Total
Revenuelncrease/Decrease - - - - (2) - (2)
Expenditurelncrease/Decrease - -
Net Impact (2) (2)
Capital Investment Program-Golf Course 5-112
GOLF COURSE CAPITAL INVESTMENT PROGRAM Project Number: 4
2015
r
through thousandsof dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Irrigation Mainline Replacement 4
rr
Project Type: Development and Major Maintenance
Project Account Number:
Total Anticipated Project Cost: $ 850 Current LOS %Growth % Both %
Project Description
Replace/repair the golf course irrigation mainline to ensure efficient irrigating and health of turf. The mainline is an 8"-200 psi/PVC pipe that ranges from 11-
20 years old. The nomal life expectancy of this pipe under this use is 20-25 years. This project is being introduced into the CIP in 2007.
aw
Summary of Progress:This project has been re-prioritized to 2019 in conjunction with the construction of new maintenance facility. Included in bond potential
with construction of new maintenance facility.
arr
Life-to Actual
CIP Expenditures&Resources Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
as Property Acquisition - - - - _ _ _ _
Consultant Services _ _ -
Major Maintenance 850 850
Construction _ _
Am Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 850 850
Resources:
User Fee _ _
tis' REET
Fuel Tax
Utility Tax
Bond Proceeds _ _
Operating 850 850
Grants/Contribution Received - _
Mitigation Funds Received
Grants/Contribution Anticipated
as Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance _ _
r Total CIP Resources
850 850
Balance Available/(Unfunded Needs)
s
Life-to- Actual
Impact on Operating Funds Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
a Revenuelncrease/Decrease - - - - - (3) - (3)
Expenditurelncrease/Decrease - _
Net Impact - (3) (3)
r Capital Investment Program-Golf Course 5-113
GOLF COURSE CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: + _
Priority Ranking:
Project Title: Golf Course Major Maintenance
Project Type: Development and Major Maintenance
.w
Project Account Number:
Total Anticipated Project Cost: $ 1,318 Current LOS %Growth % Both %
Project Description
The Maplewood Golf Course has the following activities that would be considered major maintenance. These activities are necessary to maintain golf course,
parking,and building facilities. They do not add to the infrastructure,but ensure continued life and usabillity of the entire facility. Note that numbers listed in
parenthesis on page 13 are the initial dates that projects were introduced into the Major Maintenance portion of the CIP.
Summary of Progress:Assessment and prioritizing of Major Maintenance projects for 2011-2016.
Life-to Estimated
CIP Expenditures&Resources Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 1 2020 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - -
Major Maintenance 174 194 50 70 385 305 60 80 1,318
Construction - - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 174 194 50 70 385 305 60 80 1,318
Resources:
User Fee
REET
Fuel Tax
Utility Tax
Bond Proceeds - - - - -
Operating 174 194 50 50 385 305 60 80 1,298
Grants/Contribution Received - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income -
Beginning Fund Balance - 20 - - 20
Total CIP Resources 174 194 50 70 385 305 60 80 1,318
Balance Available/(Unfunded Needs)
Life-to- Actual
Impact on Operating Funds Date Yearend Adopted P r a j e c t e d Project
Thru 2013 2014 ;201520172016 1018 2019 2020 Total
Revenuelncreose/Decrease - - 1 1 1 1 1 1 6
Expenditurelncrease/Decrease - - - - - -
Net Impact 1 11 1 1 1 1 1 6
Capital Investment Program-Golf Course 5-114
r,
GOLF COURSE CAPITAL INVESTMENT PROGRAM
2015 through2020(in thousands of dollars)
r.
Major Maintenance Details: Year Cost
Building Maint.-door repair,exterior lights,entry sign 2015 $ 40,000
s
Course Maint.-netting repair,aerate fountain-#18 2015 $ 10,000
2015 -
2015
2015 -
$ 50,000
Course Maint.-relamp Dr.lights, 2016 $ 35,000
Building Maint.-kitchen floor reseal,pro shop counters 2016 $ 35,000
2016 -
2016
2016 -
W $ 70,000
Clubhouse/dr.range-exterior paint 2017 $ 100,000
Course Maint.-netting repair,topdress, 2017 $ 10,000
111 Driving range turf replacement 2017 $ 275,000
2017
2017 -
$ 385,000
Replace worn netting panels#7 fairway(2001) 2018 $ 20,000
Paint interior clubhouse 2018 $ 85,000
Driving range netting replacement 2018 $ 200,000
2018 -
2018 -
$ 305,000
s Course Maint.-18 pond renovate 2019 $ 50,000
Bldg.Maint.-parking lot striping,door repair 2019 $ 10,000
2019
2019
an
2019
$ 60,000
Repair netting panels#10 fairway 2020 $ 40,000
Bldg./Crse.Maint.-topdress,parking lot stripe,etc 2020 $ 40,000
2020
2020 -
2020 -
$ 80,000
Um
i
i
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Capital Investment Program-Golf Course 5-115
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Capital Investment Program-Golf Course 5-116
WATER UTILITY CAPITAL INVESTMENT PROGRAM
through 2020(in thousonds of dollars)
SUMMARY
Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
r p Projects Priority Type* 2013 1014 2015 2016 2017 2018 2019 2020 Total
1 Emergency Response Projects 1 M 244 50 50 50 50 50 50 50 594
2 Water Main Replacement 2 M 4,134 1,760 1,000 1,000 1,000 1,000 1,200 1,200 12,294
3 Transmission Main Replacement 3 M 817 500 Soo 500 500 500 500 500 4,317
4 Automatic Meter Reading Conversion 4 M 3,474 1,450 1,050 750 100 100 100 100 7,124
5 Telemetry Improvements 5 M 407 170 250 150 50 50 50 50 1,177
6 Emergency Power to Water Facilities 7 M 3,039 So 240 70 - - - - 3,399
7 Water System Security 8 M 62 100 100 50 50 50 50 50 512
8 Reservoir Recoating 10 M 657 175 150 150 100 100 100 100 1,532
9 Maplewood Pump Station Roof Replacement 11 M - 30 280 - - - - - 310
10 Maplewood Filter Media Replacement 12 M - 200 50 50 50 50 50 50 500
11 Water System Plan Update 9 R 546 5 20 20 120 120 70 70 971
12 Aquifer Monitoring and Management 13 R 77 50 50 30 15 15 15 15 267
13 Highlands 435-Zone Reservoirs 6 D 35 2,536 1,600 3,270 3,059 500 - - 11,000
14 Water Main Oversizing 14 D 60 100 100 100 100 100 100 100 760
Total Six-Year Project Costs 13,552 7,176 5,440 6,190 5,194 2,635 2,285 2,285 44,757
Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
Resources: 2013 2014 2015 2016 2017 2018 2019 2020 Total
User Fee 397 87 103 118 99 50 43 43 939
Operating 12,528 7,046 5,234 5,954 4,996 2,535 2,198 2,199 42,690
Misc/Transfers 200 - - - - - - - 200
r Interest Income 428 44 1 103 117 99 50 43 43 928
Total Resources 13,552 7,1761 5,440 6,190 5,194 2,635 2,285 2,285 44,756
Balance Available/Unfunded Needs _ I _ I _ I _ I _ I _ I _ I _ _
' A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer
go
i
Mill
i
r Capital Investment Program-Water 5-117
�y3
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 1
2015 through 2020 Importance Urgency Combined
Project Priority Score: 1 +3 =4
Priority Ranking:
Project Title: Emergency Response Projects
Project Type: Major Maintenance
Project Account Number: 425.455265.018.595.34.63.000
Project Number: U55265
Total Anticipated Project Cost: $ 594 Current LOS 100%Growth 0%
Project Description
This program consists of the allocation of funds to allow the Water Utility the ability to address small or emergency projects that are not anticipated as part of the
budget process. Unplanned projects or actions resulting from emergencies and unforeseen conditions includes major pipe failures and emergency repairs of water
facilities.
Summary of Progress: In 2014,new telemetry radios were installed at 21 water facilities due to unanticipated signal interference from the Public Safety
Interoperability Use onto the City's existing radio frequency.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - -
Major Maintenance 244 50 50 50 50 50 50 50 594
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 244 50 50 50 50 50 50 50 594
Resources:
User Fee 2 1 1 1 1 1 1 1 9
REET - -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 240 49 48 48 48 48 48 48 577
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 2 1 1 1 1 1 1 1 8
Beginning Fund Balance -
Total CIP Resources 244 50 50 50 50 50 50 50 594
Balance Available/(Unfunded Needs) r
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-118 '
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 2
'2015 through 2020(in thousands of dollars) Importance Ureencv Combined
Project Priority Score: 4 +1 =5
Priority Ranking:
Project Title: Water Main Replacement Project 3
Project Type: Major Maintenance Project Number:
Project Account Number: 425.455170.018.595.34.63.000
Total Anticipated Project Cost: $ 12,294 Current LOS 70%Growth 30%
r
Project Description
This annual program consists of the design and construction for the systematic replacement of aging and undersized cast-iron,steel,and asbestos-cement water
mains and old water service lines throughout the City to improve fire flow capacity and water quality in the distribution system. Prioritization of pipe replacement is
based on several factors including degree of fire flow deficiency,frequency of leaks and breaks,remaining useful life of the pipes,and coordination with scheduled
street overlays and utilities improvements.
r
Summary of Progress: In 2014,the Water Utility completed the replacement of water mains in Monterey Terrace,in NE 5th PI and of anew water main in Strander
Blvd.in conjunction with the roadway improvements project. In 2015 and 2016,we anticipated to complete the design and construction of water mains replacement
in Tiffany Park and in Windsor Hills.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
ro Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - - - _ _ _ _ _ _
Construction 4,134 1,760 950 950 950 950 1,140 1,140 11,974
Inspection - - 20 20 20 20 30 30 140
Project Management 30 30 30 30 30 30 180
Equipment Acquisition - _ _ _ _ _ _
+� Contingencies - - - _ _ _ _ _ _
Total CIP Expenses 4,134 1,760 1,000 1,000 1,000 1,000 1,200 1,200 12,294
Resources:
User Fee 201 20 19 19 19 19 23 23 343
REET -
Fuel Tax
Utility Tax
Bond Proceeds - - - _ _ _ _ _
Operating 3,598 1,730 962 962 962 962 1,154 1,154 11,484
Grants/Contribution Received - - - - - _ _ _ _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - _
Misc/Tronsfers 100 100
Interest Income 235 10 19 19 19 19 23 23 367
r• Beginning Fund Balance - - - - _ _ _ _ _
Total CIP Resources 4,134 1 1,7601 1,0001 1,0001 1,0001 1,0001 1,2001 1,200 1 12,294
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 1014 1015 2016 2017 1 2018 1 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
i
r Capital Investment Program-Water 5-119
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 through 2020(in thousonds of dollors) Importance Urgency Combined
Project Priority Score: 5 +2 =7
Priority Ranking:
Project Title: Transmission Main Replacement
Project Type: Major Maintenance Project Number:
Project Account Number: 425.455596.018.595.34.63.000
Total Anticipated Project Cost: $ 4,317 Current LOS 70%Growth 30%
Project Description
This program also consists of the design and construction of the replacement of aging water transmission mains,typically 12-inch in diameter and larger,to convey
water from the supply sources including wells,pump stations,reservoirs,and water treatment facilities to the water distribution system. Prioritization of pipe
replacement is based on several factors including remaining useful life of pipes,frequency of leaks and breaks,and coordination with scheduled street and utilities
improvements.
Summary of Progress: Design and construction of transmission watermains replacement in the Kennydale and Highlands areas are planned for 2015 and 2016. '
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services 20 20 20 20 20 20 20 140 '
Major Maintenance - - - - - - - - -
Construction 817 430 430 430 430 430 430 430 3,827
Inspection - 15 15 15 15 15 15 15 105
Project Management 35 35 35 35 35 35 35 245
Equipment Acquisition - - - - - - - -
Contingencies - - - - - - - - -
Total CIP Expenses 817 500 500 500 500 500 500 500 4,317
Resources: '
User Fee 43 10 10 10 10 10 10 10 110
REET - - - - - - - - -
Fuel Tax
Utility Tax
Bond Proceeds - - - - - - - - -
Operating 617 485 480 480 480 480 480 480 3,982
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated - -
Misc/Tronsfers 100 100
Interest Income 57 5 10 10 10 10 10 10 119
ftr
Beginning Fund Balance - - -
Total CIP Resources 817 500 500 500 500 500 500 500 1 4,311
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 1017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decrease -
Net Impact -
Capital Investment Program-Water 5-120 '
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 4
4W 2015 through thousands of•' • Importance Urgency Combined
Project Priority Score: 3 +5 =8
Priority Ranking:
Project Title: Automatic Meter Reading Conversion
Project Type: Major Maintenance
Project Account Number: 425.455591.018.595.34.63.000
Project Number: U55591
Total Anticipated Project Cost: $ 7,124 Current LOS 100%Growth 0%
i
Project Description
This program consists of the conversion of about 17,500 existing City's water meters to an automatic meter reading(AMR)system. The system will improve meter
reading efficiency,capture water usage data,enhance water conservation activities including leak detection,and provide timely and accurate billing and water usage
information to our customers.
Summary of Progress:As of July 1,2014,the City Water Maintenance staff has installed AMR radios and other upgrades on 12,220 meters(or 70%)out of a total of
17,500 City water meters. Customers can also view their hourly water usage history through a dashboard on the City's website. The completion of the AMR
conversion is anticipated by the end of 2016,about 2 years ahead of schedule.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
� Expenditures:
Property Acquisition _
Consultant Services
Major Maintenance - 30 30 30 30 120
Construction 225 125 350
Inspection _ _
Project Management - - 25 25 20 20 20 20 130
Equipment Acquisition 3,474 1,450 800 600 50 50 50 50 6,524
r Contingencies _ _ _ _ - -
Total CIP Expenses 3,474 1 1,450 1,050 750 100 100 100 100 7,124
Resources:
�r User Fee 106 10 20 14 2 2 2 2 158
REET _ _ _
Fuel Tax
Utility Tax
Bond Proceeds _ _ _ _
Operating 3,260 1,435 1,010 722 96 96 96 96 6,811
Grants/Contribution Received - _ _ _ _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers _ -
Interest Income 108 5 20 14 2 2 2 2 155
Beginning Fund Balance - - _ _ _ _ - _
Total CIP Resources 3,474 1,450 1,050 750 100 1001 100 100 7,124
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease _
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-121
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 through 2020(in thousands of dollors) Importance Urgency Combined
Project Priority Score: 2 +8 =10
Priority Ranking:
Project Title: Telemetry Improvements
Project Type: Major Maintenance
Project Account Number: 425.455121.018.595.34.63.000
Project Number: U55121
Total Anticipated Project Cost: $ 1,177 Current LOS 100%Growth 0% '
Project Description
This project consists of the systematic replacement and upgrades of the telemetry system needed to operate the City's water system. The project includes the
design,reconfiguration,programming,installation of hardware and software and functional testing of the telemetry system at various water facilities and at the ,
City's operation and maintenance headquarters. The project also includes the installation of conduits and fiber optic cables for communication between the remote
telemetry units at all water facilities with the City's master telemetry unit located at the maintenance shops.
Summary of Progress: In 2014,upgrades to the telemetry system were completed at the Maplewood booster pump station and water treatment facility. Telemetry
upgrades work is progressing on 5 other water facility sites. The installation of fiber optic cables and conduits for telemetry communication is planned for 2015-2016.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project '
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - - -
Major Maintenance 407 170 250 150 50 50 50 50 1,177
Construction - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 407 170 250 150 50 50 50 50 1,177
Resources:
User Fee 4 2 5 3 1 1 1 1 17
REET
Fuel Tax
Utility Tax
Bond Proceeds - - - -
Operating 401 167 240 144 48 48 48 48 1,145
Grants/Contribution Received - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 2 1 5 3 1 1 1 1 14
Beginning Fund Balance - - - -
Total CIP Resources 407 170 250 150 1 50 50 50 1 50 1,177
Balance Available/(Unfunded Needs) - - - I - -
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
»
Capital Investment Program-Water 5-122
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 6
2015 • •h 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: 8 +10 =18
Priority Ranking:
Project Title: Emergency Power to Water Facilities
Project Type: Major Maintenance
Project Account Number: 425.455582.018.595.34.63.000
Project Number: U55582
Total Anticipated Project Cost: $ 3,399 Current LOS 100%Growth 0%
Project Description
This project consists of the purchase,design and installation of on-site emergency power generators to the City's water pump stations,well pumps and water
treatment facilities. The generators are needed to provide power supply to operate the City's water facilities during periods of commercial power outage and in
emergency events.
Summary of Progress: In 2014,emergency power was provided to the corrosion control and water treatment facility. In 2015-2016,the design and installation for
to an emergency power supply to the Highlands pump station is planned.
�1
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition _
Consultant Services
Major Maintenance - - _
Construction 3,039 50 200 50 3,339
Inspection - 30 15 45
Project Management 10 5 15
Equipment Acquisition - _
Contingencies - - _
Total CIP Expenses 3,039 50 240 70 3,399
Resources:
r User Fee 7 1 5 1 14
REET - _
Fuel Tax
Utility Tax
Bond Proceeds - - _
Operating 3,028 49 232 68 3,376
Grants/Contribution Received - - _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 4 1 5 1 10
Beginning Fund Balance - - _
Total CIP Resources 3,039 50 241 70 3,400
r Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
NP 1013 2014 2015 2016 2017 r 2018 1 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
r Capital Investment Program-Water 5-123
I
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 7
dollars)through 2020(in thousands of Importance Urgency Combined
Project Priority Score: 10 +7 =17
Priority Ranking:
Project Title: Water System Security
Project Type: Major Maintenance
Project Account Number: 425.455584.018.595.34.63.000
Project Number: U55584
Total Anticipated Project Cost: $ 512 Current LOS 100%Growth 0% ,
Project Description
This project consists of the planning,design and installation of security improvements on existing water facilities based on the findings and recommendations of the
security vulnerability assessment of the City's water system. ,
Summary of Progress: Risk assessment along with the prioritization for the installation of security upgrades to water facilities are on-going. Security monitoring of
water facilities using the City's CCN system is being evaluated.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r a j e c t e d Project ,
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - '
Major Maintenance 62 100 100 50 50 50 50 50 512
Construction - - -
Inspection
Project Management ,
Equipment Acquisition
Contingencies
Total CIP Expenses 62 100 100 50 50 50 50 50 512
Resources:
User Fee 1 2 1 1 1 1 1 8
REET - -
Fuel Tax '
Utility Tax
Bond Proceeds -
Operating 62 99 96 48 48 48 48 48 497
Grants/Contribution Received - '
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 2 1 1 1 1 1 7
Beginning Fund Balance - - -
Total CIP Resources 62 100 100 50 501 50 1 50 1 50 1 512
Balance Available/(UnfundedNeeds) (0) -
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Water 5-124
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 8
through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: 9 +9 =18
Priority Ranking: 10
Project Title: Reservoir Recoating
Project Type: Major Maintenance
Project Account Number: 425.455260.018.595.34.63.000
Project Number: U55260
Total Anticipated Project Cost: $ 1,532 Current LOS 100%Growth 0%
Project Description
This project consists of the design and construction for the recoating of the interior and exterior surfaces of the existing steel water reservoirs to extend the useful
life of the structures. The project also includes the design and installation of seismic,safety,security upgrades and for providing corrosion protection to the
reservoirs.
Summary of Progress:The interior recoating of the South Talbot Hill reservoir is scheduled for 2015-2016.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2010 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance - - - - - - - - -
Construction 657 175 150 150 100 100 100 100 1,532
Inspection - - - - - - - - -
Project Management
Equipment Acquisition
Contingencies - - - - - - - - -
Total CIP Expenses 657 175 150 150 100 100 100 100 1,532
Resources:
User Fee - 4 3 3 2 2 2 2 17
REET - - - - - - -
Fuel Tax
Utility Tax - -
Bond Proceeds - - -
Operating 657 170 144 144 96 96 96 96 1,499
Grants/Contribution Received - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 2 3 3 2 2 2 2 15
r Beginning Fund Balance - - - - - - - -
Total CIP Resources 657 175 150 150 100 100 100 100 1,531
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-125
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 9
2015 through 2020 Importance Urgency Combined
Project Priority Score: 7 +14 =21
Priority Ranking:
Project Title: Maplewood Pump Station Roof Replacement
Project Type: Major Maintenance
Project Account Number: 425.4555XX.018.595.34.63.000
Project Number: TBD
Total Anticipated Project Cost: $ 310 Current LOS 100%Growth 0%
Project Description
This project consists of the replacement of the leaky roof at the Maplewood booster pump station which is causing water damages to equipment and controls inside
the building. ,
Summary of Progress:The design will take place in 2014 and construction for the replacement of the leaky roof is planned for 2015.
i
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 30 20 50
Major Maintenance 250 250
Construction - -
Inspection
Project Management 10 10
Equipment Acquisition
Contingencies - -
Total CIP Expenses 30 280 310
Resources:
User Fee 5 5
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 30 269 299
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 5 5
Beginning Fund Balance -
TotalCIP Resources 30 280 310
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1010 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Water 5-126
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 10
2015 through 2020(in thousands of dollars) Importance Urgency Combined
■w Project Priority Score: 11 +13 24
Priority Ranking:
Project Title: Maplewood Filter Media Replacement
Project Type: Major Maintenance
Project Account Number: 425.455589.018.595.34.63.000
Project Number: U55589
Total Anticipated Project Cost: $ 500 Current LOS 100%Growth 0%
�w
Project Description
This project consists of the scheduled replacement of the two filter media,greensand and granular activated carbon media,used at the Maplewood water treatment
facility. The replacement of the filter media is needed to provide drinking water quality that meets regulatory requirements. The filter media needs to be replaced
about every seven years.
Summary of Progress:The two filter media,greensand and granulated activated carbon,used for water treatment will be tested and evaluated for replacement in
2015 after the completion of the access ramps to the filter vessels.
r�r
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o f e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - -
Major Maintenance 200 50 50 50 50 50 50 500
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 200 50 50 50 50 50 50 500
Resources:
i User Fee 4 1 1 1 1 1 1 10
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 194 48 48 48 48 48 48 482
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 2 1 1 1 1 1 1 8
r
Beginning Fund Balance - -
Total CIP Resources 200 50 1 50 1 501 50 1 50 1 50 500
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
x„ 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-127
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 11
2015 through 2020 Importance Urgency Combined
Project Priority Score: 12 +6 =18
Priority Ranking:
Project Title: Water System Plan Update
Project Type: Regulatory Compliance
Project Account Number: 425.455140.018.595.34.63.000
Project Number: U55140
Total Anticipated Project Cost: $ 971 Current LOS 50%Growth 50%
Project Description
This project consists of the six-year update of the Water System Comprehensive Plan in accordance to the Department of Health's requirements. The purpose of the
plan is to present recommended facility improvements and policy criteria to be used to maintain and operate a potable municipal water supply system that is
adequate,safe and reliable. The next update of the water system plan is due by March 2019.This project also includes the update of the water system hydraulic
model and GIS,hydrants flow testing in order to calibrate the model.
Summary of Progress:The 2012 update of the Water System Plan was approved by the State Department of Health in 2013. Work on the next update of the plan
will start in 2017 for submittal to the Department of Health in 2019.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project '
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - - -
Consultant Services 546 5 100 100 50 50 851
Major Maintenance - - - -
Construction
Inspection -
Project Management 20 20 20 20 20 20 120
Equipment Acquisition - I Contingencies - - - -
Total CIP Expenses 546 5 20 20 120 120 70 70 971
Resources:
User Fee 3 2 2 1 1 10
REET - - - -
Fuel Tax '
Utility Tax
Bond Proceeds - - - -
Operating 541 5 20 20 116 116 68 68 953
Grants/Contribution Received - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 2 2 2 1 1 9
Beginning Fund Balance - - -
Total CIP Resources 546 5 20 20 120 120 70 70 972
Balance Available/(Unfunded Needs)
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1018 2019 1020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-128
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 12
2015 through 2020(in thousands of dollars) Importance Urgency Combined
Project Priority Score: 13 +12 =25
Priority Ranking:
Project Title: Aquifer Monitoring and Management
Project Type: Regulatory Compliance
+�r Project Account Number: 425.455588.018.595.34.63.000
Project Number: U55588
Total Anticipated Project Cost: $ 267 Current LOS 100%Growth 0%
r
Project Description
This project consists of the repair and improvements to the City's water monitoring wells that are used for early detection of potential contaminants entering the
groundwater supply before the contaminants reach the production wells. The project includes the installation of submersible pumps in the monitoring wells for
collection of water samples. The wells are also used to monitor and evaluate water levels in the aquifer and for management of the pumping of the production wells.
Summary of Progress: In 2013,a study was completed on the condition assessment of the existing monitoring wells and to connect the water level transducers in
„^ the monitoring wells to the City's water telemetry system. In 2015-2016,the monitoring wells will be upgraded and the transducers will be connected to the
telemetry system.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o j e c t e d Project
2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services 77 50 50 30 15 15 15 15 267
Major Maintenance -
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 77 50 50 30 15 15 15 15 267
Resources:
User Fee 3 1 1 0 0 0 0 6
REET -
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 72 50 48 28 15 15 15 15 258
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated - - - - - - - - -
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 2 1 1 0 0 0 0 5
Beginning Fund Balance
Total CIP Resources 77 1 50 50 30 1 15 1 15 15 15 268
Balance Available/(Unfunded Needs) I - -
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r a % e c t e d Project
r 2013 2014 2015 2016 1017 2018 2019 1020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
r
Capital Investment Program-Water 5-129
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 13
2015 • • 2020(in thousonds of•• • Importance Urgency Combined
Project Priority Score: 6 +4 =10
Priority Ranking:
Project Title: Highlands 435-Zone Reservoirs
Project Type: Highlands Reservoirs and Pump Station
Project Account Number: 425.455597.018.595.34.63.000
Project Number: U55597
Total Anticipated Project Cost: $ 11,000 Current LOS 30%Growth 70% ,
Project Description
This project consists of the master site planning,design and construction of two new reservoirs to replace the two aging Highlands reservoirs constructed in 1942 and
1960.The new and larger reservoirs will increase water storage capacity for fire protection and for domestic uses in the Highlands area and will provide the City with
operational flexibility,reliability and redundancy of water supply. A new pump station with an on-site emergency power generator will also be constructed to
replace the old pump station. The project supports future development and redevelopment projects in the Highlands,including planned projects in the Sunset Area
Community Planned Action areas.
Summary of Progress:The Master Site Plan study including the sizing of the reservoirs is in-progress and will be completed in 2014. The design and permitting of
the first reservoir will follow in 2015 with construction anticipated in 2016 and 2017. A new emergency generator will be designed and constructed in 2015 to
replace the existing generator.
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 1,200 1,200
Major Maintenance - - - - - - ,
Construction 35 2,536 320 3,000 2,790 420 9,101
Inspection - 50 230 230 70 580
Project Management 30 40 39 10 119
Equipment Acquisition - - - - -
Contingencies - - - - -
Total CIP Expenses 35 2,536 1,600 3,270 3,059 500 11,000
Resources:
User Fee 24 32 30 63 58 10 217
REET -
Fuel Tax
Utility Tax
Bond Proceeds - - - - - -
Operating 2,487 1,540 3,145 2,943 481 10,596
Grants/Contribution Received - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 11 17 30 62 58 10 188
Beginning Fund Balance - - - - -
Total CIP Resources 35 2,536 1,600 3,270 3,059 500 11,001
Balance Available/(Unfunded Needs) - r
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1 2010 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Water 5-130
WATER UTILITY CAPITAL INVESTMENT PROGRAM Project Number: 14
2015 through 2020(in thousonds of dollars) Importance Ursencv Combined
'm Project Priority Score: 14 +11 =25
Priority Ranking:
Project Title: Water Main Oversizing Project 5
VM Project Type: Development Project Number:
Project Account Number: 425.455100.018.595.34.63.000
Total Anticipated Project Cost: $ 760 Current LOS 70%Growth 30%
Project Description
This program consists of the City's cost-sharing and/or reimbursement to private developers for the installation of larger size water mains than what would normally
be required to serve the properties being developed. The City's Water Utility requires the oversizing of the water mains in designated mixed-used,commercial and
industrial areas,to meet the requirements of the City's Comprehensive Land Use Plan and Water System Plan.
Summary of Progress:
it
Adjusted
CIP Expenditures&Resources Life to Date Budget Adopted P r o f e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services -
Major Maintenance - - - - - - -
Construction 60 100 100 100 100 100 100 100 760
Inspection - - - - - - - -
Project Management
Equipment Acquisition
Contingencies - - - - - - - -
Total CIP Expenses 60 100 100 100 100 100 100 100 760
Resources:
User Fee 4 2 2 2 2 2 2 2 17
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 52 97 96 96 96 96 96 96 725
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 5 1 2 2 2 2 2 2 17
Beginning Fund Balance - - - - - -
Total CIP Resources 60 100 1 1001 1001 100 1 100 1 100 1 100 1760
Balance Available/(Unfunded Needs) -
Adjusted
Impact on Operating Funds Life to Date Budget Adopted P r o j e c t e d Project
r 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease
Expenditurelncrease/Decrease
Net Impact
r
M Capital Investment Program-Water 5-131
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Capital Investment Program-Water 5-132
WASTEWATER CAPITAL INVESTMENT PROGRAM
2015 through . . .. .
SUMMARY
Life to Estimated Adopted P r o j e c t e d Project
Date Year End
Poge a Projects Priority Type* Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
1 Thunder Hill InterceptorRepl/Rehab 1 M 2 400 700 3,000 - - - - 3,702
2 Cascade Int.Restoration Ph II 2 M - - 900 - - - - - 900
3 Miscellaneous/Emergency Projects 4 M 289 120 200 200 200 200 200 200 1,489
IW 4 2015 Sanitary Sewer Main Repl/Rehab 5 M - - 1,300 - - - - - 1,300
5 Falcon Ridge Lift Station Rehabilitation 7 M - - - 150 850 - - - 1,000
6 Forcemain Rehab/Replacement 8 M - - 350 200 200 - 500 - 1,250
7 Lift Station Rehabilitation 9 M - - - - 350 500 500 500 1,850
8 2017 Sanitary Sewer Main Repl/Rehab 10 M - - - - 1,500 - - - 1,500
9 2018 Sanitary Sewer Main Repl/Rehab 11 M - - - - - 1,600 - - 1,600
10 2019 Sanitary Sewer Main Repl/Rehab 12 M - - - - - - 2,300 - 2,300
11 2020 Sanitary Sewer Main Repl/Rehab 13 M - - - - - - - 2,200 2,200
12 Telemetry Upgrade 15 M 303 20 - - - - - 300 603
13 Sanitary Sewer Hydraulic Model 16 M 376 150 - - - - - 300 676
14 Develop Access Road-Aberdeen Apt/VMC 3 D 58 240 400 - - - - - 458
15 Heather Downs Interceptor 14 D 71 - - - 400 1,200 - - 1,671
16 ILong Range Wastewater Management Plan 6 R 85 - 250 - - - - - 335
Total 2,1851 930 4,1001 3,550 3,500 3,500 3,500 1 3,500 1 23,765
i
Life to Adjusted
Date Budget Adopted P r o j e c t e d Project
Resources: Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
User Fee 177 28 101 107 105 105 175 175 973
Operating 977 874 3,177 3,336 3,255 3,255 3,185 3,185 21,244
Grants/Contribution Received - - 720 - - - - - 720
Interest Income 3128 101 108 140 140 140 1401 828
Total Resources 1,185 930 4,100 3,550 3,500 3,500 3,500 3,5001 23,764
r
Balance Available/(Unfunded Needs)
NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer
r
Capital Investment Program-Wastewater 5-133
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 1
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 + 1 = 3
Priority Ranking:
Project Title: Thunder Hill Interceptor Repl/Rehab
Project Type: Major Maintenance
Project Account Number: 426.465495.018.595.35.63.000
Project Number: U45495
Total Anticipated Project Cost: $ 4,102 Current LOS 80%Growth 20% '
Project Description
The Thunderhill Interceptor system was installed in 1964 and is comprised of 10,12,and 18-inch concrete sewers. This facility is reaching its useful life and we currently have
limited access to about a one-third of the 11,000 linear feet of interceptor. The project will consist of both improved access as well as evaluating the entire interceptor for
capacity and condition and replacing those sections needed..
1
Summary of Progress: Design for the project began in 2014,with construction anticipated for 2015/16.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services - - - -
Major Maintenance 2 400 700 3,000 4,102
Construction - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 2 400 700 3,000 4,102
Resources:
User Fee 12 21 90 123
REET - - - -
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - - - -
Operating 2 376 658 2,820 3,856
Grants/Contribution Received - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 12 21 90 123
Beginning Fund Balance -
Total CIP Resources 2 400 700 3,000 4,102
Unfunded Needs r
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total S
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Wastewater 5-134
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 • •h 2020(in thousonds• •• • Importance Urgency Combined
r� Project Priority Score: 2 + 1 = 3
Priority Ranking:
Project Title: Cascade Int.Restoration Ph II
Project Type: Major Maintenance
Project Account Number: 426.465498.018.595.35.63.000
Project Number: U45498
Total Anticipated Project Cost: $ 900 Current LOS 100%Growth 0%
■1r Project Description
The cascade Interceptor is a joint use facility between Renton and Soos Creek Water and Sewer District. This facility was rehabilitated at its worst sections in 2010/11. We
have subsequently re-tv'd the facility and determined that the best approach at this time is to complete the restoration to the remaining sections of the interceptor. Soos
Creek has concurred with this approach and we have a signed agreement for the District to participate in 80%of the costs for this work.
r
Summary of Progress:
Both design and construction will occur in 2015.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
r Consultant Services - -
Major Maintenance 900 900
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 900 900
rr
Resources:
User Fee 5 5
REET
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - -
Operating 169 169
40 Grants/Contribution Received 720 720
Mitigation Funds Received - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
s
Misc/Tronsfers
Interest Income 5 5
Beginning Fund Balance -
Total CIP Resources 900 900
r Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
aw Thru 2013 1014 2015 2016 1017 2018 2019 2020 Total
Revenuelncreose/Decrease -
Expenditure lncrease/Decrease
Net Impact
r
r
Capital Investment Program-Wastewater 5-135
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 3
through2015 2020 r Importance Urgency Combined
Project Priority Score: 2 + 2 = 4
Priority Ranking:
Project Title: Miscellaneous/Emergency Projects ,
Project Type: Major Maintenance U45WS
Project Account Number: 426.465065.018.595.35.63.000
Total Anticipated Project Cost: $ 1,609 Current LOS 100%Growth %
Project Description
Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process.
Summary of Progress:
Funds utilized to meet unanticipated capital needs during each CIP year.
Estimated
CIP Expenditures&Resources Life to Date Yearend Adopted P r o j e c t e d Project
Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - - - - - - -
Major Maintenance 289 .120 200 200 200 200 200 200 1,609
Construction - - - - - - - - - ,
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 289 120 200 200 200 200 200 200 1,609
Resources:
User Fee 9 4 6 6 6 6 10 10 56
REET - - - - - - - - -
Fuel Tax ✓f11f
Utility Tax - - - - - - - -
Bond Proceeds - - - - - - - - -
Operating 272 113 188 188 186 186 182 182 1,496
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received r
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers -
Interest Income 9 4 6 6 8 8 8 8 56
Beginning Fund Balance -
Total CIP Resources 289 120 1 200 200 200 200 200 200 1,609
Unfunded Needs - - - - - -
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 J 2016 2017 1 2018 1 2019 1 2020 Total
Revenue Increase/Decrease -
Expenditure Increase/Decrease
Net Impact -
Capital Investment Program-Wastewater 5-136
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 4
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 3 + 2 = 5
Priority Ranking: 5
Project Title: 2015 Sanitary Sewer Main Repl/Rehab
Project Type: Major Maintenance
Project Account Number: 426.465507.018.594.35.63.000
Project Number: U45507
Total Anticipated Project Cost: $ 1,300 Current LOS 100%Growth %
Project Description
This is an annual program the Wastewater Utility will perform to identify and through either repair,rehabilitation,or replacement those portions of our sewer pipe system
that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods,
either repair,rehabilitation,or replacement.
Summary of progress:
Design and construction are anticipated to be completed in 2015.
Estimated
CIP Expenditures&Resources Life to Date Yearend Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - -
Major Maintenance 1,300 1,300
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 1,300 1,300
Resources:
User Fee 39 39
REET
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - -
Operating 1,222 1,222
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 39 39
Beginning Fund Balance
Total CIP Resources 1,300 1,300
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
1r1 Capital Investment Program-Wastewater 5-137
1
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 through 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 + 3 = 5
Priority Ranking:
Project Title: Falcon Ridge Lift Station Rehabilitation
Project Type: Major Maintenance
Project Account Number: 426.465480.018.595.35.63.000
Project Number: U45480
Total Anticipated Project Cost: $ 1,000 Current LOS 100%Growth %
Project Description
The Falcon Ridge Lift Station was originally constructed in 1981 as part of the original Falcon Ridge PUD development. This station has exceeded its expected 25 year life and
is showing signs of wear and age. The work will include updating all components of the station to meet our current standards including addition of an onsite generator.
Summary of progress:
We currently anticipate design to be complete in 2015,with construction in 2016.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2026 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - -
Major Maintenance 150 850 1,000
Construction - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 150 850 1,000
Resources:
User Fee 5 26 30
REET
Fuel Tax
1WUtility Tax - - - - - - - - -
Bond Proceeds - - -
Operating 140 791 930
Grants/Contribution Received - - -
Mitigation Funds Received go
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 6 34 40
Beginning Fund Balance -
Total CIP Resources 150 850 1,000
Unfunded Needs Q06
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
Thru 1013 2014 2015 2016 2017 1 2018 1 2019 2020 Total 4>r
Revenue Increase/Decrease -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Wastewater 5-138
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 6
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Mr Project Priority Score: 3 + 2 = 5
Priority Ranking:
Project Title: Forcemain Rehab/Replacement
Project Type: Major Maintenance
r Project Account Number: 426.465508.018.594.35.63.000
Project Number: U45508
Total Anticipated Project Cost: $ 1,250 Current LOS 100%Growth 0%
Project Description
The Wastewater Utility operates 22 sewage lift stations that each have their own forcemain that delivers the flows to the gravity system. While many of the lift station have
been either rehabilitated or replaced,their forcemains often times were not. This program will prioritize the replacement of the forcemains over time and begin replacing
those in the highest need.
Summary of Progress:
In 2014,the forcemains are being evaluated,prioritized and a scheduled for their replacement. Beginning in 2015,we will begin replacing the highest priority forcemains.
Estimated
ow CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
Thru 1013 1014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
'~
Consultant Services - - - - -
Major Maintenance 350 200 200 500 1,250
Construction - - -
Inspection -
Project Management
Equipment Acquisition
Contingencies - - - -
Total CIP Expenses 350 200 200 500 1,250
Resources:
User Fee 11 6 6 25 48
REET
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - - - - -
Operating 329 188 186 455 1,158
Grants/Contribution Received - - - -
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
aw Misc/Transfers
Interest Income 11 6 8 20 45
Beginning Fund Balance -
Total CIP Resources 350 200 200 500 1,250
r Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
W Capital Investment Program-Wastewater 5-139
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 7
2015 through2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 + 3 = 5
Priority Ranking:
Project Title: Lift Station Rehabilitation
Project Type: Major Maintenance
Project Account Number: 426.xxxxxx
Project Number: Uxxxxx
Total Anticipated Project Cost: $ 1,850 Current LOS 100%Growth 0% '
Project Description
The Wastewater Utility operates 22 lift stations throughout the City. Over the past 25-years we will have replaced,rehabilitated,or eliminated all of our previous 25 lift
stations. At this point,we can now go into a maintenance/rehabiltation state for each of the stations. This program will first evaluate the needs for each station,then ,
prioritize the work needed as part of an ongoing effort to keep the stations in high working order.
Summary of Progress:
In 2014,we began the process of evaluating the needs for each station. In 2017 we will begin the rehabilitation of stations by priority.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - -
Major Maintenance 350 500 500 500 1,850
Construction - -
Inspection
Project Management - - -
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 350 500 500 500 1,850
Resources:
User Fee 11 15 25 25 76
REET - - - -
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - - - - -
Operating 326 465 455 455 1,701
Grants/Contribution Receiveo - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 14 20 20 20 74
Beginning Fund Balance -
Total CIP Resources 350 500 500 500 1,850
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Wastewater 5-140
r
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 8
2015 through 2020(in thousands • r Importance Urgency Combined
i Project Priority Score: 3 + 2 = 5
Priority Ranking:
Project Title: 2017 Sanitary Sewer Main Repl/Rehab
Project Type: Major Maintenance
Project Account Number: 426.xxxxxx
Project Number: Uxxxxx
Total Anticipated Project Cost: $ 1,500 Current LOS 100%Growth %
Project Description
This is an annual program the Wastewater Utility will perform to identify and through either repair,rehabilitation,or replacement those portions of our sewer pipe system
that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods,
either repair,rehabilitation,or replacement.
r
Summary of progress:
Design and construction are anticipated to be completed in 2017.
Estimated
t1! CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - -
Major Maintenance 1,500 1,500
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 1,500 1,500
Resources:
User Fee 45 45
REET
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - -
Operoting 1,395 1,395
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest income 60 60
Beginning Fund Balance -
Total CIP Resources 1,500 1,500
r Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
i
MW
W Capital Investment Program-Wastewater 5-141
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 9
throughI(in thousands of•• • Importance Urgency Combined
Project Priority Score: 3 + 3 = 6
Priority Ranking:
Project Title: 2018 Sanitary Sewer Main Repl/Rehab
Project Type: Major Maintenance
Project Account Number: 426.xxxxxx
Project Number: Uxxxxx
Total Anticipated Project Cost: $ 1,600 Current LOS 100%Growth
Project Description
This is an annual program the Wastewater Utility will perform to identify and through either repair,rehabilitation,or replacement those portions of our sewer pipe system
that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods,
either repair,rehabilitation,or replacement.
Summary of progress:
Design and construction are anticipated to be completed in 2018.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - -
Major Maintenance 1,600 1,600
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 1,600 1,600
Resources:
User Fee 48 48
REET - -
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - -
Operating 1,488 1,488
Grants/Contribution Receivea - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 64 64
Beginning Fund Balance
Total CIP Resources 1,600 1,600
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 1013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Wastewater 5-142
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 10
2015 • •h 2020(in thousands of•• • Importance Ur enc Combined
ar
Project Priority Score: 3 + 3 = 6
Priority Ranking:
Project Title: 2019 Sanitary Sewer Main Rep[/Rehab
Project Type: Major Maintenance
w� Project Account Number: 426.xxxxxx
Project Number: Uxxxxx
Total Anticipated Project Cost: $ 2,300 Current LOS 100%Growth 0%
w
Project Description
This is an annual program the Wastewater Utility will perform to identify and through either repair,rehabilitation,or replacement those portions of our sewer pipe system
that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods,
either repair,rehabilitation,or replacement.
Summary of progress:
Design and construction are anticipated to be completed in 2019.
Estimated
1r CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - - - - - _ _
Major Maintenance 2,300 2,300
Construction _ _
Inspection
Project Management
Equipment Acquisition
Contingencies - _
Total CIP Expenses 2,300 2,300
Resources:
User Fee 115 115
REET - _
" Fuel Tax
Utility Tax _
Bond Proceeds -
Operating 2,093 2,093
.r Grants/Contribution Received - -
Mitigation Funds Received - - - - - - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
r�r Misc/Transfers
Interest Income 92 92
Beginning Fund Balance -
Total CIP Resources 2,300 2700
ONE Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
r Thru 2013 2014 2015 1016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
1�
r
'� Capital Investment Program-Wastewater 5-143
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 11
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 3 + 3 = 6
Priority Ranking:
Project Title: 2020 Sanitary Sewer Main Repl/Rehab
Project Type: Major Maintenance
Project Account Number: 426.xxxxxx
Project Number: Uxxxxx
Total Anticipated Project Cost: $ 2,200 Current LOS 100%Growth 0%
Project Description
This is an annual program the Wastewater Utility will perform to identify and through either repair,rehabilitation,or replacement those portions of our sewer pipe system
that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods,
either repair,rehabilitation,or replacement.
Summary of progress:
Design and construction are anticipated to be completed in 2020.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - -
Major Maintenance 2,200 2,200
Construction - -
Inspection
Project Management
Equipment Acquisition
Contingencies - -
Total CIP Expenses 2,200 2,200
Resources:
User Fee 110 110 1r
REET - -
Fuel Tax
Utility Tax - - - - - - - -
Bond Proceeds - -
Operating 2,002 2,002 r
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 88 88
Beginning Fund Balance
Total CIP Resources 2,200 2,200 r
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
Capital Investment Program-Wastewater 5-144
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 12
12015 • •h 2020(in thousands of dollars) Importance Urgency Combined
11r Project Priority Score: 3 + 5 = 8
Priority Ranking:
Project Title: Telemetry Upgrade
Project Type: Major Maintenance
Project Account Number: 426.465476.018.595.35.63.000
Project Number: U45476
Total Anticipated Project Cost: $ 623 Current LOS 100%Growth %
Project Description
The Wastewater Utility owns and operates 22 sewage lift stations. Each of these stations communicates through a radio controlled telemetry system that consists of a master
unit at the City Shops site and individual units at each station. The telemetry allows us to track operations at each station,modify parameters as needed,and provides a
means to be contacted for emergency alarms. As with any technology today,this system needs to be updated on a continual basis as the technology becomes outdated. This
program provides us with funding to update our telemetry. Specific anticipated improvements include,replacement of outdated Rugid Displays due to incompatibility with
newer receiving units,and potential revisions to communications to improve connection availability.
Summary of Progress:
Completed radio and some panel replacements in 2013. Future work anticipated to be completed in 2020.
s
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - -
Major Maintenance 303 20 300 623
Construction - - -
Inspection
Project Management
Equipment Acquisition
Contingencies -
Total CIP Expenses 303 20 300 623
Resources:
User Fee 9 1 15 25
REET
r Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - - -
Operating 285 19 273 577
r• Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers -
Interest Income 9 1 12 22
Beginning Fund Balance -
Total CIP Resources 303 20 300 623
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
r
•rr
Capital Investment Program-Wastewater 5-145
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 13
2015 through 2020 r Importance Urgency Combined
Project Priority Score: 3 + 5 = 8
Priority Ranking:
Project Title: Sanitary Sewer Hydraulic Model
Project Type: Major Maintenance
Project Account Number: 426.465140.018.595.35.63.000
Project Number: U45140
Total Anticipated Project Cost: $ 826 Current LOS 100%Growth %
Project Description
The existing model utilizes flow data from 2010/11. King County,as part of their flow monitoring program will re-monitor key flow locations to update the flows in the system
in 2020. We will take that data and update our model to have flows be current with the 2020 numbers obtained by the County.
i
Summary of Progress:
Existing model utilizes flows from 2010/11,update will include flows from 2020 to be completed by King County.
Estimated ,
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - - - -
Major Maintenance 376 150 300 826
Construction - - - -
Inspection
Project Management
Equipment Acquisition
Contingencies - - - -
Total CIP Expenses 376 150 300 826
Resources:
User Fee 113 5 15 132
REET - -
Fuel Tax
Utility Tax - - - - - - - -
Bond Proceeds - - -
Operating 256 141 273 670
Grants/Contribution Received - - - -
Mitigation Funds Received S
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers -
Interest Income 8 5 12 24
Beginning Fund Balance - -
Total CIP Resources 376 150 300 826
Unfunded Needs
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
r
Capital Investment Program-Wastewater 5-146 ,
i
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 14
through2015 thousands of Importance Urgency Combined
Project Priority Score: 2 + 2 = 4
Priority Ranking:
Project Title: Develop Access Road-Aberdeen Apt/VMC Project:3
Project Type: Development U45503
Project Account Number: 426.465503.018.595.35.63.000
Project Number:
Total Anticipated Project Cost: $ 698 Current LOS 100%Growth %
i Project Description
Maintenance Crews are currently unable to have direct access to a sewer main that runs within an easement along the backside of various apartment complexes along
Aberdeen Av NE,just north of Sunset Blvd NE. In addition,an existing line that runs along the westerly protion of the Valley Medical Center site also does not have access for
our equipment. Both of these sections of line are subject to grease plugs and require routine maintenance. The proposed project would install a new access road within the
Puget Sound Energy property west of the apartments,and an access road from the existing VMC roadway down to our sewer manhole for the VMC site.
Summary of Progress:
Design and easement acquisition are expected to be complete in 2014,with construction of the access road in 2015.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
Thru 1013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
it Consultant Services
Major Maintenance - - -
Construction 58 240 400 698
Inspection - - _
•s Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 58 240 400 698
Resources:
User Fee 2 7 12 22
REET
r Fuel Tax
Utility Tax
Bond Proceeds - - -
Operating 54 226 376 655
Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 2 7 12 22
Beginning Fund Balance - -
Total CIP Resources 58 240 400 698
i Unfunded Needs 0 0 0 0 0 0 0 0 0
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 2017 2018 1019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease
Net Impact
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Capital Investment Program-Wastewater 5-147
WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 15
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 3 + 4 = 7
Priority Ranking:
Project Title: Heather Downs Interceptor
Project Type: Development
Project Account Number: 426.465455.018.595.35.63.000
Project Number: U45455
Total Anticipated Project Cost: $ 1,671 Current LOS 0%Growth 100% '
Project Description
The existing Heather Downs Interceptor is reaching capacity due to significant new development connecting into this system. An evaluation in 2006 determined the need to
upsize the facility in order to accommodate anticipated flows over the near term. The project consists of upsizing existing 8,10,and 12-inch sewer with new 12 to 15-inch ,
sewer main.
Summary of Progress:
Predesign work was completed in 2009. Design and construction were delayed due to slow down in new development. With the recent rise in development within this
basin,we now anticipate the need to design and construct this facility in 2017/18.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 1014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services
Major Maintenance - - -
Construction 71 400 1,200 1,671
Inspection - - -
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 71 400 1,200 1,671
Resources:
User Fee 19 12 36 67
REET - - -
Fuel Tax
Utility Tax - - - - - - - - -
Bond Proceeds - - -
Operating 51 372 1,116 1,539
Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 1 16 48 65
Beginning Fund Balance -
Total CIP Resources 71 400 1,200 1,671
Unfunded Needs 0 0
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 1015 L 2016 2017 1 2018 1 2019 1 2010 Total =
Revenuelncrease/Decrease - - -
Expenditure lncrease/Decrease
Net Impact
»
Capital Investment Program-Wastewater 5-148
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WASTEWATER CAPITAL INVESTMENT PROGRAM Project Number: 16
2015 through 2020(in • • • • •• • Importance Urgency Combined
Project Priority Score: 1 + 4 = 5
Priority Ranking:
Project Title: Long Range Wastewater Management Plan Project:2
Project Type: Regulatory
Project Account Number: 426.465415.018.595.35.63.000
Project Number: u45415
Total Anticipated Project Cost: $ 335 Current LOS 50%Growth 50%
Project Description
The long Range Wastewater Management Plan was last updated in 2010. This plan needs to be updated,per State Law,and King County requirements every six years. This
plan evaluates,over a twenty year period,the operational and capital needs and processes for the Wastewater Utility. It provides a road map for needed services and
improvements to ensure that we meet all of our internal commitments and regulatory requirements.
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Summary of Progress:
The Plan Update is expected to be performed in 2015 to allow for adoption in 2016.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
Thru 2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 85 250 335
Major Maintenance - -
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 85 2S0 335
Resources:
User Fee 26 8 33
REET
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 58 235 293
s
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
s Misc/Tronsfers
Interest Income 2 8 9
Beginning Fund Balance -
Total CIP Resources 85 250 335
Unfunded Needs
UK Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
Thru 2013 2014 2015 2016 1017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure Increase/Decrease
Net Impact -
ill Capital Investment Program-Wastewater 5-149
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Capital Investment Program-Wastewater 5-150
SURFACE WATER CAPITAL INVESTMENT PROGRAM
2015 through . of dollars)
SUMMARY
Life to Estimated
Date Yearend Adopted P r o j e c t e d Project
k Projects Priority Type' 1013 2014 2015 2016 1017 2018 2019 2010 Total
1 Cedar River Gravel Removal(Maintenance Dredge)Project 1 M - 2,435 2,250 250 250 250 250 250 5,935
2 Maplewood Creek Sedimentation Facility Maint 6 M 292 70 75 75 75 75 75 75 812
3 Madsen Creek Sedimentation Cleaning 7 M 166 50 50 50 50 50 50 50 516
4 Small Drainage Projects Program 15 M 1,473 300 225 225 250 250 250 250 3,223
5 Rainier Ave and Oakesdale Ave Pump Station Upgrades 18 M - - 100 400 - - - - 500
6 Green River Ecosystem Restoration Projects 19 M - 30 20 20 20 20 20 20 150
7 Miscellaneous/Emergency Storm Projects 20 M 45 50 50 50 50 50 50 50 395
8 Stream Flow and Water Quality Monitoring Pgm 21 M 31 10 10 10 10 10 10 10 101
9 Monroe Ave.NE&NE 2nd Street Infiltration System Improvements NA M - 100 - - - 300 1,000 - 1,400
10 Storm System Field Mapping-NPDES Permit 3 R - 369 75 50 - - - - 494
11 Renton Stormwater Manual Update 5 R - 46 200 75 - - - - 321
12 Surface Water Utility GIS 9 R 511 100 100 100 100 100 100 100 1,211
13 Springbrook Creek Wetland and Habitat Mitigation Bank 10 R 567 150 120 120 120 120 120 120 1,437
14 Talbot Hill Area Mosquito Abatement Program 13 R 222 100 75 75 75 75 75 75 772
15 SW 43rd Street/Lind Ave SW Storm Sys Impr 22 R - - - - - 300 600 3,200 4,100
16 Surface Water Utility System Plan NA R 541 55 - - - - - 200 796
17 Hardie Ave SW-SW 7th St Storm System Improvement 2 D 619 5,596 350 350 2,050 - - - 8,965
18 Maplewood Creek Basin Storm Improvements 4 D 9 190 350 200 850 - - - 1,599
19 N 30th St/Burnett Ave N Storm System Impr.Project 8 D - - 500 - - - - - 500
20 NE Sunset Blvd&Union Ave NE Storm System Improvement 11 D - - - 200 200 1,350 - - 1,750
21 Cedar River 205 Project Levee Recertification Project 12 D - 350 350 - - - - - 700
22 Stormwater Facility Fencing Project 14 D 10 190 100 100 100 100 100 100 800
23 Ginger Creek/Cascade Park Basin Plan 16 D - - - 350 - - - - 350
24 SE 172nd St and 125th Ave N Storm System Impr.Project 17 D - - - 300 800 - - - 1,100
25 East Valley Road Storm System Improvements NA D - - - - - - 300 100 400
26 Oakesdale/SW 41st St.Culvert Replacement NA D - - - - - - - 400 400
Total Project Costs 4,486 10,191 5,000 1 3,000 5,000 3,050 1 3,000 5,000 38,727
Life to Estimated
Date Year end Adopted P r o j e c t e d Project
Resources: 2013 1014 1015 2016 2017 2018 2019 2010 Total
>• User Fee 143 356 165 170 290 173 170 290 1,758
REET 67 9 - - - - - - 76
Fuel Tax 1,179 6,381 - - - - - - 7,560
Bond Proceeds - - - - - - - 178 178
Operating 3,852 6,226 2,329 2,571 4,389 2,597 2,555 4,196 28,715
Grants/Contribution Received 67 619 3 3 3 3 3 3 704
Mitigation Funds Received 19 3 - - - - - - 22
Grants/Contribution Anticipated - - 2,421 171 171 171 171 171 3,276
Misc/Tronsfers 1,032 5,019 - - - - - - 6,052
Interest Income 35 794 82 85 147 106 101 162 1,513
Beginning Fund Balance 14 5 - - - - - - 19
Total Resources/Unfunded Needs 6,408 19,413 5,000 3,000 5,000 3,050 3,000 5,000 49,872
Balance Available/(Unfunded Needs) I - - - - - - - - I -
*NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer
w Capital Investment Program-Surface Water 5-151
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 1 ,
2015 • r 2020(in thousands of.• . Importance Urgency Combined
Project Priority Score: 1 2 3
Priority Ranking:
Project Title: Cedar River Gravel Removal(Maintenance Dredge)Project
Project Type: Major Maintenance
Project Account Number: 427.475193.018.594.31.63.000
Project Number: u65193
Total Anticipated Project Cost: $ 5,935 Current LOS 100%Growth 0%
Project Description
In 1998,the U.S.Army Corps of Engineers and the City of Renton constructed the Lower Cedar River Section 205 Flood Hazard Reduction Project. The project included
the construction of levees and floodwalls along the lower 1.23 mile of the Cedar River,along with dredging and the need to do future periodic maintenance dredging of
the Cedar River to provide flood protection for the 100-year flood event. The Cedar River Gravel Removal Project is needed to remove gravel from the lower 1.23 miles of
the Cedar River,which has accumulated since 1998. The maintenance dredging is a requriement of the Proeject Cooperation Agreement with the Army Corps of
Engineers. The project is being funded by the King County Flood Control District with the City acting as the project manager. The project will ensure that the Renton
Municipal Airport,the Boeing 737 Renton Plant,and other commercial and residential properties in the area will continue to have reduced flood risks.
Summary of Progress: Project design and permitting work started in 2013. The project 30%design was completed in June 2014 and permit application submitted to
Army Corps of Engineers for the project. Project design and permitting will continue through 2014 with construction planned for the summer of 2015,if all permits are
obtained in time.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 1015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - - - - - - ,
Consultant Services 1,200 200 200 200 200 200 2,200
Major Maintenance - - - - - - - -
Construction 1,100 2,100 3,200
Inspection - - -
Project Management 135 150 50 50 50 50 50 535
Equipment Acquisition - - -
Contingencies - - -
Total CIP Expenses 2,435 2,250 250 250 250 250 250 5,935
Resources:
User Fee - - 5 5 5 5 5 24
REET - - - - - -
Fuel Tax
Utility Tax
Bond Proceeds
Operating 72 72 72 72 72 359
Grants/Contribution Received -
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated 2,435 2,250 171 171 171 171 171 5,540
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers
Interest Income 2 2 2 2 2 12
Beginning Fund Balance - - - -
Total CIP Resources 2,435 2,250 250 250 250 250 1 250 5,935
»
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impactr�
Capital Investment Program-Surface Water 5-152
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 2
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 2 4
Priority Ranking:
Project Title: Maplewood Creek Sedimentation Facility Maintenace
Project Type: Major Maintenance
Project Account Number: 427.475060.018.595.38.63.000
Project Number: U65060
Total Anticipated Project Cost: $ 812 Current LOS 100%Growth 0%
Project Description
The Maplewood Creek Sedimentation Facility is located on the Maplewood Golf Course and traps sediment that is transported downstream by Maplewood Creek. The
facility prevents the sediment from being deposited on the Golf Course during large storms and reduces flooding of the Golf Course and SR-169. The funding is
programmed for project management,permitting,and construction to routinely remove the accumulated sediment from the facility. The facility was constructed in 1996
in conjunction with a fish passage channel across the Maplewood Golf Course to the Cedar River. A fish ladder was constructed as part of the facility to allow upstream
fish passage. The accumulated sediment in the facility needs to be removed every years,depending upon flood events and how fast sediment accumulates in the facility.
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Summary of Progress: The sediment will be removed from the facility in the summer of 2014. The sediment from the facility has needed to be removed annually over
the last several years. Sediment removal from the facility is programmed to be done every year.
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Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
+r 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services -
Major Maintenance 292 70 65 65 65 65 65 65 752
Construction -
Inspection
Project Management 10 10 10 10 10 10 60
ar Equipment Acquisition
Contingencies -
Total CIP Expenses 292 70 75 75 75 75 75 75 812
Resources:
User Fee - 4 5 5 5 5 5 5 31
REET
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 244 64 68 68 68 68 68 67 714
Grants/Contribution Received 48 48
Mitigation Funds Received - _
Grants/Contribution Anticipated
Mitigation Funds Anticipated
s
Misc/Transfers
Interest Income 2 2 2 2 3 3 4 19
Beginning Fund Balance -
Total CIP Resources 292 70 75 75 75 75 75 75 812
•r
Balance Available/(Unfunded Needs)
Estimated
,r Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 1020 Total
Revenuelncrease/Decrease - - - - _ _ _ _ _
Expenditurelncrease/Decrease
Net Impact
r11a Capital Investment Program-Surface Water 5-153
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 3
2015 through2020 • i • Importance Urgency Combined
Project Priority Score: 3 2 5
Priority Ranking:
Project Title: Madsen Creek Sedimentation Cleaning
Project Type: Maintenance
Project Account Number: 427.475050.018.595.38.63.000
Project Number: U65050
Total Anticipated Project Cost: $ 516 Current LOS 100%Growth 0% ,
Project Description
The Madsen Creek Sedimentation Facility was originally constructed by King County to control sediment resulting from erosion of steep slopes in the Madsen Creek
ravine due to increased upstream storm water runoff from new development projects. The County constructed the facility in 1976 following a flood event that caused
private property damages and result of litigation. The facility is located on the New Life Church property that was recently annexed into the City as part of the New Life-
Aqua Barn annexation(A-07-001)in June of 2008. Approximately 800 cubic yards of sediment has to be removed from the facility annually to control the sediment that is
being deposited from the upstream area into the facility in order to maintain its proper operation.
Summary of Progress: The maintenance of the facility is planned to be completed annually in August or September in 2014 and annually in future years.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2010 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance -
Construction 166 40 40 40 40 40 40 40 446
Inspection -
Project Management 10 10 10 10 10 10 10 70
Equipment Acquisition
Contingencies -
Total CIP Expenses 166 50 50 50 50 50 501 50 516
Resources:
User Fee 20 3 3 3 3 3 3 3 41
REET -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 143 46 46 46 46 46 46 46 462
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 2 2 2 2 2 2 2 2 13
Beginning Fund Balance - -
Total CIP Resources 166 50 50 50 50 50 50 50 516
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 2019 1020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-154
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 4
2015 • •h 2020(in thousands of dollars) Importance Ureencv Combined
Project Priority Score: 5 5 10
Priority Ranking:
Project Title: Small Drainage Projects Program
rr
Project Type: Major Maintenance
Project Account Number: 427.475015.018.595.38.63.000
Project Number: U65015
Total Anticipated Project Cost: $ 3,223 Current LOS 50%Growth 50%
Project Description
This project consists of designing and constructing solutions to local flooding problems,minor storm system maintenance,and replacements that are relatively simple to
implement and relatively low in construction costs(limited permitting,uncomplicated design,and construction). The Surface Water Utility identifies these projects on an
annual basis through problem identification,citizen complaints,and input from the maintenance section.
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Summary of Progress: Started design of the N 30th St/Burnett Ave N Storm System Improvement Project in 2014. Funding is being used for the staff costs and
recording fees associated with the stormwater facility transfer program for the City to assume maintenance of stormwater facilities in single family residential plats with
public streets from Homeowner Associations.
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Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition
Consultant Services - - - - - - - - -
Major Maintenance 1,473 300 175 175 200 200 200 200 2,923
Construction - - - - - - - - -
Inspection _
Project Management 50 50 50 50 50 50 300
Equipment Acquisition - -
Contingencies - - - - - - - -
Total CIP Expenses 1,473 300 225 225 250 250 250 250 3,223
Resources:
User Fee 155 18 14 14 15 15 15 15 260
REET - - - - - - - - -
Fuel Tax
Utility Tax
Bond Proceeds - - - - - - - - -
Operating 1,274 273 205 205 228 228 228 228 2,866
Grants/Contribution Received - - - - - - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers -
Interest Income 44 9 7 7 8 8 8 8 97
Beginning Fund Balance - - - - - - - -
Total CIP Resources 1,473 300 225 225 250 250 250 250 3,223
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-155
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 5
2015 through2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 7 6 13
Priority Ranking: 18'
Project Title: Rainier Ave and Oakesdale Ave Pump Station Upgrades
Project Type: Major Maintenance
Project Account Number: 427.475506.018.594.31.63.000
Project Number: u65506
Total Anticipated Project Cost: $ 500 Current LOS 50%Growth 50% '
Project Description
Both pump stations need to have their remote telemetry units replaced(RTU). The existing RTUs made by Rugid are aging and the company is downsizing very limited
customer support. The Wastewater Utility is gradually replacing its Rugid RTU panels with Allen-Bradley RTU panels at all its pump stations because Allen-Bradley is a
large company with an extensive support network. In order to have equipment commonality among the City's pumps stations the Surface Water Utililty will need to
upgrade to Allen-Bradley RTU panels. The upgrade includes to RTU panel replacement and software upgrades.
Summary of Progress: Project work is programmed to start in 2015
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t o d Project
2013 1014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition
Consultant Services 80 80 ,
Major Maintenance - -
Construction 350 350
Inspection - -
Project Management 20 50 70
Equipment Acquisition
Contingencies -
Total CIP Expenses 100 400 500
Resources:
User Fee 6 24 30
REET - - -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 91 364 455
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 3 12 15
Beginning Fund Balance - -
Total CIP Resources 1 1001 4001 500
1�
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project r
2013 2014 2015 2016 1017 2018 1019 2020 Total
Revenuelncreose/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-156
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 6
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 8 5 13
Priority Ranking: 19
Project Title: Green River Ecosystem Restoration Projects
Project Type: Major Maintenance
r� Project Account Number: 427.475295.018.594.31.63.000
Project Number: u65295
Total Anticipated Project Cost: $ 150 Current LOS 100%Growth 0%
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Project Description
The Green River Ecosystem Restoration projects are part of a large effort(cost shared by jurisdictions within the WRIA 9 Forum)to restore habitat in the
Green/Duwamish River Watershed. The projects will help in the City's response to the Endangered Species Act. The utility funds shown will be used to match Army
r� Corps of Engineer's federal funds(65%federal,35%local)to allow the design and construction of the projects. The project schedule is dependent upon Congress
appropriating the federal funds needed for the construction of the projects. The City is the local sponsor for the Upper Springbrook Creek Reach project,which is located
just east of SR-167 on the north side of S 55th Street. The project construction was completed in 2012. The funding programmed this 6-year period is to perfrom the
annual maintenance of vegetation to establish the habitat plantings as required by the project permits and the Army Corps of Engineers operation and maintenance
manual requirements for the project.
Summary of Progress: Yearly project site vegetation control of Himalayan blackberry and Japanese Knotweed is required through 2022. Weed control will occur July
and October.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
w 2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services 25 15 15 15 15 15 15 115
Major Maintenance -
Construction
Inspection
Project Management 5 5 5 5 5 5 5 35
Equipment Acquisition
Contingencies -
Total CIP Expenses 30 20 20 20 20 20 20 150
Resources:
User Fee 2 1 1 1 1 1 1 8
REET -
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 27 18 18 18 18 18 18 135
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 1 1 1 1 1 1 1 7
Beginning Fund Balance
Total CIP Resources30 20 20 20 20 20 1 20 150
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 2015 2016 1017 2018 2019 2020 Total
Revenue Increase/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-157
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 7
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 7 15 22
Priority Ranking:
Project Title: Miscellaneous/Emergency Storm Projects
Project Type: Major Maintenance
Project Account Number: 427.475405.018.595.38.63.000
Project Number: U65405
Total Anticipated Project Cost: $ 395 Current LOS 75%Growth 25% '
Project Description
This fund is for unplanned or miscellaneous storm system improvements needed to keep the existing system functional or in response to an opportunity to fix identified
system deficiencies in coordination with another project. The$50,000 per year funding would also be available to respond to system failure(structure failure,pipeline '
failure,pump station failure)or other emergency response needs during storm events.
Summary of Progress: These funds are used only if needed for unplanned projects in response to system failures that need immediate repair or other unplanned storm
system improvements.
Estimated '
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services - '
Major Maintenance 45 50 50 50 50 50 50 50 395
Construction
Inspection
Project Management
Equipment Acquisition
Contingencies
Total CIP Expenses 45 50 50 50 50 50 50 50 395
Resources:
User Fee 6 3 3 3 3 3 3 3 27
REET ,
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 38 46 46 46 46 46 46 46 357
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 1 2 2 2 2 2 2 2 12
Beginning Fund Balance
Total CIP Resources 45 50 50 50 50 50 50 50 395
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 2019 1020 Total
Revenuelncrease/Decrease -
Expenditure lncreose/Decrease
Net Impactr
Capital Investment Program-Surface Water 5-158 r
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 8
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
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Project Priority Score: 5 10 15
Priority Ranking:
Project Title: Stream Flow and Water Quality Monitoring Program
Project Type: Regulatory Compliance
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Project Account Number: 427.475080.018.595.38.63.000
Project Number: U65080
Total Anticipated Project Cost: $ 101 Current LOS 100%Growth 0%
Project Description
This is an ongoing annual program of collecting flow or water quality data on various surface water systems in the city. The program is performed on surface water
systems where capital improvement projects are being designed or basin plans are being developed. The measured flow data is used to calibrate hydrologic and
r hydraulic models used in the design of capital improvement projects to insure accurate and cost effective project designs. The water quality data is used to address
environmental information needs and regulatory requirements related to projects.
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Summary of Progress: The annual flow monitoring program was completed as planned in 2014 and programmed to be completed annually.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction
Inspection -
Project Management 31 10 10 10 10 10 10 10 101
Equipment Acquisition -
Contingencies -
Total CIP Expenses 31 10 10 10 10 10 10 10 101
Resources:
User Fee 4 1 1 1 1 1 1 1 11
REET -
Fuel Tax
Utility Tax
Bond Proceeds
Operating 27 9 9 9 9 9 9 9 90
Grants/Contribution Received
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income
Beginning Fund Balance -
Total CIP Resources 31 10 1 10 1 10 1 101 101 10 1 101 101
r
Balance Available/(Unfunded Needs)
Estimated
�1 Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 1014 2015 2016 2017 1018 2019 2020 Total
Revenue Increase/Decrease
Expenditurelncrease/Decrease
Net Impact
~ Capital Investment Program-Surface Water 5-159
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 9
2015 through2020(in thousonds of•• • Importance Ureencv Combined
Project Priority Score: 2 +2 =4
Priority Ranking:
Project Title: Monroe Ave.NE&NE 2nd Street Infiltration System Improvements '
Project Type: Development
Project Account Number: 427.475494.018.595.38.63.000
Project Number: U65494
Total Anticipated Project Cost: $ 1,400 Current LOS 50%Growth 50% '
Project Description
The project includes the design and construction of an additional infiltration system to increase the size of an existing infiltration system near the City Shops. The existing
infiltration system in Monroe Ave NE and N 2nd Street has insufficient capacity for the increased runoff due to changing land use for the 200-acre basin that it serves.The
existing infiltration system surcharges,which has caused street flooding and private property damage during large storm events in the past. The City currently has an
easement to discharge storm water during extreme events into the Upper Balch Pit to prevent flooding. The project preliminary design will start in 2014. Final design is
programmed for 2018 with construction scheduled for 2019,if the overflow easement is not renewed by the property owner.
Summary of Progress: Project preliminary design to start in 2014. Working with property owner to negotiate a longer term easement to allow discharge onto site and
defer project final design and construction.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition '
Consultant Services
Major Maintenance - - - -
Construction 100 300 1,000 1,400
Inspection - - - - '
Project Management
Equipment Acquisition
Contingencies - - - -
Total CIP Expenses 100 300 1,000 1,400
Resources:
User Fee 6 18 60 84
REET - - - - '
Fuel Tax
Utility Tax -
Bond Proceeds - -
Operating 91 270 900 1,261
Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 3 12 40 55
Beginning Fund Balance - - -
Total CIP Resources 1001 1 1 1 3001 1,0001 1,400
Balance Available/(Unfunded Needs) - - I 1:: -
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact W*
Capital Investment Program-Surface Water 5-160 W
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 10
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 1 1 2
Priority Ranking:
Project Title: Storm System Field Mapping-NPDES Permit
Project Type: Regulatory Compliance
w
Project Account Number: 427.475455.018.531.35.41.000
Project Number: u65455
Total Anticipated Project Cost: $ 494 Current LOS 100%Growth 0%
r
Project Description
The purpose of the project is to the map the City's public storm systems using Global Positioning System(GPS)or other surveying technology. The work will determine a
more accurate quantity of storm system that has to be maintained and operated by the City. Mapping the City's storm systems is needed for use in complying with the
NPDES Phase II Municipal Stormwater Permit requirements related to illicit discharge detection and elimination,inspection,public storm maintenance and operation.
The work will build upon the existing storm system inventory map and database work that has been completed. The information will be added to the GIS to use in
tracking permit compliance associated with storm system cleaning,provide better information to customers(City staff,developers,engineers,contractors,public),
improve asset management and improve the maintenance and operation of the City's storm system. The work will help build a City GIS storm system layer that would be
r part of a City GIS.
r
Summary of Progress: The storm system filed mapping work for 2014 was completed most of the City. Funding in 2015 and 2016 needed to complete work in remaining
areas and any new annexation areas.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 360 65 40 465
Major Maintenance -
Construction
Inspection -
Project Management 9 10 10 29
Equipment Acquisition
Contingencies - -
Total CIP Expenses 369 75 50 494
Resources:
User Fee 22 5 3 30
REET - -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 336 68 46 450
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
r
Misc/Transfers
Interest Income 11 2 2 15
Beginning Fund Balance - -
Total CIP Resources 369 75 50 494
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 1017 2018 1019 2020 Total
Revenuelncrease/Decrease
Expenditurelncreose/Decrease
r Net Impact
Capital Investment Program-Surface Water 5-161
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 11 '
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 2 4
Priority Ranking:
Project Title: Renton Stormwater Manual Update '
Project Type: Regulatory Compliance
Project Account Number: 427.475241.018.531.35.19.000
Project Number: u65241
Total Anticipated Project Cost: $ 321 Current LOS 100%Growth 0% '
Project Description
As part of the compliance requirements of the NPDES Phase II Municipal Stormwater permit,the City must update and adopt into City code by December 31,2016,
stormwater design standards for new developement,redevelopement and construction sites that are equivalent to the 2012 Department of Ecology Stormwater Manual ,
for Western Washington. The City will retain a consultant to assist with reviewing changes in DOE's manual and and identifying City policies and codes that will need to
be changed. The City has adopted King County's 2009 stormwater design manual. The County is currently in the processes of updating its manual which must comply
with DOE's 2012 stormwater manual by January 2015. When the County's draft manual is available for public comment,the City will review the County's proposed
changes and compare against the drainange requirements in the DOE stormwater manual. The City will evaluate both manuals to determine the appropriate drainage '
standards for its updated manual.
Summary of Progress: City staff has attended County workshops to get a better understanding of proposed changes to County stormwater manual. Ecology Capacity
Grant Funds received in 2014 to be used to complete a needs assessment of programs and resources needed to comply with the NPDES Permit requirement for the
permit term of 2013-2018. '
Estimated '
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 1014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - '
Consultant Services 150 50 200
Major Maintenance - -
Construction
Inspection - '
Project Management 46 50 25 121
Equipment Acquisition -
Contingencies - -
Total CIP Expenses 46 200 75 321 ,
Resources:
User Fee 12 5 17
REET - - ,
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 182 68 250 '
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated 46 46
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 6 2 8
Beginning Fund Balance -
Total CIP Resources 461 200 1 75 1321 ,
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2010 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Surface Water 5-162 ,
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 12
dollars)2015 through 2020(in thousonds of Importance Urgency Combined
Project Priority Score: 3 3 6
Priority Ranking:
Project Title: Surface Water Utility GIS
Project Type: Regulatory Compliance
Project Account Number: 427.475410.018.595.38.63.000
Project Number: U65410
Total Anticipated Project Cost: $ 1,211 Current LOS 100%Growth 0%
r•
Project Description
This program includes the annual updating of the Storm System Inventory maps and database. The purpose is to maintain an accurate inventory of the City's storm
systems for use by the Utility for maintenance,planning and engineering functions,the public and other City departments. The information is integrated into the City's
r Geographic Information System(GIS). The program is needed to map new storm system infrastructure that is constructed by private development projects,public
projects and annexations,along with meeting the requirements in the NPDES Phase II Municipal Storm Water Permit for mapping of City storm systems. The GIS data will
be used to track maintenance and inspection of public and private storm water management systems and facilities for operation and maintenance purposes,as also
required by the NPDES permit. The data is used for long range asset management programs. The Storm System maps are also used for customer service,developers and
i� their engineers,City CIP planning and emergency response.
Summary of Progress:This is an ongoing annual work program to correct,update and add newly constructed storm systems to the Surface Water Utility GIS. The Surface
Water Utility GIS program work was completed as planned in 2014 and is programmed to continue annually in future years. The work consisted of updating existing data,
adding newly constructed storm system asset data and new assets accuried through annexation to the Surface Water Utility's portion of the City's ESRI GIS system.
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Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 1015 1016 2017 2018 2019 1020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance
Construction
Inspection - _ _ _ _ _ _ _ -
Project Management 511 100 100 100 100 100 100 100 1,211
Equipment Acquisition - - - _ _ _ _ _ _
Contingencies - - - _ _ _ _ _ -
Total CIP Expenses 511 100 100 100 100 100 100 100 1,211
Resources:
User Fee 60 6 6 6 6 6 6 6 102
REET - _ _ _ _ _ _
Fuel Tax
Utility Tax
Bond Proceeds -
Operating 437 91 91 91 91 91 91 91 1,074
Grants/Contribution Received - _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Interest Income 14 3 3 3 3 3 3 3 35
Beginning Fund Balance - - _ _ _ _ _
Total CIP Resources 511 100 lool 1001 100 1 1001 lool 100 1 1,211
Balance Available/(Unfunded Needs)
Estimated
M Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 1020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
dw Net Impact
Capital Investment Program-Surface Water 5-163
rli
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 13
dollars)2015 through 2020(in thousands of Importance Urgency Combined
Project Priority Score: 4 2 6
Priority Ranking:
Project Title: Springbrook Creek Wetland and Habitat Mitigation Bank
Project Type: Development
Project Account Number: 427.475119.018.595.38.63.000
Project Number: U65119
Total Anticipated Project Cost: $ 1,437 Current LOS 0%Growth 100%
Project Description
This project consists of developing a plan,creating,restoring,and enhancing wetlands in partnership with WSDOT,on approximately 130 total acres in the valley adjacent to
Springbrook Creek. The project allows an alternative to on-site mitigation for private and public projects(City or WSDOT)with wetland impacts that require mitigation per
City Code to achieve a no-net loss of wetland functions and values.The project also improves flood storage capacity along Springbrook Creek,improve water quality,fish and
wildlife habitat,and provide economic benefits by allowing private development to fill low quality wetland on their property in exchange for purchasing credits from the
Wetland Bank. This allows those private properties to develop more area,which will create higher valued developments,increase property values,and create more jobs,
thereby increasing the City's general fund revenues. The funding is for the City's share to work with WSDOT as defined in the Wetland Mitigation Bank Agreements. The
project construction occurred in 2007-2009 with a following 10-year monitoring period to verify whether performance standards have been met to allow for the release of
wetland mitigation credits that can be used by the City and WSDOT. Funding programmed in this 6-year period is for City's share of project plant establishment and
monitoring costs necessary to meet performance standards to allow the release of mitigation credits for use.
Summary of Progress: WSDOT completed the project construction in June of 2009. Year 5 performance monitoring and site management work completed in 2014 by the City
and WSDOT. A total of 30.6 credits have been released out of the total of 45 credits that could be released if all performance standards have been met in the 10-year
performance and monitoring period.
Estimated ,
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
2013 1014 2015 2016 2017 2018 2019 2010 Total
Expenditures:
Property Acquisition ,
Consultant Services
Major Maintenance - - - - - - - - -
Construction 567 150 120 120 120 120 120 120 1,437
Inspection - - - - - - - - - '
Project Management
Equipment Acquisition
Contingencies - - -
Total CIP Expenses 567 150 120 120 120 120 120 120 1,437 ,
Resources:
User Fee 67 9 7 7 7 7 7 7 119
REET - - - - - - - - -
Fuel Tax
Utility Tax
Bond Proceeds - - - - - - - - -
Operating 467 134 106 106 106 106 106 106 1,237
Grants/Contribution Received 19 3 3 3 3 3 3 3 40
Mitigation Funds Received - - - -
Grants/Contribution Anticipated
Mitigation Funds Anticipated '
Misc/Transfers
Interest Income 14 5 4 4 4 4 4 4 40
Beginning Fund Balance -
Tota1CIP Resources 567 150 120 120 120 120 120 120 1,437
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r a j e c t e d Project
2013 2014 2015 1 2016 2017 2018 2019 2020 Total
Revenue Increase/Decrease - - - - - - - - -
Expenditurelncrease/Decrease 45 45
Net Impactl 45 45
Capital Investment Program-Surface Water 5-164
P g
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 14
2015 through 2020(in thousonds of dollors) Importance Urgency Combined
Project Priority Score: 4 4 8
Priority Ranking: 13
Project Title: Talbot Hill Area Mosquito Abatement Program
Project Type: Regulatory Compliance
.rr
Project Account Number: 427.475020.018.595.38.63.000
Project Number: U65020
Total Anticipated Project Cost: $ 772 Current LOS 100%Growth 0%
Project Description
The project consists of annually spraying the upland areas around the Panther Creek Wetlands to control mosquitoes from the wetland in response to citizen complaints
from the Talbot Hill area. A significant number of citizens complained about the mosquito problem in the Talbot Hill area in the past,which prompted the program that
was initially managed by the Parks Division. The Surface Water Utility was assigned the program in 1990 due to budget and permitting requirements. Funding is also
programmed annually to fund the treatment of City-owned stormwater control facilities in response to the West Nile Virus,with increased treatment to be done if a
West Nile Virus outbreak occurs and treatment is advised by the Department of Health.
r
Summary of Progress:The annual Talbot Hill area Mosquito Abatement will be completed in 2014 as planned and is programmed to continue annually in future years.
The work is now required to be done in accordance with a new Washington State Department of Ecology 5-year National Pollutant Discharge Elimination System and
State Waste Discharge General Permit for pesticide discharges associated with Mosquito Control activities.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1018 1019 2020 Total
Expenditures:
Property Acquisition -
Consultant Services 65 65 65 65 65 65 390
Major Maintenance -
Construction
Inspection - - -
Project Management 222 100 10 10 10 10 10 10 382
Equipment Acquisition - - -
Contingencies - - -
Total CIP Expenses 222 100 75 75 75 75 75 75 772
Resources:
User Fee 26 6 5 5 5 5 5 5 59
REET - - -
Fuel Tax
Utility Tax -
Bond Proceeds -
Operating 190 91 68 68 68 68 68 68 690
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
r
Misc/Transfers
Interest Income 6 3 2 2 2 2 2 2 22
Beginning Fund Balance - - -
Total CIP Resources 222 100 75 75 1 75 1 75 75 75 772
IIF
Balance Available/(Unfunded Needs) - - -
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
i Capital Investment Program-Surface Water 5-165
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 15 '
through2020(in thousonds of r• • Importance Urgency Combined
Project Priority Score: 9 7 16
Priority Ranking:
Project Title: SW 43rd Street/Lind Ave SW Storm System Improvements '
Project Type: Development
Project Account Number: 427.475495.018.595.38.63.000
Project Number: U65495
Total Anticipated Project Cost: $ 4,100 Current LOS SO%Growth 50% '
Project Description
The project includes constructing approximately 3,500 feet of a new 84-inch diameter storm system along Lind Ave.SW,from SW 43rd St.to SW 39th St.,and then along SW
39th Street from Lind Ave.to a new outfall into Springbrook Creek. The estimated total project cost is$4,000,000. Project design and permitting is programmed to start in ,
2018 with construction planned for 2020.
Summary of Progress: Project design planned to start in 2018 and continue through 2020.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2010 Total
Expenditures:
Property Acquisition - -
Consultant Services 250 500 750 ,
Major Maintenance - - -
Construction 3,100 3,100
Inspection - - -
Project Management 50 100 100 250
Equipment Acquisition - - -
Contingencies - - -
Total CIP Expenses 300 600 3,200 4,100 ,
Resources:
User Fee 18 36 192 246
REET - - - -
Fuel Tax
Utility Tax
Bond Proceeds - - - -
Operating 273 546 2,912 3,731
Grants/Contribution Received - - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers -
Interest Income 9 18 96 123
Beginning Fund Balance - - - -
Total CIP Resources 300 J 600 1 3,200 4,100
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-166 r
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 16
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 1 +2 =3
Priority Ranking:
Project Title: Surface Water Utility System Plan
Project Type: Regulatory Compliance
r Project Account Number: 427.475005.018.595.38.63.000
Project Number: U65005
Total Anticipated Project Cost: $ 796 Current LOS 50%Growth 50%
Project Description
The Surface Water Utility System Master Plan is a comprehensive management plan of the City's natural and constructed surface water systems. The plan identifies
current and future resource requirements,policies,regulatory requirements,and design criteria associated with the management of surface water runoffwithin the city.
The plan defines maintenance and operational programs along with future capital investment programs needed to solve flooding,water quality,and fish habitat
problems in response to existing problems,future growth,and regulatory requirements related to the NPDES Phase II permit requirements and ESA. The plan will be
completed for adoption in 2014. Funding programmed for 2020 is to start the next plan update.
r•t
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Summary of Progress: A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in late 2014.
a•
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
r. 2013 2014 2015 1016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 100 100
Major Maintenance - -
Construction
Inspection - - -
Project Management 541 55 100 696
Equipment Acquisition - - -
Contingencies - - -
Total CIP Expenses 541 55 200 796
Resources:
User Fee 74 3 12 90
REET - - -
Fuel Tax -
Utility Tax -
Bond Proceeds - 178 178
Operating 453 50 - 503
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
r
Interest Income 13 2 10 25
Beginning Fund Balance - - -
Total CIP Resources 541 55 200 796
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
+� Net Impact
r Capital Investment Program-Surface Water 5-167
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 17 '
2015 • • 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 1 2 3
Priority Ranking:
Project Title: Hardie Ave SW-SW 7th St Storm System Improvement&Retrofit Project ,
Project Type: Development
Project Account Number: 427.475475.018.595.38.63.000
Project Number: U65475
Total Anticipated Project Cost: S 8,965 Current LOS 50%Growth 50% ,
Project Description
The first phase of the project includes installing approximately 3,600 linear feet of new 60-inch storm system in SW 7th Street between Lind Ave NE and Naches Ave SW
where the storm system outlets that is parallel to the an existing storm system in SW 7th St. The Phase 1 project design and permitting started in 2012. The Phase 1 '
project construction is planned to start in 2014 and be completed in 2015. The Phase 1 project include a funding from an Ecology 2012 Statewide Stormwater Grant
Program(SW12040)for the SW 7th Street Stormwater Retrofit Project that will be designed and constructed as part of the Phase 1 project. The Ecology Statewide
Stormwater grant will provide funding to retrofit the stormwater runoff from SW 7th Street between Naches Ave SW to Lind Ave SW to provide stormwater quality
treatment by installing stormwater filter systems. The second phase of the project includes the replacement of approximately 700 linear feet of 36 inch to 48-inch storm '
system,between Hardie Ave.SW to SW 7th St.,with a new 60-inch storm system. The Phase 2 project design will start in 2016 with construction planned for 2017.
Summary of Progress: Phase 1 project design and permitting was completed in 2014.The first segement of Phase 1 project construction will be completed in 2014 and
the second segment will be completed in 2015 once BNSF approval for crossing spur railroad tracks is obtained. The Ecology 2011 Stormwater Retrofit and LID Grant
portion of the project will be constructed in 2014 with the first segment of Phase 1. '
Estimated ,
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 300 300 '
Major Maintenance - - - - - -
Construction 619 5,596 350 2,000 8,565
Inspection - - - - - '
Project Management 50 50 100
Equipment Acquisition -
Contingencies - - - - - -
Total CIP Expenses 619 5,596 350 350 2,050 8,965 ,
Resources:
User Fee 41 336 21 21 123 542
REET - - - - - -
Fuel Tax
Utility Tax r
Bond Proceeds - - - - - -
Operating 562 4,476 319 319 1,866 7,541
Grants/Contribution Received - 616 - - - 616
Mitigation Funds Received - - i
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers -
Interest Income 16 168 11 11 62 267 ri
Beginning Fund Balance - - - - -
Total CIP Resources 619 5,596 350 350 2,050 8,965
rr
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project r
2013 1014 2015 1 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease -
Expenditure lncrease/Decrease 34 34
Net Impactl 34 341 1
Capital Investment Program-Surface Water 5-168 1
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 18
• •h 2020(in thousands of•• • Importance Urgency Combined
alb Project Priority Score: 2 1 3
Priority Ranking:
Project Title: Maplewood Creek Basin Storm Improvements
Project Type: Development
�s Project Account Number: 427.475480.018.595.38.63.000
Project Number: U65480
Total Anticipated Project Cost: $ 1,599 Current LOS 50%Growth 50%
Project Description
The following project is identified in the Cedar River Basin Plan to solve existing and future surface water management problems(flooding,water quality,and habitat).
The project will solve existing,and prevent future flooding,erosion,and improve water quality and habitat in the Cedar River Basin. The project includes improving the
■II storm system that conveys Maplewood Creek drainage across roadways or storm systems that discharge at the top of steep slopes that are causing erosion of the
Maplewood Creek ravine. This will also reduce sediment input into Maplewood Creek that is deposited in the Maplewood Creek Sedimentation Facility and may reduce
maintenance frequency of the facility.
r
Summary of Progress: The first project(Maplewood Creek Stormwater Outfall Improvements)design and permitting started in 2014 and is planned to be completed in
March 2015. The construction of the project is programmed for 2015. Design and permitting of the next storm system improvement project will start in 2016 with
construction programmed for 2017.
r
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 150 150
Major Maintenance - - - - -
Construction 9 190 350 850 1,399
Inspection - - - -
Project Management 50 50
Equipment Acquisition
Contingencies - - - - -
Total CIP Expenses 9 190 350 200 850 1,599
Resources:
User Fee 1 11 21 12 51 96
REET - - - - -
Fuel Tax
Utility Tax
Bond Proceeds - - - - -
Operating 8 173 319 182 774 1,455
Grants/Contribution Received - - - -
r Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
r!
Interest Income 6 11 6 26 48
Beginning Fund Balance - - - - -
Total CIP Resources 9 190 350 200 850 1,599
s
Balance Available/(Unfunded Needs)
Estimated
,r Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact -
Capital Investment Program-Surface Water 5-169
t
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 19
12015 through2020(in thousands of•• • Importance Urgency Combined '
Project Priority Score: 3 2 5
Priority Ranking:
Project Title: N 30th St/Burnett Ave N Storm System Impr.Project ,
Project Type: Development
Project Account Number: 427.475503.018.594.3.63.000
Project Number: u65503
Total Anticipated Project Cost: $ 500 Current LOS 50%Growth 50% '
Project Description
The purpose of the project is to replace an existing 12-inch storm line that was constructed from N 30th Street to N 31st Street on private property between three homes.
A new 12-inch storm line will be installed in City ROW in N 30th Street and Burnett Avenue N. The existing 12-inch storm line runs from N 30th Street to N 31st Street
between homes on private property. The storm line is in poor condition,and the storm line and catch basins between the homes are difficult to access for maintenance,
which has resulted in flooding. It appears that a garage was built over part of the existing storm line off of N 31st Street. The storm system conveys runoff from City
streets.The majority of runoff in the existing storm line comes from City storm systems in the N 30th Street ROW. Approximately 1600 LF of 12"storm pipe will be
constructed in N 30th Street and Burnett Ave.N. ,
Summary of Progress: Design and permitting will completed late spring of 2015 with construction to occur in the summer and fall of 2015.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
1013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition
Consultant Services
Major Maintenance -
Construction 450 450
Inspection -
Project Management 50 50
Equipment Acquisition
Contingencies -
Total CIP Expenses 500 500
Resources:
User Fee 30 30
REET -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 455 455
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 15 15
Beginning Fund Balance -
Total CIP Resources 500 500
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease '
Net Impact
Capital Investment Program-Surface Water 5-170
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 20
• •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 5 3 8
Priority Ranking: 11
Project Title: NE Sunset Blvd&Union Ave NE Storm System Improvement Project
Project Type: Development
Project Account Number: 427.475496.018.595.38.63.000
Project Number: 065496
Total Anticipated Project Cost: $ 1,750 Current LOS 50%Growth 50%
as
Project Description
Sections of Honey Creek between Union Ave NE and Duvall Ave NE is contained within a old,closed pipe system that has insufficient capacity and is located in parking
lots,under buildings and across public right-of-ways. Land use changes in the upstream basin area have increased surface water runoff and could cause flooding due to
the lack of capacity in the piped sections. Due to the age of the piped section,the structural condition of the storm system is unknown. The project will consist of
developing an accurate base map of storm system location,inspecting its structural conditions,develop a basin hydrologic and hydraulic model to perform capacity
analysis of the existing system and to develop conceptual design solutions. The selection conceptual design solution will then be used for development of the project
final design,permitting and construction of improvements to storm system. The improved conveyance system will have sufficient capacity to convey future land use
condition runoff,meet City capacity design standards to prevent future flooding in this area and prevent structural failure of the storm system. The project will protect
businesses,residential areas and important transportation corridors(SR-900)from flooding.
Summary of Progress: Funding to start the project design is programmed in 2016
r
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 150 150 300
+� Major Maintenance - - - -
Construction 1,300 1,300
Inspection - -
Project Management 50 50 50 150
Equipment Acquisition -
Contingencies - - - -
Totol CIP Expenses 200 200 1,350 1,750
Resources:
User Fee 12 12 81 105
REET - - -
Fuel Tax -
Utility Tax
Bond Proceeds - - - -
Operating 182 182 1,215 1,579
go Grants/Contribution Received - - -
Mitigation Funds Received -
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
r•
Interest Income 6 6 54 66
Beginning Fund Balance - - - -
Total CIP Resources 1 2001 200 1 1,350 1 1,750
r
Balance Avoilable/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 1016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
�A Net Impact - - - - - - - - -
Capital Investment Program-Surface Water 5-171
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 21
2015 through2020(in thousands of►• ► Importance Urgency Combined
Project Priority Score: 4 4 8
Priority Ranking:
Project Title: Cedar River 205 Project Levee Recertification Project
Project Type: Regulatory Compliance
Project Account Number: 427.475501.018.594.31.63.000
Project Number: u65501
Total Anticipated Project Cost: $ 700 Current LOS 100%Growth 0%
Project Description
The lower 1.10 miles of levees and floodwalls will need to be re-certified as a result of changes to the Corps'Engineering Circular 1110-2-6067. The revised document
was finalized on August 31,2010;therefore,any levee certification based on data prior to this date is considered invalid. The City has until August 31,3013 to re-certify
the levees and floodwalls or they will no longer be accredited by the Corps. The City will need to hire a consultant to evaluate the existing levee/floodwall system to
determine required actions necessary to meet the Corps'certification standards. Consultant contract to begin in 2014.
Summary of Progress: Developing projet scope of work for consultant selection in the 4th quarter of 2014.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - - -
Consultant Services 300 300 600 ,
Major Maintenance - - -
Construction
Inspection -
Project Management 50 50 100
Equipment Acquisition -
Contingencies - - -
Total CIP Expenses 350 350 700
Resources:
User Fee 21 21 42
REET - - -
Fuel Tax
Utility Tax
Bond Proceeds - - -
Operating 147 147 294
Grants/Contribution Received - - - _
Mitigation Funds Received - - -
Grants/Contribution Anticipated 171 171 342
Mitigation Funds Anticipated - - -
Misc/Transfers
Interest Income 11 11 22
Beginning Fund Balance - -
Total CIP Resources 3S0 350 700
ar
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact -
Capital Investment Program-Surface Water 5-172
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 22
2013 • • 1 (in thousands of•• • Importance Urgency Combined
r
Project Priority Score: 6 3 9
Priority Ranking:
Project Title: Stormwater Facility Fencing Project
r
Project Type: Major Maintenance
Project Account Number: 427.475499.018.595.38.63.000
Project Number: U65499
Total Anticipated Project Cost: Current LOS 0%Growth 100%
rs
Project Description
The Stormwater Facility Fencing Project consists of constructing fences around existing stormwater detention/retention and water quality treatment facilities that the
Surface Water Utility owns and maintains that do not currently have fences. Stormwater facilities that were constructed with side slopes that were not steep(3:1 or
r flatter side slopes),the surface water design standards didn't require fences. Some of the stormwater facilities that are not fenced were constructed in unincorporated
King County and were previously owned and maintained by the County. When the City annexed areas where these facilities were located into the City,the City had to
assume ownership and maintenance of the facilities. This project is intended to install fences overtime on the stormwater facilities that do not have fences,due to
public safety concerns about have these facilities being unfenced. The City's surface water design standards have been updated to require all future constructed
r
stormwater facilities to be fenced.
r
Summary of Progress: Project design,permitting and construction for this project started in 2013 and will extend over the next 6-year planning period. A total of eight
stromwater facilities will be fenced in 2014. There are currently 37 stormwater facilities that need fencing. This number may increase due to annexations and as the
Utility takes over maintenance of stormwater facilities from Homeowner Associations as part of the stormwater facility transfer program..
r
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r a j e c t e d Project
r 2013 1014 2015 2016 2017 1018 2019 2010 Total
Expenditures:
Property Acquisition
Consultant Services 20 10 10 10 10 10 10 80
r Major Maintenance - _
Construction 160 80 80 80 80 80 80 640
Inspection - _
Project Management 10 10 10 10 10 10 10 10 80
Equipment Acquisition
Contingencies - - - - _ _ _ _
Total CIP Expenses 10 190 100 100 100 100 100 100 800
r Resources:
User Fee 1 11 6 6 6 6 6 6 48
REET - - _ _ _ _ _
Fuel Tax
Utility Tax
Bond Proceeds - _
Operating 9 173 91 91 89 89 89 89 720
Grants/Contribution Received - _
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
r Misc/Tronsfers
Interest Income 0 6 3 3 5 5 5 5 32
Beginning Fund Balance - - - - _ _ _
Total CIP Resources 10 190 1001 1001 1001 1001 1001 100 1 800
r
Balance Available/(Unfunded Needs)
Estimated
r Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
1013 2014 2015 1016 2017 2018 1019 2010 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
r Net Impact
r Capital Investment Program-Surface Water 5-173
I�
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 23
2015 through2020 r Importance UreencY Combined
Project Priority Score: 6 4 10
Priority Ranking: 16
Project Title: Ginger Creek/Cascade Park Basin Plan
Project Type: Development
Project Account Number: 427.475505.018.594.31.63.000
Project Number: u65505
Total Anticipated Project Cost: $ 350 Current LOS 50%Growth 50%
Project Description
Cascade Park drains north through a neighborhood via an old concrete pipe and open channels. The runoff eventually reaches the Cedar River Pipeline ROW,via an old
steel pipe,and is routed under the Tiffany Park area. The existing pipe system surcharges during moderate events flooding Cascade Park. House#12512 located at SE '
164th PI.also experiences flooding from backwatering from the Cascade Park storm system. Based on a cursory site visit,it appears that sediment buildup in the open
channel section between SE 160th Street and the Cedar River Pipeline ROW,along with insufficient capacity of the existing storm system pipe,flat gradient and poor
structural pipe conditon is is contributing to the backwater conditions and resulting flooding in the park and neighborhood to the south. A study is proposed to
determine the primary cause of the problem,evaluate alternative solutions and develop a design of the preferred solution. The proposed solution will likely require an '
HPA due to work within potential wetlands and ditches.
Summary of Progress: Project work programmed to start in 2016.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 1018 2019 2020 Total
Expenditures:
Property Acquisition - - ,
Consultant Services 345 345
Major Maintenance -
Construction
Inspection
Project Management 5 5
Equipment Acquisition
Contingencies -
Total CIP Expenses 350 350
Resources:
User Fee 21 21
REET - ,
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 318 318 ,
Grants/Contribution Received -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 11 11
Beginning Fund Balance -
Total CIP Resources 350 350 '
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-174
r
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 24
2015 through 2020(in • • • of•• • Importance Urgency Combined
r Project Priority Score: 7 5 12
Priority Ranking:
Project Title: SE 172nd St and 125th Ave N Storm System Impr.Project
Project Type: Development
r Project Account Number: 427.475504.018.594.31.63.000
Project Number: u65504
Total Anticipated Project Cost: $ 1,100 Current LOS 50%Growth 50%
r
Project Description
Surface water overtops the centerline of the road in a low area due to backwater condition of outfall to wetland which may also contribute to flooding of House at 12215
SE 172nd Street and House at 17003 125th Ave SE. Insufficient conveyance capacity of existing drainage systems along 125th Ave SE.and SE 172nd St.may also be
r contributing to localized flooding. Because the water level in the wetland surcharges the storm system along SE 172nd St.,a drainage study should be conducted to
determine options for lowering the water surface elevation in the wetland. Project will evaluate options for solving the problem,which may include upsizing the culvert
at SE Petrovitsky Rd.,if it is restricting the flow downstream,along with upsizing of existing storm system along SE 172nd St.and 127th Ave SE.
r
Summary of Progress:Work programmed to start on the project in 2016.
r
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
r 2013 2014 2015 2016 1017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 280 280
r Major Maintenance - - -
Construction 780 780
Inspection 20 20
Project Management 20 - 20
Equipment Acquisition -
Contingencies - - -
Total CIP Expenses 300 800 1,100
Resources:
User Fee 18 48 66
REET - - -
Fuel Tax
r Utility Tax
Bond Proceeds - - -
Operating 273 728 1,001
Grants/Contribution Received - - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 9 24 33
Beginning Fund Balance - - -
Total CIP Resources 300 800 1,100
•s
ealanceAvailable/(Unfunded Needs)
Estimated
r Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 1016 1017 2018 1019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
r Net Impact
r Capital Investment Program-Surface Water 5-175
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 25 '
2015 • • 2020(in thousands of r• • Importance Urgency Combined
Project Priority Score: 2 +2 =4
Priority Ranking:
Project Title: East Valley Road Storm System Improvements
Project Type: Development
Project Account Number: 427.475498.018.595.38.63.000
Project Number: U65498
Total Anticipated Project Cost: $ 400 Current LOS 50%Growth 50% '
Project Description
The project includes replacing the existing storm system along the East Valley Road between SW 29th St.and SW 23rd St.with a new 48-inch storm system. The new
storm system will discharge into the SW 23rd St.Channel,which flows to Springbrook Creek. The project design will start in the year 2019. The project schedule and ,
improvements may change depending upon the schedule and scope of improvements planned by WSDOT as part of the 1-405/SR-167 project.
Summary of Progress: Project design planned to start in 2019.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 1019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 250 75 325
Major Maintenance - -
Construction
Inspection
Project Management 50 25 75
Equipment Acquisition
Contingencies -
Total CIP Expenses 300 100 400
Resources:
User Fee 18 6 24
REET - -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 270 89 359 '
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Transfers
Interest Income 12 5 17 r
Beginning Fund Balance - -
Total CIP Resources 300 1001 400
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditurelncrease/Decrease
Net Impact
Capital Investment Program-Surface Water 5-176
SURFACE WATER CAPITAL INVESTMENT PROGRAM Project Number: 26
2015 • •h 2020(in thousands of•• • Importance Urgency Combined
Project Priority Score: 2 +3 =5
Priority Ranking:
Project Title: Oakesdale/SW 41st St.Culvert Replacement
Project Type: Development
Project Account Number: 427.475497.018.595.38.63.000
Project Number: U65497
Total Anticipated Project Cost: $ 400 Current LOS 50%Growth 50%
Project Description
This is a project identified in the adopted East Side Green River Watershed Plan. The project will solve existing and future flooding problems,improving water quality and
fish habitat. The project includes installing two additional 6-foot diameter culverts and rehabilitating the existing four culverts,or installing a completely new structure
box culvert or larger culvert structure. The project will increase capacity and prevent flooding of Oakesdale at the crossing and it will improve fish passage. The project
W design will start in 2020. Project construction would be scheduled in future years after 2020.
Summary of Progress: Project design is scheduled to start in 2020.
Estimated
CIP Expenditures&Resources Life to Date Year end Adopted P r o j e c t e d Project
2013 2014 2015 2016 2017 2018 2019 2020 Total
Expenditures:
Property Acquisition - -
Consultant Services 300 300
Major Maintenance -
Construction -
Inspection -
Project Management 100 100
Equipment Acquisition
Contingencies - -
Total CIP Expenses 400 400
Resources:
User Fee 24 24
REET - -
Fuel Tax
Utility Tax
Bond Proceeds - -
Operating 356 356
Grants/Contribution Received - -
Mitigation Funds Received
Grants/Contribution Anticipated
Mitigation Funds Anticipated
Misc/Tronsfers
Y Interest Income 20 20
Beginning Fund Balance - -
Total CIP Resources 1400 1 400
Balance Available/(Unfunded Needs)
Estimated
Impact on Operating Funds Life to Date Year end Adopted P r o j e c t e d Project
1013 2014 2015 1016 1017 2018 2019 2020 Total
Revenuelncrease/Decrease
Expenditure Increase/Decrease
Net Impact
Capital Investment Program-Surface Water 5-177
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6 BUDGET BY FUND
to
Summary All Funds 6-1
General Government 6-11
rr
Special Revenue 6-12
Capital Investment Program 6-19
it
Enterprise 6-27
fr
Internal Service 6-34
Investment Trust 6-41
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1W
2015 Revenue,Expenditures,Fund Sources,All Funds
10 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 2015
Revenue
Property Tax 23,206,908 4,551,372 5,250,239 227,761 2,803,720 36,040,000
Retail Sales and Use Taxes 27,065,218 - 300,000 - - 27,365,218
go Business&Occupation Taxes - - - -
Utility Taxes 8,957,298 5,365,536 1,550,900 - 15,873,734
Other Taxes 4,279,000 3,000,0 0 7 279 000
Sub-Total Taxes 63,508,424 9,916,908 7101 139 227,761 5,803,720! 86,557,952
Business License and Permits 506,000 - - - - 506,000
Other License and Permits 3,279,417 1,000 125,000 - 3,405,417
Federal/State Grants 622,780 - 40,000 307,462 93,542 1,063,784
Other Intergovernmental Reven 1,200,000 - 1,272,000 - - 2,472,000
Charges for Goods and Services 10,109,626 1,659,016 1,038,572 2,600 316,326 13,126,140
Fines and Forfeits 3,320,500 - - - - 3,320,500
Interest and Other Earnings 355,000 - 520,000 300 875,300
Rents,Leases,and Concessions 23,000 650,716 - 36,500 710,216
Other Miscellaneous Revenues 477,693 57,000 45,000 579,693
Capital Contributions - - - -
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets - -
Transfer In 250,000 250,000
Total New Revenue 83,402,440 12,284,640 10,096,711 307,462 227,761 84,400 6,463,588 26,309,050
Use of Prior Yr Revenue - - - - - - -
Total Resources 83,402,440 12,284,640 10,096,711 307,462 227,761 84,400 6,463,588 112,867,002
Expenditures
Legislative 335,838 335,838
City Attorney 2,001,421 2,001,421
Executive: Mayor's Office 1,547,993 1,547,993
Hearing Examiner 40,000 40,000
Court Services 2,111,321 2,111,321
r Community&Economic Development
Administrative 1,077,608 1,077,608
Economic Development 607,369 607,369
Planning 2,561,536 2,561,536
Development Services 2,914,321 240,971 3,155,292
Municipal Arts
Housing Opportunity
Human Resources&Risk Mgmt: 1,316,577 1,316,577
Insurance
t
Administrtive Services(Finance, 2,795,120 2,795,120
City Clerk 1,051,558 1,051,558
Police 32,467,334 32,467,334
Fire and Emergency Services 26,851,976 25,000 26,876,976
Public Works
Administration 395,867 395,867
Transportation 4,914,998 4,914,998
Utility Systems&Technical Sv - -
Maintenance Services 5,150,713 5,150,713
Community Services:
Community Services 12,264,640 12,264,640
Housing&Human Services 1,147,590 1,147,590
Comm Dev Block Grants 52,387 52,387
Museum 227,761 227,761
Farmers Market 59,453 59,453
Golf Course -
Other City Services/Misc 2,967,502 2,967,502
Debt Service 6,463,588 6,463,588
Transfers-Out 1,300,000 20 000 31,000 1,351,000
Total Expenditures 83,490,932 12,284,640 10,096,711 293,358 227,761 - 84,453 6,463,588 112,941,443
Fund Balance, January 1 8,594,362 2,022,533 1,581,566 10,197 52,979 130,698 1,115,674 13,508,009
Total New Revenue 83,402,440 12,284,640 10,096,711 307,462 227,761 84,400 6,463,588 112,867,002
Total Committed Expenditures (83,490,932) (12284640) (10,096,711) (293 358 (227,761) (84,453) 6 463 588` (112,941,443
Fund Balance Plus Reserves 8,505,869 2,022,533 1,581,566 24,301 52,979 130,645 1,115,674 13,433,567
r Operating Reserves - - - - - - - -
Other Reserves IBNR
Fund Balance(Undesig/Designa 8,505,869 2,022,533 1,581,566 24,301 52,979 130,645 1,115,674 13,433,567
fill
Budget by Fund-Summary All Funds 6-1
i
2015 Revenue,Expenditures,Fund Sources,All Funds
Snerial 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
Business&Occupation Taxes - - -
Utility Taxes 40,000 40,000
Other Taxes 57,674 57,674
Sub-Total Taxes 200,000 97,674 297,674
Business License and Permits - -
Other License and Permits
Federal/State Grants - -
Other Intergovernmental Reven 640,000 640,000
Charges for Goods and Services - -
Fines and Forfeits
Interest and Other Earnings - -
Rents,Leases,and Concessions 768,957 - 768,957
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 640,000 768,957 265,000 15,000 97,674 1,786,631
Use of Prior Yr Revenue - - - - -
Total Resources 640,000 768,957 265,000 15,000 97,674 1,786,631
Expenditures
Legislative -
City Attorney
Executive: Mayor's Office 245,000 245,000
Hearing Examiner -
Court Services
Community&Economic Develol
Administrative
Economic Development
Planning -
Development Services -
Municipal Arts 102,950 102,950
Housing Opportunity -
Human Resources&Risk Mgmt:
Insurance
Administrtive Services(Finance, -
City Clerk 97,674 97,674
Police -
Fire and Emergency Services
Public Works
Administration i
Transportation -
Utility Systems&Technical Sv
Maintenance Services -
Community Services:
Community Services 663,403 663,403
Housing&Human Services -
Comm Dev Block Grants
Museum
Farmers Market
Golf Course
Other City Services/Mist ,
Debt Service
Transfers-Out 640,000 640,000
Total Expenditures 640,000 663,403 245,000 102,950 97,674 - 1,749,027
Fund Balance, January 1 15,689 368,261 135,913 92,771 285,632 669,613 1,567,879
Total New Revenue 640,000 768,957 265,000 15,000 97,674 - 1,786,631 i
Total Committed Expenditures (640,000) (663,403) (245,000) (102,950) (97,674) - (1,742,2M
Fund Balance Plus Reserves 15,689 473,815 155,913 4,821 285,632 669,613 1,605,483
Operating Reserves - - - - - - - -
Other Reserves IBNR
Fund Balance(Undesig/Designa 15,689 473,815 155,913 4,821 285,632 669,613 1,605,483 ,
1
I
Budget by Fund-Summary All Funds 6-2
2015 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 Lk WA House Opp New Library Funds
Revenue
Property Tax
Retail Sales and Use Taxes
VM Business&Occupation Taxes -
Utility Taxes 325,000 325,000
Other Taxes 1,000,000 1 000 000
Sub-Total Taxes 1,325,000 1,325,000
Business License and Permits 500,000 1,990,000 2,490,000
ftV Other License and Permits - - -
Federal/State Grants - 10,216,628 10,216,628
Other Intergovernmental Reven - - - 197,000 - 197,000
Charges for Goods and Services 86,500 99,000 215,500 - 401,000
Fines and Forfeits - - - - -
Interest and Other Earnings 1,000 7,000 8,000
Rents,Leases,and Concessions - - -
Other Miscellaneous Revenues 15,000 15,000
Capital Contributions - -
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets - - -
Transfer In 1,300,000 961 000 2,261,000
Total New Revenue 86,500 99,000 216,500 3,344,000 13,167,628 16,913,628
Use of Prior Yr Revenue - - - - - -
Total Resources 86,500 99,000 216,500 3,344,000 13,167,628 16,913,628
Expenditures
Legislative -
City Attorney
Executive: Mayor's Office
Hearing Examiner
Court Services
to Community&Economic Develol
Administrative -
Economic Development 425,000 425,000
Planning -
Development Services
Municipal Arts
Housing Opportunity
Human Resources&Risk Mgmt:
Insurance
Administrtive Services(Finance,
City Clerk
Police
Fire and Emergency Services
Public Works
Administration -
Transportation 14,259,630 14,259,630
Utility Systems&Technical Sv -
Maintenance Services -
Community Services:
Community Services 2,941,000 2,941,000
Housing&Human Services -
Comm Dev Block Grants
1IlI1II1P Museum
Farmers Market
Golf Course
Other City Services/Misc
Debt Service -
- Transfers-Out 250,000 196,000 - 15,000 461,000
Total Expenditures 250,000 196,000 3,366,000 14,274,630 - - 18,086,630
Fund Balance, January 1 1,110,618 846,165 749,185 446,689 1,434,436 1,010,599 57,000 5,654,692
Total New Revenue 86,500 99,000 216,500 3,344,000 13,167,628 - - 16,913,628
Total Committed Expenditures (250,000) (196,000) 3 366 000) (14,274,630) - - (18 086 630
Fund Balance Plus Reserves 1,197,118 695,165 769,685 424,689 327,434 1,010,599 57,000 4,481,690
Operating Reserves - - - - - 10,599 - 10,599
Other Reserves IBNR 1,000,000 1,000,000
Fund Balance(Undesig/Designa 1,197,118 695,165 769,685 424,689 327,434 - 57,000 3,471,091
r� Budget by Fund-Summary All Funds 6-3
2015 Revenue,Expenditures,Fund Sources,All Funds
Entprnrisp Total
4X2 403 4X4 4X5 4X6 4X7 416 Enterprise
Air ort Sol Waste Golf Water Wastewater Surface Water Metro KC Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Business&Occupation Taxes
Utility Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits - - -
Other License and Permits 57,111 48,009 105,120
Federal/State Grants - - - _
Other Intergovernmental Reven - 201,406 - - - 2,421,000 - 2,622,406
Charges for Goods and Services 145,557 16,177,094 2,091,353 16,007,581 9,565,106 9,344,217 16,638,722 69,969,630
Fines and Forfeits -
Interest and Other Earnings 4,010 5,000 30,000 22,462 9,000 19,240 89,712
Rents,Leases,and Concessions 2,501,453 78,226 481,990 136,591 - - 3,198,260
Other Miscellaneous Revenues - - 2,040 1,000 34,500 500 38,040
Capital Contributions - 105,000 822,000 167,000 1,094,000
Other Financing Sources - - - _
Bond Proceeds _
Sale of General Fixed Assets -
Transfer In 50,000 50,000
Total New Revenue 2,651,020 16,461,726 2,655,383 16,272,634 10,487,717 11,999,966 16,638,722 79,818,188
Use of Prior Yr Revenue - - - - - - _ _
Total Resources 2,651,020 16,461,726 2,655,383 16,272,634 10,487,717 11,999,966 16,638,722 79,818,188
Expenditures _
Legislative
City Attorney
Executive: Mayor's Office
Hearing Examiner '
Court Services
Community&Economic Develol
Administrative
Economic Development
Planning ,
Development Services _
Municipal Arts
Housing Opportunity
Human Resources&Risk Mgmt:
Insurance
Administrtive Services(Finance, 137,845 122,396 100,396 162,845 - 523,483
City Clerk _
Police
Fire and Emergency Services
Public Works _
Administration
Transportation 2,260,529 - 2,260,529
Utility Systems&Technical Sv 16,241,873 9,349,578 7,050,747 7,842,084 - 40,484,281
Maintenance Services 295,421 5,416,941 1,564,945 2,610,541 16,638,722 26,526,570
Community Services: _
Community Services
Housing&Human Services
Comm Dev Block Grants
Museum
Farmers Market _
Golf Course 2,165,392 2,165,392
Other City Services/Mist
Debt Service 400,660 1,763,466 971,988 1,131,511 4,267,625
Transfers-Out 50,000 85,000 135,000
Total Expenditures 2,260,529 16,675,139 2,616,052 16,737,381 9,688,076 11,746,980 16,638,722 76,362,879
Fund Balance, January 1 233,478 1,257,755 111,691 11,030,050 5,019,553 3,113,930 2,611,562 23,378,019
Total New Revenue 2,651,020 16,461,726 2,655,383 16,272,634 10,487,717 11,999,966 16,638,722 77,167,168
Total Committed Expenditures (2,260,529) (16 675 139) (2,616,052) (16 737 381) (9,688,076) (11 746 980) (16,638,722) (76 362879
Fund Balance Plus Reserves 623,969 1,044,342 151,022 10,565,303 5,819,194 3,366,916 2,611,562 24,182,308
Operating Reserves 172,053 400,000 541,348 875,073 857,282 586,562 - 3,432,318
Other Reserves IBNR 335,825 1,955,020 838 706 497,632 3 627 183
Fund Balance(Undesig/Designa 116,091 644,342 (390,326) 7,735,210 4,123,206 2,282,722 2,611,562 17,122,806
Budget by Fund-Summary All Funds 6-4
Ire
2015 Revenue,Expenditures,Fund Sources,All Funds
Internal5ervice Total Fiduciary All Funds
501 502 503 504 505 512 522 Internal 611 Total
Equip R&R Insurance Inform Tech Facilities Communications Healthcare let Healthcare Services Fire Pension 2015
Revenue
Property Tax 36,040,000
Retail Sales and Use Taxes 27,565,218
Business&Occupation Taxes -
Utility Taxes 16,238,734
Other Taxes 8,336,674
Sub-Total Taxes 88,180,626
Business License and Permits - - 2,996,000
r Other License and Permits 123,000 123,000 3,633,537
Federal/State Grants - - - 11,280,412
Other Intergovernmental Reven - - - - 143,000 6,074,406
Charges for Goods and Services 5,641,536 3,769,397 4,416,231 4,918,003 991,431 19,736,598 - 103,233,368
Fines and Forfeits - - - - - - - 3,320,500
Interest and Other Earnings 12,000 37,318 7,000 4,000 1,000 19,617 21,000 101,935 325,000 1,399,947
Rents,Leases,and Concessions - - - - - - - - - 4,677,433
Other Miscellaneous Revenues 12,935,119 1,618,699 14,553,818 15,251,551
Capital Contributions - - - - 1,094,000
Other Financing Sources 534,932 534,932 534,932
Bond Proceeds - - -
Sale of General Fixed Assets - -
Transfer In 111,000 85,000 196,000 2,772,000
Total New Revenue 5,764,536 4,341,647 4,631,231 4,922,003 992,431 12,954,736 1,639,699 35,246,283 468,000 244,448,712
Use of Prior Yr Revenue - - - - - - - - -
Total Resources 5,764,536 4,341,647 4,631,231 4,922,003 992,431 12,954,736 1,639,699 35,246,283 468,000 244,448,712
lrtll Expenditures -
Legislative 335,838
City Attorney - 2,001,421
Executive: Mayor's Office 991,430 991,430 2,784,423
Hearing Examiner - 40,000
Court Services 2,111,321
40 Community&Economic Develol
Administrative 1,077,608
Economic Development 1,032,369
Planning 2,561,536
Development Services 3,155,292
to Municipal Arts 102,950
Housing Opportunity -
Human Resources&Risk Mgmt: - 1,316,577
Insurance 3,469,578 13,424,573 1,115,744 18,009,895 18,009,895
Administrtive Services(Finance, 4,641,865 4,641,865 210,475 8,170,942
City Clerk - 1,149,232
Police 32,467,334
Fire and Emergency Services 26,876,976
Public Works
Administration 395,867
Transportation 21,435,156
Utility Systems&Technical Sv - 40,484,281
Maintenance Services 5,507,047 5,507,047 37,184,331
Community Services: -
Community Services 4,918,001 4,918,001 20,787,044
Housing&Human Services - 1,147,590
Comm Dev Block Grants 52,387
Museum 227,761
Farmers Market 59,453
Golf Course 2,165,392
Other City Services/Misc 2,967,502
Debt Service - 10,731,213
r Transfers-Out - 125,000 - - - - 125,000 - 2,712,000
Total Expenditures 5,507,047 3,594,578 4,641,865 4,918,001 991,430 13,424,573 1,115,744 34,193,238 210,475 243,543,692
Fund Balance, January 1 3,608,097 11,757,156 843,690 706,922 327,742 6,420,432 7,221,225 30,885,264 4,907,478 79,901,341
Total New Revenue 5,764,536 4,341,647 4,631,231 4,922,003 992,431 12,954,736 1,639,699 35,246,283 468,000 244,448,712
Total Committed Expenditures (5,507,047) (3 594 578) (4,641,865) (4918 001 (991,430) 13 424 573) (1,115,744) (34 193 238 (243,543,692
r Fund Balance Plus Reserves 3,865,586 12,504,225 833,056 710,924 328,743 5,950,595 7,745,180 31,938,309 5,165,003 80,806,360
Operating Reserves 264,105 6,600,000 404,085 - - - - 7,268,190 - 10,711,107
Other Reserves IBNR 3,601,481 4 150 000 428,971 4,027,372 204 598 12,412,421 17,039,605
Fund Balance(Undesig/Designa - 1,754,225 - 710,924 328,743 1,923,223 7,540,582 12,257,698 5,165,003 53,055,648
ar
Budget by Fund-Summary All Funds 6-5
2016 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 2016
Revenue ,
Property Tax 22,749,403 4,877,700 5,514,508 - 235,281 - - 3,576,422 ' 36,953,314
Retail Sales and Use Taxes 28,268,383 - 300,000 - - 28,568,383
Business&Occupation Taxes 3,000,000 - - 3,000,000
Utility Taxes 9,011,298 5,446,019 1,550,900 - 16,008,217
Other Taxes 4,305,000 2,000,000 6 305 000
Sub-Total Taxes 67,334,084 10,323,719 7,365,408 235 281 5,576,422 90 834 914
Business License and Permits 302,000 - - - - 302,000
Other License and Permits 3,293,000 1,000 125,000 - - 3,419,000
Federal/State Grants 119,080 - 40,000 307,462 93,542 560,084
Other Intergovernmental Reven 1,200,000 - 1,272,000 - - 2,472,000
Charges for Goods and Services 10,324,977 1,695,393 1,125,576 2,600 328,712 13,477,258
Fines and Forfeits 3,320,500 - - - - 3,320,500
Interest and Other Earnings 355,000 - 520,000 300 875,300
Rents,Leases,and Concessions 23,000 650,716 - 36,500 710,216
Other Miscellaneous Revenues 477,693 57,000 45,000 579,693
Capital Contributions - - - - - - - - -
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets -
Transfer In 250,000 250,000
Total New Revenue 86,749,334 12,727,828 10,447,984 307,462 235,281 84,400 6,248,676 25,966,051
Use of Prior Yr Revenue - - - - - - - -
Total Resources 86,749,334 12,727,828 10,447,984 307,462 235,281 84,400 6,248,676 116,800,965
Expenditures
Legislative 348,161 348,161
City Attorney 2,108,770 2,108,770
Executive: Mayor's Office 1,535,707 1,535,707
Hearing Examiner 40,000 40,000
Court Services 2,187,710 2,187,710
Community&Economic Development
Administrative 1,120,102 1,120,102
Economic Development 651,303 651,303
Planning 2,725,530 2,725,530 '
Development Services 3,077,847 240,971 3,318,818
Municipal Arts -
Farmers Market
Housing Opportunity -
Human Resources&Risk Mgmt: 1,366,886 1,366,886
Insurance -
Administrtive Services(Finance, 2,911,247 2,911,247
City Clerk 1,111,870 1,111,870
Other City Services/Misc 2,886,336 2,886,336
Debt Service 6,248,676 6,248,676
Police 34,028,968 34,028,968
Fire and Emergency Services 27,945,913 25,000 27,970,913
Public Works
Administration 413,579 413,579
Transportation 5,108,697 5,108,697
Utility Systems&Technical Sv - -
Maintenance Services 5,339,287 5,339,287
Community Services:
Community Services 12,727,828 12,727,828
Housing&Human Services 1,157,591 1,157,591
Comm Dev Block Grants 55,015 55,015
Museum 235,281 235,281
Farmers Market 63,315 63,315
Library -
Golf Course -
Transfers-Out 1,140,000 1,140,000
Total Expenditures 86,757,519 12,727,828 10,447,984 295,986 235,281 88,315 6,248,676 116,801,589
Fund Balance, January 1 8,505,869 2,022,533 1,581,566 24,301 52,979 130,645 1,115,674 13,433,567
Total New Revenue 86,749,334 12,727,828 10,447,984 307,462 235,281 84,400 6,248,676 116,800,965
Total Committed Expenditures (86,757,519) (12 727 828) (10,447,984) (295 986 (235,281) (88,315) 6 248 676) (116,801,589
Fund Balance Plus Reserves 8,497,683 2,022,533 1,581,566 35,777 52,979 126,730 1,115,674 13,432,943
Operating Reserves - - - - - - - -
Other Reserves IBNR - - - - - - -
Fund Balance(Undesig/Designa 8,497,683 2,022,533 1,581,566 35,777 52,979 126,730 1,115,674 13,432,943
Budget by Fund-Summary All Funds 6-6
2016 Revenue,Expenditures,Fund Sources,All Funds
SneciolRevenue Total
102 108 110 118 125 127 135 Special
Arter Str Leased Fac. Lodging Paths 1%Art Cable Com Wetlands Revenue
Revenue
Property Tax -
Retail Sales and Use Taxes 200,000 200,000
10 Business&Occupation Taxes - -
Utility Taxes 40,000 40,000
Other Taxes 57,674 57,674
Sub-Total Taxes 200,000 97,674 297,674
Business License and Permits - - -
r Other License and Permits
Federal/State Grants - -
Other Intergovernmental Reven 650,000 650,000
Charges for Goods and Services - -
Fines and Forfeits
Interest and Other Earnings -
to Rents,Leases,and Concessions 768,957 - 768,957
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 650,000 768,957 265,000 15,000 97,674 1,796,631
Use of Prior Yr Revenue - - - - - -
Total Resources 650,000 768,957 265,000 15,000 97,674 1,796,631
Expenditures
Legislative -
City Attorney -
Executive: Mayor's Office 265,000 265,000
Hearing Examiner -
Court Services
Community&Economic Develol
Administrative
Economic Development
Planning
Development Services
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources&Risk Mgmt:
Insurance
Administrtive Services(Finance, -
City Clerk 97,674 97,674
Other City Services/Mist -
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation
Utility Systems&Technical Sv
Maintenance Services
Community Services:
Community Services 671,979 671,979
Housing&Human Services
Comm Dev Block Grants
Museum
Farmers Market
r Library
Golf Course -
Transfers-Out 650,000 650,000
Total Expenditures 650,000 671,979 265,000 - 97,674 - 1,684,653
Fund Balance, January 1 15,689 473,815 155,913 4,821 285,632 669,613 1,605,483
Total New Revenue 650,000 768,957 265,000 15,000 97,674 - 1,796,631
Total Committed Expenditures (650,000) (671,979) (265,000) (97,674) 1684653
Fund Balance Plus Reserves 15,689 570,793 155,913 19,821 285,632 669,613 1,717,461
Operating Reserves - - - - - -
Other Reserves IBNR
Fund Balance(Undesig/Designa 15,689 570,793 155,913 19,821 285,632 669,613 1,717,461
VW
Im Budget by Fund-Summary All Funds 6-7
2016 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 Lk WA House Opp New Librari, Funds
Revenue
Property Tax - - - - - - - - -
Retail Sales and Use Taxes - -
Business&Occupation Taxes 1,180,000 820,000 2,000,000
Utility Taxes 325,000 - 325,000
Other Taxes 2,000,000 2,000,000
Sub-Total Taxes 3,505,000 820 000 4,325,000
Business License and Permits 256,000 1,180,000 1,436,000
Other License and Permits
Federal/State Grants - 3,837,000 3,837,000
Other Intergovernmental Reven - - - 197,000 - 197,000
Charges for Goods and Services 86,500 99,000 215,500 - 401,000
Fines and Forfeits
Interest and Other Earnings 1,000 5,000 6,000
Rents,Leases,and Concessions - - -
Other Miscellaneous Revenues
Capital Contributions
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets - -
Transfer In 1,140,000 745 000 1,885,000
Total New Revenue 86,500 99,000 216,500 5,103,000 6,582,000 12,087,000
Use of Prior Yr Revenue - - - - -
Total Resources 86,500 99,000 216,500 5,103,000 6,582,000 12,087,000
Expenditures
Legislative
City Attorney
Executive: Mayor's Office
Hearing Examiner
Court Services
Community&Economic Develol
Administrative -
Economic Development 525,000 525,000
Planning
Development Services -
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources&Risk Mgmt: ,
Insurance
Administrtive Services(Finance,
City Clerk
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services -
Public Works
Administration -
Transportation 6,816,590 6,816,590
Utility Systems&Technical Sv -
Maintenance Services -
Community Services:
Community Services 4,867,000 4,867,000
Housing&Human Services -
Comm Dev Block Grants
Museum
Farmers Market
Library
Golf Course -
Transfers-Out 250,000 15,000 265,000
Total Expenditures 250,000 - 5,392,000 6,831,590 - - 12,473,590
Fund Balance, January 1 1,197,118 695,165 769,685 424,689 327,434 1,010,599 57,000 4,481,690
Total New Revenue 86,500 99,000 216,500 5,103,000 6,582,000 - - 12,087,000
Total Committed Expenditures (250,000) 5 392 000) (6,831,590) - - (12 473 590
Fund Balance Plus Reserves 1,283,618 544,165 986,185 135,689 77,844 1,010,599 57,000 4,095,100
Operating Reserves - - - - - 10,599 - 10,599
Other Reserves IBNR - - - - - 1,000,000 - 1 000 000
Fund Balance(Undesig/Designa 1,283,618 544,165 986,185 135,689 77,844 - 57,000 3,084,501
Budget by Fund-Summary All Funds 6-8
1W
2016 Revenue,Expenditures,Fund Sources,All Funds
Enterprise Total
4X2 403 4X4 4XS 4X6 4X7 416 Enterprise
Airport Sol Waste Golf Water Wastewater Surface Water Metro KC Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Business&Occupation Taxes
Utility Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits - -
No Other License and Permits - 58,824 48,489 107,313
Federal/State Grants 650,000 - - 650,000
Other Intergovernmental Reven - 214,000 - - - 171,000 385,000
Charges for Goods and Services 145,557 16,217,094 2,230,363 16,014,491 9,566,352 9,446,167 16,638,722 70,258,746
Fines and Forfeits - - - - - - - -
Interest and Other Earnings 13,748 5,000 30,000 36,289 12,000 22,094 119,131
Rents,Leases,and Concessions 2,663,988 78,226 500,390 136,591 - - 3,379,195
Other Miscellaneous Revenues - - 2,040 1,000 34,500 500 38,040
Capital Contributions - 120,000 107,000 171,000 398,000
Other Financing Sources - - - -
Bond Proceeds
Sale of General Fixed Assets - -
Transfer In 50,000 50,000
Total New Revenue 3,473,293 16,514,320 2,812,793 16,308,371 9,778,676 9,859,250 16,638,722 75,385,425
Use of Prior Yr Revenue - - - - - - - -
Total Resources 3,473,293 16,514,320 2,812,793 16,308,371 9,778,676 9,859,250 16,638,722 75,385,425
Expenditures
Legislative
City Attorney
Executive: Mayor's Office
Hearing Examiner
Court Services
Community&Economic Develol
Administrative
Economic Development
Planning
Development Services
M Municipal Arts
Farmers Market
Housing Opportunity
Human Resources&Risk Mgmt:
Insurance
Administrtive Services(Finance, 145,251 127,333 105,333 170,251 548,167
City Clerk
Other City Services/Mist
Debt Service - 1,762,476 917,481 1,089,292 3,769,249
Police -
Fire and Emergency Services
to Public Works
Administration -
Transportation 3,691,185 3,691,185
Utility Systems&Technical Sv 16,694,439 10,293,116 6,607,522 6,001,303 39,596,379
Maintenance Services 304,842 5,626,739 16,638,722 26,952,398
Community Services: -
Community Services
Housing&Human Services
Comm Dev Block Grants
Museum
Farmers Market
Library -
Golf Course 2,253,479 2,253,479
Transfers-Out 95,000 50,000 85,000 230,000
Total Expenditures 3,786,185 17,144,532 2,303,479 17,894,664 9,246,634 10,026,642 16,638,722 77,040,858
Fund Balance, January 1 623,969 1,044,342 151,022 10,565,303 5,819,194 3,366,916 2,611,562 24,182,308
Total New Revenue 3,473,293 16,514,320 2,812,793 16,308,371 9,778,676 9,859,250 16,638,722 75,385,425
r Total Committed Expenditures (3,786,185) (17 144 532) (2,303,479) (17 894664) (9,246,634) (10 026642) (16,638,722) (77 040 858
Fund Balance Plus Reserves 311,077 414,130 660,336 8,979,010 6,351,236 3,199,524 2,611,562 22,526,875
Operating Reserves 177,896 400,000 558,370 909,574 871,699 619,621 3,537,160
Other Reserves IBNR 79,181 1,955,020 838 706 497,632 3 370 539
Fund Balance(Undesig/Designa 53,999 14,130 101,967 6,114,416 4,640,831 2,082,271 2,611,562 15,619,176
aw Budget by Fund-Summary All Funds 6-9
3
2016 Revenue,Expenditures,Fund Sources,All Funds
Internal Service Total Fiduciary All Funds W
501 502 503 504 505 512 522 Internal 611 Total
Equip R&R Insurance Inform Tech Facilities Communication Healthcare let Healthcar( Services Fire Pension 2016
Revenue
Property Tax - - - - - - - - - 36,953,314
Retail Sales and Use Taxes 28,768,383
Business&Occupation Taxes 5,000,000
Utility Taxes 16,373,217
Other Taxes 8,362,674
Sub-Total Taxes 95,457,588
Business License and Permits - - 1,738,000
Other License and Permits 123,000 123,000 3,649,313
Federal/State Grants - - 5,047,084
Other Intergovernmental Reven - - 143,000 3,847,000
Charges for Goods and Services 5,909,100 3,819,611 4,487,271 4,926,944 1,026,739 20,169,665 - 104,306,669
Fines and Forfeits - - - - - - - 3,320,500
Interest and Other Earnings 12,000 25,292 7,000 4,000 1,000 19,813 21,000 90,105 325,000 1,415,536
Rents,Leases,and Concessions - - - - - - - - - 4,858,368
Other Miscellaneous Revenues 14,276,011 1,641,647 15,917,658 16,600,391
Capital Contributions - - - - 398,000
Other Financing Sources 146,298 146,298 146,298
Bond Proceeds - - -
Sale of General Fixed Assets - -
Transfer In 85,000 85,000 2,285,000
Total New Revenue 5,921,100 3,991,201 4,702,271 4,930,944 1,027,739 14,295,824 1,662,647 36,531,726 468,000 243,069,747
Use of Prior Yr Revenue - - - - - - - - -
Total Resources 5,921,100 3,991,201 4,702,271 4,930,944 1,027,739 14,295,824 1,662,647 36,531,726 468,000 243,069,747
Expenditures -
Legislative 348,161
City Attorney - 2,108,770
Executive: Mayor's Office 1,026,738 1,026,738 2,827,445
Hearing Examiner - 40,000
Court Services 2,187,710
Community&Economic Develol
Administrative 1,120,102
Economic Development 1,176,303
Planning 2,725,530
Development Services 3,318,818
Municipal Arts -
Farmers Market
Housing Opportunity - - -
Human Resources&Risk Mgmt - 1,366,886
Insurance 3,509,594 14,596,149 1,167,553 19,273,296 19,273,296
Administrtive Services(Finance, 4,712,338 4,712,338 200,475 8,372,227
City Clerk - 1,209,544
Other City Services/Misc 2,886,336
Debt Service 10,017,925
Police 34,028,968
Fire and Emergency Services 27,970,913
Public Works
Administration 413,579
Transportation 15,616,473
Utility Systems&Technical Sv - 39,596,379
Maintenance Services 4,203,192 4,203,192 36,494,877
Community Services: -
Community Services 4,926,946 4,926,946 23,193,753
Housing&Human Services - 1,157,591
Comm Dev Block Grants 55,015
Museum 235,281
Farmers Market
Library -
Golf Course 2,253,479
Transfers-Out 2,285,000
Total Expenditures 4,203,192 3,509,594 4,712,338 4,926,946 1,026,738 14,596,149 1,167,553 34,142,510 200,475 242,343,675
Fund Balance, January 1 3,865,586 12,504,225 833,056 710,924 328,743 5,950,595 7,745,180 31,938,309 5,165,003 80,806,360
Total New Revenue 5,921,100 3,991,201 4,702,271 4,930,944 1,027,739 14,295,824 1,662,647 36,531,726 468,000 243,069,747
Total Committed Expenditures (4,203,192) (3 509 594) (4,712,338) (4 926 946) (1,026,738) (14 596 149) (1,167,553) (34 142 510 (200,475) 242 343 675
Fund Balance Plus Reserves 5,583,494 12,985,832 822,989 714,922 329,744 5,650,270 8,240,274 34,327,526 5,432,528 81,532,432
Operating Reserves 269,519 6,600,000 416,134 - - - - 7,285,653 - 10,833,412
Other Reserves IBNR 5,313,975 4,150,000 406 855 4,378,845 214 28914 463 964 18 834 504
Fund Balance(Undesig/Designa 2,235,832 714,922 329,744 1,271,425 8,025,985 12,577,908 5,432,528 51,864,516
t
1�
Budget by Fund-Summary All Funds 6-10
Funds 000/001/003/004/005/006/009/010/011/031/201/215 General Government Funds
The General Government Funds consist of all those funds whose majorities of revenues are from taxes (property, sales, and utility), licenses and permits,
charges for services,fines and forfeits,intergovernmental,and other miscellaneous revenues. This includes the General Fund 000,Community Services Fund
001,Street Fund 003,Community Development Block Grant Fund 004, Museum Fund 005, Library Fund 006, Farmer's Market Fund 009, Fire Memorial Fund
010, Fire Department Health and Wellness Fund 011, Park Memorial Fund 031,Fund 201 Limited Tax General Obligation Bond Fund(City Hall),and Fund 215
General Governmental Miscellaneous Debt Service Fund.
2012 2013 2013 2014 2014 2015 2016 Change Change
Owr Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Property Taxes 33,466,364 31,741,366 32,485,690 32,840,495 35,240,495 36,040,000 36,953,314 9.7% 2.5%
Retail Sales and Use Taxes 22,970,162 22,956,180 25,189,996 23,832,262 26,214,681 27,365,218 28,568,383 14.8% 4.4%
�i Business&Occupation Taxes 0 0 0 0 0 0 3,000,000 N/A 100.0%
Utility Taxes 15,681,902 15,950,662 15,518,387 16,489,850 16,194,743 15,873,734 16,008,217 -3.7% 0.8%
Other Taxes 6,186,676 6,313,000 7,472,234 6,313,000 6,047,000 7,279,000 6,305,000 15.3% -13.4%
Business Licenses and Permits 687,347 533,067 503,766 533,067 506,275 506,000 302,000 -5.1% -40.3%
yll� Other Licenses and Permits 2,199,819 2,330,761 2,756,981 2,346,437 3,269,518 3,405,417 3,419,000 45.1% 0.4%
Federal/State Grants 1,536,264 394,830 1,213,330 394,830 1,492,174 1,063,784 560,084 169.4% -47.3%
Other Intergovernmental Revenues 2,974,904 2,275,500 2,650,644 2,515,500 2,918,213 2,472,000 2,472,000 -1.7% 0.0%
Charges for Goods and Services 12,944,232 12,047,781 13,060,294 12,470,461 13,142,699 13,126,140 13,477,258 5.3% 2.7%
Fines and Forfeits 3,060,389 3,058,500 2,766,663 3,058,500 2,376,000 3,320,500 3,320,500 8.6% 0.0%
Interest and Other Earnings 342,424 645,300 423,609 645,300 854,000 875,300 875,300 35.6% 0.0%
Rents,Leases,and Concessions 822,428 657,929 734,530 658,464 733,336 710,216 710,216 7.9% 0.0%
Other Miscellaneous Revenues 488,687 458,693 494,036 458,693 383,100 579,693 579,693 26.4% 0.0%
Other Financing Sources 2,235,551 0 5,368 0 0 0 0 N/A N/A
Transfer In 2,860,020 250,000 270,000 250,000 0 250,000 250,000 0.0% 0.0%
TOTAL RESOURCES 108,457,170 99,613,569 105,545,527 102,806,859 109,372,234 112,867,002 116,800,965 9.8% 3.5%
EXPENDITURES:
Regular Salaries 43,662,575 44,233,773 43,313,999 44,294,004 46,338,860 48,046,119 50,144,016 8.5% 4.4%
Overtime 2,546,494 1,752,259 2,743,613 1,752,359 1,752,359 1,741,403 1,740,855 -0.6% 0.0%
Personnel Benefits 17,249,593 16,239,144 15,868,901 18,688,457 18,943,374 20,973,665 22,400,120 12.2% 6.8%
Part Time Salaries and Benefits 1,557,451 1,774,445 1,738,412 1,785,344 1,739,745 1,739,273 1,753,273 -2.6% 0.8%
Supplies/Small Tools and Equipment 2,086,319 1,662,020 1,740,244 1,674,228 1,964,193 2,320,875 2,303,574 38.6% -0.7%
Professional Services 2,806,134 2,375,615 2,762,979 2,384,715 3,470,797 3,025,570 2,969,632 26.9% -1.8%
Communication 46,898 37,007 32,291 37,007 37,007 35,302 35,302 -4.6% 0.0%
Travel/Training 313,649 358,380 377,253 358,179 463,834 489,297 509,096 36.6% 4.0%
Advertising 13,808 22,737 13,120 22,737 21,987 21,987 21,987 -3.3% 0.0%
Operating Rentals 513,869 616,011 473,763 616,011 619,011 894,965 894,965 45.3% 0.0%
Insurance 209 0 301 0 0 0 0 N/A N/A
Utilities 1,872,446 2,232,138 1,830,677 2,204,209 2,163,212 1,897,483 1,899,215 -13.9% 0.1%
Repairs&Maintenance 290,922 401,241 281,211 404,741 404,591 451,841 474,791 11.6% 5.1%
Miscellaneous 541,028 747,956 665,598 747,829 895,736 983,843 985,550 31.6% 0.2%
Intergovernmental Services/Taxes 6,039,197 6,128,125 6,625,118 6,896,625 6,871,859 7,135,724 7,650,391 3.5% 7.2%
r Capital 26,506 236,910 44,510 236,910 114,700 40,200 32,200 -83.0% -19.9%
Debt Service 9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 -19.1% -3.3%
Interfund Payments for Services 12,597,373 12,628,175 12,739,310 12,709,331 12,781,081 15,263,109 15,591,796 20.1% 2.2%
Resale Purchases 4,765 6,200 2,715 6,150 6,200 6,200 6,150 0.8% -0.8%
Transfer Out 2,017,310 160,000 4,364,583 0 6,329,077 1,411,000 1,140,000 100.0% -19.2%
TOTAL EXPENDITURES 103,938,882 99,613,569 103,667,105 102,806,859 113,318,485 112,941,443 116,801,589 9.9% 3.4%
Fund Balance,January 1 11,057,551 10,751,945 15,575,839 10,751,945 17,454,261 13,508,009 13,433,567 25.6% -0.6%
Total New Revenue 108,457,170 99,613,569 105,545,527 102,806,859 109,372,234 112,867,002 116,800,965 9.8% 3.5%
Total Committed Expenditures (103,938,882) (99,613,569) (103,667,105) (102,806,859) (113,318,485) (112,941,443) (116,801,589) 9.9% 3.4%
Fund Balance Plus Reserves 15,575,839 10,751,945 17,454,262 10,751,945 13,508,010 13,433,567 13,432,943 24.9% 0.0%
Undesignated Fund Balance,12/31 15,575,839 10,751,945 17,454,262 10,751,945 13,508,010 13,433,567 13,432,943 24.9% 0.0%
1W
1W Budget by Fund-General Governemenal 6-11
Fund 102,Arterial Street Fund ,
The Arterial Street Fund was established pursuant to state law allocating the one-half cent State Gasoline Tax revenue to cities and towns for construction,
improvements,and major repair of streets. In order for a project to qualify for funding,it has to be a part of the City's Six-Year Transportation Improvement
Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using
either City forces or contractors,and provides the capability of matching LID participation and outside agency grants.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Other Intergovernmental Revenues 608,623 640,000 623,189 640,000 600,000 640,000 650,000 0.0% 1.6%
Interest and Other Earnings 917 3,000 986 3,000 1,000 0 0 -100.0% N/A
TOTAL RESOURCES 609,540 643,000 624,175 643,000 601,000 640,000 650,000 -0.5% 1.6%
EXPENDITURES:
Transfer Out 600,000 640,000 600,000 650,000 778,000 640,000 650,000 -1.5% 1.6%
TOTAL EXPENDITURES 600,000 640,000 600,000 650,000 778,000 640,000 650,000 -1.5% 1.6%
Fund Balance,January 1 158,974 158,974 168,514 161,974 192,689 15,689 15,689 -90.3% 0.0%
Total New Revenue 609,540 643,000 624,175 643,000 601,000 640,000 650,000 -0.5% 1.6%
Total Committed Expenditures (600,000) (640,000) (600,000) (650,000) (778,000) (640,000) (650,000) -1.5% 1.6%
Fund Balance Plus Reserves 168,514 161,974 192,689 154,974 15,689 15,689 15,689 -89.9% 0.0%
Undesignated Fund Balance,12/31 168,514 161,974 192,689 154,974 15,689 15,689 15,689 -89.9% 0.0%
I
Budget by Fund-Special Revenue 6-12
Fund 108,Leased City Properties
This fund was created in 1999 for the purpose of identifying Leased City Properties revenue and expenditures.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
WW REVENUE:
Interest and Other Earnings 1,226 0 1,307 0 1,000 0 0 N/A N/A
Rents,Leases,and Concessions 622,350 797,289 704,236 813,071 671,000 768,957 768,957 -5.4% 0.0%
Other Miscellaneous Revenues 235 0 807 0 0 0 0 N/A N/A
low Transfer In 0 0 383,834 0 0 0 0 N/A N/A
TOTAL RESOURCES 623,812 797,289 1,090,184 813,071 672,000 768,957 768,957 -5.4% 0.0%
EXPENDITURES:
Regular Salaries 74,342 81,144 72,365 81,144 83,709 85,277 88,002 5.1% 3.2%
1W Overtime 316 0 414 0 0 0 0 N/A N/A
Personnel Benefits 23,491 26,182 24,704 28,135 28,135 31,964 35,141 13.6% 9.9%
Supplies/Small Tools and Equipment 2,149 13,320 19,403 13,440 13,440 13,320 13,440 -0.9% 0.9%
Professional Services 217,294 258,500 263,378 264,300 264,300 267,500 260,500 1.2% -2.6%
WA Utilities 183,934 155,680 156,166 162,725 162,725 170,680 177,725 4.9% 4.1%
Repairs&Maintenance 79,041 91,100 91,740 93,500 93,500 91,100 93,500 -2.6% 2.6%
Miscellaneous 841 240 909 240 240 240 240 0.0% 0.0%
Capital 0 120,000 435,405 120,000 204,000 0 0 -100.0% N/A
VW Interfund Payments for Services 3,228 3,490 3,490 3,577 3,577 3,322 3,431 -7.1% 3.3%
TOTAL EXPENDITURES 584,635 749,656 1,067,974 767,061 853,626 663,403 671,979 -13.5% 1.3%
Fund Balance,January 1* 488,500 438,333 527,677 485,966 549,887 368,261 473,815 -24.2% 28.7%
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Total New Revenue 623,812 797,289 1,090,184 813,071 672,000 768,957 768,957 -5.4% 0.0%
Total Committed Expenditures (584,635) (749,656) (1,067,974) (767,061) (853,626) (663,403) (671,979) -13.5% 1.3%
Fund Balance Plus Reserves 527,676 485,966 549,887 531,976 368,261 473,815 570,793 -10.9% 20.5%
Undesignated Fund Balance,12/31 527,676 485,966 549,887 531,976 368,261 473,815 570,793 -10.9% 20.5%
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11W
9W Budget by Fund-Special Revenue 6-13
Fund 110,Hotel/Motel Fund
During the 1997 Legislative session,SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1
percent for the purpose of increasing tourism. On October 13, 1997,the Renton City Council passed Resolution No.3288 establishing a Hotel/Motel Lodging
Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to
enact this tax. The Council adopted the tax with Ordinance No.4697 on December 15,1997. In 1998,a marketing campaign was created using these collected
funds. The Renton Community Marketing Campaign is designed to help brand Renton and communicate the community's many positive attributes as a place
to do business,work,visit,learn,shop,live,play,and stay. The stakeholders,including the Renton Chamber of Commerce,Renton Visitor's Connection,City of
Renton, Renton School District, Renton Technical College, and Valley Medical Center, launched the campaign to improve the image of Renton in the
community and the region; promote Renton as a desirable location to do business, work, learn, live,shop, and visit; recruit quality companies to Renton to
help diversify the employment base by supporting city economic development initiatives;showcase Renton stakeholders and their achievements;and leverage
and creatively market Renton's assets and amenities. Under the authority of the Hotel/Motel Lodging Tax Advisory Committee and the Renton City Council,a
new budget is established yearly and administered through the Executive Department(Prior to 2013 it was administered by the Community and Economic
Development Department).
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Retail Sales and Use Taxes 231,252 180,000 249,194 200,000 200,000 200,000 200,000 0.0% 0.0%
Interest and Other Earnings 376 0 462 0 1,000 0 0 N/A N/A
Other Miscellaneous Revenues 65,000 65,000 65,000 65,000 65,000 65,000 65,000 0.0% 0.0%
TOTAL RESOURCES 296,628 245,000 314,657 265,000 266,000 265,000 265,000 0.0% 0.0%
EXPENDITURES:
Professional Services 428,928 245,000 240,307 265,000 315,693 245,000 265,000 -7.5% 8.2%
TOTAL EXPENDITURES 428,928 245,000 240,307 265,000 315,693 245,000 265,000 -7.5% 8.2%
Fund Balance,January 1 243,556 66,506 111,256 66,506 185,606 135,913 155,913 104.4% 14.7%
Total New Revenue 296,628 245,000 314,657 265,000 266,000 265,000 265,000 0.0% 0.0%
Total Committed Expenditures (428,928) (245,000) (240,307) (265,000) (315,693) (245,000) (265,000) -7.5% 8.2%
Fund Balance Plus Reserves 111,256 66,506 185,606 66,506 135,913 155,913 155,913 134.4% 0.0%
Undesignated Fund Balance,12/31 111,256 66,506 185,606 66,506 135,913 155,913 155,913 134.4% 0.0%
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Budget by Fund-Special Revenue 6-14
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Fund 118,Reserve for Paths and Trails Fund
This reserve fund for paths and trails was established under authority of Washington State Law(Sections 2,3,4 and 5,Chapter 103,Extraordinary Session Laws
tint of 1972)for the purpose of accommodating,establishing,and maintaining certain paths and trails.Accumulated funds must be used within a ten-year period.
At the end of 2012,the City determined that the remaining fund balance should be transferred to the Transportation Capital Investment Program Fund 317 for
paths and trails related project(s). Therefore Fund 118 was closed out.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
�r TOTAL RESOURCES 0 0 0 0 0 0 0 N/A N/A
EXPENDITURES:
Transfer Out 3,315 0 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 3,315 0 0 0 0 0 0 N/A N/A
r Fund Balance,January 1 3,314 0 0 0 0 N/A N/A
Total New Revenue 0 0 0 0 0 0 0 N/A N/A
Total Committed Expenditures (3,315) 0 0 0 0 0 0 N/A N/A
Fund Balance Plus Reserves (1) 0 0 0 0 0 0 N/A N/A
Undesignated Fund Balance,12/31 (1) 0 0 0 0 0 0 N/A N/A
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IM Budget by Fund-Special Revenue 6-15
Fund 125,One Percent for the Arts Fund
The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects.Guidelines for determining art expenditures as
per RMC 2-8 are: 1) Municipal construction projects,excluding water and sewer utility projects. 2)The total project cost must exceed $10,000. Under the
authority of the Renton Municipal Arts Commission, the Administration, and the Renton City Council, the fund is administered by the Department of
Community and Economic Development.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Interest and Other Earnings 397 0 278 0 0 0 0 N/A N/A
Transfer In 7,877 15,000 11,151 15,000 15,000 15,000 15,000 0.0% 0.0%
TOTAL RESOURCES 8,274 15,000 11,429 15,000 15,000 15,000 15,000 0.0% 0.0%
EXPENDITURES:
Capital 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9% -100.0%
TOTAL EXPENDITURES 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9% -100.0%
Fund Balance,January 1 121,686 104,499 116,142 69,499 97,771 92,771 4,821 33.5% -94.8%
Total New Revenue 8,274 15,000 11,429 15,000 15,000 15,000 15,000 0.0% 0.0%
Total Committed Expenditures (13,818) (50,000) (29,800) (50,000) (20,000) (102,950) 0 105.9% -100.0%
Fund Balance Plus Reserves 116,142 69,499 97,771 34,499 92,771 4,821 19,821 -86.0% 311.1%
Undesignated Fund Balance,12/31 116,142 69,499 97,771 34,499 92,771 4,821 19,821 -86.0% 311.1%
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Budget by Fund-Special Revenue 6-16
Fund 127,Cable Communications Development Fund
The Cable Communications Development Fund,which is managed by the City Clerk's office,was established to provide promotion and development of cable
communications. The City uses a character generator to issue public information over a municipal access cable TV channel(Channel 21). The City Clerk's office
is responsible for gathering,formatting and programming the information submitted by City departments and external organizations for broadcast. On May 8,
1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the broadcasting of the
i Committee of the Whole meetings. In 1998,the City began to produce quarterly videos on various highlights of the City. This included major private and
public capital projects and highlights of major City sponsored events.
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2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
M Utility Taxes 40,000 40,000 40,000 40,000 40,000 40,000 40,000 0.0% 0.0%
Other Taxes 0 45,674 49,348 45,674 45,674 57,674 57,674 26.3% 0.0%
Business Licenses and Permits 50,654 0 0 0 0 0 0 N/A N/A
Interest and Other Earnings 836 0 783 0 1,000 0 0 N/A N/A
r Other Miscellaneous Revenues 0 0 3,000 0 0 0 0 N/A N/A
TOTAL RESOURCES 91,490 85,674 93,131 85,674 86,674 97,674 97,674 14.0% 0.0%
EXPENDITURES:
Supplies/Small Tools and Equipment 0 6,302 0 6,302 6,302 6,302 6,302 0.0% 0.0%
Professional Services 19,046 30,702 64,830 30,702 30,702 42,702 42,702 39.1% 0.0%
Repairs&Maintenance 1,040 8,670 1,040 8,670 8,670 8,670 8,670 0.0% 0.0%
Intergovernmental Services/Taxes 0 0 0 0 0 0 0 N/A N/A
Capital 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0%
= TOTAL EXPENDITURES 20,086 85,674 65,870 85,674 85,674 97,674 97,674 14.0% 0.0%
Fund Balance,January 1 185,968 35,294 257,372 35,294 284,632 285,632 285,632 709.3% 0.0%
Total New Revenue 91,490 85,674 93,131 85,674 86,674 97,674 97,674 14.0% 0.0%
Total Committed Expenditures (20,086) (85,674) (65,870) (85,674) (85,674) (97,674) (97,674) 14.0% 0.0%
i
Fund Balance Plus Reserves 257,372 35,294 284,632 35,294 285,632 285,632 285,632 709.3% 0.0%
Undesignated Fund Balance,12/31 257,372 35,294 284,632 35,294 285,632 285,632 285,632 709.3% 0.0%
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Budget by Fund-Special Revenue 6-17
Fund 135,Springbrook Wetlands Bank
Per Ordinance 5269, in 2007,a new fund was created Fund 135,Springbrook Wetlands Bank Fund.The purpose of the fund is to provide accounting for the
Springbrook Creek Wetland and Habitat Mitigation Bank project.The Fund will receive revenue by selling Wetland credits to the third parties and to the City's
internal departments.The revenue received will pay for managing the wetlands.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Interest and Other Earnings 2,272 0 1,785 0 2,000 0 0 N/A N/A
TOTAL RESOURCES 2,272 0 1,785 0 2,000 0 0 N/A N/A
EXPENDITURES:
TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A
Fund Balance,January 1 663,556 663,556 665,828 663,556 667,613 669,613 669,613 0.9% 0.0%
Total New Revenue 2,272 0 1,785 0 2,000 0 0 N/A N/A
Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A
Fund Balance Plus Reserves 665,828 663,556 667,613 663,556 669,613 669,613 669,613 0.9% 0.0%
Undesignated Fund Balance,12/31 665,828 663,556 667,613 663,556 669,613 669,613 669,613 0.9% 0.0%
Budget by Fund-Special Revenue 6-18
Fund 303,Community Development Impact Mitigation Fund
Fund 303 was created in 1999 for the purpose of identifying Community Development(Park)Impact Mitigation revenue and expenditures.Mitigation fees are
charged to new residential development.Revenue is collected at the time a permit is issued.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Wo Charges for Goods and Services 60,002 60,000 90,231 60,000 173,000 86,500 86,500 44.2% 0.0%
Interest and Other Earnings 5,102 0 4,232 0 3,000 0 0 N/A N/A
TOTAL RESOURCES 65,104 60,000 94,464 60,000 176,000 86,500 86,500 44.2% 0.0%
EXPENDITURES:
va Transfer Out 0 0 700,000 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 0 0 700,000 0 0 0 0 N/A N/A
Fund Balance,January 1 1,475,050 1,135,050 1,540,154 1,195,050 934,618 1,110,618 1,197,118 -7.1% 7.8%
Total New Revenue 65,104 60,000 94,464 60,000 176,000 86,500 86,500 44.2% 0.0%
r Total Committed Expenditures 0 0 (700,000) 0 0 0 0 N/A N/A
Fund Balance Plus Reserves 1,540,154 1,195,050 934,618 1,255,050 1,110,618 1,197,118 1,283,618 -4.6% 7.2%
Undesignated Fund Balance,12/31 1,540,154 1,195,050 934,618 1,255,050 1,110,618 1,197,118 1,283,618 -4.6% 7.2%
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Budget by Fund-Capital Investment Program 6-19
Fund 304,Fire Impact Mitigation Fund
Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development near
existing fire stations and developments located farther out. Revenue is collected at the time a permit is issued.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Charges for Goods and Services 72,926 25,000 96,479 50,000 198,000 99,000 99,000 98.0% 0.0%
Interest and Other Earnings 5,141 0 2,269 0 2,000 0 0 N/A N/A
Other Financing Sources 163,602 0 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 241,669 25,000 98,748 50,000 200,000 99,000 99,000 98.0% 0.0%
EXPENDITURES:
Transfer Out 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
TOTAL EXPENDITURES 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0%
Fund Balance,January 1 1,492,674 655,748 797,417 430,748 646,165 846,165 695,165 96.4% -17.8%
Total New Revenue 241,669 25,000 98,748 50,000 200,000 99,000 99,000 98.0% 0.0%
Total Committed Expenditures (936,926) (250,000) (250,000) (250,000) 0 (250,000) (250,000) 0.0% 0.0%
Fund Balance Plus Reserves 797,417 430,748 646,165 230,748 846,165 695,165 544,165 201.3% -21.7%
Undesignated Fund Balance,12/31 797,417 430,748 646,165 230,748 846,165 695,165 544,165 201.3% -21.7%
I
Budget by Fund-Capital Investment Program 6-20
..
Fund 305,Transportation Impact Mitigation Fund
Fund 305 was created for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Mitigation fees are charged to new
development projects within Renton city limits using a vehicle trip rate that has been established based on the number of vehicle trips generated by new
development.
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2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
on Charges for Goods and Services 83,757 30,000 246,478 30,000 461,000 215,500 215,500 618.3% 0.0%
Interest and Other Earnings 1,683 10,000 1,080 10,000 2,000 1,000 1,000 -90.0% 0.0%
TOTAL RESOURCES 85,440 40,000 247,558 40,000 463,000 216,500 216,500 441.3% 0.0%
EXPENDITURES:
Transfer Out 450,000 183,000 54,000 107,000 200,000 196,000 0 83.2% -100.0%
TOTAL EXPENDITURES 450,000 183,000 54,000 107,000 200,000 196,000 0 83.2% -100.0%
Fund Balance,January 1 657,187 307,187 292,627 164,187 486,185 749,185 769,685 356.3% 2.7%
Total New Revenue 85,440 40,000 247,558 40,000 463,000 216,500 216,500 441.3% 0.0%
Total Committed Expenditures (450,000) (183,000) (54,000) (107,000) (200,000) (196,000) 0 83.2% -100.0%
Fund Balance Plus Reserves 292,627 164,187 486,185 97,187 749,185 769,685 986,185 692.0% 28.1%
Undesignated Fund Balance,12/31 292,627 164,187 486,185 97,187 749,185 769,685 986,185 692.0% 28.1%
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Budget by Fund-Capital Investment Program 6-21
Fund 316,Municipal Facilities Capital Investment Fund
This fund is used to fund facility improvements and renovations,property acquisitions for parks and City space needs,parks development and equipment,and
major capital requirements as identified in the Capital Investment Program(CIP),Section 5.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Business&Occupation Taxes 0 0 0 0 0 0 1,180,000 N/A 100.0%
Utility Taxes 0 425,000 425,000 425,000 442,708 325,000 325,000 -23.5% 0.0%
Other Taxes 585,742 660,000 793,845 555,000 2,205,000 1,000,000 2,000,000 80.2% 100.0%
Business Licenses and Permits 0 400,000 435,356 400,000 435,721 500,000 256,000 25.0% -48.8%
Federal/State Grants 292,138 0 799,166 0 1,638,194 0 0 N/A N/A
Other Intergovernmental Revenues 0 0 0 0 197,000 197,000 197,000 100.0% 0.0%
Charges for Goods and Services 50,282 0 0 0 0 0 0 N/A N/A
Interest and Other Earnings 12,116 0 10,243 0 14,000 7,000 5,000 100.0% -28.6%
Other Miscellaneous Revenues 167,879 250,000 369,522 0 52,000 15,000 0 100.0% -100.0%
Transfer In 275,822 750,000 878,367 0 1,272,633 1,300,000 1,140,000 100.0% -12.3%
TOTAL RESOURCES 1,383,979 2,485,000 3,711,499 1,380,000 6,257,256 3,344,000 5,103,000 142.3% 52.6%
EXPENDITURES:
Supplies/Small Tools and Equipment 10,563 0 0 0 0 0 0 N/A N/A
Professional Services 0 231,725 160,666 100,000 330,913 425,000 525,000 325.0% 23.5%
Repairs&Maintenance 0 0 0 0 150,000 325,000 230,000 100.0% -29.2%
Intergovernmental Services/Taxes 0 0 572,182 0 398,568 0 0 N/A N/A
Capital 1,541,631 2,417,000 1,018,644 1,205,000 9,939,610 2,535,000 4,552,000 110.4% 79.6%
Interfund Payments for Services 72,000 74,000 74,000 75,000 75,000 81,000 85,000 8.0% 4.9%
Transfer Out 30,813 0 277,000 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 1,655,008 2,722,725 2,102,492 1,380,000 10,894,091 3,366,000 5,392,000 143.9% 60.2%
Fund Balance,January 1 3,745,546 237,725 3,474,517 - 5,083,524 446,689 424,689 100.0% -4.9%
Total New Revenue 1,383,979 2,485,000 3,711,499 1,380,000 6,257,256 3,344,000 5,103,000 142.3% 52.6%
Total Committed Expenditures (1,655,008) (2,722,725) (2,102,492) (1,380,000) (10,894,091) (3,366,000) (5,392,000) 143.9% 60.2%
Fund Balance Plus Reserves 3,474,517 0 5,083,524 0 446,689 424,689 135,689 100.0% -68.0%
Undesignated Fund Balance,12/31 3,474,517 0 5,083,524 0 446,689 424,689 135,689 100.0% -68.0%
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Budget by Fund-Capital Investment Program 6-22
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Fund 317,Transportation Capital Improvement Fund
This fund supports City of Renton transportation projects and projects linked with various State and Federal Funding programs. Many of the projects are
s dependent on acquisition of outside grants,formation of LID's and mitigation revenue. See the Capital Investment Program(CIP)Section 5,for further details
regarding specific projects/programs.
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2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
To Business&Occupation Taxes 0 0 0 0 0 0 820,000 N/A 100.0%
Other Taxes 0 0 200,000 0 0 0 0 N/A N/A
Business Licenses and Permits 1,790,265 1,701,619 1,972,569 1,740,000 1,969,101 1,990,000 1,180,000 14.4% -40.7%
Federal/State Grants 15,780,159 18,245,926 8,851,309 3,530,000 14,841,182 10,216,628 3,837,000 189.4% -62.4%
us Other Intergovernmental Revenues 1,110,420 4,187,575 7,796,563 0 214,809 0 0 N/A N/A
Fines and Forfeits 0 0 22,173 0 30,000 0 0 N/A N/A
Interest and Other Earnings 7,067 0 (240) 0 3,000 0 0 N/A N/A
Other Miscellaneous Revenues 969,448 0 825,646 0 636,503 0 0 N/A N/A
r Other Financing Sources 0 0 0 0 564,534 0 0 N/A N/A
Bond Proceeds 0 0 3,200,000 0 0 0 0 N/A N/A
Transfer In 1,053,315 1,123,000 959,449 757,000 1,216,176 961,000 745,000 26.9% -22.5%
TOTAL RESOURCES 20,710,673 25,258,120 23,827,469 6,027,000 19,475,305 13,167,628 6,582,000 118.5% -50.0%
EXPENDITURES:
Regular Salaries 0 0 234,671 0 0 0 0 N/A N/A
Supplies/Small Tools and Equipment 0 0 114,426 0 0 0 0 N/A N/A
M Professional Services 0 0 11,614 0 0 0 0 N/A N/A
Advertising 0 0 1,306 0 0 0 0 N/A N/A
Utilities 3,138 0 1,099 0 0 0 0 N/A N/A
Repairs&Maintenance 0 0 687,357 0 0 0 0 N/A N/A
Miscellaneous 0 0 116 0 0 0 0 N/A N/A
Intergovernmental Services/Taxes 0 0 113,777 0 0 0 0 N/A N/A
Capital 24,364,259 25,093,120 19,379,026 5,862,000 20,563,582 14,110,040 6,667,000 140.7% -52.7916
Debt Service 149,590 149,591 149,590 149,590 149,590 149,590 149,590 0.0% 0.0%
aw Transfer Out 7,064 15,000 56,025 15,000 15,000 15,000 15,000 0.0% 0.0%
TOTAL EXPENDITURES 24,524,051 25,257,711 20,749,006 6,026,590 20,728,172 14,274,630 6,831,590 136.9% -52.1%
Fund Balance,January 1 3,422,219 46,182 (391,159) 46,591 2,687,303 1,434,436 327,434 2978.8% -77.2%
Total New Revenue 20,710,673 25,258,120 23,827,469 6,027,000 19,475,305 13,167,628 6,582,000 118.5% -50.0%
rr Total Committed Expenditures (24,524,051) (25,257,711) (20,749,006) (6,026,590) (20,728,172) (14,274,630) (6,831,590) 136.9% -52.1%
Fund Balance Plus Reserves (391,159) 46,591 2,687,303 47,001 1,434,436 327,434 77,844 596.7% -76.2%
Undesignated Fund Balance,12/31 (391,159) 46,591 2,687,303 47,001 1,434,436 327,434 77,844 596.7% -76.2%
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i Budget by Fund-Capital Investment Program 6-23
Fund 318,South Lake Washington Infrastructure Project
This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure Project.This project is funded by various sources including
REET, sales tax, grants, and GO Bonds that will provide for the design, construction, labor wages and benefits, and equipment required to implement the
project.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Interest and Other Earnings 179 0 39 0 0 0 0 N/A N/A
Transfer In 0 0 44,874 0 0 0 0 N/A N/A
TOTAL RESOURCES 179 0 44,913 0 0 0 0 N/A N/A
EXPENDITURES:
Capital 898 0 87,974 0 0 0 0 N/A N/A
Transfer Out 0 0 0 0 9,012 0 0 N/A N/A
TOTAL EXPENDITURES 898 0 87,974 0 9,012 0 0 N/A N/A
Fund Balance,January 1 52,792 768 52,073 768 9,012 0 0 -100.0% N/A
Total New Revenue 179 0 44,913 0 0 0 0 N/A N/A
Total Committed Expenditures (898) 0 (87,974) 0 (9,012) 0 0 N/A N/A
Fund Balance Plus Reserves 52,074 768 9,012 768 0 0 0 -100.0% N/A
Undesignated Fund Balance,12/31 52,074 768 9,012 768 0 0 0 -100.0% N/A
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Budget by Fund-Capital Investment Program 6-24
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Fund 326,Housing Opportunity Fund
This fund was created in 2008 to provide accounting for revenues and expenditures used to assist public and private housing projects serving low and/or
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moderate income households and/or special-needs populations within the City limits.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
11! Interest and Other Earnings 3,813 0 240 0 1,000 0 0 N/A N/A
Transfer In 0 0 0 0 1,000,000 0 0 N/A N/A
TOTAL RESOURCES 3,813 0 240 0 1,001,000 0 0 N/A N/A
EXPENDITURES:
+r Miscellaneous 50,000 0 0 0 75,000 0 0 N/A N/A
TOTAL EXPENDITURES 50,000 0 0 0 75,000 0 0 N/A N/A
Fund Balance,January 1 130,546 5,546 84,359 5,546 84,599 1,010,599 1,010,599 18122.1% 0.0%
Total New Revenue 3,813 0 240 0 1,001,000 0 0 N/A N/A
WM Total Committed Expenditures (50,000) 0 0 0 (75,000) 0 0 N/A N/A
Fund Balance Plus Reserves 84,359 5,546 84,599 5,546 1,010,599 1,010,599 1,010,599 18122.1% 0.0%
Reserve: Economic Dev Revolving 0 0 0 1,000,000 1,000,000 1,000,000 100.0% 0.0%
Operating Reserves 84,359 5,546 84,599 5,546 10,599 10,599 10,599 91.1% 0.0%
! Undesignated Fund Balance,12/31 0 0 0 0 0 0 0 N/A N/A
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W Budget by Fund-Capital Investment Program 6-25
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Fund 336,New Library Development Fund
This fund was created in 2011 to provide the accounting for revenues and expenditures used to construct two new libraries.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Other Taxes 543,588 0 0 0 0 0 0 N/A N/A
Interest and Other Earnings 60,820 0 50,316 0 57,000 0 0 N/A N/A
Rents,Leases,and Concessions 200 0 0 0 0 0 0 N/A N/A
Transfer In 0 0 1,800,000 0 450,000 0 0 N/A N/A
TOTAL RESOURCES 604,608 0 1,850,316 0 507,000 0 0 N/A N/A
EXPENDITURES:
Professional Services 14,663 0 3,780 0 0 0 0 N/A N/A
Utilities 10,801 0 2,556 0 0 0 0 N/A N/A
Intergovernmental Services/Taxes 38 0 0 0 0 0 0 N/A N/A
Capital 624,710 0 1,415,577 0 20,021,748 0 0 N/A N/A
Debt Service 7,500 0 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 657,711 0 1,421,913 0 20,021,748 0 0 N/A N/A
Fund Balance,January 1 19,196,447 543,588 19,143,344 543,588 19,571,748 57,000 57,000 -89.5% 0.0%
Total New Revenue 604,608 0 1,850,316 0 507,000 0 0 N/A N/A
Total Committed Expenditures (657,711) 0 (1,421,913) 0 (20,021,748) 0 0 N/A N/A
Fund Balance Plus Reserves 19,143,344 543,588 19,571,748 543,588 57,000 57,000 57,000 -89.5% 0.0%
Operating Reserves 19,143,344 0 543,588 0 0 0 -100.0% N/A
Undesignated Fund Balance,12/31 0 543,588 19,571,748 0 57,000 57,000 57,000 100.0% 0.0%
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Budget by Fund-Capital Investment Program 6-26
Funds 4X2 Airport Operations and Capital Improvement Funds
The Airport Fund supports administration,operation,and maintenance of the Renton Municipal Airport. The Airport is a section of the Public Works Transportation
Systems. Funding for capital improvements is primarily from federal/state grants and airport leasing agreements. For more detailed information, see the City of
Renton CIP,Section 5.
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2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
is Federal/State Grants 452,263 8,810,000 8,597,763 285,000 14,845,057 0 650,000 -100.0% 100.0%
Other Intergovernmental Revenues 0 0 0 0 0 0 0 N/A N/A
Charges for Goods and Services 121,916 115,056 136,197 115,056 115,056 145,557 145,557 26.5% 0.0%
Fines and Forfeits 0 0 7,759 0 8,000 0 0 N/A N/A
VM Interest and Other Earnings 8,410 5,000 7,080 5,000 5,000 4,010 13,748 -19.8% 242.8%
Rents,Leases,and Concessions 2,311,951 2,818,879 2,411,793 2,419,071 2,419,071 2,501,453 2,663,988 3.4% 6.5%
Other Miscellaneous Revenues 200 0 100 0 0 0 0 N/A N/A
TOTAL RESOURCES 2,894,741 11,748,935 11,160,693 2,824,127 17,392,184 2,651,020 3,473,293 -6.1% 31.0%
rL EXPENDITURES:
Regular Salaries 436,249 437,578 454,803 439,776 452,217 590,084 610,065 34.2% 3.4%
Overtime 46,749 16,273 49,595 15,761 15,761 19,432 19,458 23.3% 0.1%
Personnel Benefits 199,116 196,755 199,086 215,374 215,374 280,332 309,647 30.2% 10.5%
Part Time Salaries and Benefits 115,711 133,210 114,316 133,722 133,722 133,760 134,928 0.0% 0.9%
Supplies/Small Tools and Equipment 86,010 95,732 94,723 95,317 95,317 90,732 90,317 -4.8% -0.5%
Professional Services 41,404 27,000 192,409 27,000 90,542 97,000 97,000 259.3% 0.0%
Communication 31 0 76 0 0 0 0 N/A N/A
Travel/Training 9,527 8,000 6,522 8,000 8,000 8,000 8,000 0.0% 0.0%
Advertising 410 0 547 0 0 0 0 N/A N/A
Operating Rentals 22,358 15,000 22,548 15,150 15,150 16,500 17,423 8.9% 5.6%
r Utilities 162,092 175,954 189,563 176,651 176,651 178,765 179,717 1.2% 0.5%
Repairs&Maintenance 35,689 43,000 585,715 43,000 43,000 63,000 63,000 46.5% 0.0%
Miscellaneous 5,311 5,991 5,680 5,991 5,991 5,991 5,991 0.0% 0.0%
Intergovernmental Services/Taxes 2,185 0 12,851 0 0 0 0 N/A N/A
Capital 1,090,834 10,234,888 9,560,249 1,287,313 17,226,442 540,000 1,912,222 -58.1% 254.1%
Debt Service 105,204 105,204 105,204 105,204 105,204 0 0 -100.0% N/A
Interfund Payments for Services 170,197 225,192 226,666 229,815 244,899 236,933 243,417 3.1% 2.7%
Transfer Out 107,449 0 13,499 0 0 0 95,000 N/A 100.0%
TOTAL EXPENDITURES 2,636,527 11,719,777 11,834,053 2,798,074 18,828,270 2,260,529 3,786,185 -19.2% 67.5%
Fund Balance,January 1 2,084,710 730,532 2,342,924 759,690 1,669,564 233,478 623,969 -69.3% 167.2%
Total New Revenue 2,894,741 11,748,935 11,160,693 2,824,127 17,392,184 2,651,020 3,473,293 -6.1% 31.0%
Total Committed Expenditures (2,636,527) (11,719,777) (11,834,053) (2,798,074) (18,828,270) (2,260,529) (3,786,185) -19.2% 67.5%
Fund Balance Plus Reserves 2,342,924 759,690 1,669,564 785,743 233,478 623,969 311,077 -20.6% -50.1%
Capital Reserves 225,296 404,871 72,401 400,743 54,816 335,825 79,181 -16.2% -76.4%
Operating Reserves 106,643 110,375 119,065 140,556 149,662 172,053 177,896 22.4% 3.4%
Undesignated Fund Balance,12/31 2,010,985 244,444 1,478,098 244,444 29,000 116,091 53,999 -52.5% -53.5%
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Budget by Fund-Enterprise 6-27
Fund 403,Solid Waste Utility Fund
The Solid Waste Utility Fund accounts for contracted garbage collection services to customers. There are three sections of the Public Works Department
supported by this fund:Solid Waste Utility Billing(403/004),Solid Waste Utility Systems(403/18),and Solid Waste Maintenance(403/19).
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Other Intergovernmental Revenues 141,300 149,128 100,563 159,500 159,500 201,406 214,000 26.3% 6.3%
Charges for Goods and Services 15,003,918 15,470,406 15,777,316 16,177,094 16,177,094 16,177,094 16,217,094 0.0% 0.2%
Interest and Other Earnings 8,576 5,000 6,566 5,000 7,000 5,000 5,000 0.0% 0.0%
Rents,Leases,and Concessions 74,093 76,318 82,486 78,226 78,226 78,226 78,226 0.0% 0.0%
Other Miscellaneous Revenues 6,696 0 3,027 0 0 0 0 N/A N/A
TOTAL RESOURCES 15,234,583 15,700,852 15,969,959 16,419,820 16,421,820 16,461,726 16,514,320 0.3% 0.3%
EXPENDITURES:
Regular Salaries 316,486 327,529 311,015 330,238 339,353 342,670 356,180 3.8% 3.9%
Overtime 554 6,372 1,395 6,372 6,372 6,372 6,372 0.0% 0.0%
Personnel Benefits 120,639 124,158 113,734 135,687 135,687 162,681 177,626 19.9% 9.2%
Part Time Salaries and Benefits 3,892 0 17,932 0 0 0 0 N/A N/A
Supplies/Small Tools and Equipment 2,614 12,300 2,020 12,300 12,300 13,800 13,800 12.2% 0.0%
Professional Services 59,195 206,159 36,465 210,381 210,381 206,159 210,381 -2.0% 2.0%
Communication 17,314 26,122 21,722 26,122 26,122 21,122 21,122 -19.1% 0.0%
Travel/Training 1,307 3,703 2,180 3,703 3,703 3,703 3,703 0.0% 0.0%
Operating Rentals 0 0 1,620 0 0 0 0 N/A N/A
Utilities 12,339,948 12,840,011 12,928,159 13,075,912 13,075,912 13,236,252 13,637,346 1.2% 3.0%
Repairs&Maintenance 342 612 0 612 612 612 612 0.0% 0.0%
Miscellaneous 1,894 8,563 514 8,563 8,563 8,563 8,563 0.0% 0.0%
Intergovernmental Services/Taxes 2,186,089 2,247,735 2,321,432 2,305,207 2,305,207 2,290,545 2,305,207 -0.6% 0.6%
Interfund Payments for Services 395,162 366,803 390,769 386,868 384,736 382,661 403,620 -1.1% 5.5%
TOTAL EXPENDITURES 15,445,436 16,170,067 16,148,957 16,501,965 16,508,948 16,675,139 17,144,532 1.0% 2.8%
Fund Balance,January 1 1,734,734 1,270,044 1,523,881 800,829 1,344,883 1,257,755 1,044,342 57.1% -17.0%
Total New Revenue 15,234,583 15,700,852 15,969,959 16,419,820 16,421,820 16,461,726 16,514,320 0.3% 0.3%
Total Committed Expenditures (15,445,436) (16,170,067) (16,148,957) (16,501,965) (16,508,948) (16,675,139) (17,144,532) 1.0% 2.8%
Fund Balance Plus Reserves 1,523,880 800,829 1,344,883 718,684 1,257,755 1,044,342 414,130 45.3% -60.3%
Operating Reserves* 400,000 400,000 400,000 400,000 400,000 400,000 400,000 0.0% 0.0%
Undesignated Fund Balance,12/31 1,123,880 400,829 944,883 318,684 857,755 644,342 14,130 102.2% -97.8%
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Budget by Fund-Enterprise 6-28
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Funds 4X4 Golf Course Operations and Capital Improvement Funds
The golf course fund was created in 1985 to account for the revenues and expenditures of the Maplewood Golf Course.The golf course is an 18-hole golf complex
which includes a driving range and clubhouse housing a pro shop,restaurant,and meeting rooms.The golf course is owned and operated by the City through the
Parks division of the Community Services department. See the Community Services operating budget section for more information. Funding for capital
improvements are through green fees. For more detailed information,see the City of Renton CIP,Section 5.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
W Federal/State Grants 5,278 0 0 0 0 0 0 N/A N/A
Charges for Goods and Services 1,774,353 1,939,639 1,789,463 1,973,419 1,973,419 2,091,353 2,230,363 6.0% 6.6%
Interest and Other Earnings 3,203 30,000 2,267 30,000 1,000 30,000 30,000 0.0% 0.0%
Rents,Leases,and Concessions 354,606 481,990 353,001 481,990 481,990 481,990 500,390 0.0% 3.8%
'm Other Miscellaneous Revenues 1,475 2,040 77,366 2,040 2,040 2,040 2,040 0.0% 0.0%
Transfer In 50,000 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0%
TOTAL RESOURCES 2,188,915 2,503,669 2,272,097 2,537,449 2,473,449 2,655,383 2,812,793 4.6% 5.9%
EXPENDITURES:
UK Regular Salaries 635,963 635,981 647,072 637,148 654,816 689,396 712,596 8.2% 3.4%
Overtime 152 1,020 68 1,020 1,020 1,020 1,020 0.0% 0.0%
Personnel Benefits 284,299 292,017 273,008 318,496 318,496 353,580 388,152 11.0% 9.8%
Part Time Salaries and Benefits 267,254 341,747 299,852 341,747 341,747 341,747 341,747 0.0% 0.0%
so Supplies/Small Tools and Equipment 151,314 193,676 379,918 194,676 194,676 205,676 206,676 5.7% 0.5%
Professional Services 0 20,100 3,746 20,100 20,100 20,100 20,100 0.0% 0.0%
Travel/Training 300 1,268 0 1,268 1,268 1,268 1,268 0.0% 0.0%
ter
Advertising 6,537 7,000 5,085 7,500 7,500 7,000 7,500 -6.7% 7.1%
Operating Rentals 7,485 1,734 5,835 1,734 1,734 1,734 1,734 0.0% 0.0%
Utilities 43,157 60,172 41,386 60,871 60,871 60,172 60,871 -1.1% 1.2%
Repairs&Maintenance 36,537 63,406 34,852 63,406 63,406 101,406 121,406 59.9% 19.7%
Miscellaneous 3,697 9,190 4,194 9,190 9,190 9,190 9,190 0.0% 0.0%
Intergovernmental Services/Taxes 10,860 0 10,921 0 0 0 0 N/A N/A
Capital 38,517 125,000 19,110 125,000 268,894 75,000 75,000 -40.0% 0.0%
Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0% -100.0%
ar Interfund Payments for Services 201,923 195,140 204,699 203,884 203,884 180,446 188,562 -11.5% 4.5%
Resale Purchases 124,516 117,657 112,342 117,657 117,657 117,657 117,657 0.0% 0.0%
Transfer Out 51,418 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0%
TOTAL EXPENDITURES 2,264,588 2,515,769 2,492,750 2,554,357 2,680,919 2,616,052 2,303,479 2.4% -11.9%
W Fund Balance,January 1 615,488 511,829 539,814 499,729 319,161 111,691 151,022 -77.6% 35.2%
Total New Revenue 2,188,915 2,503,669 2,272,097 2,537,449 2,473,449 2,655,383 2,812,793 4.6% 5.9%
Total Committed Expenditures (2,264,588) (2,515,769) (2,492,750) (2,554,357) (2,680,919) (2,616,052) (2,303,479) 2.4% -11.9%
Fund Balance Plus Reserves 539,814 499,729 319,161 482,821 111,691 151,022 660,336 -68.7% 337.2%
Am Operating Reserves 456,353 516,277 519,815 525,924 521,591 541,348 558,370 2.9% 3.1%
Undesignated Fund Balance,12/31 83,462 (16,548) (200,654) (43,103) (409,900) (390,326) 101,967 805.6% -126.1%
'Revenue bond was called on 12/01/2010,bond reserves are no longer required.
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Fund 4X5,Water Utility Operation,Capital Improvement,and Waterworks Rate Stabilization Funds
This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. Utility charges and fees provide revenue for the operation
and maintenance of the water utility and Public Works Trust Fund Loan payments. Utility collection fees,special assessment fees,connection charges,and City
issued bonds fund CIP projects. For more detailed information,see the City of Renton CIP,Section 5. Waterworks Rate Stabilization fund was created in 2003
to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Federal/State Grants 73,417 0 355 0 0 0 0 N/A N/A
Charges for Goods and Services 15,154,550 15,968,377 16,439,413 16,794,293 17,586,293 16,007,581 16,014,491 -4.7% 0.0%
Interest and Other Earnings 71,106 187,485 33,246 287,907 41,798 22,462 36,289 -92.2% 61.6%
Rents,Leases,and Concessions 135,582 132,613 144,410 136,591 136,591 136,591 136,591 0.0% 0.0%
Other Miscellaneous Revenues 15,432 1,000 32,418 1,000 1,000 1,000 1,000 0.0% 0.0%
Capital Contributions 0 74,000 412,620 87,000 87,000 105,000 120,000 20.7% 14.3%
Other Financing Sources 5,307,584 49,621 49,621 51,358 51,358 0 0 -100.0% N/A
Transfer In 0 0 7,526 0 0 0 0 N/A N/A
TOTAL RESOURCES 20,757,671 16,413,096 17,119,609 17,358,149 17,904,040 16,272,634 16,308,371 -6.3% 0.2%
EXPENDITURES:
Regular Salaries 2,290,566 2,304,707 2,542,738 2,318,275 2,383,440 2,481,546 2,579,153 7.0% 3.9%
Overtime 72,698 72,917 85,234 72,917 72,917 72,917 72,917 0.0% 0.0%
Personnel Benefits 897,645 934,373 887,325 1,018,242 1,018,242 1,138,169 1,255,041 11.8% 10.3%
Part Time Salaries and Benefits 36,702 42,683 18,403 42,683 42,683 42,683 42,683 0.0% 0.0%
Supplies/Small Tools and Equipment 681,661 884,640 1,775,690 884,640 884,640 885,640 885,040 0.1% -0.1%
Professional Services 81,491 95,105 259,692 95,105 135,105 233,105 233,105 145.1% 0.0%
Communication 22,846 30,204 30,170 30,204 30,204 25,204 25,204 -16.6% 0.0%
Travel/Training 20,407 31,731 19,193 30,065 30,065 32,065 32,065 6.7% 0.0%
Advertising 90 0 0 0 0 0 0 N/A N/A
Operating Rentals 520 4,182 13,314 4,182 4,182 4,182 4,182 0.0% 0.0%
Utilities 735,264 790,417 673,104 805,417 805,417 708,817 723,817 -12.0% 2.1%
Repairs&Maintenance 87,219 62,856 83,173 62,856 62,856 62,856 62,856 0.0% 0.0%
Miscellaneous 47,569 74,734 65,082 76,400 76,400 80,800 79,800 5.8% -1.2%
Intergovernmental Services/Taxes 1,707,476 2,241,639 2,136,802 2,362,404 2,112,404 2,241,639 2,362,404 -5.1% 5.4%
Capital 2,823,127 3,774,963 2,898,395 4,414,963 7,800,963 5,386,463 6,134,963 22.0% 13.9%
Debt Service 7,715,642 2,076,218 1,764,334 1,984,690 2,383,781 1,763,466 1,762,476 -11.1% -0.1%
Interfund Payments for Services 1,331,197 1,318,616 1,362,316 1,362,577 1,381,643 1,492,829 1,553,958 9.6% 4.1%
Transfer Out 1,750 0 0 0 0 85,000 85,000 100.0% 0.0%
TOTAL EXPENDITURES 18,553,868 14,739,985 14,614,966 15,565,620 19,224,942 16,737,381 17,894,664 7.5% 6.9%
Fund Balance,January 1 7,642,506 5,806,893 9,846,308 7,480,004 12,350,952 11,030,050 10,565,303 47.5% -4.2%
Total New Revenue 20,757,671 16,413,096 17,119,609 17,358,149 17,904,040 16,272,634 16,308,371 -6.3% 0.2%
Total Committed Expenditures (18,553,868) (14,739,985) (14,614,966) (15,565,620) (19,224,942) (16,737,381) (17,894,664) 7.5% 6.9%
Fund Balance Plus Reserves 9,846,309 7,480,004 12,350,951 9,272,533 11,030,050 10,565,303 8,979,010 13.9% -15.0%
Bond Reserves 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 0.0% 0.0%
Operating Reserves 756,705 801,255 751,512 820,023 834,931 875,073 909,574 6.7% 3.9%
Undesignated Fund Balance,12/31 7,134,584 4,723,729 9,644,420 6,497,490 8,240,099 7,735,210 6,114,416 19.0% -21.0%
1 ,
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Budget by Fund-Enterprise 6-30
Funds 4X6,Wastewater Utility Operations and Capital Improvement Funds
This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility revenue and expenses. Utility charges and fees provide
w revenue for the operation and maintenance of the wastewater utility and Public Works Trust Fund Loan payments. Utility collection fees,special assessment
fees,connection charges,and City issued bonds fund CIP Projects. For more detailed information,see the City of Renton CIP,Section 5.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
rrs Other Licenses and Permits 44,385 55,441 61,477 55,718 61,000 57,111 58,824 2.5% 3.0%
Federal/State Grants 2,527 0 85 0 1,600,000 0 0 N/A N/A
Other Intergovernmental Revenues 0 0 9,231 0 0 0 0 N/A N/A
Charges for Goods and Services 8,671,233 9,207,704 9,323,355 10,226,716 10,226,716 9,565,106 9,566,352 -6.5% 0.0%
Fines and Forfeits 0 0 568 0 0 0 0 N/A N/A
Interest and Other Earnings 11,299 100,500 13,682 99,000 20,000 9,000 12,000 -90.9% 33.3%
Other Miscellaneous Revenues 68,186 34,500 216,336 34,500 84,500 34,500 34,500 0.0% 0.0%
Capital Contributions 106,728 99,500 581,672 98,000 98,000 822,000 107,000 738.8% -87.0%
rs Other Financing Sources 2,623,867 0 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 11,528,226 9,497,645 10,206,407 10,513,934 12,090,216 10,487,717 9,778,676 -0.2% -6.8%
EXPENDITURES:
Regular Salaries 959,442 971,993 980,129 977,382 1,004,055 1,073,337 1,111,807 9.8% 3.6%
Overtime 26,558 32,331 17,101 32,331 32,331 32,331 32,331 0.0% 0.0%
Personnel Benefits 357,878 369,856 344,389 403,086 403,086 459,806 508,305 14.1% 10.5%
Part Time Salaries and Benefits 20,313 13,683 18,213 13,683 13,683 13,683 13,683 0.0% 0.0%
Supplies/Small Tools and Equipment 52,365 61,342 61,558 61,342 61,342 72,342 71,742 17.9% -0.8%
Professional Services 17,164 17,405 68,150 17,405 57,405 17,405 17,405 0.0% 0.0%
Communication 18,354 31,661 23,063 31,661 31,661 26,661 26,661 -15.8% 0.0%
Travel/Training 6,668 14,525 6,392 14,525 14,525 16,525 16,525 13.8% 0.0%
Operating Rentals 10,364 0 8,063 0 0 0 0 N/A N/A
Utilities 49,813 53,576 35,639 53,576 53,576 43,576 43,576 -18.7916 0.0%
Repairs&Maintenance 4,828 31,306 4,678 31,306 31,306 31,306 31,306 0.0% 0.0%
Miscellaneous 4,028 13,190 6,053 13,190 13,190 14,190 13,190 7.6% -7.0%
yr Intergovernmental Services/Taxes 1,524,638 1,631,751 1,670,811 1,674,674 1,674,674 1,631,751 1,674,674 -2.6% 2.6%
Capital 2,098,432 3,260,200 2,587,305 3,260,200 7,065,200 4,111,700 3,560,200 26.1% -13.4%
Debt Service 3,502,403 1,252,481 1,138,844 1,068,865 1,212,956 971,988 917,481 -9.1% -5.6%
Interfund Payments for Services 877,006 985,118 895,976 1,007,330 930,039 1,171,475 1,207,748 16.3% 3.1%
rs Transfer Out 10,594 0 8,411 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 9,540,847 8,740,418 7,874,775 8,660,556 12,599,029 9,688,076 9,246,634 11.9% -4.6%
Fund Balance,January 1 1,209,356 1,356,782 3,196,734 2,114,009 5,528,366 5,019,553 5,819,194 137.4% 15.9%
Total New Revenue 11,528,226 9,497,645 10,206,407 10,513,934 12,090,216 10,487,717 9,778,676 -0.2% -6.8%
r Total Committed Expenditures (9,540,847) (8,740,418) (7,874,775) (8,660,556) (12,599,029) (9,688,076) (9,246,634) 11.9% -4.6%
Fund Balance Plus Reserves 3,196,735 2,114,009 5,528,366 3,967,387 5,019,553 5,819,194 6,351,236 46.7% 9.1%
Bond Reserves 838,706 838,706 838,706 838,706 838,706 838,706 838,706 0.0% 0.0%
Operating Reserves 288,574 766,543 717,997 776,112 774,838 857,282 871,699 10.5% 1.7%
ar Undesignated Fund Balance,12/31 2,069,455 508,760 3,971,663 2,352,569 3,406,010 4,123,206 4,640,831 75.3% 12.6%
rr
i
ow Budget by Fund-Enterprise 6-31
Funds 4X7,Surface Water Utility Operations and Capital Improvement Funds
This fund was created in 2006 for the purpose of identifying surface water utility revenue and expenses. Utility charges and fees provide revenue for the
operation and maintenance of the surface water utility and Public Works Trust Fund Loan payments. Utility collection fees, special assessment fees,
connection charges,and City issued bonds fund CIP Projects. For more detailed information,see the City of Renton CIP,Section 5.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Other Licenses and Permits 37,025 46,878 49,619 47,534 50,000 48,009 48,489 1.0% 1.0%
Federal/State Grants 491,704 618,000 808,369 2,106,000 3,323,764 0 0 -100.0% N/A
Other Intergovernmental Revenues 264,183 800,000 120,220 2,050,000 3,222,431 2,421,000 171,000 18.1% -92.9%
Charges for Goods and Services 8,440,453 9,368,860 8,767,121 9,918,530 9,918,530 9,344,217 9,446,167 -5.8% 1.1%
Interest and Other Earnings 18,511 99,883 23,812 242,760 26,760 19,240 22,094 -92.1% 14.8%
Other Miscellaneous Revenues 9,335 500 6,254 500 500 500 500 0.0% 0.0%
Capital Contributions 15,507 141,000 242,882 479,000 482,000 167,000 171,000 -65.1% 2.4%
Other Financing Sources 3,321,760 48,587 48,587 50,288 50,288 0 0 -100.0% N/A
Sale of General Fixed Assets 9,821 0 0 0 0 0 0 N/A N/A
TOTAL RESOURCES 12,608,300 11,123,708 10,066,864 14,894,612 17,074,273 11,999,966 9,859,250 -19.4% -17.8%
EXPENDITURES: ,
Regular Salaries 1,490,162 1,629,724 1,842,140 1,753,456 1,798,587 1,923,526 2,010,559 9.7% 4.5%
Overtime 24,225 35,147 27,351 35,147 35,147 35,147 35,147 0.0% 0.0%
Personnel Benefits 605,579 698,110 614,713 837,867 837,867 895,961 992,173 6.9% 10.7%
Part Time Salaries and Benefits 31,423 32,487 31,341 44,487 44,487 32,487 44,487 -27.0% 36.9%
Supplies/Small Tools and Equipment 111,657 91,298 156,451 91,298 109,298 150,498 150,748 64.8% 0.2%
Professional Services 41,994 43,462 838,034 43,462 2,520,462 2,293,462 293,462 5176.9% -87.2%
Communication 27,275 50,120 45,079 50,120 50,120 45,120 45,120 -10.0% 0.0%
Travel/Training 8,631 15,657 14,506 15,657 15,657 16,657 16,657 6.4% 0.0%
Advertising 5,952 0 6,809 0 0 0 0 N/A N/A
Operating Rentals 1,904 19,011 11,384 33,311 33,311 28,311 28,311 -15.0% 0.0%
Utilities 47,576 54,875 40,381 54,875 54,875 54,875 54,875 0.0% 0.0%
Repairs&Maintenance 7,551 21,564 107,287 36,564 36,564 21,564 36,564 -41.0% 69.6%
Miscellaneous 30,779 37,513 38,480 97,513 109,513 122,513 127,513 25.6% 4.1%
Intergovernmental Services/Taxes 595,686 727,454 693,395 773,845 773,845 727,454 773,845 -6.0% 6.4%
Capital 2,767,708 3,217,560 1,998,672 10,059,560 11,807,560 2,778,560 2,778,560 -72.4% 0.0%
Debt Service 3,746,069 1,174,718 567,422 1,262,537 1,491,628 1,131,511 1,089,292 -10.4% -3.7%
Interfund Payments for Services 1,147,502 1,272,187 1,308,888 1,326,750 1,366,139 1,489,335 1,549,329 12.3% 4.0%
Transfer Out 112,750 185,000 228,719 126,000 385,568 0 0 -100.0% N/A
TOTAL EXPENDITURES 10,804,425 9,305,887 8,571,053 16,642,449 21,470,629 11,746,980 10,026,642 -29.4% -14.6%
Fund Balance,January 1 4,210,599 2,236,827 6,014,474 4,054,648 7,510,285 3,113,930 3,366,916 -23.2% 8.1%
Total New Revenue 12,608,300 11,123,708 10,066,864 14,894,612 17,074,273 11,999,966 9,859,250 -19.4% -17.8%
Total Committed Expenditures (10,804,425) (9,305,887) (8,571,053) (16,642,449) (21,470,629) (11,746,980) (10,026,642) -29.4% -14.6%
Fund Balance Plus Reserves 6,014,474 4,054,648 7,510,285 2,306,811 3,113,930 3,366,916 3,199,524 46.0% -5.0%
Bond Reserves 497,632 497,632 497,632 497,632 497,632 497,632 497,632 0.0% 0.0%
Operating Reserves 432,398 483,566 469,875 533,888 552,671 586,562 619,621 9.9% 5.6%
Undesignated Fund Balance,12/31 5,084,444 3,073,450 6,542,778 1,275,290 2,063,627 2,282,722 2,082,271 79.0% -8.8%
A
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Budget by Fund-Enterprise 6-32
r
Fund 416,King County Metro Fund
This fund was created in 2006 for the purpose of identifying King County Metro's portion of the wastewater revenue and expenses. King County provides
�r wholesale wastewater treatment services to the City of Renton. King County charges the local agencies and the local agencies bill their customers to recover
the County charge.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
ll� Charges for Goods and Services 13,602,024 15,126,703 15,184,436 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0%
Interest and Other Earnings 4,664 0 5,600 0 8,000 0 0 N/A N/A
TOTAL RESOURCES 13,606,688 15,126,703 15,190,035 15,202,336 15,210,336 16,638,722 16,638,722 9.4% 0.0%
EXPENDITURES:
s Utilities 12,938,606 15,126,703 14,332,361 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0%
TOTAL EXPENDITURES 12,938,606 15,126,703 14,332,361 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0%
Fund Balance,January 1 1,077,805 1,077,805 1,745,887 1,077,805 2,603,562 2,611,562 2,611,562 142.3% 0.0%
Total New Revenue 13,606,688 15,126,703 15,190,035 15,202,336 15,210,336 16,638,722 16,638,722 9.4% 0.0%
Total Committed Expenditures (12,938,606) (15,126,703) (14,332,361) (15,202,336) (15,202,336) (16,638,722) (16,638,722) 9.4% 0.0%
Fund Balance Plus Reserves 1,745,886 1,077,805 2,603,562 1,077,805 2,611,562 2,611,562 2,611,562 142.3% 0.0%
Undesignated Fund Balance,12/31 1,745,886 1,077,805 2,603,562 1,077,805 2,611,562 2,611,562 2,611,562 142.3% 0.0%
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Fund 501,Equipment Repair and Replacement Fund
Equipment Repair and Replacement is an internal service fund used for maintaining and replacing vehicles and auxiliary equipment; except for golf course
equipment that is accounted for in Fund 404.The Equipment Repair and Replacement Fund is assigned to the Public Works Department,Maintenance Services
Division. In 1997, resources were allocated to the fund for maintenance of Fire apparatus, Parks vehicles, and replacement of Police patrol vehicles.
Equipment purchases are funded with available cash from maintenance and capital recovery payments charged to departments.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Federal/State Grants 747 0 83 0 0 0 0 N/A N/A
Charges for Goods and Services 2,638,082 3,934,724 4,154,191 4,113,809 4,180,643 5,641,536 5,909,100 37.1% 4.7%
Interest and Other Earnings 14,934 50,000 11,100 50,000 12,000 12,000 12,000 -76.0% 0.0%
Other Miscellaneous Revenues 960,428 0 31,231 0 0 0 0 N/A N/A
Capital Contributions 0 0 22,930 0 0 0 0 N/A N/A
Sale of General Fixed Assets 1,000 0 91,261 0 0 0 0 N/A N/A
Transfer In 228,043 185,000 331,189 126,000 150,075 111,000 0 -11.9% -100.0%
TOTAL RESOURCES 3,843,235 4,169,724 4,641,985 4,289,809 4,342,718 5,764,536 5,921,100 34.4% 2.7%
EXPENDITURES:
Regular Salaries 619,694 634,345 644,230 635,240 652,749 663,091 685,768 4.4% 3.4%
Overtime 18,002 957 17,365 957 957 957 957 0.0% 0.0%
Personnel Benefits 264,611 270,733 257,380 294,490 294,490 322,225 354,121 9.4% 9.9%
Part Time Salaries and Benefits 0 11,684 4,589 11,684 11,684 11,684 11,684 0.0% 0.0%
Supplies/Small Tools and Equipment 1,473,428 1,531,846 1,382,076 1,599,653 1,621,653 1,496,153 1,496,153 -6.5% 0.0%
Professional Services 3,967 0 3,649 0 0 0 0 N/A N/A
Communication 29 328 286 328 328 328 328 0.0% 0.0%
Travel/Training 728 6,658 1,521 6,658 6,658 6,658 6,658 0.0% 0.0%
Advertising 84 0 45 0 0 0 0 N/A N/A
Operating Rentals 4,197 5,618 3,254 5,618 5,618 5,618 5,618 0.0% 0.0%
Utilities 1,319 2,185 812 2,185 2,185 2,185 2,185 0.0% 0.0%
Repairs&Maintenance 86,851 8,843 105,850 8,843 8,843 108,843 108,843 1130.8% 0.0% '
Miscellaneous 10,979 6,034 10,287 6,034 6,034 9,534 9,534 58.0% 0.0%
Intergovernmental Services/Taxes 258 0 371 0 0 0 0 N/A N/A
Capital 2,306,678 1,525,000 1,981,423 1,076,000 2,050,568 2,866,000 1,508,000 166.4% -47.4%
Interfund Payments for Services 38,443 9,700 16,260 7,942 7,942 13,771 13,343 73.4% -3.1%
Transfer Out 65,843 0 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 4,895,110 4,013,931 4,429,397 3,655,632 4,669,709 5,507,047 4,203,192 50.6% -23.7916
Fund Balance,January 1 4,774,376 3,986,142 3,722,501 4,141,935 3,935,088 3,608,097 3,865,586 -12.9% 7.1%
Total New Revenue 3,843,235 4,169,724 4,641,985 4,289,809 4,342,718 5,764,536 5,921,100 34.4% 2.7%
Total Committed Expenditures (4,895,110) (4,013,931) (4,429,397) (3,655,632) (4,669,709) (5,507,047) (4,203,192) 50.6% -23.7%
Fund Balance Plus Reserves 3,722,501 4,141,935 3,935,088 4,776,112 3,608,097 3,865,586 5,583,494 -19.1% 44.4%
Replacement Reserves 3,463,657 3,893,042 3,690,291 4,518,149 3,346,183 3,601,481 5,313,975 -20.3% 47.5%
Operating Reserves 258,843 248,893 244,797 257,963 261,914 264,105 269,519 2.4% 2.1%
Undesignated Fund Balance,12/31 0 0 0 0 0 0 0 N/A N/A
Budget by Fund-Internal Service 6-34 '
Fund 502,Insurance Fund
Fund 502, is an internal service fund that provides accounting for self-insurance services to all City departments for property losses, liability, worker's
r• compensation, and unemployment compensation. Expenses are paid by the Insurance Fund and rates are charged to departments based on use and/or
coverage requirements.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Charges for Goods and Services 0 3,113,512 3,182,196 3,143,812 3,143,812 3,769,397 3,819,611 19.9% 1.3%
Interest and Other Earnings 22,098 50,000 54,825 50,000 22,000 37,318 25,292 -25.4% -32.2%
Other Miscellaneous Revenues 3,008,395 0 97,690 0 0 0 0 N/A N/A
Other Financing Sources 0 550,252 511,666 550,250 550,250 534,932 146,298 -2.8% -72.7%
r• Transfer In 0 0 2,000,000 0 3,600,000 0 0 N/A N/A
TOTAL RESOURCES 3,030,493 3,713,764 5,846,378 3,744,062 7,316,062 4,341,647 3,991,201 16.0% -8.1%
EXPENDITURES:
Regular Salaries 179,217 191,254 193,517 196,211 201,742 207,086 213,469 5.5% 3.1%
Personnel Benefits 53,495 64,705 60,477 71,267 71,267 73,178 81,274 2.7% 11.1%
City Personnel Benefits 1,046,842 995,908 1,116,955 1,001,933 1,001,933 1,100,000 1,100,000 9.8% 0.0%
Supplies/Small Tools and Equipment 326 6,956 504 6,956 6,956 6,956 6,956 0.0% 0.0%
Professional Services 300,277 434,572 371,245 434,572 434,572 454,572 454,572 4.6% 0.0%
Travel/Training 6,201 22,040 459 22,040 22,040 22,040 22,040 0.0% 0.0%
Advertising 0 0 281 0 0 0 0 N/A N/A
Insurance 1,155,073 1,341,491 1,456,981 1,363,969 1,449,331 1,604,604 1,630,141 17.6% 1.6%
Miscellaneous 1,837 1,142 2,687 1,142 1,142 1,142 1,142 0.0% 0.0%
10 Debt Service 1,716,067 0 0 0 0 0 0 N/A N/A
Interfund Payments for Services 788 0 0 0 0 0 0 N/A N/A
Transfer Out 204,000 0 0 0 0 125,000 0 100.0% -100.0%
TOTAL EXPENDITURES 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0% -2.4%
Fund Balance,January 1 6,620,437 4,957,884 4,986,807 5,613,580 7,630,077 11,757,156 12,504,225 109.4% 6.4%
Total New Revenue 3,030,493 3,713,764 5,846,378 3,744,062 7,316,062 4,341,647 3,991,201 16.0% -8.1%
Total Committed Expenditures (4,664,123) (3,058,068) (3,203,107) (3,098,090) (3,188,983) (3,594,578) (3,509,594) 16.0% -2.4%
Fund Balance Plus Reserves 4,986,807 5,613,580 7,630,077 6,259,552 11,757,156 12,504,225 12,985,832 99.8% 3.9%
1111
Anti Recessionary 0 0 2,000,000 0 4,000,000 4,000,000 4,000,000 100.0% 0.0%
South Renton Reserve 275,000 275,000 275,000 275,000 275,000 150,000 150,000 -45.5% 0.0%
Operating Reserves 5,000,000 5,000,000 5,000,000 5,000,000 6,600,000 6,600,000 6,600,000 32.0% 0.0%
Undesignated Fund Balance,12/31 (288,193) 338,580 355,077 984,552 882,156 1,754,225 2,235,832 78.2% 27.5%
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Budget by Fund-Internal Service 6-35
Fund 503,Information Technology Fund
Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support to meet departmental function
and record keeping,and supply technical support services to all data/voice system users in the City. Expenses are paid by the Information Technology Fund
and rates are charged to departments based on use and/or coverage requirements.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016 '
REVENUE:
Other Licenses and Permits 104,340 150,000 123,357 150,000 123,000 123,000 123,000 -18.0% 0.0%
Federal/State Grants 66,501 0 1,024 0 0 0 0 N/A N/A
Charges for Goods and Services 3,076,298 3,927,323 3,921,493 3,855,222 3,855,222 4,416,231 4,487,271 14.6% 1.6%
Interest and Other Earnings 7,099 5,000 5,543 5,000 7,000 7,000 7,000 40.0% 0.0%
Other Miscellaneous Revenues 943,010 0 12,218 0 0 0 0 N/A N/A
Transfer In 73,590 0 89,130 0 0 85,000 85,000 100.0% 0.0%
TOTAL RESOURCES 4,270,839 4,082,323 4,152,765 4,010,222 3,985,222 4,631,231 4,702,271 15.5% 1.5%
EXPENDITURES:
Regular Salaries 1,353,993 1,217,002 1,183,674 1,222,494 1,281,760 1,457,117 1,517,141 19.2% 4.1%
Overtime 28,922 20,000 31,413 20,000 20,000 20,000 20,000 0.0% 0.0%
Personnel Benefits 458,654 418,240 389,474 455,757 454,534 615,131 683,590 35.0% 11.1% '
Part Time Salaries and Benefits 32,387 48,263 38,572 48,263 48,263 48,263 48,263 0.0% 0.0%
Supplies/Small Tools and Equipment 270,017 266,525 254,541 232,525 364,525 281,755 273,755 21.2% -2.8%
Professional Services 900,995 1,091,450 982,202 1,046,450 1,024,204 1,231,574 1,231,574 17.7% 0.0%
Communication 212,530 275,287 219,694 275,287 275,287 265,526 265,526 -3.5% 0.0%
Travel/Training 8,167 19,172 6,366 19,172 19,172 26,043 26,043 35.8% 0.0%
Advertising 0 0 1,312 0 0 0 0 N/A N/A
Repairs&Maintenance 4,934 38,000 30,034 38,000 38,000 13,000 13,000 -65.8% 0.0%
Miscellaneous 82,566 85,000 77,915 85,000 85,000 82,446 82,446 -3.0% 0.0%
Capital 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3% -8.3%
TOTAL EXPENDITURES 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5%
Fund Balance,January 1 2,181,743 348,230 1,856,972 351,595 2,216,612 843,690 833,056 140.0% -1.3% '
Total New Revenue 4,270,839 4,082,323 4,152,765 4,010,222 3,985,222 4,631,231 4,702,271 15.5% 1.5%
Total Committed Expenditures (4,595,610) (4,078,959) (3,793,125) (4,002,968) (5,358,145) (4,641,865) (4,712,338) 16.0% 1.5%
Fund Balance Plus Reserves 1,856,972 351,595 2,216,612 358,850 843,690 833,056 822,989 132.1% -1.2%
Replacement Reserves 1,521,655 3,701 1,895,093 14,555 482,615 428,971 406,855 2847.2% -5.2%
Operating Reserves 335,316 347,894 321,520 344,295 361,074 404,085 416,134 17.4% 3.0%
Undesignated Fund Balance,12/31 0 0 0 0 0 0 0 N/A N/A
Budget by Fund-Internal Service 6-36 ,
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Fund 504,Facilities Fund
Fund 504 is an internal service fund which was created in 2009 for the purpose of identifying the City's facilities costs. The intention is to track the costs during
SIM 2009 for information purposes only,and to allocate these costs in 2010 and beyond. Expenditures are paid by the Facilities Fund and rates will be charged to
departments based on use and/or requirements.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
r• Other Intergovernmental Revenues 1,915 0 0 0 0 0 0 N/A N/A
Charges for Goods and Services 4,173,513 4,116,112 4,352,569 4,092,976 4,092,976 4,918,003 4,926,944 20.2% 0.2%
Interest and Other Earnings 2,094 0 3,050 0 4,000 4,000 4,000 100.0% 0.0%
Rents,Leases,and Concessions 1,963 0 271 0 0 0 0 N/A N/A
Other Miscellaneous Revenues 8,222 0 11,755 0 0 0 0 N/A N/A
Transfer In 50,565 160,000 160,551 0 12,773 0 0 N/A N/A
TOTAL RESOURCES 4,238,272 4,276,112 4,528,196 4,092,976 4,109,749 4,922,003 4,930,944 20.3% 0.2%
EXPENDITURES:
~ Regular Salaries 1,363,262 1,460,946 1,439,287 1,468,436 1,508,850 1,614,334 1,679,266 9.9% 4.0%
Overtime 12,290 10,000 9,716 10,000 10,000 10,000 10,000 0.0% 0.0%
Personnel Benefits 567,504 645,314 576,561 703,010 703,010 807,325 883,729 14.8% 9.5%
Part Time Salaries and Benefits 89,181 42,264 93,097 42,264 42,264 85,321 85,321 101.9% 0.0%
Supplies/Small Tools and Equipment 210,993 126,468 218,855 126,468 126,468 276,468 276,468 118.6% 0.0%
Professional Services 233,318 347,153 210,842 347,153 347,153 347,153 347,153 0.0% 0.0%
Travel/Training 415 1,000 2,344 1,000 1,000 1,000 1,000 0.0% 0.0%
Advertising 0 0 617 0 0 0 0 N/A N/A
Operating Rentals 90,000 98,730 75,304 6,978 6,978 98,730 6,978 1314.9% -92.9%
Utilities 744,460 872,130 766,642 893,160 893,160 1,169,977 1,191,007 31.0% 1.8%
Repairs&Maintenance 96,434 32,243 49,900 32,243 32,243 32,243 32,243 0.0% 0.0%
Miscellaneous 3,599 1,224 4,446 1,224 1,224 1,224 1,224 0.0% 0.0%
Intergovernmental Services/Taxes 1,847 0 423 0 0 0 0 N/A N/A
Capital 199,816 518,877 303,911 358,877 818,550 405,000 343,000 12.9% -15.3%
Interfund Payments for Services 75,918 74,173 74,173 79,641 79,641 69,226 69,557 -13.1% 0.5%
Transfer Out 0 0 383,834 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 3,689,038 4,230,522 4,209,954 4,070,454 4,570,541 4,918,001 4,926,946 20.8% 0.2%
Fund Balance,January 1 300,238 245,791 849,472 291,381 1,167,714 706,922 710,924 142.6% 0.6%
Total New Revenue 4,238,272 4,276,112 4,528,196 4,092,976 4,109,749 4,922,003 4,930,944 20.3% 0.2%
Total Committed Expenditures (3,689,038) (4,230,522) (4,209,954) (4,070,454) (4,570,541) (4,918,001) (4,926,946) 20.8% 0.2%
Fund Balance Plus Reserves 849,471 291,381 1,167,714 313,903 706,922 710,924 714,922 126.5% 0.6%
Undesignated Fund Balance,12/31 849,471 291,381 1,167,714 313,903 706,922 710,924 714,922 126.5% 0.6%
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Budget by Fund-Internal Service 6-37
1
Fund 505,Communications Fund 1
Fund 505 is an internal service fund which was created in 2009 for the purpose of maintaining community and intergovernmental relations and
communications with the public. Communications is a major activity of the City's administration responsible for external communications, employee
communications,media relations,and coordination of all departments in producing the City's website.
1
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016 1
REVENUE:
Charges for Goods and Services 1,007,279 877,773 910,253 896,374 896,374 991,431 1,026,739 10.6% 3.6%
Interest and Other Earnings 710 0 896 0 1,000 1,000 1,000 100.0% 0.0%
Other Miscellaneous Revenues 146 0 0 0 0 0 0 N/A N/A 1
TOTAL RESOURCES 1,008,135 877,773 911,149 896,374 897,374 992,431 1,027,739 10.7% 3.6%
EXPENDITURES:
Regular Salaries 423,941 435,640 447,024 440,357 452,889 485,332 500,939 10.2% 3.2%
Overtime 8,676 0 6,797 0 0 0 0 N/A N/A 1
Personnel Benefits 145,379 148,778 143,169 162,640 162,640 182,492 202,139 12.2% 10.8%
Part Time Salaries and Benefits 0 0 0 0 0 16,000 16,000 100.0% 0.0%
Supplies/Small Tools and Equipment 43,402 70,432 38,201 70,432 70,432 70,432 70,432 0.0% 0.0%
Professional Services 17,554 20,000 10,840 20,000 20,000 20,000 20,000 0.0% 0.0% 1
Communication 142,403 152,939 153,295 152,939 152,939 152,939 152,939 0.0% 0.0%
Travel/Training 209 1,864 1,714 1,864 1,864 1,864 1,864 0.0% 0.0%
Repairs&Maintenance 22 5,000 208 5,000 5,000 5,000 5,000 0.0% 0.0%
Miscellaneous 58,109 48,509 62,587 48,509 48,509 54,709 54,709 12.8% 0.0% 1
Intergovernmental Services/Taxes 0 0 0 0 0 0 0 N/A N/A
Interfund Payments for Services 6,083 3,022 3,022 3,130 3,130 2,662 2,716 -15.0% 2.0%
TOTAL EXPENDITURES 845,778 886,184 866,855 904,871 917,403 991,430 1,026,738 9.6% 3.6%
Fund Balance,January 1 141,120 124,412 303,477 116,001 347,771 327,742 328,743 182.5% 0.3% 1
Total New Revenue 1,008,135 877,773 911,149 896,374 897,374 992,431 1,027,739 10.7% 3.6%
Total Committed Expenditures (845,778) (886,184) (866,855) (904,871) (917,403) (991,430) (1,026,738) 9.6% 3.6%
Fund Balance Plus Reserves 303,477 116,001 347,771 107,504 327,742 328,743 329,744 205.8% 0.3% 1
Undesignated Fund Balance,12/31 303,477 116,001 347,771 107,504 327,742 328,743 329,744 205.8% 0.3%
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Budget by Fund-Internal Service 6-38 1
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Fund 512,Healthcare Insurance Fund
Fund 512 was created in 2004 for the purpose of identifying healthcare insurance revenue and expenditures.In the second half of 2004,Fund 512 was further
r defined to report only active employees and Fund 522 was created to report all LEOFFI Retirees healthcare related items.This is an internal service fund that
provides accounting for self-insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates
are charged to departments based on use and/or coverage requirements.
an
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Interest and Other Earnings 25,805 92,101 19,737 92,484 19,000 19,617 19,813 -78.8% 1.0%
Other Miscellaneous Revenues 11,648,278 9,237,263 9,591,662 11,606,701 11,529,584 12,935,119 14,276,011 11.4% 10.4%
TOTAL RESOURCES 11,674,083 9,329,364 9,611,399 11,699,185 11,548,584 12,954,736 14,295,824 10.7% 10.4%
EXPENDITURES:
Regular Salaries 142,088 145,941 147,546 149,777 154,036 160,626 166,747 7.2% 3.8%
Personnel Benefits 55,758 58,066 53,656 64,119 64,119 70,916 78,594 10.6% 10.8%
City Personnel Benefits 10,286,499 10,227,549 9,922,599 11,360,306 11,360,306 12,639,811 13,807,196 11.3% 9.2%
Supplies/Small Tools and Equipment 4,492 7,500 7,687 7,500 7,500 7,500 7,500 0.0% 0.0%
Professional Services 389,137 399,704 381,841 409,985 409,985 479,242 466,543 16.9% -2.6%
Travel/Training 250 0 0 0 0 0 0 N/A N/A
Miscellaneous 0 2,000 0 2,000 2,000 2,000 2,000 0.0% 0.0%
Intergovernmental Services/Taxes 2,553 3,500 4,518 3,500 3,500 3,529 3,691 0.8% 4.6%
Interfund Payments for Services 28,232 58,318 58,318 61,010 61,010 60,949 63,879 -0.1% 4.8%
TOTAL EXPENDITURES 10,909,009 10,902,577 10,576,165 12,058,197 12,062,456 13,424,573 14,596,149 11.3% 8.7%
Fund Balance,January 1 7,133,996 7,151,481 7,899,070 5,578,268 6,934,304 6,420,432 5,950,595 15.1% -7.3%
Total New Revenue 11,674,083 9,329,364 9,611,399 11,699,185 11,548,584 12,954,736 14,295,824 10.7% 10.4%
Total Committed Expenditures (10,909,009) (10,902,577) (10,576,165) (12,058,197) (12,062,456) (13,424,573) (14,596,149) 11.3% 8.7916
Fund Balance Plus Reserves 7,899,070 5,578,268 6,934,304 5,219,256 6,420,432 5,950,595 5,650,270 14.0% -5.0%
Healthcare IBNR* 3,272,703 3,270,773 3,172,849 3,617,459 3,618,737 4,027,372 4,378,845 11.3% 8.7%
Undesignated Fund Balance,12/31 4,626,368 2,307,495 3,761,455 1,601,797 2,801,695 1,923,223 1,271,425 20.1% -33.9%
*IBNR is calculated at 30%
Budget by Fund-Internal Service 6-39
Fund 522,LEOFF3 Retirees Healthcare Insurance Fund '
Fund 522 was created in 2004 for the purpose of identifying LEOFFI Retirees Healthcare Insurance revenue and expenditures. This is an internal service fund
that provides accounting for self-insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and
rates are charged to departments based on use and/or coverage requirements.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Federal/State Grants 43,637 0 32,467 0 0 0 0 N/A N/A ,
Interest and Other Earnings 20,441 5,000 18,388 5,000 21,000 21,000 21,000 320.0% 0.0%
Other Miscellaneous Revenues 2,207,823 1,730,684 1,707,409 1,730,684 1,730,684 1,618,699 1,641,647 -6.5% 1.4%
TOTAL RESOURCES 2,271,901 1,735,684 1,758,263 1,735,684 1,751,684 1,639,699 1,662,647 -5.5% 1.4%
EXPENDITURES:
Regu la r Sa la ries 15,606 16,034 16,185 16,461 16,930 17,630 18,294 7.1% 3.8%
Personnel Benefits 4,994 5,340 4,911 5,883 5,883 6,539 7,276 11.2% 11.3%
City Personnel Benefits 1,207,352 1,670,203 953,207 1,669,321 1,669,321 1,022,988 1,071,446 -38.7% 4.7%
Professional Services 41,183 46,028 58,323 46,028 46,028 68,409 70,354 48.6% 2.8%
Intergovernmental Services/Taxes 0 0 100 0 0 178 184 100.0% 3.4%
TOTAL EXPENDITURES 1,269,135 1,737,606 1,032,725 1,737,692 1,738,162 1,115,744 1,167,553 -35.8% 4.6%
Fund Balance,January 1 5,479,399 5,452,510 6,482,165 5,450,588 7,207,703 7,221,225 7,745,180 32.5% 7.3%
Total New Revenue 2,271,901 1,735,684 1,758,263 1,735,684 1,751,684 1,639,699 1,662,647 -5.5% 1.4% ,
Total Committed Expenditures (1,269,135) (1,737,606) (1,032,725) (1,737,692) (1,738,162) (1,115,744) (1,167,553) -35.8% 4.6%
Fund Balance Plus Reserves 6,482,165 5,450,588 7,207,703 5,448,580 7,221,225 7,745,180 8,240,274 42.2% 6.4%
Healthcare IBNR* 241,470 334,041 190,641 333,864 333,864 204,598 214,289 -38.7% 4.7%
Undesignated Fund Balance,12/31 6,240,694 5,116,548 7,017,062 5,114,715 6,887,361 7,540,582 8,025,985 47.4% 6.4% '
*IBNR is calculated at 20%
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Budget by Fund-Internal Service 6-40
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Fund 611,Firemen's Pension Fund(previously Fund 601)
The Firemen's Pension Fund is a closed system with membership limited to firefighters employed prior to March 1, 1970;when the Law Enforcement Officers
and Fire Fighters' LEOFF Retirement System was established. This fund provides full benefits for firefighters, and beneficiaries, retiring g (LEOFF) y p g g prior to March 1,
1970,and excess benefits over LEOFF pensions for those firefighters retiring thereafter who are members of the plan. Payments for medical bills related to
retirement disability for retirees prior to enactment of LEOFF.
2012 2013 2013 2014 2014 2015 2016 Change Change
Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014-2015 2015-2016
REVENUE:
Other Intergovernmental Revenues 119,668 100,000 128,866 100,000 142,706 143,000 143,000 43.0% 0.0%
Interest and Other Earnings 285,038 200,000 298,795 200,000 200,000 325,000 325,000 62.5% 0.0%
TOTAL RESOURCES 404,706 300,000 427,661 300,000 342,706 468,000 468,000 56.0% 0.0%
EXPENDITURES:
Personnel Benefits 225,506 225,000 188,943 225,000 225,000 200,000 200,000 -11.1% 0.0%
Supplies/Small Tools and Equipment 327 475 475 475 475 475 475 0.0% 0.0%
Professional Services 0 15,000 4,000 0 0 10,000 0 100.0% -100.0%
Interfund Payments for Services 566 0 0 0 0 0 0 N/A N/A
TOTAL EXPENDITURES 226,399 240,475 193,418 225,475 225,475 210,475 200,475 -5.7% -4.8%
Fund Balance,January 1 4,377,696 4,127,221 4,556,003 4,186,746 4,790,247 4,907,478 5,165,003 17.2% 5.2%
Total New Revenue 404,706 300,000 427,661 300,000 342,706 468,000 468,000 56.0% 0.0%
Total Committed Expenditures (226,399) (240,475) (193,418) (225,475) (225,475) (210,475) (200,475) -6.7% -4.8%
Fund Balance Plus Reserves 4,556,003 4,186,746 4,790,247 4,261,271 4,907,478 5,165,003 5,432,528 21.2% 5.2%
Undesignated Fund Balance,12/31 4,556,003 4,186,746 4,790,247 4,261,271 4,907,478 5,165,003 5,432,528 21.2% 5.2%
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Budget by Fund-Investment Trust 6-41
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Budget by Fund-Investment Trust 6-42
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7 APPENDIX
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General Information 7-1
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Largest Taxpayers/Principal Employers 7-4
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Full-Time Employee Staffing 7-5
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Comparison of Taxes and Rates 7-6
Index of Positions and Pay Ranges (2015 only, 2016 under development) 7-7
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Rates and Fees Schedule 7-19
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Budget Glossary 7-42
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Adopted Legislations (Budget,Taxes, Fees, and etc) 7-48
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The right choice.
Lynnwood T to Everett
Bothell
Woodinville In the heart of the Puget Sound region
Pugetat the south end of Lake Washington,
Sound Renton is minutes away from Seattle,
Bellevue and Tacoma. The fifth
largest city in King County and the 14th
Universityof Redmond largest in Washington, Renton is quite
Washington Lake literally at the center of an extensive
wosiKirkland 520 regional and international transporta-
tion network. With Puget Sound and
the Olympic Mountains to the west and
evue the Cascade Mountains to the east,
Seattle Lake Renton residents enjoy beautiful
Sammamish scenery and unlimited cultural and
f recreational opportunities.
0 a Mercer Faetoria
?9L Island Distances from Renton
e
s Downtown Seattle 11 miles
405 Issaquah Bellevue 8 miles
Renton 0&900& Sea-Tac Airport 6 miles
B �`"s k Airport Boeing Field 6 miles
Field 169 Tacoma 28 miles
Vancouver, BC 160 miles
Sea-To Portland, OR 175 miles
Airport
Spokane, WA 286 miles
5 515
Des Moines's
516
167 -
.., ctrl
Cubu _
Federal W
M1.
Tacoma N
Appendix-General Information 7-1
t
q( :
M/IMIII 11111111, SGJtlIEll 901
Highway connections. Renton is in the center of a regional transporta-
tion interchange connecting Interstates 5, 405, and 90. 1-405 and State
Routes 167, 169, 515 and 900 intersect in Renton. Surface arterials
Rainier Avenue, Lake Washington Boulevard and Coal Creek Parkway
provide alternative access to Seattle and Bellevue.
Located on the south
Transit. A downtown transit center and
shore of Lake Washington, Renton is t
t > n park-and-ride garage form the central 9
hub of bus activity in Renton. Both a 17.2-square mile lake-front city
METRO and Sound Transit ST Express offering spectacular views of the
busses provide frequent and conven- Olympic and Cascade mountain
ient connections to Seattle, Bellevue, ranges. The Cedar River runs
'vim 41 %1 through the heart of downtown and
�l South King County and beyond. Lo- 9
cally, Renton's shuttle service, RUSH provides an abundance of natural
(Renton Urban Shuttle), transports beauty. Outstanding recreational
commuters from downtown Renton to opportunities are nearby, whether it
the City's major employment sites. be boating or yachting on Lake
Sounder Commuter Rail offers service Washington or Puget Sound, skiing or
between Tacoma and downtown Seat- hiking in the Cascade Mountains, or
� � �• :, 4 _ t �" tie with stops in Puyallup, Sumner,Au- visiting Mt. Rainier National Park or
burn, Kent, and Tukwila/Renton. Mt. St. Helens National Volcanic
Monument.
Airports. Renton is the only local municipality with its own airport. The
170-acre facility features charter, air taxi, corporate, business and recrea-
tional flying services. Renton Municipal Airport is also a major center for Climate. Renton's climate is mild and
seaplane activity, with charter operations offering regular flights to moderately moist; winters are
Canada and Alaska. comparatively warm with mild,
temperate summers. With just 35" of
King county International Airport— annual rainfall a year, the region is
Boeing Field,just six miles from drier than cities such as New Orleans
Renton, serves air cargo compa- and Atlanta.
nies and other general aviation
uses.
71 Average Daily Temperature
Also six miles from Renton, Seat- (high and low, in Fahrenheit)
tie-Tacoma International Airport
serves more than 28 million people
each year, providing international ---
passenger and air cargo activity.
s°•
The 2,500 acre airport ranks as
the 17th busiest in the U.S. 40'-
5°
Freight. Renton's close proximity to the container and bulk seaports of
Seattle and Tacoma provides efficient movement of goods to international
markets. Both are located on Puget Sound, closer to Asia than any other
US port. UJLIJJ _
r
RENTON
AHLAD OF THE C:URI'1
Appendix-General Information 7-2 r
General Information -- City of Renton, Washington
DATE OF INCORPORATION................................September 6,1901 UTILITY RATES(2014):
FORM OF GOVERNMENT.......................................Mayor-Council (Reduced rates are available for low income senior citizens
r�
TYPE OF GOVERNMENT..............................Non-Charter,Code City and disabled persons.)
LOCATION.................................................11 Miles South of Seattle WATER(Basic Service Charge,''/.'Meter)..............$17.60/month
LAND AREA........................................................24.03 Square Miles CITY WASTEWATER(Single Family Residence).....$27.65/month
RANK IN SIZE WITHIN STATE WASHINGTON................................8 METRO WASTEWATER(Single Family Res.)..........$40.95/month
al! RANK IN SIZE WITHIN KING COUNTY............................................4 SURFACE WATER(Single Family Residence.)........$12.69/month
POPULATION(Official 4/1/14)...............................................97,130 GARBAGE RATES:(Residential,curbside)
1 cart(35 gal)/every other week.........................$21.12/month
ELECTIONS: Extra garbage(up to 15 gal)per unit.....................$3.93/pickup
'r Number of Precincts................................................................89
Number of Active Registered Voters(2014).....................47,811
LICENSES&PERMITS(2014)
CITY EMPLOYEES(2015): Business Licenses(includes all businesses).........................2,938
Funded Full-Time Equivalents(FTE).........................................683.8 Employees working within Renton...................................48.480
(Excluding Intermittent Employees) Amusement Device(average)..................................................96
Animal Licenses(Dog and Cat)............................................2,980
2014 KING CO CERTIFICATION OF ASSESSED VALUATION
For the 2014 Tax Roll Year.................................$11,274,415,348 FIRE&EMERGENCY SERVICES PROTECTION:
PROPERTY TAX LEVY(2014): Number of Commissioned Fire&ES Personnel.....................145
General Levy(Includes Fire Pension)........................$35,520,000 Number of Non-Commissioned Personnel...............................16
TOTAL 2014 PROPERTY TAX LEVY................................$35,520,000 Total Number of Fire&ES Personnel(2015 Budget).............161
Number of Fire Stations(includes FD#25 and#40)...................6
PROPERTY TAX RATES(2014): (Per$1,000 of Assessed Value) Life Support Responses(2013)..........................................10,586
City of Renton-General Levy.........................................$3.1516 All Other Responses(2013).................................................3,262
City of Renton-Special Levy............................................0.0000 Total Number of Responses(2013)...................................13,848
TOTAL City of Renton Property Tax Rate .....................$3.1516
King County.......................................................................1.5161 POLICE PROTECTION:
Port of Seattle...................................................................0.2153 Number of Commissioned Police Personnel..........................119
Hospital District#1............................................................0.5000 Number of Non-Commissioned Police Personnel.................29.4
King County Library System...............................................0.5000 Total Number of Police Personnel(2015 Budget)...............148.4
r Renton School District#403.............................................5.4050 Number of Calls for Service(2013) 67,206
...................................
State of Washington School Fund......................................2.4704
Emergency Medical Service...............................................0.3350 PARKS&RECREATION(2014):
Ferry District......................................................................0.0035 Total Parks and Open Space Acreage...............................1,213.5
w King County Flood District.................................................0.1537 Number of Developed Parks and Playgrounds.........................32
TOTAL PROPERTY TAX RATES.........................................$14.2506 Major Facilities:
Kent school District#415................................................................5.7345 Liberty Park Cedar River Trail Cedar River Park
Issaquah School District#411..........................................................4.5869 Carco Theatre Cedar River Off-Leash Dog Park
Renton Senior Activity Center Renton Community Center
UTILITY TAX RATES(2014): Gene Coulon Memorial Beach Park(Lake Washington)
Electricity,Gas(Utility and Use),and Sewer............................6% Maplewood Golf Course
Water,Storm Drain,and Solid Waste...................................6.8%
TV Cable,Telephone,and Cellular Phone................................6% STREETS(2013):
Street Center Line Miles........................................................294
SALES TAX RATE(2014): Lane Miles..............................................................................672
State.....................................................................................6.5% Alleys....................................................................................7.95
King County Metro...............................................................0.6% Confirmed Sign Locations..................................................10,500
King County Transportation..................................................0.1% Number of Street Lights(City and PSE owned 6,697
King County Mental Health..................................................0.1% Number of signalized intersections 2010 129
Transit and Traffic Congestion(effective 4/1/01).................0.2%
RTA(effective 4/1/09)..........................................................0.9% UTILITIES(2013):
r1t City of Renton Local Option..................................................1.0%
WATER UTILITY:
King County Local Option-Criminal Justice..........................0.1% Total Water Customers.....................................................17,396
TOTAL SALES TAX RATE........................................................9.5% Gallons of Water Produced ..................................2,392,003,300
ar Number of Fire Hydrants....................................................3,670
OTHER TAXES(2014): Miles of Water Main..............................................................308
Hotel/Motel Tax...................................................................1.0% WASTEWATER UTILITY:
Admission Tax(Theater and Other Events)..........................5.0% Total Sanitary Wastewater Customers.............................17,569
Miles of Gravity Sewer and Force Main ..........................223.41
+� BUSINESS LICENSE FEE(2015): SURFACE WATER UTILITY:
Registration Fee.............................................................$110.00 Number of Accounts........................................................23,435
Additional Fee/Worker Hour..........................................$0.0352 Miles of Storm Water.......................................................282.02
(FTE_$67.58 where 1 FTE=1,920 work hours x hourly rate) SOLID WASTE UTILITY(Contracted Services)
tw Total Accounts..................................................................18,547
ANNUAL ANIMAL LICENSE FEES(2015):
(Special permanent license avail.for income qualifying senior citizens.) AIRPORT(2013):
Dog and Cat,Altered........................................................$30.00 Area in acres..........................................................................167
No Dog and Cat,Un-Altered...................................................$50.00 Feet of Asphalt/Concrete Runway......................................5,382
Total Operations.............................................................. 93,911
am Appendix-General Information 7-3
i
Largest Taxpayers-2013
Real&Personal Percentage
Taxpayer Type of Business Property AV of AV
1 Boeing Aircraft Manufacturing 829,693,657 7.84%
2 Puget Sound Energy-Elec/Gas Electric/Gas Utility 126,385,366 1.19%
3 Paccar Heavy Duty Truck Manufacturing 108,664,080 1.03% '
4 Transwestern Harvest Lakeshore Commercial Property Owners 82,926,723 0.78%
5 Renton Properties LLC Real Estate 51,550,600 0.49%
6 Fred Meyer Stores Inc Warehouse Clubs and Supercenters 45,618,700 0.43%
7 Axis Grand Holdings Real Estate 43,612,000 0.41%
8 ECI Two WTC LLC(WTCTPI LLC) Commercial Property Owners 40,049,500 0.38%
9 BRE-FMCA LLC c/o Bre Properties Commercial Property Owners 34,814,700 0.33%
10 FP-FAA Seattle LLC Commercial Property Owners 34,623,900 0.33% ,
Total Assessed Valuation-Largest Taxpayers 1,397,939,226 13.20%
Total Assessed Valuation-All Others 9,190,781,973 86.80%
Total Assessed Valuation 10,588,721,199 100.00%
Source:King County Department of Assessment both real and personal property assessment where applicable.
Principal Employers-2013
Full-Time
Equivalent %of Total
Principal Employers Type of Business Employees Employment
1 Boeing Company Aerospace&Computer Services 14,667 31.29%
2 Valley Medical Center Medical Services 2,187 4.67%
3 Federal Aviation Administration Federal Government 1,480 3.16%
4 Renton School District Public Education 1,401 2.99%
5 Providence WA Regional HMO Medical Centers 1,245 2.66%
6 Paccar Inc Heavy Manufacturing 1,005 2.14% ,
7 City of Renton City Government 705 1.50%
8 Providence Health&Services Nursing Care Facilities 430 0.92%
9 Convergent Outsourcing Inc Revenue Management Services 368 0.79%
10 Puget Sound Educational Services District#121 Administration of Education 364 0.78%
Total number of Employees-Principal Employers 23,852 50.89%
Total number of Employees-All Other Employers 23,018 49.11%
Total Employees working within Renton 46,870 100.00% ,
Source:City of Renton Business license Records and individual inquiry where applicable.
Appendix-Largest Taxpayers/Principal Employers 7-4
II'
s
Full-Time Employee Staffing
The graph below represents the number of regular full time employees (FTE) working for the City of Renton,
as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has increased 13
percent between 2005 and 2015 and 11 percent between 2006 and 2016, while the population grew 73
percent and 71 percent during the same time periods. The number of FTEs per 1,000 Renton citizens
remained fairly constant until 2008.The high was in 2005 and 2006 at 10.7 and 10.6 FTE per 1000 citizens
City of Renton Full-Time Employee(FTE)Staffing levels per 1,000 Renton Citizens
®Total Population of Renton -*-Employees per 1,000 Population
120,000 12.00
100,000 10.00
CL
80,000 8.00 a°
o
60,000 6.00
a v
o- 40,000 4.00 a
CL-
Q)
20,000 2.00 a
C
0 0.00 W
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Regular Employees per Total Population
Year FTE's 1,000 Population of Renton
2005 608.0 10.70 56,840
2006 620.0 10.62 58,360
.. 2007 641.0 10.63 60,290
20081 752.5 9.32 80,708
2009 761.2 9.10 83,650
2010 698.5 7.68 90,927
2011 693.8 7.49 92,590
2012 695.2 7.40 93,910
aw 2013 672.3 7.04 95,540
2014 678.8 6.99 97,130
20152 684.8 6.95 98,587
go 20162 685.8 6.85 100,066
Source
Population: State of Washington Office of Financial Management
to All other information: City of Renton Finance Department
12008 Population includes Benson Hill Annexation
22015 and 2016 Population estimates are based on a 1.5%growth rate
to
go Appendix-Full-Time Employee Staffing 7-5
Taxes, Fees, and Utilities Service Fees on a Typical Home -2014
2014 Monthly Taxes and Fees $312.55 i
$216.34 $228.09 $206.62 '
$202.99 198.61 $7.21
$183.90
I ' MUM
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
W City Property Tax ■Utility Taxes v City Utilities ■Library and Fire District Taxes/Fees
Monthly
Re
Rank
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population' 4 97,130 74,630 134,400 121,400 57,700 640,500 19,210
Typical Taxes&Fees
City Property Taxz 2 61.72 34.86 45.59 28.92 61.33 97.04 42.93
Library and Fire District Taxes/fees2'3 5 9.79 48.21 21.21 47.20 18.83 - 7.21
Utility Taxes4 4 31.20 28.91 30.30 35.08 29.22 48.59 35.89
Utility Rates
Water(750 CF)5 5 38.83 36.47 45.79 40.77 31.55 53.21 65.13
Wastewater 3 27.65 23.12 51.92 17.96 13.60 48.34 26.50
Surface Water? 4 12.69 18.78 12.20 11.64 16.56 26.58 9.83
Solid Waste/Garbage$ 1 3 1 21.12 1 26.00 1 21.10 1 17.04 1 12.81 1 38.80 1 19.13
'Populations estimates are based on 2014 and were provided by the Washington State Office of Financial Management. Auburn includes King and
Pierce Counties.
2Based on 2014 levy rates and 2014 average home values provided by King County Department of Assessments. City portion only. ,
3Auburn includes tax&fee for fire service provided by Valley Regional Fire Authority. Kent includes tax&fee for fire service provided by Kent Fire
Department Regional Fire Authority. Seattle is the only city that provides local library service.
°Based monthly comparison of utility rates. Includes Electric,Gas,Telephone/Cell Phone,Cable,Water,Wastewater,Surface Water,and Solid
Waste Utilities. '
sRates were based on bimonthly consumption of 1,500 cubic feet of water(Seniors 900 cf),using 3/4"pipe size. Seattle,Kent,and Tukwila have
different water rates in the summer(June-September);the average monthly rates for summer and non-summer months were weighted. Bellevue
includes caoital recovery charge.
6Rates for Bellevue and Seattle were based on a volume of 750 cubic feet per month. All other districts are on a fixed monthly charge. Rates do
not include the King County Wastewater Treatment charge. Bellevue includes capital recovery charge.
7Rates are based on residential lot sizes between 2,000-7,000 sq.ft. Bellevue includes capital recovery charge.
8Waste Management provides services to Redmond,Auburn,Renton,and Tukwila. Allied Waste Services provides services to Bellevue,Kent,and
Auburn. For comparison purposes,rates include a 32 or 35-gallon garbage can,recycling,and yard waste collection. Auburn uses two hauling
companies to collect earbaee:for comparison ourooses.the iurisdiction's two rates were averaged.
Appendix-Comparison of Taxes and Rates 7-6
2015 CITY OF . OF POSITIONS
NON-REPRESENTED COLA 2.5%
Increase effective January 1,2015
STEP A STEP B STEP C STEP D STEP E
Grade Code Position Title Monthly Annual Monthly Annual
ELECTED OFFICIALS
---
e10 .1030 Mayor(1) 11,767 141,204 i 11,767 141,204
eO9 1000 City Council Members(2) 950 11,400 950 11,400
e08 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072
ell 1020 Municipal Court Judge(6) 11,786 141,437 11,786 141,437
(Salary effective from Sept 2014-Aug
2015 and is 95%of District Court Judge
MANAGEMENT&SUPERVISORY(NON-UNION)
m53 1035 Chief Administrative Officer(3) 11,855 142,260 12,457 149,484 13,086 157,032 13,747 164,964 14,436 173,232
m52 11,564 138,768 12,148 145,776 12,769 153,228 13,416 160,992 14,086 169,032
m51 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 13,747 164,964
M50 11,006 132,072 11,564 138,768 12,148 145,776 12,769 153,228 13,416 160,992
m49 1400 City Attorney(3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1102 Community Services Administrator(3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1105 Community&Economic Development Ad 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1101 Administrative Services Administrator(3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1202 Fire/Emergency Services Administrator(3 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1104 Human Resources&Risk Mgmt Administr 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1103 Public Works Administrator(3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m49 1201 Police Chief(3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032
m48 10,477 125,724 11,006 132,072 11,564 138,768 12,148 145,776 12,769 153,228
m47 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484
m46 9,973 119,676 10,477 125,724 11,006 132,072 11,564 138,768 12,148 145,776
E5 1540 Deputy Fire Chief(3) 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260
5 1200 Deputy Public Affairs Administrator(3) 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260
5 1573 Deputy PW Administrator-Transportatioi 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260
m45 1535 Police Deputy Chief(4) 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260
m44 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072 11,564 138,768
m43 9,261 111,132 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384
m42 1401 Sr Assistant City Attorney 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072
m41 8,817 105,804 9,261 111,132 9,730 116,760 10,223 122,676 10,740 128,880
m40 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724
m39 8,392 100,704 8,817 105,804 9,261 111,132 9,730 116,760 10,223 122,676
m38 1500 Court Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1575 Development Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1501 Economic Development Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 2044 Emergency Management Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1207 Facilities Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1576 Fire Marshal 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1210 Fiscal Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1212 Information Technology Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1571 Maintenance Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38,1205 Parks and Golf Course Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1208 Parks Planning and Natural Resources Dir 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 1502 Planning Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m38 X1209 !Recreation Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
Appendix-Index of Positions and Pay Ranges 7-7
2015 CITY OF RENTON INDEX . POSITIONS j
COLA 2.5%
NON-REPRESENTED
Increase effective January 1,2015 ,
STEP A STEP 8 STEP C STEP D STEP E
Grade Code Position Title Monthly Annual i Monthly Annual
m38 1570 Utility Systems Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676
m37 2031 Police Commander(5) 7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132 9,730 116,760
m36 7,793 93,516 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928
m35 1402 Assistant City Attorney 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132
m35 1403 Chief Prosecuting Attorney 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132
m34 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 9,035 108,420
m33 2021 Current Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2073 Development Engineering Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2020 Long Range Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2176 Transportation Design Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 '
m33 2075 Transportation Operations Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2177 Transportation Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2172 Utility Engineering Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 3072 Water Maintenance Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m33 2072 Airport Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804
m32 2074 Building Official 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224
m32 1574 Community Development Project Manage 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224
m32 3083 Urban Forestry and Natural Resources Me 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 '
m31 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704
m30 2418 Application Support Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244
m30 2011 City Clerk 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244
m30 3073 Fleet Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244
m30 2464 Human Resources Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244
m30 2409 Risk Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 '
m29 1522 Human Services Manager 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868
m29 1404 Prosecuting Attorney 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868
m29 2082 Neighborhoods,Resources,&Events Mgr 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868
m28 3086 Facilities Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516
m28 8010 Parks Maintenance Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516
m28 1583 Recreation Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516
m28 3071 Street Maintenance Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516
m28 3070 Waste Water/Special Operations Manage 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516
m27 2468 Benefits Program Manager 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212
m27 3175 Transportation Maintenance Asst Manage 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212
m26 2411 Financial Services Manager 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956
m26 2405 GIS Coordinator 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956
m25 2410 Senior Finance Analyst 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808
m25 2479 Solid Waste Coordinator 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808
m24 2477 Principal Financial&Administrative Analy 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696
m23 2491 Open Space Coordinator 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632
m23 2080 Recreation Supervisor 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632
m22 2404 Community Relation&Events Coordinato 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m22 1510 Court Services Supervisor 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m22 8007 Golf Course Supervisor 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m22 2086 Golf Professional 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m22 2091 Museum Manager 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m22 2465 Senior Human Resources Analyst 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640
m21 2200 Communications Specialist II 5,380 64,560 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612
m2015143 I Human Resources Analyst 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 ,
m2012467 I Safety Officer 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764
Appendix-Index of Positions and Pay Ranges 7-8 '
2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES
NON-REPRESENTED COLA 2.5%
Increase effective January 1,2015
STEP A STEP B STEP C STEP D STEP E
Grade Code Position Title Monthly Annual Monthly Annual
M19 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268 6,239 74,868
M18 4,994 59,928 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044
m17 6150 City Council Liaison 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268
m17 5112 Deputy City Clerk 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268
m17 6103 Executive Assistant 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268
NON-UNION(CLERICAL,OTHER)
i
n16 5118 Finance Analyst III 4,737 56,844 4,975 59,700 5,221 62,652 5,488 65,856 5,762 69,144
n15 4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260 5,628 67,536
n14 6153 Administrative Assistant 4,506 54,072 4,737 56,844 4,975 59,700 5,221 62,652 5,488 65,856
n13 5115 Finance Analyst II 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260
n13 5145 Risk Management Technician 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260
n12 4,292 51,504 4,506 54,072 4,737 56,844 4,975 59,700 5,221 62,652
rill 2488 Assistant Golf Professional 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152
rill 5139 Human Resources Assistant 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152
n10 5114 Finance Analyst 1 4,082 48,984 4,292 51,504 4,506 54,072 4,737 56,844 4,975 59,700
n09 3,985 47,820 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224
n08 3,885 46,620 4,082 48,984 4,292 51,504 4,506 54,072 4,737 56,844
n07 6144 Secretary II EX 3,791 45,492 3,985 47,820 4,182 50,184 4,394 52,728 4,613 55,356
n06 3,697 44,364 3,885 46,620 4,082 48,984 4,292 51,504 4,506 54,072
n05 6140 Secretary I EX 3,609 43,308 3,791 45,492 3,985 47,820 4,182 50,184 4,394 52,728
n04 3,522 42,264 3,697 44,364 3,885 46,620 4,082 48,984 4,292 51,504
n03 3,439 41,268 3,609 43,308 3,791 45,492 3,985 47,820 4,182 50,184
n02 3,354 40,248 3,522 42,264 3,697 44,364 3,885 46,620 4,082 48,984
n013,276 39,312 3,439 41,268 3,609 43,308 3,791 45,492 3,985 47,820
89
NON-REPRESENTED LONGEVITY PAY
Step a13,E_ $5,306
Completion of 5 Yrs 2%Step a13E $106 per month
Completion of 10 Yrs 3%Step a13E $159 per month
Completion of 15 Yrs 4%Step a13E $212 per month
Completion of 20 Yrs 5%Step a13E $265 per month
Completion of 25 Yrs 6%Step a13E $318 per month
(1) In addition to salary receives$4,800 annual car allowance.
(2) Council members salary set per Ordinance 5090(07/19/2004). Council receives 2%of salary for deferred comp. If members are not
participating in PERS,they receive an extra 1.4%of salary for deferred compensation.
(3) Not eligible for Longevity/Education or Uniform Allowance
(4) Not eligible for Longevity/Education or Uniform Allowance
Eligible for 2.5%cash premium or 2.5%into deferred compensation per employee's discretion for passing physical fitness.
(5) Receive Education/Longevity&Uniform Allowance based on Union Contract plus eligible for 2.5%deferred compensation for passing physical fitness.
(6) 4 year term starting 2/1/2013 expires 1/31/2017
The City contributes 4%of employee's base wage per year to a deferred compensation account
for Management and Non-Represented employees;except for CAO receives$8,500 per year.
Appendix-Index of Positions and Pay Ranges 7-9
2015 CITY OF • OF POSITIONS
COLA 2.5
AFSCME, Local 2170 Increase effective January 1,2015
STEP A STEPB_. JSTEIP C STEP D STEP E
Grad(, Code Position Title Monthly Annual Monthly Annual
a40 8,470 101,640 8,893 ####### 9,344 112,128 9,818 117,816 10,314 123,768
a39 8,277 99,324 8,688 ####### 9,116 109,392 9,578 114,936 10,063 120,756
a38 8,066 96,792 8,470 ####### 8,893 106,716 91344 112,128 9,818 117,816
a37 7,880 94,560 8,277 99,324 8,688 104,256 9,116 109,392 9,578 114,936
a36 7,680 92,160 8,066 96,792 8,470 101,640 8,893 106,716 9,344 112,128
a35 7,497 89,964 7,880 94,560 8,277 99,324 8,688 104,256 9,116 109,392
a34 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640 8,893 106,716
a33 7,137 85,644 7,497 89,964 7,880 94,560 8,277 99,324 8,688 104,256
a32 2413 Network Systems Manager 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640
a32 2428 Principal Civil Engineer-Transp.Sys Division 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640
a32 2425 Utility/GIS Engineer 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640
a31 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560 8,277 99,324
a30 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792
a29 2171 Mapping Coordinator 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560
a29 2570 Program Development Coordinator II 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560
a28 2475 Civil Engineer 111 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160
a28 2422 Senior Planner 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160
a27 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964
a26 8112 Construction Inspector Supervisor 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 t
a25 2480 Capital Project Coordinator 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a25 2474 Civil Engineer II 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a25 2481 Facilities Coordinator 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a25 5193 Neighborhood Program Supervisor 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a25 2470 Program Development Coordinator 1 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a25 2170 Property Services Agent 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644
a24 2420 Database Technician 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 3450 Lead Building Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 3469 Lead Construction Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 3439 Lead Fire Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 2403 Senior Economic Development Specialist 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 2416 Senior Network Systems Specialist 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 2451 Senior Systems Analyst 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a24 2476 Transportation Planner 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580
a23 2078 Assistant Airport Manager 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2429 Building Plan Reviewer 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2421 Business Systems Analyst 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2472 Engineering Specialist III 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 3448 Fire Plans Reviewer/Inspector III 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2505 GIS Analyst II 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 8175 Pavement Management Technician 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2450 Plan Reviewer 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 2484 Property Services Specialist 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 8001 Street Maintenance Services Supervisor 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a23 8002 Waste Water Maintenance Services Supervis 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480
a22 2430 Lead Code Compliance Inspector 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524
a21 2424 Associate Planner 5,306 63,672 5 576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 '
a21 3452 Building Inspector/Combination 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3451 Building Inspector/Electrical 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 2473 Civil Engineer 1 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
Appendix-Index of Positions and Pay Ranges 7-10
2015 CITY OF • OF POSITIONS
AFSCME, Local 2170 COLA 2.5
Increase effective January 1,2015
STEP A STEP B STEP C STEP D STEP E
Grad( Code Position Title Monthly Annual Monthly Annual
a21 2200 Communications Specialist II 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3472 Construction Inspector 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 5130 Emergency Management Coordinator 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3089 Facilities Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3440 Fire Inspector III 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 5111 GIS Analyst 1 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 8006 Parks Maintenance Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 2412 Service Desk Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3476 Signal/Electronics Systems Technician II 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 2417 Systems Analyst/Programmer 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 8004 Traffic Signage&Marking Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 8000 Water Maintenance Services Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a21 3473 Water Utilities Maintenance Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592
a20 2402 Economic Development Specialist 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684
a20 2487 Housing Repair Coordinator 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684
a20 2489 Human Services Coordinator 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684
a20 2419 Network Systems Specialist 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684
a19 6128 Accounting Supervisor 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 2427 Code Compliance Inspector 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 7182 Electrical Technician 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 3453 Energy Plans Reviewer/Permit Representativ 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 2471 Engineering Specialist II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 3441 Fire Inspector II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 3447 Fire Plans Reviewer/Inspector II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 3485 HVAC Systems Technician 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 7172 Lead Vehicle&Equipment Mechanic 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a19 8178 Water Utility Instrumentation/SCADA Techni 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848
a18 3456 Development Services Representative 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024
a18 5195 Farmers Market Coordinator 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024
a18 3480 Lead Water Utility Pump Station Mechanic 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024
a18 2015 Probation Officer 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024
a18 2083 Recreation Program Coordinator 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024
a17 2423 Assistant Planner 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 8008 Custodial Maintenance Supervisor 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 3442 Fire Inspector 1 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 3445 Fire Plans Reviewer/Inspector 1 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 8374 Maintenance Buyer 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 5001 Paralegal 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 5113 Service Desk Technician 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 3477 Signal/Electronics Systems Technician 1 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 3470 Water Quality/Treatment Plant Operator 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a17 6270 Web Specialist 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284
a16 8284 Lead Golf Course Maintenance Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568
a16 8074 Lead Maintenance Services Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568
a16 8080 Lead Parks Maintenance Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568
a16 5194 Neighborhood Program Assistant 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568
1 a15 7181 Facilities Technician II 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 7184 Grounds Equipment Mechanic 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 6161 Lead Judicial Specialist 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 8174 Lift Station Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 5122 Planning Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 7170 Vehicle&Equipment Mechanic 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 3474 Water Utility Maintenance Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a15 5180 Senior Program Specialist 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912
a14 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292
a13 3471 Engineering Specialist 1 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
a13 7180 Facilities Technician 1 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
a13 7110 Print&Mail Supervisor 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
a13 8177 Signal/Electronics Systems Assistant II 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
a13 5179 Program Specialist 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
a13 6264 Lead Payroll Analyst 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672
Appendix-Index of Positions and Pay Ranges 7-11
2015 CITY OF •N INDEX OF • • 1 PAY RANGES
AFSCME, Local 2170 Increase COLA 2.5%
effective January 1,2015
STEP A STEP B STEP C STEP D STEP E
Grad Code Position Title Monthly Annual Monthly Annual
a12 2201 Communications Specialist 1 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 3444 Fire Code Inspector Trainee 4,252 51,024 4,466 -53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 8283 Golf Course Maintenance Worker III 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 8173 Maintenance Services Worker 111 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 5011 Multimedia/Records Specialist 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 8083 Parks Maintenance Worker 111 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
a12 8573 Traffic Maintenance Worker 11 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112
all 8473 Airport Maintenance Worker 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
all 7173 Fleet Management Technician 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
all 8183 Lead Maintenance Custodian 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
all 6265 Payroll Analyst 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
all 5012 Records Management Coordinator 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
.all 2486 Recreation Specialist 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576
a10 6164 Judicial Specialist/Trainer 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148
a30 6263 Permit Technician 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148
a10 6163 Probation Clerk 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148
a09 6131 Accounting Assistant IV 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 6151 Administrative Secretary 1 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 6152 Fire District Liaison 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 8286 Golf Course Operations Assistant 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 8070 Mechanic's Assistant 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 5010 Records Management Specialist 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 5160 Recreation Systems Technician 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a09 8176 Signal/Electronics Systems Assistant 1 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672
a08 8282 Golf Course Maintenance Worker II 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 7126 Housing Repair Technician 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 6162 Judicial Specialist 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 6109 Lead Office Assistant 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 8172 Maintenance Services Worker II 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 8082 Parks Maintenance Worker 11 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 8375 Purchasing Assistant 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a08 8572 Traffic Maintenance Worker 1 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316
a07 6132 Accounting Assistant 111 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a07 6165 Legal Assistant 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a07 8184 Maintenance Custodian 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a07 7112 Print&Mail Operator 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a07 6142 Secretary II 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a07 8110 Water Meter Technician 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876
a06 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592
a05 6134 Accounting Assistant II 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260
a05 6130 Office Assistant 111 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260
a05 6141 SecretaryI 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260
a04 8281 Golf Course Maintenance Worker 1 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a04 8181 Lead Custodian 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a04 8171 Maintenance Services Worker 1 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a04 8081 Parks Maintenance Worker 1 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a04 6282 Pro Shop Assistant 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a04 8576 Solid Waste Maintenance Worker 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024
a03 6136 Accounting Assistant 1 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752
a03 6120 Office Assistant 11 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752
a02 3,328 39,936 3,492 41,904 3,670 44,0401 3,850 46,200 4,045 48,540
a01 8182 Custodian 3,242 38,904 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340
a01 6111 Office Assistant 1 3,242 38,904 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340
149
Appendix-Index of Positions and Pay Ranges 7-12
2015 CITY OF • OF POSITIONS
AFSCME, Local 2170 COLA 2.5%
Increase effective January 1,2015
STEP A STEP B STEP C STEP D STEP E
Grade Code Position Title Monthly Annual Monthly Annual
LONGEVITY PAY(ArO#13.1)
Step a13,E_ $5,306
Completion of 5 Yrs 2%Step a13E $106 per month
Completion of 30 Yrs 3%Step a13E $159 per month
Completion of 15 Yrs 4%Step a13E $212 per month
Completion of 20 Yrs 5%Step a13E $265 per month
completion of 25 Yrs 6%Ste
p p a13E $318 per month
The City contributes 4%of employee's base wage per year to a deferred compensation account.(Article 14,MOU)
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Appendix-Index of Positions and Pay Ranges 7-13
2015 CITY OF RENTON DEX OF POSITIONS AND PAY RANGESl
FIRE DEPARTMENT-Chiefs COLA 2.5%
Increase effective January 1,2015
STEP A STEP B STEP C STEP D BASE SALARY
Grade Code Position Title Monthly Annual Monthly Annual 44
Fire/Emergency Services Admin For salary information,see Management&Supervisory Matrix,Grade m45
Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45
f73 1548 Fire Battalion Chief/Safety Officer 9,684 116,208 9,684 116,208
1
LONGEVITY PAY(Article 7.2) ,
Longevity is based on the following schedule,rounded to the nearest whole dolfgr,
%of D Step Fire Fighter= $6,593
Years of Service Percentage Monthly Amount
Completion of 5 Yrs 2% $132
Completion of 10 Yrs 4% $264
Completion of 15 Yrs 6% $396
Completion of 20 Yrs 10% $659
Completion of 25 Yrs 12% $791
DAY SHIFT DIFFERENTIAL(Article 10.4)
-Personnel assigned to day shift for 30 consecutive days or more(excluding light duty)shall receive an additional 5%of base wage
per pay period.
EDUCATIONAL INCENTIVE PAY(Article 7.4)
Percentage(%)applicable to base firefighter's salary(Step D),rounded to nearest whole dollar.
Four Year&Fire Science Degrees 1 2% $132
DEFERRED COMPENSATION/INCOME PROTECTION PLAN (Article 7.6) t
City contributes 5.5%of employee's base wage per year to a deferred comp or other income protection plan.(Section 7.6.1)
The City will contribute 2.5%of employee's base wage per year to deferred comp plan for successfully completing the annual
firefighter entrance combat challenge. (Section 7.6.2)
UNIFORM ALLOWANCE(Article 15.1)
-The Uniform allowance is 1.25%of top step of firefighter annual base pay.
HOURS OF WORK(Article 10,Appendix A)
46.6 Hours/Week
2,430 Hours/Year
NOTE: The items listed above apply only to the Battalion Chiefs. Please refer to the current labor
agreement.
Appendix-Index of Positions and Pay Ranges 7-14 '
it2015 CITY OF • OF • •
FIRE DEPARTMENT-Firefighters •
Increase effective January 1,2015
STEP A STEP B STEP C STEP D BASE SALARY
Grade Code Position Title Monthly Annual Monthly Annual
1`72 2041 Fire Captain 8,568 102,816 8,568 102,816
(13%over Lieutenant)
f71 2042 Fire Lieutenant 7,582 90,984 7,582 90,984
(15%over D Step Fire Fighter)
I1`70 4141 Firefighter 4,915 58,980 5,021 60,252 5,423 65,076 6,593 79,116
3
ILONGEVITY PAY(Article 12,Appendix B)
Longevity is based on the following schedule,rounded to the nearest whole dollar.
%of D Step Fire Fighter= $6,593
Years of Service Percentage MonthlyAm_ount
Completion of 5 Yrs 2% $132
Completion of 10 Yrs 4% $264
Completion of 15 Yrs 6% $396
Completion of 20 Yrs 10% $659
r• Completion of 25 Yrs 12% $791
DAY SHIFT DIFFERENTIAL(Article 6.4)
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty)shall receive an additional 5%of base wage
r• per pay period.
EDUCATIONAL INCENTIVE PAY(Article 9.1)
Percentage(%)applicable to base firefighter's salary(Step D),rounded to nearest whole dollar.
Monthly% Step D
Fire Science Certification 2% $132
~ Fire Science Degree(two years) 4% $264
Four Year&Fire Science Degrees 6% $396
DEFERRED COMPENSATION/INCOME PROTECTION PLAN(Article 15)
City contributes 5.5%of employee's base wage per year to a deferred comp or other income protection plan.(Article 15.1)
The City will contribute 2.5%of employee's base wage per year to deferred comp plan for successfully completing the annual
firefighter entrance combat challenge. (Article 15.2)
UNIFORM ALLOWANCE(Article 6.21
-The Uniform allowance is 1.25%of top step of firefighter annual base pay.
ar HOURS OF WORK(Article 4.2,Appendix A.2)
46.6 Hours/Week
2,430 Hours/Year
s
NOTE: Please refer to the current labor agreement for specific information.
r Appendix-Index of Positions and Pay Ranges 7-15
2015 CITY OF •N INDEX OF POSITIONS AND PAY RANGES
POLICE
Increase effective January 1,2015
STEP A STEP B STEP C I STEP D STEP E
Grade Code Position Title Monthly Annual Monthly Annual
Police Chief See Management&Supervisory Matrix,Grade m49
Police Deputy Chief See Management&Supervisory Matrix,Grade m45
Police Commander See Management&Supervisory Matrix,Grade m37 '
pc61 3035 Sergeant* 7,638 91,656 8,020 96,240
(15%over Police Officer) *Step increase at 14 months
pc60 4131 Police Officer 4,963 59,556 5,383 64,596 5,807 69,684 6,223 74,676 6,642 79,704
2
HAZARD DUTY AND PREMIUM PAY(Article 6.7 and 6.8)
Percent
Interpreters----------------------3%
Detectives-------------------------4% '
Traffic Assignment---------------4%
Canine Officer--------------------3%
Corporal Assignment-----------7.5%
Field Training Officer-----------4% '
Training Officer-------------------4%
SWAT Assignment--------------4%
SRO Assignment- 4%
Patrol Officer-12 Hr Diff------6.25%
Civil Disturbance Unit----------Paid at rate of double time with 3 hrs
minimum when called to emergency.
Crisis Communication Unit-----Paid at rate of double time with 3 hrs
minimum when called to emergency.
LONGEVITY PAY (Appendix B) t
Years of Service Percentage(of base wage)
Completion of 5 Yrs 2%
Completion of 10 Yrs --4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 25 Yrs 12%
NN)MLY EDUCATIONAL INCENTIVE PAY (Appendix B)
Percentage(of base wage)
AA Degree(90 credits) 4%
BA Degree/Masters Degree 6%
The City also contributes 3.0%of employee's wage base toward deferred compensation.(Appendix A.2.3)
The City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness prior to
beginning of each calendar year.(Article 6.8.4,and Appendix A.2.4)
Police Patrol: Effective 7-1-95,schedule revised to 12 hour(3 on/3 off)shift resulting in additional 109 hours worked per
officer per year. 2,189 hours per year total.
Effective January 1,2008,Sergeants assigned to Investigation and Traffic Unit will not receive the 3%premium if they have
been in the position of Sergeant for 24 months.
NOTE. Please refer to the current labor agreement for specific information.
i
Appendix-Index of Positions and Pay Ranges 7-16 '
2015 CITY OF • OF POSITIONS
STEP A STEP B STEP C STEP D STEP E
Gradc Code Position Title Monthly Annual Monthly Annual
pn56 4133 Electronic Home Detention Coord 4,302 51,624 4,643 55,716 5,112 61,344 5,620 67,440 5,900 70,800
pn54 4138 Police Community Prgm Coord 4,360 52,320 4,712 56,544 5,176 62,112 5,580 66,960 5,860 70,320
pn54 4120 Crime Analyst 4,360 52,320 4,712 56,544 5,176 62,112 5,580 66,960 5,860 70,320
pn61 4121 Domestic Violence Victim Advocate 4,070 48,840 4,421 53,052 4,915 58,980 5,401 64,812 5,687 68,244
pn53 3432 Evidence Technician 4,104 49,248 4,429 53,148 4,875 58,500 5,364 64,368 5,639 67,668
pn58 6178 Police Service Specialist Supv 5,635 67,620 5,635 67,620
(15%above Specialist Step E)
pn60 3,881 46,572 4,216 50,592 4,684 56,208 5,150 61,800 5,419 65,028
pn52 4135 Animal Control Officer 3,871 46,452 4,185 50,220 4,602 55,224 5,061 60,732 5,314 63,768
pn57 6182 Police Service Specialist Lead 5,268 63,216 5,268 63,216
' (7.5%above Specialist,Step E)
pn62 6181 Police Service Specialist 3,570 42,840 3,856 46,272 4,244 50,928 4,669 56,028 4,900 58,800
pn51 6183 Police Secretary 3,344 40,128 3,610 43,320 3,974 47,688 4,373 52,476 4,588 55,056
' pn50 4137 Parking Enforcement Officer 3,009 36,108 3,272 39,264 3,638 43,656 4,041 48,492 4,238 50,856
11
NON-COMMISSIONED PREMIUM PAY(Articles 6.4 and 6.5)
Interpreter Premium............................................................................ 3%of base pay(Article 6.5.2)
IP Field Training Officer,FTO(Police Service Specialist)....................... 4%of base pay(Article 6.5.1)
Crisis Communication Unit.............................................................. Double time with 3 hrs min(Article 6.4)
POLICE NON-COMMISSIONED-MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE(Article 12,Appendix B.1)
Years of Service Percentage(of base wage)
Completion of 5 Yrs 2%
Completion of 10 Yrs 4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 25 Yrs 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE(Appendix B.2)
z Percentage(of base wage)
AA Degree(90 credits) 4%
BA/BS Degree or Masters Degree 6%
3
The City contributes 4.0%of the employee's base wage to a deferred comp. (Appendix A.3)
The City will contribute an additional 3.0%of employee's wage base toward deferred comp for passing physical fitness prior to
beginning of each calendar year.(Article
(
�` Appendix-Index of Positions and Pay Ranges 7-17
HOURLY TEMPORARY SALARY SCHEDULE
HR USE ONLY
CODE Range From... Range To...
9900 9.47 75.00
Grade STEP A STEP B STEP C STEP • STEP E
h03 9.47 9.50 9.75
h04 10.00 10.25 10.50 10.75 11.00
1105 11.25 11.50 11.75 12.00 12.25
h06 12.50 12.75 13.00 13.25 13.50
h07 13.75 14.00 14.25 14.50 14.75 '
h08 15.00 15.25 15.50 15.75 16.00
1109 16.25 16.50 16.75 17.00 17.25
h10 17.50 17.75 18.00 18.25 18.50 ,
h1l 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
h15 27.50 28.00 28.50 29.00 29.50
h16* 1.00
h17 30.00 35.00 40.00 45.00 50.00
h18 55.00 60.00 65.00 70.00 75.00
SUGGESTED SALARY RANGES BY POSITION
Position Title SALARY RANGE '
_ F
Engineering Aide $9.47 $18.50
Planning Specialist $9.47 $22.00
Laborer $9.47 $13.50
Lifeguard/Aquatics $9.47 $14.50
IT Service Desk Intern $12.00 $16.00
Recreation Leader $9.47 $12.00
Recreation Program Manager $9.47 $14.50
Asst.Recreation Program Mgr $9.47 $12.25
Instructor* $1.00
Program Coordinator $20 00 $7 .
00
Temporary(Non-Regular,Seasonal,Intermittent,and Project Specific)positions#9900 series
*Note: Pay grade h16 listed above is for instructors;the pay is listed as$1.00 because instructors receive a
percentage of the class revenue,based on how many students attend their class.
Appendix-Index of Positions and Pay Ranges 7-18 '
2015-16
City of Renton Fee Schedule
� u
. ow■� ccs
r„ � k
Appendix-Rates and Fees Schedule 7-19
Table of Contents Page
SECTION I. MISCELLANEOUS FEES 7 - 21
SECTION II. MAPLEWOOD GOLF COURSE 7 - 22
SECTION III. CITY CENTER PARKING FEES 7 - 23
SECTION IV. AQUATIC FEES 7 - 23
SECTION V. CARCO THEATRE (Repealed) 7 - 24
'
SECTION VI. PARKS AND FACILITIES USE AND RENTAL 7 -24
SECTION VII. COMMUNITY CENTER PASS CARD & FEES 7- 26
SECTION VIII. AIRPORT CHARGES 7- 27
'
SECTION IX. ANIMAL LICENSES 7- 27
SECTION X. BUSINESS LICENSES 7- 27
SECTION XI. ADULT ENTERTAINMENT LICENSES 7- 28
SECTION XII. DEVELOPMENT FEES 7- 28
Building Fees 7- 28
Land Use Review Fees 7 - 33
Public Works Fees 7 - 34
Fire Department Community Risk Reduction Fees 7 - 39
,
Technology Surcharge Fee 7 -40
Impact Fees 7 -40
SECTION XIII. EMERGENCY SERVICES (effective date is deferred until further notice) 7 -41
'
r
j
Appendix-Rates and Fees Schedule 7-20
• City of Renton Fee Schedule
TYPE r
OF •14 2015 2016
SECTION •
1. Maps:
r a. Zoning maps-standard 11 x 17 $4.00 $4.00 $4.00
b. Zoning maps-large 24 x 36 $12.00 $12.00 $12.00
c. Comprehensive Plan map-standard 11 x 17 $4.00 $4.00 $4.00
d. Comprehensive Plan map-large 24 x 36 $12.00 $12.00 $12.00
e. Precinct maps $5.00 $5.00 $5.00
2. Plat:
a. First page $2.00 $2.00 $2.00
i b. Each additional page $1.00 $1.00 $1.00
3. Photocopies:
a. Each 8.5"x 11"or 8.5"x 14" $0.15 $0.15 $0.15
b. Each 11"x 17" $0.20 $0.20 $0.20
c. Each 8.5"x 11"or 8.5"x 14"color $0.25 $0.25 $0.25
4. Budget:
a. City's Budget $10.00 $10.00 $10.00
b. City's Budget to other municipality or quasi-municipal N/C N/C N/C
corporation or other nonprofit charitable or education
•� organization
5. Audio or Video Recording Copies:
a. Audio recording,each copy $2.00 $2.00 $2.00
b. Video recording,each copy $2.00 $2.00 $2.00
6. Regulations and Plans:
a. Comprehensive Plan and Map $30.00 $30.00 $30.00
b. Title IV,Development Regulations:
(i) Text and Zoning Map $110.00 $110.00 $110.00
(ii) Text only $100.00 $100.00 $100.00
c. Individual Chapters of Development Regulations $10.00 $10.00 $10.00
r d. Renton Municipal Code(two volumes) $400.00 $400.00 $400.00
e. Code Supplements,per year:
(i) Titles I-III and VI-X $70.00 $70.00 $70.00
(ii) Title IV $70.00 $70.00 $70.00
r
7. Miscellaneous Services:
a. Certification and Notary Fees-Clerk's Certification $10.00 $10.00 $10.00
b. Notary Public Attestation or Acknowledgement or as $6.00 $6.00 $6.00
au otherwise provided for in RCW 42.28.090,per signature
c. Hold Harmless Agreements and other similar documents $20.00 $20.00 $20.00
not otherwise provided for
d. Lamination of licenses,pictures $6.00 $6.00 $6.00
i e. Review of Shopping Cart Containment and $150.00 $150.00 $150.00
Retrieval Plans
f. Community Development Block Grants(CDBG)Loan Program:
(i) Application Fee - $200.00 $200.00
$150 or 0.25%of $150 or 0.25%of
(ii) Loan Origination Fee loan amount, loan amount,
whichever is whichever is
greater greater
(iii) Closing Costs(including any legal fees) 50%of total 50%of total
actual costs actual costs
Appendix-Rates and Fees Schedule 7-21
City of Renton Fee Schedule '
TYPE OF •14 2015 2016i
8. Miscellaneous Charges for Police Services:
a. Police Reports per page $0.15 $0.15 $0.15 '
b. Record Checks(Written Response) $5.00 $5.00 $5.00
c. Photographs-Digital on CD $2.00 $2.00 $2.00
d. Photographs-black&white or color- Cost Cost Cost
Cost of developing film
e. Fingerprint Cards $5.00 $5.00 $5.00
(i) Each additional card $1.00 $1.00 $1.00
9. Charges for Fire Documents:
a. Fire reports per page $0.15 $0.15 $0.15 ,
b. Fire investigative report on CD $2.00 $2.00 $2.00
c. First copy-black&white or color-Cost of developing film Cost Cost Cost
d. Additional copy-black&white or color-Cost of developing film Cost Cost Cost
10. Computer Listings:
a. City of Renton new business list $10.00 $10.00 $10.00
b. List of all business licenses $20.00 $20.00 $20.00
c. Copies requested to be faxed,local number $3.00 $3.00 $3.00
d. Copies requested to be faxed,long distance number
(i) One(1)-five(5)pages $10.00 $10.00 $10.00
(ii) Six(6)or more pages(ten(10)page limit) $20.00 $20.00 $20.00
11. Utility Fee:
a. Special Request Water Meter Reading $30.00 $30.00 $30.00
b. Utility New Account Setup $25.00 $25.00 $25.00 '
c. Utility Billing Account Transfer(tenant billing form) $5.00 $5.00 $5.00
d. Water utility outstanding balance search requested by $25.00 $25.00 $25.00
fax,messenger,or letter
12. Schedule of Fines for False Alarms-Security/Burglar: '
a. First,second,and third false alarms in a N/C N/C N/C
registration year*
b. Fourth and fifth false alarms in a registration year* $50.00 $50.00 $50.00 '
c. Sixth false alarm and successive false alarms in a $100.00 $100.00 $100.00
registration year*
d. Late Registration Penalty $50.00 $50.00 $50.00
e. Late False Alarm Payment Penalty $25.00 $25.00 $25.00 '
f. Appeal Hearing Cancellation Fee $10.00 $10.00 $10.00
*A registration year shall mean January 1 thru December 31 each year.
13. NSF Check Fees $25.00 $25.00 $25.00
14. Veteran Park Tile:Three lines $75.00 $75.00 $75.00
Note: Should total of Section I fees due is less than$4.00 and not other fee is due to the city at the same time,the
department administrator may authorize to waive the entire amount due at their discretion.
SECTION ••. GOLF COURSE
1. Green Fees:The cost of golf course green fees shall be as follows.For purposes of this section,"weekend" ,
shall mean Friday,Saturday,and Sunday."Weekday"shall mean the remaining four days of the week."Junior"
shall mean ages 17 and under,"Senior"shall mean ages 62 and over.
a. Weekday:
(i) 18 Hole $32.00 $34.00 $34.00 '
(ii) 9 Hole $24.00 $25.00 $25.00
(iii) 18 Hole,Senior $24.00 $25.00 $25.00
(iv) 9 Hole,Senior $16.00 $17.00 $17.00
(v) 18 Hole,Junior $16.00 $18.00 $18.00
(vi) 9 Hole,Junior $12.00 $14.00 $14.00
b. Weekend:
(i) 18 Hole $38.00 $40.00 $40.00
(ii) 9 Hole $24.00 $25.00 $25.00 '
Appendix-Rates and Fees Schedule 7-22
City of Renton Fee Schedule
TYPE OF t14 2015 2016
2. Club Rental $15.00 $15.00 $15.00
3. Golf Cart Fees:
a. 18 Hole $26.00 $26.00 $28.00
r b. 9 hole $16.00 $16.00 $17.00
c. Single Rider $18.00 $18.00 $20.00
4. Driving Range Fees:
a. Large Bucket $7.00 $7.00 $8.00
b. Small Bucket $4.00 $4.00 $5.00
c. Warm-up Bucket $2.00 $2.00 $3.00
S. Lesson Fees:
M a. 1/2 Hour Private $40.00 $40.00 $45.00
b. 1 Hour Private $60.00 $60.00 $65.00
c. 1/2 Hour Series Private $140.00 $140.00 $160.00
d. 1 Hour Series Private $220.00 $220.00 $240.00
e. Group Series $90.00 $90.00 $100.00
f. 1/2 Hour Private,Junior $20.00 $20.00 $25.00
g. Playing Lesson(3-hole minimum/9-hole maximum)per hole - - $15.00
�+. ISECTION
1. CITY CENTER GARAGE PARKING FEES
Parking rates for retail parking will be as follows:
a. Zero(0)-two(2)hours N/C N/C N/C
b. Two(2)-four(4)hours $2.00 $2.00 $2.00
c. Four(4)-six(6)hours $4.00 $4.00 $4.00
d. Six(6)or more hours $6.00 $6.00 $6.00
e. Full-day parking,monthly pass-holders,tax and admin fee included $42.32 $42.32 $42.32
Discounted Rate:A discounted rate for parking in the long-term,card-accessed areas of the garage and in City
surface parking lots will be provided for any person or entity who lease(s)three(3)or more parking spaces(s)
r for at least a six(6)month period.The fees will be as negotiated.
2. Main Street Parking Lot
a. Zero(0)-four(4)hours N/C N/C N/C
b. Full-day parking,monthly pass-holders only,tax and admin fee included $42.32 $42.32 $42.32
SECTION •
1. Admission for the Aquatic Center shall be as follows:
•o a. Regular Session:
(i) Resident infants-under 1 year N/C N/C N/C
(ii) Non-resident infants-under 1 year N/C N/C N/C
(iii) Resident youth-1 to 4 years $4.00 $4.00 $4.00
•/ (iv) Non-resident youth-1 to 4 years $8.00 $8.00 $8.00
(v) Resident ages 5 and up $8.00 $8.00 $8.00
(vi) Non-resident ages 5 and up $14.00 $14.00 $14.00
(vii) Resident lap swim-water walking only $3.00 $3.00 $3.00
(viii) Non-resident lap swim-water walking only $4.50 $4.50 $4.50
b. Season Pass:
(i) Resident infants-under 1 year N/C N/C N/C
r (ii) Non-resident infants-under 1 year N/C N/C N/C
(iii) Resident ages 1 and up $50.00 $60.00 $60.00
(iv) Non-resident ages 1 and up $100.00 $120.00 $120.00
c. Miscellaneous Rates:
(i) Resident regular session per person rate(group rates) $10.00 $10.00 $10.00
(ii) Non-resident regular session per person rate $16.00 $16.00 $16.00
(iii) Locker Rental $0.25 $0.25 $0.25
*Group Rates:Group rates offer guaranteed admission for the group.In order to qualify for a group rate,the
group must consist of ten(10)or more persons,and the session must be scheduled in advance.Please note
r that the number of groups may be limited each day.Staff has the authority to offer discounted daily rates for
partial sessions or Renton-only events.
Appendix-Rates and Fees Schedule 7-23
City of Renton Fee Schedule
TYPE OF •14 2015 2016 ,
d. Canopy Rental Fees:(includes canopy and admission for one leisure swim session):
(i) Henry Moses Party Tent#1
(10'x 20'for up to twenty-five(25)guests): ,
(1) Resident Rate,per session $240.00 $300.00 $300.00
(2) Non-resident Rate,per session $370.00 $450.00 $450.00
(ii) Henry Moses Party Tent#2 '
(10'x 10'for up to fifteen(15)guests):
(1) Resident Rate $155.00 $200.00 $200.00
(2) Non-Resident Rate $240.00 $290.00 $290.00
*Sales tax not included in the rental fee '
e. Resident Rate all inclusive $1,350.00 $1,500.00 $1,500.00
f. Non-resident Rate all inclusive $1,350.00 $1,500.00 $1,500.00 ,
g. Swim Lesson Program:
(i) Resident swim lesson per lesson $7.00 $7.00 $7.00
(ii) Non-resident swim lesson per lesson $9.00 $9.00 $9.00 ,
h. End-of-year School Party Rentals:
(i) Renton School District
(1) 001-299 students $1,900.00 $1,900.00 $1,900.00
(2) 300-399 students $2,250.00 $2,250.00 $2,250.00
(3) 400-499 students $2,400.00 $2,400.00 $2,400.00
(4) 500-599 students $2,550.00 $2,550.00 $2,550.00
(ii) Other Schools and Districts ,
(1) 001-299 students $2,450.00 $2,450.00 $2,450.00
(2) 300-399 students $2,850.00 $2,850.00 $2,850.00
(3) 400-499 students $3,150.00 $3,150.00 $3,150.00
(4) 500-599 students $3,360.00 $3,360.00 $3,360.00
2. Boat Launch Rates:
a. Daily resident-7 days a week $10.00 $10.00 $10.00
b. Daily Non-resident-7 days a week $20.00 $20.00 $20.00
c. Overnight resident-7 days a week $20.00 $20.00 $20.00
d. Overnight Non-resident-7 days a week $40.00 $40.00 $40.00
e. Annual parking permit-resident $50.00 $60.00 $60.00
f. Annual parking permit-non-resident $100.00 $120.00 $120.00 '
g. Additional sticker(launching permit) $5.00 $5.00 $5.00
h. Fishing Tournaments at Coulon Beach(additional rental fee if $50.00 $50.00 $50.00
using the Pavilion area for weigh in and or electricity at the '
current rental rate)per event
SECTION V_C.A.RC0449AT4E(Repealed)
ISECTI•
1. Outlying Picnic Shelters(Cedar River Trail,Liberty Park,Phillip Arnold Park,Teasdale Park and Heritage Park) ,
Maximum of 75 people:
a. Resident 8:30am-1:30pm/3:30pm-8:30pm $90.00 $90.00 $90.00
b. Non-resident 8:30am-1:30pm/3:30pm-8:30pm $180.00 $180.00 $180.00 '
c. Full day resident 8:30am-sunset $140.00 $140.00 $140.00
d. Full day non-resident 8:30am-sunset $270.00 $280.00 $280.00
2. Gene Coulon Beach Park Shelters(South#1,South#2 and Creekside)
Maximum of 75 people:
a. Resident 8:30am-1:30pm/3:30pm-8:30pm $100.00 $100.00 $100.00
b. Non-resident 8:30am-1:30pm/3:30pm-8:30pm $180.00 $180.00 $180.00
c. Full day resident 8:30am-sunset $140.00 $140.00 $140.00
d. Full day non-resident 8:30am-sunset $260.00 $260.00 $260.00 '
e. South Shelters 1&2 Resident rate $300.00 $300.00 $300.00
f. South Shelters 1&2 Non-resident rate $600.00 $600.00 $600.00
Appendix-Rates and Fees Schedule 7-24
City of Renton Fee Schedule
TYPE OF • .
3. Gene Coulon Beach Park Shelters(North Shelter):
a. Resident 8:30am-1:30pm/3:30pm-8:30pm $120.00 $120.00 $120.00
b. Non-resident 8:30am-1:30pm/3:30pm-8:30pm $240.00 $240.00 $240.00
c. Full day resident 8:30am-sunset under 75 people $160.00 $160.00 $160.00
d. Full day resident 8:30am-sunset 76-100 people $190.00 $190.00 $190.00
e. Full day non-resident 8:30am-sunset under 75 people $320.00 $320.00 $320.00
f. Full day non-resident 8:30am-sunset 76-100 people $380.00 $380.00 $380.00
4. Tennis,Basketball and Sand Volleyball court rate per hour(Tournament Play Only):
a. Tennis court $5.00 $10.00 $10.00
b. Park basketball court $5.00 $10.00 $10.00
r c. Sand volleyball court $5.00 $10.00 $10.00
S. Catering and Event Rate(All city parks apply):
a. Resident half day $299.99 $299.99 $29&99
+�• b. Resident full day $359-89 $350.99 $359.99
c. Non-resident half day $49959 $499-9A $499-99
d. Non-resident full day $79959 $38959 P88-go
r 6. Inflatable and big toy rate,each.Along with rental fee for the use of $59:99 $$99.99 $99.99
City facility for each inflatable or big toy,Applicant or Renter shall
provide proof of insurance naming the City of Renton as additional
insured.
7. Open Space Area in the Parks(Cascade,Teasdale,Phillip Arnold,Cedar River,Earlington,Gene Coulon,Glencoe,
Kennydale Lions,Sunset,and Riverview Parks):
a. Resident rate per hour $10.00 $10.00 $10.00
b. Non-resident rate per hour $25.00 $25.00 $25.00
8. Photo Shoots per hour: $49.99 $49.99 $4858
a. Commercial Film and Photo Shoots per hour $300.00 $300.00 $300.00
9. Athletic Field Rental,Lights and Prep Fees:
a. Sports field rental per hour-resident $25.00 $25.00 $25.00
b. Sports field rental per hour-non-resident $30.00 $30.00 $30.00
c. Renton Area Youth Sports Agencies,per hour $6.00 $6.00 $6.00
r d. Field prep for softball/baseball-resident per occurrence $30.00 $30.00 $30.00
e. Field prep for soccer-resident per occurrence $45.00 $45.00 $45.00
f. Field prep other-resident per occurrence Varies Varies Varies
g. Field prep for softball/baseball- $35.00 $35.00 $35.00
non-resident per occurrence
h. Field prep for soccer-non-resident per occurrence $50.00 $50.00 $50.00
L Field prep other-non-resident per occurrence Varies Varies Varies
j. Field lights all sports-resident per hour $25.00 $25.00 $25.00
r k. Field lights all sports-non-resident per hour $30.00 $30.00 $30.00
30. Banquet&Classroom Rental-Community Center&Senior Activity Center:
a. Friday 5 hour minimum-resident $650.00 $650.00 $650.00
b. Weekend Rates 10 hour minimum-resident $1,300.00 $1,300.00 $1,300.00
c. Extra hours-per hour-resident $130.00 $130.00 $130.00
d. Friday 5 hour minimum-non-resident $750.00 $750.00 $750.00
e. Weekend Rates 10 hour minimum-non-resident $1,500.00 $1,500.00 $1,500.00
f. Extra hours-per hour-non-resident $150.00 $150.00 $150.00
per-
Kitchen charge hour
g. g p $88.00 $100.00 $100.00
h. Banquet Room-Mon-Thurs-resident/hr 3 hour min $85.00 $85.00 $85.00
i. Banquet Room-Mon-Thurs-non-resident/hr 3 hour min $90.00 $90.00 $90.00
rl! j. Damage deposit-senior center/community center- $550.00 $550.00 $550.00
resident and non-resident
k. Contract violation fee-per hour $165.00 $200.00 $200.00
r Appendix-Rates and Fees Schedule 7-25
City of Renton Fee Schedule ,
TYPE OF • 4 2015 2016 ,
11. Classroom and Gymnasium Rental-Renton Community Center:
a. Resident single gym athletic-per hour $45.00 $45.00 $45.00 ,
b. Non-resident single gym athletic-per hour $50.00 $50.00 $50.00
c. Resident double gym athletic-per hour $90.00 $90.00 $90.00
d. Non-resident double gym athletic-per hour $100.00 $100.00 $100.00
e. Resident single gym non-athletic $550.00 $550.00 $550.00
f. Non-resident single gym non-athletic $660.00 $675.00 $675.00
g. Resident double gym non-athletic $1,100.00 $1,100.00 $1,100.00
h. Non-resident double gym non-athletic $1,350.00 $1,350.00 $1,350.00
i. Carpet fee single gym-resident&non-resident $165.00 $175.00 $175.00 ,
j. Carpet fee double gym-resident&non-resident $330.00 $350.00 $350.00
k. Classroom resident $35.00 $35.00 $35.00
I. Classroom Non-resident $40.00 $40.00 $40.00
12. Birthday Party Packages:
a. Bounce package-resident $75.00 $75.00 $75.00
b. Sports package-resident $65.00 $65.00 $65.00
c. Bounce package-non-resident $85.00 $85.00 $85.00 ,
d. Sports package-non-resident $75.00 $75.00 $75.00
13. Facility Rental-Neighborhood Center:
a. Meeting room-resident $35.00 $35.00 $35.00
b. Gymnasium-resident $35.00 $35.00 $35.00
c. Meeting room-non-resident $40.00 $40.00 $40.00
d. Gymnasium-non-resident $40.00 $40.00 $40.00
SECTION • r ; FEES
1. One Month Fitness Pass:
a. Resident $20.00 $20.00 $20.00
b. Non-resident $24.00 $24.00 $24.00
2. Yearly Pass: ,
a. Resident $200.00 $200.00 $200.00
b. Non-resident $240.00 $240.00 $240.00
3. Racquetball Pass:
a. Resident $55.00 $55.00 $55.00
b. Non-resident $55.00 $55.00 $55.00
4. Community Center Drop In Fees:
a. Resident adult/senior/student aerobics $6.00 $6.00 $6.00
b. Non-resident aerobics $6.00 $6.00 $6.00
c. Resident basketball $3.00 $3.00 $3.00
d. Non-resident basketball $3.00 $3.00 $3.00
e. Senior/student basketball $2.00 $2.00 $2.00
f. Resident volleyball $3.00 $3.00 $3.00 ,
g. Non-resident volleyball $3.00 $3.00 $3.00
h. Senior/student volleyball $2.00 $2.00 $2.00
i. Resident fitness $3.00 $3.00 $3.00
j. Non-resident fitness $3.00 $3.00 $3.00 ,
k. Senior/student fitness $2.00 $2.00 $2.00
1. Resident/senior/student shower pass $20.00 $20.00 $20.00
m. Non-resident shower pass $20.00 $20.00 $20.00
n. Resident racquetball per hour $7.00 $7.00 $7.00
o. Non-resident racquetball per hour $7.00 $7.00 $7.00
p. Senior/student racquetball per hour $7.00 $7.00 $7.00
q. Resident wallyball per hour $10.85 $10.85 $10.85
r. Non-resident wallyball per hour $13.00 $13.00 $13.00
s. Senior/student wallyball per hour $9.75 $9.75 $9.75
Appendix-Rates and Fees Schedule 7-26 ,
City of Renton Fee Schedule
.. TYPE OF
SECTION
1. Airport Fuel Flow Charge: per gallon $0.06 $0.06 $0.06
2. Transient airplane parking daily $4.00 $4.00 $4.00
3. Hangar wait list,one time fee $100.00 $100.00 $100.00
4. Tie-down wait list,one time fee $25.00 $25.00 $25.00
5. Lost gate card fee per occurrence $50.00 $50.00 $50.00
6. T-Hangar,Non-Refundable Move-in Fee $250.00 $250.00 $250.00
SECTION
1. Cat-Annual:
a. Cat Altered $30.00 $30.00 $30.00
b. Cat Altered-qualified senior lifetime tag(max.3)* $30.00 $0.00 $0.00
c. Cat Unaltered $45.00 $50.00 $50.00
d. Cat Unaltered-qualified senior lifetime tag(max.3)* $45.00 $0.00 $0.00
2. Dog-Annual:
a. Dog Altered $30.00 $30.00 $30.00
b. Dog altered-qualified senior lifetime tag(max.3)* $30.00 $0.00 $0.00
c. Dog Unaltered $45.00 $50.00 $50.00
d. Dog unaltered-qualified senior lifetime tag(max.3)* $45.00 $0.00 $0.00
3. Duplicate Tag $10.00 $10.00 $10.00
4. Additional Animal Permit,New and Annual Renewal $50.00 $50.00 $50.00
S. Penalty for not licensing $250.00 $250.00 $250.00
6. Late renewal fee $30.00 $30.00 $30.00
*Qualified senior shall mean residents sixty-one(61)years of age or older,meeting the income guidelines as set forth in
Section 8-4-31C of the RMC.
iSECTION
1. General Business License(Base fee +Per hour fee=Total fee):
a. RarfeeRe Registration Fee
g $45.00 $110.00 $110.00
b. Per hour fee,for each worker hour* $0.034 $0.0352 $0.0352
c. Minimdm Pep** $110.00 cano.99 111&99
: n.$65 peF full time,.,.,.:....,...t.......1..yee based on 19:20...,,.1,,..h,.-'F'-; Per hour rate shall be adjusted every other year by
Seattle-Tacoma-Bremerton,All Items,Urban Wage Earners and Clerical Workers(also known as CPI-W)ending August 31,
for the same two year period.
ii Mf..i...-..n fop:....1.61des the$45 base fee and 6 p to!92Q;A,e FkeF he-,Fs
2. Short Term Employment within the City:
a. A temporary ninety(90)day license maybe purchased $50.00 $50.00 $50.00
for each FTE on a temporary job for*
*Not to exceed 270 consecutive days
3. Penalties:
a. The penalty to reinstate an expired business license $50.00 $50.00 $50.00
b. The penalty for failure to obtain a business license $250.00 $250.00 $250.00
plus:payment of all license fee amounts still owing for the last three(3)years,plus a penalty of(20%)
per annum for all amounts owing,plus any accounting,legal or administrative expenses incurred by the
City in determining the nonreporting,or the unpaid portion over the last(3)years or in collecting the tax
1W and/or penalty.
c. Failure to pay the license fee within one day after the day on which it is due and payable pursuant to
subsection C7 of Chapter 5 of the RMC shall render the business enterprise subject to a penalty of(5%)of
the amount of the license fee for the first month of the delinquency and an additional penalty of(5%)for
to each succeeding month of delinquency,but not exceeding a total penalty of(25%)of the amount of such
license fee.
Appendix-Rates and Fees Schedule 7-27
City of Renton Fee Schedule
TYPE OF 1 ,
'SECTION •
1. Every person applying for a adult entertainment license shall pay the applicable nonrefundable application fee:
a. Adult Entertainment Business License $750 $750 $750
b. Entertainer $75 $75 $75
c. Manager $75 $75 $75
d. License Replacement $10 $10 $10
2. Penalties:
a. Civil Penalty,per violation $1,000 $1,000 $1,000
SECTIONDEVELOPMENT FEES ,
1. Building Fees
a. Building Permit Fees:Building Permit Fees are payable prior to the issuance of a building permit
Valuation is between:
$1.00 to$500.00 Base Fee $28.00 $28.00 $28.00
$501.00 to$2,000.00
$28+$3.65 x $28+$3.65 x $28+$3.65 x
each$100 value each$100 value each$100 value
$2001.00 to 25,000.00 $82.75+$16.75 x $82.75+$16.75 x $82.75+$16.75 x
each$,1000 each$,1000 each$,1000
value value value ,
$25,001.00 to$50,000.00 $468+$12 x $468+$12 x $468+$12 x
each$1,000 each$1,000 each$1,000
value value value
$50,001.00 to$100,000.00 $768+$8.35 x $768+$8.35 x $768+$8.35 x
each$1,000 each$1,000 each$1,000
value value value
$100,001.00 to$500,000.00 $1,185.50+ $1,185.50+ $1,185.50+
$6.70 x each $6.70 x each $6.70 x each ,
$1,000 value $1,000 value $1,000 value
$500,001.00 to$1,000,000.00 $3,865.50+ $3,86S.50+ $3,86S.50+
$5.65 x each $5.65 x each $5.65 x each
$1,000 value $1,000 value $1,000 value
$1,000,001.00 and up $6,690.50+ $6,690.50+ $6,690.50+
$4.35 x each $4.35 x each $4.35 x each
$1,000 value $1,000 value $1,000 value
b. Combination Building Permit Fees:Combination Building Permit fees are required for each new single
family residential structure,and are payable prior to the issuance of a building permit
(i) Plumbing up to 3,000 sq ft $150.00 $150.00 $150.00 '
(ii) Plumbing over 3,000 sq ft $175.00 $175.00 $175.00
(iii) Mechanical up to 3,000 sq ft $150.00 $150.00 $150.00
(iv) Mechanical over 3,000 sq ft $175.00 $175.00 $175.00
(v) Electrical up to 3,000 sq ft $75.00 $75.00 $75.00
(vi) Electrical over 3,000 sq ft $100.00 $100.00 $100.00
c. Building Plan Check Fee;In addition to the building permit fees or combination building permit fees,a
plan check fee equal to sixty five percent(65%)of the permit fee will be charged on all building permits.
Payable at the time of building permit application submittal.
d. Demolition Permit Fee: ,
(i) Residential $115.00 $115.00 $115.00
(ii) Commercial $115.00 $250.00 $250.00
e. State Building Code Fee:
(i) All projects: $4.50 $4.50 $4.50
(ii) Multi-family projects: $4.50 $4.50 $4.50
(1) Each additional card: $2.00 $2.00 $2.00
Appendix-Rates and Fees Schedule 7-28
City of Renton Fee Schedule
rTYPE OF 0 .
f. Electrical Permit Fees:
(i) Residential Fees-Single-Family and Duplex
(1) New Service-Single Family and Duplex
(a) Up to 200 AMP $70.00 $70.00 $70.00
(b) Over 200 AMP $80.00 $80.00 $80.00
(2) Service Changes/New Circuits-Single
Family and Duplex:
(a) Change up to 200 AMP $45.00 $60.00 $60.00
(b) Change over 200 AMP $60.00 $75.00 $75.00
(c) Any new circuits added to above price $15.00 $15.00 $15.00
is per each up to a maximum of$45.00
(d) Minimum fee for remodel/addition of $45.00 $60.00 $60.00
new circuits without a service charge
(ii) Multi-Family,Commercial and Industrial Fees:
(1) Fees for all types of electrical permits are
based on value of work:
$1.00 to$250.00 $45.00 $45.00 $45.00
$250.01 to$1,000.00 $45+3.3%of $45+3.3%of $45+3.3%of
value value value
$1,000.01 to 5,000.00 $78+2.9%of $78+2.9%of $78+2.9%of
value value value
$5,000.01 to$50,000.00 $223+1.7%of $223+1.7%of $223+1.7%of
value value value
$50,000.01 to$250,000.00 $1,073+1.0%of $1,073+1.0%of $1,073+1.0%of
value value value
$250,000.01 to$1,000,000.00 $3,573+0.8%of $3,573+0.8%of $3,573+0.8%of
value value value
$1,000,000.01 and up $11,573+0.45% $11,573+0.45% $11,573+0.45%
of value of value of value
(iii) Temporary Electrical Services $45.00 $45.00 $45.00
(iv) Miscellaneous Electrical Fees
(1) Job Trailers $45.00 $60.00 $60.00
(2) Signs per each $45.00 $60.00 $60.00
(3) Swimming Pools,Hot Tubs,Saunas per each $60.00 $60.00 $60.00
(4) Mobile Homes $45.00 $60.00 $60.00
(5) Low Voltage Work(e.g.,alarm systems;thermostats;computer, 50%of 50%of 50%of
data,or phone lines;fiber optics,cable television,etc.) commercial fees commercial fees
Minimum$60.00 Minimum$60.00
Exemption:Residential telephone communication systems,thermostats,security systems,
and cable television installations are exempt from fees
g. Grade and Fill License Fees: Fees shall be based on the volume of the excavation and fill.
(i) Grading License
(1) 50 cubic yards or less $10.00 $15.00 $15.00
(2) 51-100 cubic yards $15.00 $20.00 $20.00
(3) 101-1,000 cubic yards
(a) For the first 100 cubic yards $15.00 $20.00 $20.00
(b) For each additional 100 cubic yards $7.00 $9.00 $9.00
or fraction
(4) 1,001-10,000 cubic yards
(a) For the first 1,000 cubic yards $78.00 $101.00 $101.00
rr (b) For each additional 1,000 cubic yards $6.00 $8.00 $8.00
or fraction
(5) 10,001-100,000 cubic yards
(a) For the first 10,000 cubic yards $132.00 $173.00 $173.00
(b) For each additional 10,000 cubic yards $27.00 $36.00 $36.00
or fraction
(6) 100,001 or more cubic yards
(a) For the first 100,000 cubic yards $375.00 $497.00 $497.00
fps (b) For each additional 100,000 cubic yards $15.00 $20.00 $20.00
or fraction
Appendix-Rates and Fees Schedule 7-29
City of Renton Fee Schedule
TYPE OF • 4 2015 2016
In addition to the license fees,a grading plan check fee and a drainage plan check fee is charged for all
grading licenses requiring plan review.Before accepting a set of plans and specifications for checking,
the Development Services Division shall collect a plan checking fee.
(ii) Grading Plan Check Fees
(1) 50 cubic yards or less $5.00 $10.00 $10.00
(2) 51-100 cubic yards $10.00 $20.00 $20.00
(3) 101-1,000 cubic yards $15.00 $30.00 $30.00
(4) 1,001-10,000 cubic yards $20.00 $40.00 $40.00 ,
(5) For each additional 10,000 cubic yards $10.00 $20.00 $20.00
(6) For the first 100,000 cubic yards $110.00 $220.00 $220.00
(7) For each additional 10,000 cubic yards $6.00 $8.00 $8.00
(8) For the first 200,000 cubic yards $170.00 $300.00 $300.00
(9) For each additional 10,000 cubic yards $3.00 $4.00 $4.00
(10) Drainage plan check fees associated with a grading $50.00 $100.00 $100.00
license:fee plus$1.00 for every 10,000 sq feet of land
area.
(11) Solid Waste Fills: The plan check fee for solid waste 1.5 x plan 1.5 x plan 1.5 x plan
fills shall be one and one-half(1-1/2)times the plan check fee check fee check fee
checking fees listed above.The fee for a grading
license authorizing additional work to that under a
valid license shall be the difference between the fee
paid for the original license and the fee shown for
the entire project. '
(12) Annual Licenses of Solid Waste Fills: The fee for 1.5 x plan 1.5 x plan 1.5 x plan
annual licenses for solid waste fills shall be one check fee check fee check fee
and one-half(1-1/2)times the plan checking fees
listed above.The fee for a grading license
authorizing additional work to that under a valid
license shall be the difference between the fee paid
for the original license and the fee shown for the
entire project.Any unused fee may be carried forward
to the next year.If any work is done before the
license is issued,the grading license fee shall be
doubled.
h. House Moving-minimum per hour Inspection Fee: $75.00 $100.00 $100.00
This covers only the Building Section inspection of the
structure prior to move.There is a separate additional
fee charged by the Public Works Department to cover the
actual house move permit.A building permit is also
required in order to site the structure on the new site.
i. Inspection Fee For Condominium Conversions: $100 on 1st unit $100 on 1st unit $100 on 1st unit
/$15 each add'I /$15 each add'I /$15 each add'I
unit unit unit
Ji. Manufactured/Mobile Home Installation Fees: Includes plan review and inspection fees for the foundation
(electrical,plumbing,mechanical,sewer and water connection fees are in addition to the below amounts).
(i) Within a manufactured home park $100.00 $100.00 $100.00
(ii) Outside of a manufactured home park Building Permit Building Permit Building Permit
Fees Fees Fees
Appendix-Rates and Fees Schedule 7-30
°•' City of Renton Fee Schedule
rTYPE OF 014 2015 2016
k. Mechanical Permit Fees:
(i) Basic permit fee plus itemized fees below: $45.00 $45.00 $45.00
(1) Heating system(furnace,heat pump, $17.00 $17.00 $17.00
suspended heater,fireplace,wood stove,
etc.). A/C system(air conditioner,chiller or
Air Handling Unit(VAV)including ducts
and vents)
(2) Boiler or Compressor: $17.00 $17.00 $17.00
Installation or relocation of each:
(a) Up to and including 3 horsepower. $17.00 $17.00 $17.00
(b) Over 3 horsepower up to and including $30.00 $30.00 $30.00
15 horsepower.
(c) Over 15 horsepower up to and including $40.00 $40.00 $40.00
30 horsepower.
(d) Over 30 horsepower to and including $60.00 $60.00 $60.00
50 horsepower.
(e) Over 50 horsepower. $100.00 $100.00 $100.00
(3) Absorption System:
Installation or relocation of each:
(a) Up to and including 100,000 Btu/h $17.00 $17.00 $17.00
(b) Over 100,000 Btu/h up to and including $30.00 $30.00 $30.00
500,000 Btu/h
(c) Over 500,000 Btu/h up to and including $40.00 $40.00 $40.00
1,000,000 Btu/h
(d) Over 1,000,000 Btu/h up to and including $60.00 $60.00 $60.00
1,750,000 Btu/h
•1� (e) Over 1,750,000 Btu/h $100.00 $100.00 $100.00
(4) Residential ventilation/exhaust fan $8.00 $8.00 $8.00
(5) Appliance or piece of equipment regulated $17.00 $17.00 $17.00
by this code but not classed in other
appliance categories,or for which no other
fee is listed in this code
(6) Commercial ventilation/exhaust system not $17.00 $17.00 $17.00
a portion of any heating or air conditioning
system authorized by a permit.
(7) Commercial Hood: Installation of each $50.00 $50.00 $50.00
served by a mechanical exhaust,including
the ducts for such hood each
(8) Incinerator: Installation or relocation of each $75.00 $75.00 $75.00
(9) Appliance or piece of equipment regulated by this $17.00 $17.00 $17.00
r code but not classed in other appliance categories,
or for which no other fee is listed in this code
(10) Fuel Gas Piping:Each gas-piping system of 1 to 4 $12.00 $12.00 $12.00
outlets
(a) Each gas-piping system of 5 or more outlets,per $2.50 $2.50 $2.50
outlet
I. Plumbing Permit Fees:
(i) Base fee for all types of work;plus itemized $45.00 $45.00 $45.00
fees below
(1) Per plumbing fixture(e.g.,sink,shower,toilet, $8.00 $8.00 $8.00
dishwasher,tub,etc.)or set of fixtures on one trap
(2) For meter to house water service $8.00 $8.00 $8.00
(3) Fuel Gas Piping:Each gas-piping system of 1 to 4 $12.00 $12.00 $12.00
outlets
(a) Each gas-piping system of 5 or more outlets,per $2.50 $2.50 $2.50
outlet
(4) Per drain for rainwater systems $8.00 $8.00 $8.00
•1� Appendix-Rates and Fees Schedule 7-31
City of Renton Fee Schedule t
TYPE OF • 2016
(5) Per lawn sprinkler system,includes backflow $8.00 $8.00 $8.00
prevention
(6) Per fixture for repair or alteration of drainage or vent $8.00 $8.00 $8.00
piping
(7) Per vacuum breaker or backflow protection device on $8.00 $8.00 $8.00
tanks,vats,etc.
(8) Per interceptor for industrial waste pretreatment $8.00 $8.00 $8.00
m. Sign Permit Fees:
(i) Permanent Signs:
(1) Roof,projecting,awning,canopy,marquee, $125.00 $125.00 $125.00
and wall signs
(2) Freestanding ground and pole signs $175.00 $175.00 $175.00
(ii) Temporary and Portable Signs:
(1) Real Estate Directional Signs,pursuant $50.00 $50.00 $50.00
to RMC 4-4-10012,permit valid for a
12-months period
(2) Grand Opening Event Signs,pursuant to $25.00 $50.00 $50.00
RMC 4-4-100J6d(i)
(3) Event Signs,pursuant to RMC 4-4-100J6d(ii) $15.00 $25.00 $25.00
and(iii)per sign,per promotion
(4)A-Frame Signs,pursuant to RMC 4-4-10015 $100.00 $100.00 $100.00
Charge is for the first sign,all
subsequent signs are$50.00
(5) Commercial Property Real Estate Banner $50.00 $50.00 $50.00
each sign permit is valid for 12 months.
(6) Decorative Flags fee is per entrance and $50.00 $50.00 $50.00
valid until flag(s)are removed
(iii) Request for Administrative Modifications of City $100.00 $100.00 $100.00
Center Sign Regulations per RMC 4-4-1001-19:
(iv) Work in Advance of Sign Permit Issuance: Where work for which the permit is required by this Title IV
of RMC is started or proceeded with prior to obtaining said permit,the fees above specified shall be
doubled;but the payment of such double fee shall not relieve any persons from complying with the
requirements in the execution of the work nor from any other penalties prescribed herein.
n. Swimming Pool/Hot Tub/Spa Installation Fees:
(i) Public pool,spa,hot tub $30.00 $30.00 $30.00
(ii) Private pool,spa,hot tub $20.00 $20.00 $20.00
(iii) Pool filling system,including backflow $2.00 $2.00 $2.00
prevention,each
(iv) Each water heater and/or vent $2.00 $2.00 $2.00
(v) Gas piping system,each $2.00 $2.00 $2.00
(vi) Replacing of filter $3.00 $3.00 $3.00 '
(vii) Miscellaneous replacements $3.00 $3.00 $3.00
(viii) Backwash receptor $2.00 $2.00 $2.00
o. Miscellaneous Fees:
(i) Replacement Permit Fee:Permit copies for $2859 $29.99 $29.99
replacement of lost or mutilated building,
demolition,grading,plumbing,electrical or
mechanical permit will be furnished upon a
payment of a service fee
(ii) Minimum Housing Inspection: $47.99
(1) Assessed under the provisions of Section 305.8 $47.00 $75.00 $75.00
of the International Building Code.Re-inspection
fees shall be$47.99$75.00 per hour or the total hourly
cost to the jurisdiction,whichever is greatest.
This cost shall include supervision,overhead,
equipment,hourly wages and fringe benefits
of the employees involved.
(2) WABO-Adult Family Home;Misc building inspection $100.00 $100.00
9
Appendix-Rates and Fees Schedule 7-32
Im City of Renton Fee Schedule
TYPE OF • • .
(iii) Plan Review Fees for Electrical,Plumbing,or 40%of 40%of 40%of
Mechanical Permits:In addition to the above permit fee permit fee permit fee
permit fees,a plan check fee equal to forty
r percent(40%)of the permit fee may be charged
when required by the Building Official.
2. Land Use Review Fees
a. General Land Use Review
(i) Additional Animals Permit $50.00 $50.00 $50.00
(ii) Annexation N/C N/C N/C
(iii) Appeal of Hearing Examiner's Decision, $250.00 $250.00 $250.00
�Dr Administrative Decision,or
Environmental Decision
(iv) Binding Site Plan(total fee for both preliminary $1,800.00 $2,500.00 $2,500.00
and final phases)
(v) Code Text Amendment N/C N/C N/C
(vi) Comprehensive Plan Map or Text $1,000.00 $2,500.00 $2,500.00
Amendment(each)
(vii) Conditional Use Permit $2,9A9:99
(1) HEX $2,000.00 $2,500.00 $2,500.00
(2) Administrative $2,000.00 $1,000.00 $1,000.00
(viii) Critical Areas Review Fee: for those projects that 100%of 100%of 100%of
10 propose impacts to critical areas and will be contract cost contract cost contract cost
billed at the cost of contract biologist's review.'
(ix) Environmental Impact Statement Cost include the 100%of cost 100%of cost 100%of cost
coordination,review and appeal.Draft and Fina 12
IIID (x) Environmental Checklist Review $1,000.00 $1,000.00 $1,000.00
(xi) Fence Permit(special) $100.00 $100.00 $100.00
(xii) Grading and Filling Permit(Hearing Examiner) $2,000.00 $2,500.00 $2,500.00
(xiii) Lot Line Adjustment $450.00 $450.00 $450.00
00 (xiv) Manufactured/Mobile Home Park:
(1)Tentative $500.00 $500.00 $500.00
(2) Preliminary $2,000.00 $2,500.00 $2,500.00
(3) Final $1,000.00 $1,000.00 $1,000.00
to (xv) Open Space Classification Request $100.00 $100.00 $100.00
(xvi) Plats:
(1) Short Plat(total fee for both preliminary and $1,400.00 $2,000.00 $2,000.00
final phases)
(2) Preliminary $4,000.00 $4,500.00 $4,500.00
(3) Final Plat $1,500.00 $1,500.00 $1,500.00
(xvii) Planned Urban Development:
ar (1) Preliminary Plan $2,000.00 $2,500.00 $2,500.00
(2) Final Plan $1,000.00 $1,000.00 $1,000.00
(xviii) Rebuild Approval Permit:
(1) Hearing Examiner Review $500.00 $500.00 $500.00
(2) Administrative Review $250.00 $250.00 $250.00
(xix) Rezone $2,000.00 $2,500.00 $2,500.00
(xx) Routine Vegetation Management Permit $75.00 $75.00 $75.00
without Critical Areas
IIID (xxi) Shopping Cart Plan Review $100.00 $100.00 $100.00
(xxii) Shoreline-Related Permits
(1) Shoreline Permit Exemption N/C N/C N/C
(2) Substantial Development Permit $2,000.00 $2,000.00 $2,000.00
(3) Conditional Use Permit $2,000.00 $2,500.00 $2,500.00
(4) Variance $2,000.00 $2,500.00 $2,500.00
(xxiii) Site Development Plan(Site Plan or Master Plan
which includes design review fee for projects subject to RMC 4-3-100):
(1) Hearing Examiner Review $2,000.00 $2,500.00 $2,500.00
(2) Administrative Review $1,000.00 $1,500.00 $1,500.00
(3) Modification(minor,administrative) N/C N/C N/C
(4) Modification(major)required new Application Application Application
application and repayment of fee required Fees Fees Fees
aw Appendix-Rates and Fees Schedule 7-33
City of Renton Fee Schedule
TYPE OF • 2016
(xxiv) Special Permit(Hearing Examiner) $2,000.00 $2,500.00 $2,500.00
(xxv) Temporary Use Permits:
(1)Tier 1 $75.00 $75.00 $75.00
(2)Tier 2 $150.00 $150.00 $150.00
(xxvi) Variance(per each variance requested) $1,200.00 $1,200.00 $1,200.00
Administrative or Hearing Examiner
(xxvii) Waiver or Modification of Code $100.00 $150.00 $150.00
Requirements cost is per request
(xxix) Landscape Review Fee $100.00 $100.00 $100.00
(xxx) Zoning Compliance Letter - $400.00 $400.00
'Per RMC 4-3-050F7,the City may charge and collect fees from any applicant to cover costs incurred by the city
in review of plans,studies,monitoring reports and other documents related to evaluation of impacts to or
hazards from critical areas and subsequent code-required monitoring. ,
z When the City is the lead agency for a proposal requiring an Environmental Impact Statement(EIS)and the
Environmental Review Committee(ERC)determines that the EIS shall be prepared,the City may charge and collect a
reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS.The ERC shall advise the >�
applicant(s)of the projected costs for the EIS prior to actual preparation;the applicant shall post bond or
otherwise ensure payment of such costs.The ERC may determine that the City will contract directly with a
consultant for preparation of an EIS,or a portion of the EIS,and may bill such costs and expenses directly to the
applicant.Such consultants shall be selected by mutual agreement of the City and applicant after a call for
proposals.If a proposal is modified so that an EIS is no longer required,the ERC shall refund any fees collected
under this subsection which remain after incurred costs are paid.The City may collect a reasonable fee from an
applicant to cover the cost of meeting the public notice requirements of this Title relating to the applicant's
proposal.The City shall not collect a fee for performing its duties as a consulted agency.The City may charge any
person for copies of any document prepared under this Title,and for mailing the document,in a manner provided
by chapter 42.17 RCW.
b. Exception for Projects Vested in the County:For those projects that have vested to a land use permit under
the development regulations of King County,the King County Land Use Review Fee Schedule shall apply,and
is hereby adopted by reference.A copy of that fee schedule has been filed with the City Clerk and is
available at the City Clerk's office for public review.
3. Public Works Fees
a. Franchise Permit Fees:
Unless otherwise specified in a franchise agreement,the fee shall be due and payable at or prior to the
time of construction permit issuance.If a franchise agreement does not specify the fee amount,the generic
fee,as identified in the following table,shall be collected.A bond as stipulated in RMC 9-10-5,
Street Excavation Bond,is also required.
(i) Small work,including trenching less than 60 $350.00 $350.00 $350.00
linear feet or installation of 6 or less utility poles
(ii) All other work permit fee plus$60.00 per $350.00 $350.00 $350.00
overtime hour of inspection.
b. Latecomers'Agreement Application Fees:
The processing fee is due at the time of application.The administration and collection fee is deducted
from each individual latecomer fee payment and the balance forwarded to the holder of the latecomer's
agreement pursuant to RMC 9-5,Tender of Fee.
(i) Processing fee(Nonrefundable)if amount covered $500.00 $500.00 $500.00
by latecomers'is$20,000.00 or less
(ii) Processing fee(Nonrefundable)if amount $1,000.00 $1,000.00 $1,000.00
covered by latecomers'is between$20,000.00
and$100,000.00
(iii) Processing fee(Nonrefundable)if amount $2,000.00 $2,000.00 $2,000.00
covered by latecomers'is greater than$100,000.00
(iv) Latecomers'Agreement—Administration and 15%of total 15%of total 15%of total
collection fee if amount covered by latecomers'
is$20,000.00 or less
(v) Latecomers'Agreement—Administration and 10%of total 10%of total 10%of total
collection fee if amount covered by latecomers'is
between$20,000.00 and$100,000.00
Appendix-Rates and Fees Schedule 7-34
City of Renton Fee Schedule
M TYPE OF i • .
(vi) latecomers'Agreement—Administration and 5%of total 5%of total 5%of total
collection fee if amount covered by latecomers'
is greater than$100,000.00
oft (vii) Segregation processing fee,if applicable $750.00 $750.00 $750.00
c. System Development Charge Tables:
(i) Water and Wastewater System Development Charges:
�1• (1) 5/8 x 3/4 inch
(a) Water service fee $2,809.00 $3,090.00 $3,245.00
(b) Fire service fee a'b $365.00 $402.00 $422.00
(c) Wastewater fee $2,033.00 $2,135.00 $2,242.00
(2) 1 inch
(a) Water service fee $2,809.00 $3,090.00 $3,245.00
(b) Fire service fee a'b $365.00 $402.00 $422.00
(c) Wastewater fee $2,033.00 $2,135.00 $2,242.00
(3) 1-1/2 inch
(a) Water service fee $14,045.00 $15,450.00 $16,225.00
(b) Fire service fee a'b $1,826.00 $2,010.00 $2,110.00
(c) Wastewater fee $10,165.00 $10,675.00 $11,210.00
(4) 2 inch
(a) Water service fee $22,472.00 $24,720.00 $25,960.00
(b) Fire service fee a'b $2,921.00 $3,216.00 $3,376.00
(c) Wastewater fee $16,264.00 $17,080.00 $17,936.00
(5) 3 inch
(a) Water service fee $44,944.00 $49,440.00 $51,920.00
i (b) Fire service fee a'b $5,843.00 $6,432.00 $6,752.00
(c) Wastewater fee $32,528.00 $34,160.00 $35,872.00
(6) 4 inch
(a) Water service fee $70,225.00 $77,250.00 $81,125.00
(b) Fire service fee a'b $9,129.00 $10,050.00 $10,550.00
(c) Wastewater fee $50,825.00 $53,375.00 $56,050.00
(7) 6 inch
(a) Water service fee $140,450.00 $154,500.00 $162,250.00
aw (b) Fire service fee a'b $18,259.00 $20,100.00 $21,100.00
(c) Wastewater fee $101,650.00 $106,750.00 $112,100.00
(8) 8 inch
(a) Water service fee $224,720.00 $247,200.00 $259,600.00
u (b) Fire service fee a'b $29,214.00 $32,160.00 $33,760.00
(c) Wastewater fee $162,640.00 $170,800.00 $179,360.00
a Based upon the size of the fire service(NOT detector bypass meter)
i
b Unless a separate fire service is provided,the system development charge(s)shall be based upon the size
of the meter installed and a separate fire service fee will not be charged.
(ii) Storm Water System Development Charges:
(1) New single family residence(including $1,228.00 $1,350.00 $1,485.00
mobile/manufactured homes)
r
(2) Addition to existing single family residence greater than $0.491 $0.540 $0.594
500 square feet(including mobile/manufactured homes) per sq foot per sq foot per sq foot
Fee not to exceed$1,012.00
(3) All other uses charge per square foot of new impervious $0.491 $0.540 $0.594
surface,but not less than$1,012.00 per sq foot per sq foot per sq foot
11�•
•li Appendix-Rates and Fees Schedule 7-35
City of Renton Fee Schedule
TYPE OF •14 2015 2016
d. Administrative Fees for SDC Segregation Request: The applicant shall pay the City's administrative costs for
the preparation,processing and recording of the partial payment of the fee(s).At the time of application for
special assessment district,and/or latecomer's charge partial payment the applicant shall pay the
administrative fee of$750.00 for each segregation.If the same segregation is used for more than one
utility's special assessment district,and/or latecomer's charge,then only one administrative fee is
collected. ,
e. Public Works Construction Permit Fees: The following public works construction permit fees,utility permit
fees,and miscellaneous charges are payable at or prior to the time of construction permit issuance.
(i) Water Construction Permit Fees:
(1) Water meter tests for 3/4"to 2"meter $50.00 $50.00 $50.00
(a) Water meter tests on meters 2"or larger $60 deposit+ $60 deposit+ $60 deposit+
time and time and time and
materials materials materials
(b) Open and close fire hydrants for fire Time and Time and Time and
flow tests conducted by others. materials materials materials
(c) Water service disconnection $250.00 $250.00 $250.00
(cut at main)
(d) Meter resets $95.00 $95.00 $95.00
(e) Repair of damage to service $225.00 $225.00 $225.00
(f) Water main connections $535.00 $535.00 $535.00
(g) Water main cut and cap $1,000.00 $1,000.00 $1,000.00
(h) Water quality/inspection/purity tests $65.00 $65.00 $65.00
(i) Specialty water tests(lead,copper,etc)
Cost of test+$70 Cost of test+$70 Cost of test+$70
processing fee processing fee processing fee
(j) Water turn ons/offs after hours $185.00 $185.00 $185.00
(k) Installation of isolation valve.
$2,000 deposit+ $2,000 deposit+ $2,000 deposit+
time and time and time and
materials materials materials
(1) New water line chlorination fee.Fee $250+$0.15 $250+$0.15 $250+$0.15
plus$0.15 per lineal foot for any per lineal per lineal per lineal
footage after the first two hundred fifty foot foot foot
(250)lineal feet
Time and Time and Time and
(m) Miscellaneous water installation fees. materials materials materials
(n) Service size reductions $50.00 $50.00 $50.00
(o) Installation fees for ring and cover $200.00 $200.00 $200.00
castings
(2) Water meter installation fees-City installed:The following fees are payable at the time of
application for water meter installation(s).
(a) 3/4"meter installed by City within $3,075.00 $3,075.00 $3,075.00
City limits.Installation of stub
service and meter.
(i) 3/4"meter drop in only $400.00 $400.00 $400.00
(b) 3/4"meter installed by City outside City $3,310.00 $3,310.00 $3,310.00
limits.Installation of stub service
and meter.
(i) 3/4"meter drop in only $400.00 $400.00 $400.00
(c) 1"meter installed by the City. $3,310.00 $3,310.00 $3,310.00
Installation of stub service and meter r
(i) 1"meter drop in only $460.00 $460.00 $460.00
(d) 1-1/2"meter installed by the City. $5,330.00 $5,330.00 $5,330.00
Installation of stub service and meter.
(i) 1-1/2"meter drop in only $750.00 $750.00 $750.00
(e) 2"meter installed by the City. $5,660.00 $5,660.00 $5,660.00
Installation of stub service and meter.
(i) 2"meter drop in only $950.00 $950.00 $950.00
(3) Water meter processing fees-Applicant installed:For meters larger than 2",
the applicant must provide materials and installs.
The City charges a$220.00 processing fee at the time of meter application.
Appendix-Rates and Fees Schedule 7-36
'r City of Renton Fee Schedule
•oTYPE OF •
(4) Hydrant Meter fees:The following fees are payable at the time of application for a hydrant meter:
(a) Hydrant meter permit fee $50.00 $50.00 $50.00
(b) Deposits:
�► (i) 3/4"meter and backflow $300.00 $300.00 $300.00
prevention assembly.
(ii) 3"meter and backflow $800.00 $800.00 $800.00
prevention assembly.
(iii) Deposit processing charge, $25.00 $25.00 $25.00
nonrefundable.
(c) Cost of water per ccf. $3.70 $3.70 $3.70
(d) Meter rental begins on day of pickup.
•••
(i) 3/4"meter and backflow $11.66 $11.66 $11.66
prevention assembly.Per month.
(ii) 3"meter and backflow $143.67 $143.67 $143.67
•� prevention assembly.Per month.
(ii) Wastewater and surface water construction permit Fees:
(1) Residential:
(a) Wastewater permit fee $200.00 $250.00 $250.00
(b) Surface water permit fee $200.00 $250.00 $250.00
(2) Commercial:
(a) Wastewater permit fee $250.00 $300.00 $300.00
(b) Surface water permit fee $250.00 $300.00 $300.00
4W (3) Industrial:
(a) Wastewater permit fee $300.00 $300.00 $300.00
(b) Surface water permit fee $300.00 $300.00 $300.00
(4) Repair of any of the above
�t (a) Wastewater permit fee $150.00 $200.00 $200.00
(b) Surface water permit fee $150.00 $200.00 $200.00
(5) Cut and cap/Demolition permit
(a) Wastewater permit fee $200.00 $250.00 $250.00
10 (b) Surface water permit fee $200.00 $250.00 $250.00
(6) Ground water discharge(temporary NX NX NX
connection to wastewater system for
to one-time discharge of contaminated ground
water to 50,000 gallons)
(7) Ground water discharge(temporary $300.00 $300.00 $300.00
connection to wastewater system for plus King plus King plus King
discharge of contaminated ground water County County County
over 50,000 gallons)Rate plus billed for sewer rate on sewer rate on sewer rate on
current Renton and King County sewer rate discharged discharged discharged
on discharged amount(meter provided by amount amount amount
property owner)
(iii) Work in right-of-way-construction permit:Utility and street/sidewalk improvements:A bond is required,
as stipulated in RMC 9-10-5,Street Excavation Bond.
(1) Less than 35 feet in length $100.00 $100.00 $100.00
(2) 35 to 100 feet in length $125.00 $125.00 $125.00
(3) Greater than 100 feet in length $150.00 $150.00 $150.00
(4) Wastewater or storm water service $150.00 $150.00 $150.00
(5) King County ROW Permits/Inspections
ar (a) Service Installation Only - $600.00 $600.00
(b) Utility Extension per 100'of Length(Min 200'Length) $300.00 $300.00
Exception:No permit fee shall be charged for individual homeowners for work in street rights-of-way
r for street tree or parking strip irrigation systems.
(iv) Street light system fee:All new installations of street lighting facilities shall incur a fee of$500.00 per
connection to the power system,payable at or prior to the time of construction permit issuance.
s
Appendix-Rates and Fees Schedule 7-37
City of Renton Fee Schedule
TYPE OF •14 2015 2016
f. Public works plan review and inspection fees:All developers,municipal or quasi-municipal entities,or utility
corporations or companies,except those specifically exempted,shall pay fees under this Section.Exempted
entities include City-franchised cable TV,cable modem,natural gas,telecommunications,and electrical power.
Half of this fee must be paid upon application and the remainder when the permit(s)is issued.There are
additional construction permit fees which are also payable upon issuance.The fee will be based upon
percentages of the estimated cost of improvements using the following formula.
(i) Street and utility plan review and inspection fees;estimated construction cost:The applicant must
submit separate,itemized cost estimates for each item of improvement subject to the approval by the
Public Works Plan Review Section.
(1) $150,000.00 or less 6%of cost 6%of cost 6%of cost
(2) Over$150,000.00 but less than$300,000.00. $9,000+5%over $9,000+5%over $9,000+5%over
$150,000 $150,000 $150,000
(3) $300,000.00 and over. $16,500+4% $16,500+4% $16,500+4%
over$300,000 over$300,000 over$300,000
(ii) Standard or minor drainage adjustment review - $550.00 $550.00
Construction cost,also known as the Engineer's Estimate or the Contractor's Bid,shall mean cost estimate for all
project related improvements outside of the building envelopes,including,but not limited to,all costs required to
construct the following:paved parking lots,private sidewalks or walkways;private and public storm water
management facilities;temporary erosion and sedimentation control facilities;water quality facilities;public and
private streets;public and private sanitary sewers;public water main improvements;required off-site street,bike
and pedestrian improvements;street lighting improvements;required landscaping and street tree improvements;
and site grading and mobilization costs.
g. Release of easement fees:The imposition,collection,payment and other specifics concerning this charge are
detailed in chapter 9-1 RMC,Easements.
(i) Filing fee,payable at the time of application $250.00 $250.00 $250.00
(ii) Processing fee(paid upon Council approval of $250.00 $250.00 $250.00
release of easement)
h. Right-of—Way use permit fees&Revocable permits for the Use of Excess Public Right-of way:These fees are
payable at the time of application.The imposition,collection,payment and other specifics concerning this charge
are detailed in chapter 9-2 RMC,Excess Right-of Way Use.
(i) Single family and two family uses annually,fee $10.00+LET' $10.00+LET' $10.00+LET'
plus leasehold excise tax'if applicable
(ii) All uses without public benefit fee is a per month 0.5%x Value 0.5%x Value 0.5%x Value
charge based on property value of land to be LET' LET' LET'
utilized,plus leasehold excise tax',if applicable.
Payable yearly in advance
(iii) Uses with public benefit fee is a per year of 0.5%x Value 0.5%x Value 0.5%x Value
assessed value of land adjoining the property, LET' LET' LET'
plus leasehold excise tax',if applicable.In no
case less than$10.00.Payable yearly in advance.
(iv) Insurance Required: Public Liability and property damage insurance is also required pursuant to
RMC 9-2-513,Minimum Permit Requirements for Excess Right-of-Way Use.
(v) Exception for Public Agencies:a no-fee permit may be issued only when the applicant is a public agency
and when the proposed use of the right-of-way provides a direct service to the public(e.g.,Metro
applications for right-of-way for bus shelters).
'There is hereby levied and shall be collected a leasehold excise tax on that act or privilege of occupying or using
public owned real or personal property through a leasehold interest at the rate established by the
State of Washington
ZRight-of-way value shall be based on the assessed value of the land adjoining the property as established by
the King County Assessor
Appendix-Rates and Fees Schedule 7-38
�. City of Renton Fee Schedule
.,� TYPE OF .
L Street and Alley vacation Fees:The imposition,collection,payment and other specifics concerning this charge
are detailed in chapter 9-14 RMC,Vacations.
(i) Filing fee,payable at the time of application $500.00 $500.00 $500.00
w (ii) Processing and completion fee,payable upon Council approval of the vacation and upon administrative
determination of appraised value of vacated right-of-way:
Appraised Value of Vacated right-of-way:
(1) Less than$25,000 $750.00 $750.00 $750.00
(2) $25,000 to$75,000 $1,250.00 $1,250.00 $1,250.00
(3) Over$75,000 $2,000.00 $2,000.00 $2,000.00
j. Temporary connections to a City utility system may be granted for a one-time,temporary,short-term use of a
4W portion of the property for a period not to exceed three(3)consecutive years.
(i) Storm Water Fee;Annual fee equal to ten percent(10%)of the current system development charge
applicable to that portion of the property.*
yr
(ii) Wastewater Fee;Annual fee equal to ten percent(10%)of the current system development charge
applicable to the size of the temporary domestic water meter(s).*
(iii) Water Fee;Annual fee equal to ten percent(10%)of the current system development charge
applicable to the size of the temporary water meter(s).*
*Said fee shall be paid annually(non-prorated),and shall be nonrefundable,nontransferable(from one
portion of the property to another)and shall not constitute a credit to the system development charge due at
the time of permanent use of the utility system.The application for temporary connection shall consist of a
•� detailed plan and a boundary line of the proposed development service area for use in the fee determination.
k. Water or Sewer-Redevelopment:
Credit for existing water or sewer service:Any parcel that currently has water and or sewer service
M is eligible for a prorated system development charge.
(i) Feels)based upon meter(s)proposed for final project minus feels)based upon meter
existing on site.
am 4. Fire Department Community Risk Reduction Fees
a. Fire plan review and inspection fees
(i) $0 to$249.99 $30.00 $30.00 $30.00
(ii) $250.00 to$999.99 $30+2%of the $30+2%of the $30+2%of the
U0 cost cost cost
(iii) $1,000.00 to$4,999.99 $50+2%of the $50+2%of the $50+2%of the
cost cost cost
(iv) $5,000.00 to$49,999.99 $150+1.5%of $150+1.5%of $150+1.5%of
the cost the cost the cost
(v) $50,000.00 to$99,999.99 $350+1.2%of $350+1.2%of $350+1.2%of
the cost the cost the cost
(vi) $100,000.00 and above $800+.75%of $800+.75%of $800+35%of
the cost the cost the cost
(vii) Construction Re-inspection.Fee is per hour with a 2 hour $75.00 $75.00 $75.00
minimum.The minimum may be assessed if the requested
�r inspection does not meet the approval of the inspector.
(viii) Violation/Second Re-Inspection after 30-day period(whenever $150.00 $150.00 $150.00
30 days or more have passed since Fire Department
r notification of a violation,which required a first
re-inspection,and such violation has not been remedied or
granted an extension)
(ix) Third Re-Inspection/Pre-Citation Follow-Up Inspection when $250.00 $250.00 $250.00
re-inspections are required beyond the first and second
re-inspections
(x) Preventable Fire alarm fee:
(1) First,second,and third preventable alarms N/C N/C N/C
(2) Fourth and fifth preventable alarms in a calendar year, $70.00 $70.00 $70.00
fee is per each alarm.
(3) Sixth preventable alarm and successive preventable $150.00 $150.00 $150.00
alarms in a calendar year,fee is per each alarm.
Appendix-Rates and Fees Schedule 7-39
City of Renton Fee Schedule
TYPE OF
(xi) Late Payment Penalty $35.00 $35.00 $35.00
b. Fire Permit type:
(i) Operational fire code permit(issued in accordance with $84.00 $84.00 $84.00
Section 105.6 of the IFC)fee is yearly
(ii) Hazardous materials and HPM facilities yearly $150.00 $150.00 $150.00
(iii) Construction permit;20%of the above plan review/inspection
fee or minimum of$50.00,whichever is greater
(iv) Replacement for lost permit,per each $35.00 $35.00 $35.00
(v) Hazardous production materials permit(for businesses $150.00 $150.00 $150.00
storing,handling,or using hazardous production materials as
regulated in the fire code)permit is yearly
(vi) Underground tank removal permit(commercial) See Fire plan See Fire plan See Fire plan
review and review and review and
construction construction construction
permit fees permit fees permit fees
(vii) Underground tank removal or abandonment-in-place permit $84.00 $84.00 $84.00
(residential)
S. Technology Surcharge Fee
An additional 3%technology surcharge shall be required for all fees included in the following Subsections of Section
DD,Development Fees,of the City of Renton Fee Schedule Brochure:Subsection 1,Building Fees;Subsection 2,Land
Use Review Fees,except for appeals and direct EIS costs;Subsections a,e,f and h of subsection 3,Public Works Fees;
and Subsection a of subsection 4,Fire Department Community Risk Reduction Fees
6. Impact Fees
a. School Impact Fees:
(i) Issaquah School District
(1) Single Family Fee $5,730.00 $4,560.00 TBD
(2) Multi Family&Accessory Dwelling Fee(ADU) N/A $1,458.00 TBD
(ii) Kent School District
(1) Single Family Fee $5,486.00 $5,486.00 TBD
(2) Multi Family&Accessory Dwelling Fee(ADU) $3,378.00 $3,378.00 TBD
(iii) Renton School District
(1) Single Family Fee $5,455.00 $5,541.00 TBD
(2) Multi Family&Accessory Dwelling Fee(ADU) $1,339.00 $1,360.00 TBD
b. Transportation Impact Fees:
(i) Light Industrial,per sq foot $1.54 $2.63 $3.69
(ii) Manufacturing,per sq foot $1.09 $1.95 $2.78
(iii) Mini-warehouse,per sq foot $0.40 $0.70 $0.99
(iv) Single family house,per dwelling $1,430.72 $2,214.44 $2,951.17
(v) Apartment,per dwelling&Accessory Swelling Unit(ADU) $953.25 $1,454.20 $1,923.83
(vi) Condominium,per dwelling $789.44 $1,180.84 $1,546.31
(vii) Mobile home,per dwelling $786.06 $1,237.40 $1,662.92
(viii) Senior housing-attached,per dwelling $309.65 $352.31 $384.76
(ix) Hotel,per room $1,038.59 $1,512.77 $1,952.79
(x) Motel,per room $783.44 $1,182.39 $1,555.62
(xi) Marina,per boat berth $301.77 $394.13 $476.56
(xii) Movie theater,per sq foot $2.16 $4.16 $6.09
(xiii) Health/fitness club,per sq foot $3.86 $5.41 $6.85
(xiv) High school,per sq foot $1.29 $1.67 $2.00
(xv) Church,per sq foot $1.00
xvi Hospital,per s foot $1.37 $1.70
( ) P� P q $1.80 $2.44 $3.02
(xvii) Nursing home,per bed $278.19 $391.14 $494.92
(xviii) General office,per sq foot $2.20 $3.69 $5.10
(xix) Medical office,per sq foot $4.84 $7.20 $9.39
(xx) Shopping center,per sq foot $3.22 $3.33 $3.33
(xxi) Restaurant:sit-down,per sq foot $10.10
$11.00 $11.58
(xxii) Fast food,no drive-up,per sq foot $21.93 $22.65 $22.65
Appendix-Rates and Fees Schedule 7-40
so City of Renton Fee Schedule
go TYPE OF •14 2015 2016
(xxiii) Fast food,with drive-up,per sq foot $26.78 $27.66 $27.66
(xxiv) Gas station,per pump $7,777.11 $8,033.75 $8,033.75
(xxv) Gas station with convenience store,per pump $8,314.34 $8,588.71 $8,588.71
11111 (xxvi) Supermarket,per sq foot $8.93 $10.53 $11.83
(xxvii) Convenience market-24 hour,per sq foot $25.98 $26.84 $26.84
(xxviii) Drive-in bank,per sq foot $12.98 $15.33 $17.26
rr c. Park Impact Fees:
(i) Single family $963.01 $1,441.29 $1,887.94
(ii) Multi-family:2 units&Accessory Swelling Unit(ADU) $848.34 $1,204.40 $1,532.56
(iii) Multi-family:3 or 4 units $706.95 $1,094.35 $1,458.52
(iv) Multi-family:4 or more units $649.62 $975.90 $1,280.84
(v) Mobile home $668.73 $1,015.38 $1,340.06
r d. Fire Impact Fees:
(i) Residential-single family $479.28 $495.10 $495.10
(ii) Residential-multi family&Accessory Dwelling Unit(ADU) $418.42 $463.66 $495.10
(iii) Hotel/motel/resort $0.56 $0.61 $0.65
i•1 (iv) Medical care facility $2.14 $3.88 $5.56
(v) Office $0.14 $0.14 $0.14
(vi) Medical/dental office $0.63 $0.75 $0.87
(vii) Retail $0.54 $0.58 $0.61
(viii) Leisure facilities $0.79 $1.08 $1.36
(ix) Restaurant/lounge $0.94 $1.40 $1.84
(x) Industrial/manufacturing $0.08 $0.08 $0.08
(xi) Church/non-profit $0.24 $0.25 $0.25
(xii) Education $0.44 $0.45 $0.45
(xiii) Special public facilities $1.42 $2.40 $3.33
*(i)-(ii)is per unit
*(iii)-(xiii)is per square foot
SECTIONXIII.
1. Basic Life Support Emergency Medical Services Transport User Fee
a. Basic Fee $699.00 $690.09 $699.99
b. Per mile charge on all transports
rW
r
s
{111
1W Appendix-Rates and Fees Schedule 7-41
j
Budget Glossary ,
Accounting System: The total set of records and procedures, which are used to record, classify, and
report information on the financial status and operations of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred,
as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting.
Activity: A combination of people, technology, supplies, methods, and environment that produce a
given product or service.
Ad Val Orem Taxes:A tax levied on the assessed value of real property. _
AFSCME (American Federation of State, County and Municipal Employees Union #2170): Labor union
representing all regular non-exempt personnel, grades 1 through 40.
Agency Fund: A fund used to account for assets held by a government as an agent for individuals,
private organizations, other governments, and/or other funds.
Appropriation: Legislation by the City Council that approves budgets for individual funds.
Appropriation ordinances authorize spending in the personnel services, non-personnel services,
employee benefits, equipment accounts, debt service, and capital categories. Departments cannot
spend more money than is approved in these categories. Appropriations can only be adjusted by
passage of a subsequent ordinance of the City Council upon recommendation by the Mayor.
Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue over
the bond yield of the issue. This excess must be rebated to the United States Treasury, and is called i
arbitrage rebate.
Assessed Valuation: The estimated value placed upon real and personal property by the King County
Assessor as the basis for levying property taxes.
Balanced Budget: Funding recommendations for the operating and capital budgets do not exceed the
estimated resources.
BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required
for all governmental entities in the State of Washington.
Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies
and equipment required to maintain service levels previously authorized by the City Council.
Biennial Budget:A budget applicable to a two-year fiscal period.
Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or
face value) at a specified future date (called the maturity date) along with periodic interest paid at a
specified percentage of the principal (interest rate). Bonds are typically used for long-term debt to pay
for specific capital expenditures.
Budget: Budget adopted by Renton's City Council that goes into effect on January 1st, including
amendments through December 31st, of the current year.
Appendix-Budget Glossary 7-42
Budget(Operating):A plan of financial operation embodying an estimate of proposed expenditures for
a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
The term is also used to denote the officially approved expenditure ceilings under which the City and
its departments operate.
Budget Adjustment: A procedure to revise a budget appropriation either by City Council approval
through the adoption of a supplemental appropriation ordinance for any interdepartmental or
interfund adjustments, or authorization by the Mayor to adjust appropriations within a departmental
budget.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the
Revised Code of Washington (RCW) 35A.33. In compliance with the Code, appropriated budgets are
adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended
appropriations lapse at the end of the fiscal year. The City of Renton budgets on an accrual basis.
Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation and
adoption of the budget.
Budgetary Control: The control or management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of available appropriations and
resources.
CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible
community development and housing activities.
CIP: See Capital Investment Program.
Capital Assets:Assets of significant value, which have a useful life of several years.
Capital Investment Program: A separately published plan for capital expenditures to be incurred each
year over a period of six future years, which sets forth each capital project identifying the expected
beginning and ending date for each project, the amount to be expended in each year, and the method
of financing those expenditures.
Capital Outlay: Expenditures, which result in the acquisition of, or additions to, capital assets.
Examples include land, buildings, machinery and equipment, and construction projects.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or
disbursed.
Committed Expenditures:Appropriated expenditures (see definition of appropriation.)
Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial,
industrial, and open space areas.
Contingency:A budgetary reserve set-aside for emergencies or unforeseen expenditures.
Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the Council, as
opposed to voted bonds, which must be approved by vote of the public. Councilmanic bonds must not
exceed .75 percent of the assessed valuation and voted bonds 1.75 percent.
Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments.
Appendix-Budget Glossary 7-43
Debt Service Fund: A fund established to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding
revenue during a single accounting period.
Department: Basic organizational unit of City government responsible for carrying out a specific
function.
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, or inadequacy of obsolescence. (2) That portion of the
cost of a capital asset that is charged as an expense during a particular period.
Division:A group of homogeneous cost centers within a department.
Enterprise Fund: Separate financial accounting used for government operations that are financed and
operated in a manner similar to business enterprises, and for which preparation of an income
statement is desirable.
EOC: The Emergency Operations Center is located at Fire Station 12 and is used by the Emergency
Management Team as the command center in the event of an emergency in the greater Renton area.
Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and
replacing all City vehicles and auxiliary equipment except for golf course equipment.
Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost
of goods received or services rendered whether cash payments have been made or not. Where
accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the
above purposes are made.
FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial
assistance in the event of an emergency.
FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and
employer for Social Security and Medicare taxes.
Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example,
1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash
and/or other resources together with all related liabilities, obligations, reserves, and equities which are
segregated for the purpose of carrying on specific activities or attaining certain objectives.
Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds.
Fund balances will be classified as nonspendable, restricted, committed, assigned, or unassigned.
Nonspendoble funds: items that cannot be spent due to form; inventories, prepaid amounts,
long-term loan receivables, or amounts that must be maintained intact legally.
Restricted funds: amounts constrained for specific purposes imposed by external parties.
Committed funds: amounts constrained by the City Council, either though formal budget
adoption, contract approvals, or for other purposes formally approved by the Council.
Appendix-Budget Glossary 7-44
Assigned funds: all amounts remaining in governmental funds, other than the general fund, not
classified as nonspendable, restricted or committed. Amounts reported as committed also
include year-end encumbrances that have received approval from the City Council and re-
appropriated in the following year's carry forward budget. Also, the City's financial policies
require a maximum amount of 12% and minimum of 8% fund balance to remain in the general
fund for cash flow purposes.
Unassigned funds: any remaining fund balance in the general fund not classified as
nonspendable, restricted, committed or assigned.
GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used
for both private industry and governments.
GASB: Government Accounting Standards Board established in 1985 to regulate the rules and
standards for all governmental units.
General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful
purpose.
General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are
pledged for payment.
IAFF (International Association of Firefighters Union #864): Labor union representing firefighter
officers, lieutenants, captains, and fire battalion chiefs.
Indebtedness:The state of owing financial resources to other financial institutions and investors.
Interfund Payments: Expenditures made to other funds for services rendered. This category includes
interfund repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized services typically
performed by local governments.
Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite or
intermittent period, as needed. An intermittent employee may work a fluctuating schedule or on an
on-call basis, limited to a maximum of four months of full-time and/or may not work more than 69
hours per month, not to exceed 1,500 hours in a calendar year.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, or to other governments, on a
cost-reimbursement basis.
LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of
Washington.
LID: Local Improvement District or Special Assessments made against certain properties to defray part
or all of the cost of a specific improvement or service deemed to primarily benefit those properties.
Limited Term Employee: An individual hired to work a full or part-time schedule for a pre-determined
period not to exceed three years or unless extended by the City Council. A limited term position is an
authorized and budgeted exempt or non-exempt position with full or prorated City benefits and
compensated according to the City of Renton Index of Positions and Pay Ranges.
Appendix-Budget Glossary 7-45
Long Term Debt: Debt with a maturity of more than one year after the date of issuance.
LTGO: Limited Tax General Obligation bonds are non-voter approved bonds for which the full faith and
credit of the insuring government are pledged for payment.
Mission: A succinct description of the scope and purpose of an organization.
Mitigation Fees: Fees paid by developers toward the cost of future improvements to City
infrastructure, which improvements are required due to the additional demands generated by new
development.
Modified Accrual Basis of Accounting: The accrual basis of accounting adapted to the governmental
fund-type measurement focus. Under this form of accounting, revenue and other financial resource
increments (e.g., bond proceeds) are recognized when they become both measurable and available to j
finance expenditures of the current period. Expenditures are recognized when the fund liability is
incurred except for certain inventory materials and supplies and prepaid insurance. All governmental
funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of
accounting.
Object: As used in expenditure classification, this term applies to the type of item purchased or the
service obtained (as distinguished from the results obtained from expenditures). Examples are
personnel services, contractual services, and materials and supplies.
Objective: Desired accomplishment that can be measured and achieved within a given time frame.
Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures and pay-
as-you-go capital projects.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Other Services and Charges: A basic classification for services other than personnel services that are
needed by the City. This item includes professional services, communication, travel, advertising, rentals
and leases, insurance, public utility services, repairs and maintenance, and miscellaneous.
PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of
Washington.
Performance Measures: Indicators of program performance that are collected to show the impact of
resources spent on city services directly tied to program results.
Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples
include insurance and retirement benefits.
Police Guild Union: Represents commissioned police officers and sergeants, and non-commissioned
personnel.
Preliminary Budget: The official written statement prepared by the budget office and supporting staff,
which presents the proposed budget to the City Council.
Program: A group of related services or activities that are provided or administered by a department
or division and accounted for in its budget.
Appendix-Budget Glossary 7-46
Public Works Trust Fund Loans (PWTF) : A State revolving loan fund that provides low-interest loans to
help local governments maintain or improve essential public works systems.
Reserve: See fund balance.
Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and
beginning fund balances.
Retained Earnings: An equity account reflecting the accumulated earnings of the City.
Revenue: Income received by the City in support of a program of services to the community. It includes
such items as property taxes, fees, user charges, grants, fines and forfeits, interest income and
miscellaneous revenue.
Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to
cover debt payments in addition to operating costs.
Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue
source for some future period, typically, a future fiscal year.
Revenue for Reserve: Revenue placed in a fund balance reserve account.
Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with
rates, hours, terms and conditions authorized by law or stated in employment contracts. This category
also includes overtime and temporary help.
Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are
legally restricted to expenditure or specified purposes.
Supplemental Appropriation: An appropriation approved by the Council after the initial budget
appropriation.
Supplies: A basic classification of expenditures for articles and commodities purchased for
consumption or resale. Examples include office and operating supplies, fuel, power, water, gas,
inventory or resale items, and small tools and equipment.
Temporary Employee: A temporary employee is one who was hired to work in a position designated
and specifically budgeted as "temporary" for that purpose. Temporary employees are entitled to
accrue "general leave" after serving in the position for two consecutive years.
TIP: Transportation Investment Program is a comprehensive program used to identify specific
transportation projects for improvement to enhance local, regional, State, and Federal transportation
systems.
Trust Fund: Funds used to account for assets held by a government in a trustee capacity for individuals,
private organizations, other governments, and/or other funds.
Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year
expenditures.
UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy commonly
referred to as an excess levy.
YE Estimate:Year-end estimate.
Appendix-Budget Glossary 7-47
CITY OF RENTON, WASHINGTON
ORDINANCE N0. 5737
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE
BIENNIAL BUDGET FOR THE YEARS 2015/2016, IN THE AMOUNTS OF
$243,543,692 AND$242,343,675, RESPECTIVELY.
WHEREAS, the City of Renton has met and considered its budget for the calendar years
2015 and 2016; and
WHEREAS, the Council conducted public hearings for the purpose of accepting
testimony related to the 2015/2016 biennial budget on October 20 2014 and again on October
g g
27, 2014;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
ORDAIN AS FOLLOWS:
SECTION I. After due notice and public hearing thereon as provided by law, the
biennial budget for the City of Renton for the years 2015/2016, previously prepared and filed
with the City Clerk, as modified hereby, is hereby ratified, confirmed and adopted, in all
respects, as such biennial budget for the years 2015/2016. Such biennial budget is detailed in
Attachment A, 2015/2016 Biennial Budget Summary by Fund —All Funds, which is incorporated
herein as if fully set forth.
I
SECTION II. Attachment A defines the total sums authorized and allowed for
expenditures and establishes such sums in each of the funds in the 2015/2016 biennial budget.
SECTION III. Acts pursuant to this ordinance, but prior to its passage or effective date,
are hereby ratified and confirmed.
1
Appendix-Adopted Legislations 7-48
ORDINANCE N0. 5737
SECTION IV. A copy of the 2015/2016 biennial budget, as herein adopted, shall be
transmitted to the Office of the State Auditor, Division of Municipal Corporations, and such
other governmental agencies as provided by law.
SECTION V. This ordinance shall be effective upon its passage, approval, and five (5)
days after publication.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
Jason . SeK, Acting City Clerk
APPROVED BY THE MAYOR this 3rd day of No ember 12014.
I-",-
Denis Law, Mayor
Approved as to form:
Lawrence J. Warren City Attorney
Date of Publication: 11/7/2014 (summary)
ORD:1840:10/22/14:scr
2
Appendix-Adopted Legislations 7-49
j
ORDINANCE NO. 5737
ATTACHMENT A ,
2015/2016 BIENNIAL BUDGET SUMMARY BY FUND - ALL FUNDS
Budgeted
Increase
Estimated 2015 Proposed 2016 Proposed 2015 Proposed 2016 Proposed (Decrease)in Ending Fund
Fund/ Department Beg Fund Bal Revenue Revenue Expenditure Expenditure Fund Balance Balance
000 GENERAL 13,508,009 112,867,002 116,800,965 112,941,443 116,801,589 05,066) 13,432,943
102 ARTERIAL STREETS 15,689 640,000 650,000 640,000 650,000 - 15,689
108 LEASED CITYPROPERTIES 368,261 768,957 768,957 663,403 671,979 202,532 570,793
110 SPECIAL HOTEL-MOTEL TAX 135,913 265,000 265,000 245,000 265,000 20,000 155,913
125 ONE PERCENTFORART 92,771 15,000 15,000 102,950 - (72,950) 19,821
127 CABLE COMMUNICATIONS DEVELOPMENT 285,632 97,674 97,674 97,674 97,674 285,632
135 SPRING BROOK WETLANDS BANK 669,613 - - 669,613
303 COMMUNITY SERVICES IMPACT MITIGATION 1,110,618 86,500 86,500 - 173,000 1,283,618
304 FIRE IMPACT MITIGATION 846,165 99,000 99,000 250,000 250,000 (302,000) 544,165
305 TRANSPORTATION IMPACT MITIGATION 749,185 216,500 216,500 196,000 - 237,000 986,185
316 MUNICIPAL FACILITIES CIP 446,689 3,344,000 5,103,000 3,366,000 5,392,000 (311,000) 135,689
317 CAPITAL IMPROVEMENT 1,434,436 13,167,628 6,582,000 14,274,630 6,831,590 (1,356,592) 77,844
326 HOUSING OPPORTUNITY 1,010,599 - - - 1,010,599
336 NEW LIBRARY DEVELOPMENT 57,000 - - 57,000
4X2 AIRPORTOPERATIONS/CIP 233,478 2,651,020 3,473,293 2,260,529 3,786,185 77,599 311,077
403 SOLID WASTE UTILITY 1,257,755 16,461,726 16,514,320 16,675,139 17,144,532 (843,626) 414,129
04 MUNICIPAL GOLF COURSE OPER/CIP 111,691 2,655,383 2,812,793 2,616,052 2,303,479 548,646 660,337
4X5 WATER OPERATIONS/Cl P 11,030,050 16,272,634 16,308,371 16,737,381 17,894,664 (2,051,039) - 8,979,011
4X6 WASTEWATER OPERATIONS/CIP 5,019,553 10,487,717 9,778,676 9,688,076 9,246,634 1,331,683 6,351,236 "
t
4X7 SURFACE WATER OPERATIONS/CIP 3,113,930 11,999,966 9,859,250 11,746,980 10,026,642 85,593 3,199,523
416 KING COUNTY METRO 2,611,562 16,638,722 16,638,722 16,638,722 16,638,722 2,611,562
501 EQUIPMENTRENTAL 3,608,097 5,764,536 5,921,100 5,507,047 4,203,192 1,975,397 5,583,494
502 INSURANCE 11,757,156 4,341,647 3,991,201 3,594,578 3,509,594 1,228,677 12,985,833
503 INFORMATION TECHNOLOGY 843,690 4,631,231 4,702,271 4,641,865 4,712,338 (20,701) 822,989
504 FACILITIES 706,922 4,922,003 4,930,944 4,918,001 4,926,946 8,001 714,923
505 COMMUNICATIONS 327,742 992,431 1,027,739 991,430 1,026,738 2,002 329,744
512 HEALTHCARE INSURANCE 6,420,432 12,954,736 14,295,824 13,424,573 14,596,149 (770,162) 5,650,270
522 LEOFFIRETIREES HEALTHCARE 7,221,225 1,639,699 1,662,647 1,115,744 1,167,553 1,019,049 8,240,274
611 FIREMENSPENSION 4,907,478 468,000 468,000 210,475 200,475 525,050 5,432,528
AllOtherfunds 66,393,332 131,581,710 126,268,782 130,602,149 125,542,086 1,706,157 68,099,489
TOTAL ALL FUNDS $ 79,901,341 $ 244,448,712 $243,069,747 $243,543,692 $242,343,675 $ 1,631,091 S 81,532,432
3
Appendix-Adopted Legislations 7-50
CITY OF RENTON, WASHINGTON
ORDINANCE NO. 5731
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, ESTABLISHING THE
PROPERTY TAX LEVY FOR THE YEAR 2015 FOR GENERAL CITY OPERATIONAL
PURPOSES IN THE AMOUNT OF $36,420,000.
WHEREAS, the Council has met and considered its budget for the fiscal year 2015 and
2016; and
WHEREAS, the Council, after hearing and considering all relevant evidence and
testimony presented, determined that, in order to discharge the expected expenses and
obligations of the City and in its best interest, the City of Renton requires a regular levy in the
amount of$36,420,000 for 2015;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
ORDAIN AS FOLLOWS:
SECTION I. The regular property tax levy is hereby authorized for 2015 in the amount
of$36,420,000.
This amount includes: $348,118 or 1% in amounts authorized by the levy growth limit
factor over the maximum allowable levy in 2014. In addition, the 2015 levy amount will also
include additional revenue resulting from partial correction of 2013 levy errors in the amount of
$611,995; new construction and improvements to property in the amount of$524,718; re-levy
of prior year refunds in the amount of $103,802; adjustments as a result of annexations that
have occurred; and any increase in the value of state-assessed property.
SECTION II. The regular levy includes levy for the Firemen's Pension at the rate of
$0.225 per $1,000 assessed valuation.
1
A Appendix-Adopted Legislations 7-51
ORDINANCE NO. 5731
SECTION III. This ordinance shall be effective upon its passage, approval, and five (5)
days after publication.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
jj'_ CAI� I
Jason . Seth, A ng City Clerk
APPROVED BY THE MAYOR this 3rd day of November 2014.
Denis Law, Mayor i
Approved as to form: CEAL ,
�?�zv
Lawrence J. Warren, City Attorney
Z'F
Date of Publication: 11/7/2014 (summary)
OR D:1841:10/21/14:scr
l
1
2 ,
Appendix-Adopted Legislations 7-52
CITY OF RENTON, WASHINGTON
ORDINANCE NO. 5730
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AUTHORIZING THE
PROPERTY TAX LEVY FOR THE YEAR 2015.
WHEREAS, the Council has properly given notice of the public hearing to consider the
City's 2015-16 proposed budget pursuant to RCW 84.55.120; and
WHEREAS, the Council, after hearing and after considering all relevant evidence and
testimony presented, has determined that there is a need to increase the property tax
revenues from the prior year, in addition to the increases resulting from annexations, the
addition of new construction, and improvements to property, and any increases in the value of
state-assessed property, in order to discharge the expected expenses and obligations of the
City;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
ORDAIN AS FOLLOWS:
SECTION I. The regular property tax levy is hereby authorized for 2015 in the amount
of$36,420,000, which is made up of the 2014 base levy plus the following:
• 1% growth limit factor in the amount of$348,118;
• New annexation levy in the amount of$20,176;
• New construction levy in the amount of$524,718;
• Re-levy of prior year refunds in the amount of$103,802; and
• Re-levy of prior year corrections in the amount of$611,995.
This is an increase of $896,000 or 2.5% from the 2014 actual regular levy of
$35,524,502.
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Appendix-Adopted Legislations 7-53
ORDINANCE N0. 5730
Without the annexation levy, new construction levy, and re-levy of prior year refunds
and correction amounts, the base 2015 levy is $35,159,903, which is 1.03% or $364,599 below
the actual 2014 levy.
SECTION II. This ordinance shall be effective upon its passage, approval, and five (5)
days after publication.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
Jas o A. Seth, Acting City Clerk ,
APPROVED BY THE MAYOR this 3rd day of No ember ) 2014.
Denis Law, Mayor
Approved as to form:
- s ,AL
Lawrence J. Warren, City Attorney
bo
Y
Date of Publication: 11/7/2014 -(summary)
ORD:1845:10/22/14:scr
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Appendix-Adopted Legislations 7-54
CITY OF RENTON, WASHINGTON
ORDINANCE N0. 5734
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING TITLE V
(FINANCE AND BUSINESS REGULATIONS) OF THE RENTON MUNICIPAL CODE,
IMPOSING A BUSINESS AND OCCUPATION TAX AND ADOPTING A NEW
CHAPTER 5-25, ENTITLED "BUSINESS AND OCCUPATION TAX CODE".
WHEREAS, state law authorizes municipalities to impose a Business and Occupation tax
on business activities within the City; and
WHEREAS, in 2003, the Legislature passed EHB 2030 (RCW Chapter 35.102), establishing
a more uniform system of City business and occupation taxes through mandatory adoption of a
model Business and Occupation tax ordinance; and
WHEREAS, the Council wishes to adopt a Business and Occupation Tax Code in
compliance with RCW Chapter 35.102 and the model ordinance;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
ORDAIN AS FOLLOWS:
SECTION I. Title V (Finance and Business Regulations) of the Renton Municipal Code,
is hereby amended to add a new Chapter 25, entitled "Business and Occupation Tax Code" to
read as follows:
CHAPTER 25
BUSINESS AND OCCUPATION TAX CODE
SECTION:
5-25-1 Exercise of Revenue License Power
5-25-2 Definitions
5-25-3 Agency — Sales and Services by Agent, Consignee, Bailee, Factor or
Auctioneer
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"` Appendix-Adopted Legislations 7-55
ORDINANCE N0. 5734
5-25-4 Imposition of the Tax — Tax or Fee Levied; Business License Fee
Exemption '
5-25-5 Multiple Activities Credit When Activities Take Place in One or More
Cities With Eligible Gross Receipt Taxes
5-25-6 Deductions to Prevent Multiple Taxation of Manufacturing Activities
and Prior to January 1, 2008, Transactions Involving More Than One
City With an Eligible Gross Receipts Tax
5-25-7 Assignment of Gross Income Derived From Intangibles
5-25-8 Allocation and Apportionment of Income When Activities Take Place
in More Than One Jurisdiction
5-25-9 Allocation and Apportionment of Printing and Publishing Income
When Activities Take Place in More Than One Jurisdiction
5-25-10 Exemptions
5-25-11 Deductions '
5-25-12 New Business Tax Credit
5-25-13 Tax Part of Overhead
5-25-14 Administrative Provisions '
5-25-15 Severability Clause
5-25-1 EXERCISE OF REVENUE LICENSE POWER:
The provisions of this chapter shall be deemed an exercise of the power of the
City to license for revenue. The provisions of this chapter are subject to periodic
statutory or administrative rule changes or judicial interpretations of the
ordinances or rules. The responsibility rests solely with the licensee or taxpayer
to reconfirm tax computation procedures and remain in compliance with the City
code.
5-25-2 DEFINITIONS:
In construing the provisions of this chapter, the following definitions shall be '
applied. Words in the singular number shall include the plural, and the plural
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Appendix-Adopted Legislations 7-56
ORDINANCE N0. 5734
shall include the singular. In the event that a word term or phrase defined in
this section shall conflict with a word term or phrase as defined in this title this
chapter shall control to the extent of the conflict.
A. "Administrator" shall mean the Administrative Services Administrator or
designee, unless otherwise specified.
B. "Artistic or cultural organization," as used in this chapter means the
following:
1. The organization is organized and operated exclusively for the
purpose of providing artistic or cultural exhibitions presentations or
performances or cultural or art education programs, as defined in subsection 10
of this section, for viewing or attendance by the general public.
2. The organization must be a not-for-profit corporation under RCW
Chapter 24.03.
3. The organization must be managed by a governing board of not less
than eight (8) individuals none of whom is a paid employee of the organization
or by a corporation under RCW Chapter 24.12.
4. No part of its income may be paid directly or indirectly to its
members, stockholders, officers, directors, or trustees except in the form of
services rendered by the corporation in accordance with its purposes and
bylaws.
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Appendix-Adopted Legislations 7-57
ORDINANCE N0.
5734
5. Salary or compensation paid to its officers and executives must be
only for actual services rendered, and at levels comparable to the salary or '
compensation of like positions within the state.
6. Assets of the corporation must be irrevocably dedicated to the
activities for which the exemption is granted and, on the liquidation, dissolution,
or abandonment by the corporation, may not inure directly or indirectly to the
benefit of any member or individual except a non-profit organization, ,
association, or corporation which also would be entitled to the exemption.
7. The corporation must be duly licensed or certified when licensing or '
certification is required by law or regulation. ,
8. The amounts received that qualify for exemption must be used for
the activities for which the exemption is granted.
9. Services must be available regardless of race, color, national origin,
ancestry, religion, age, sex, marital status, sexual orientation, or the presence of '
any mental or physical disability.
10. The term artistic or cultural exhibitions, presentations, or
performances or cultural or art education programs" is limited to:
a. An exhibition or presentation of works of art or obiects of cultural
or historical significance, such as those commonly displayed in art or history
museums; '
b. A musical or dramatic performance or series of performances; or '
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Appendix-Adopted Legislations 7-58
ORDINANCE N0. 5734
c. An educational seminar or program, or series of such programs,
offered by the organization to the general public on an artistic, cultural, or
historical subject.
C. "Business" includes all activities engaged in with the purpose of gain,
benefit, or advantage to the taxpayer or to another person or class, directly or
indirectly.
D. "Business and occupation tax" or "gross receipts tax" means a tax
imposed on or measured by the value of products, the gross income of the
business, or the gross proceeds of sales, as the case may be, and that is the legal
liability of the business.
E. "Commercial or industrial use" means the following uses of products,
including by-products, by the extractor or manufacturer of the products:
1. Any use as a consumer; and
2. The manufacturing of products including articles, substances or
commodities.
F. "Delivery" means the transfer of possession of tangible personal property
between the seller and the buyer or the buyer's representative. Delivery to an
employee of a buyer is considered delivery to the buyer. Transfer of possession
of tangible personal property occurs when the buyer or the buyer's
representative first takes physical control of the property or exercises dominion
and control over the property. Dominion and control means the buyer has the
ability to possess, use, convey or dispose the property as the buyer chooses. It
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Appendix-Adopted Legislations 7-59
ORDINANCE NO. 5734
means the buyer or the buyer's representative has made the final decision to '
accept or refect the property, and the seller has no further right to possession of '
the property and the buyer has no right to return the property to the seller,
other than under a warranty contract. A buyer does not exercise dominion and
control over tangible personal property merely by arranging for shipment of the
property from the seller to itself. A buyer's representative is a person, other
than an employee of the buyer, who has the buyer's written authorization to
receive tangible personal property and take dominion and control by making the
final decision to accept or reject the property. Neither a shipping company nor a
seller can serve as a buyer's representative. It is immaterial where the contract
of sale is negotiated or where the buyer obtains title to the property. Delivery
terms and other provisions of the Uniform Commercial Code RCW Title 62A do '
not determine when or where delivery of tangible personal property occurs for
purposes of taxation.
G. "Digital automated service," "digital code," and "digital goods" have the
same meaning as in RCW 82.04.192 Digital products definitions. '
H. "Digital products" means digital goods, digital codes, digital automated '
services, and the services described in RCW 82.04.050(2)(8) and (6)(b), "Sale at
retail," "retail sale."
I. Eligible gross receipts tax:
The term "eligible gross receipts tax" means a tax which: '
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Appendix-Adopted Legislations 7-60
ORDINANCE NO. 5734
1. Is imposed on the act or privilege of engaging in business activities
within section RMC 5-25-4; and
2. Is measured by the gross volume of business, in terms of gross
receipts and is not an income tax or value-added tax (VAT); and
3. Is not, pursuant to law or custom, separately stated from the sales
price; and
4. Is not a sales or use tax, business license fee, franchise fee, royalty or
severance tax measured by volume or weight, or concession charge, or payment
for the use and enjoyment of property, property right or a privilege; and
5. Is a tax imposed by a local jurisdiction, whether within or without the
State of Washington, and not by a country, state, province, or any other non-
local jurisdiction above the county level.
J. Engaging in business:
1. The term "engaging in business" means commencing, conducting, or
continuing in business, and also the exercise of corporate or franchise powers, as
well as liquidating a business when the liquidators hold themselves out to the
public as conducting such business.
2. This section sets forth examples of activities that constitute engaging
in business in the City, and establishes safe harbors for certain activities so that a
person who meets the criteria may engage in de minimus business activities in
the City without having to register and obtain a business license or pay City
business and occupation taxes. The activities listed in this section are illustrative
7
'' Appendix-Adopted Legislations 7-61
ORDINANCE N0.
5734 '
only and are not intended to narrow the definition of "engaging in business" in '
subsection 1. If an activitv is not listed, whether it constitutes engaging in ,
business in the City shall be determined by considering all the facts and
circumstances and applicable law.
3. Without being all-inclusive, any one of the following activities '
conducted within the City by a person, or its employee, agent, representative, ,
independent contractor, broker or another person acting on its behalf ,
constitutes engaging in business and requires a person to register and obtain a
business license: ,
a. Owning, renting, leasing, maintaining, or having the right to use, '
or using, tangible personal property, intangible personal property, or real
pro ertV permanently or temporarilv located in the City.
b. Owning, renting, leasing, using, or maintaining, an office, place of ,
business, or other establishment in the City. ,
c. Soliciting sales.
d. Making repairs or providing maintenance or service to real or
tangible personal property, including warranty work and property maintenance.
e. Providing technical assistance or service, including quality control, ,
product inspections, warranty work, or similar services on or in connection with
tangible personal property sold by the person or on its behalf. ,
f. Installing, constructing, or supervising installation or construction
of, real or tangible personal property.
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Appendix-Adopted Legislations 7-62
ORDINANCE N0. 5734
g. Soliciting, negotiating, or approving franchise license, or other
similar agreements.
h. Collecting current or delinquent accounts.
i. Picking up and transporting tangible personal property, solid
waste, construction debris, or excavated materials.
j. Providing disinfecting and pest control services, employment and
labor pool services, home nursing care, ianitorial services, appraising, landscape
architectural services, security system services, surveying, and real estate
services including the listing of homes and managing real property.
k. Rendering professional services such as those provided by
accountants, architects, attorneys, auctioneers, consultants, engineers,
professional athletes, barbers, baseball clubs and other sports organizations,
chemists, consultants, psychologists, court reporters, dentists, doctors,
detectives, laboratory operators, teachers, veterinarians.
I. Meeting with customers or potential customers, even when no
sales or orders are solicited at the meetings.
m. Training or recruiting agents, representatives, independent
contractors, brokers or others, domiciled or operating on a mob in the City, acting
on its behalf, or for customers or potential customers.
n. Investigating, resolving, or otherwise assisting in resolving
customer complaints.
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" Appendix-Adopted Legislations 7-63
,
ORDINANCE NO. 5734
o. In-store stocking or manipulating por goods,oods sold to and '
owned by a customer, regardless of where sale and delivery of the goods took ,
IL—
P. Delivering goods in vehicles owned, rented, leased, used or
maintained by the person or another person acting on its behalf.
g. Accepting or executing a contract with the City, irrespective of ,
whether goods or services are delivered within or without the City, or whether
the person's office or place of business is within or without the City.
4. If a person, or its employee, agent, representative, independent
contractor, broker or another person acting on the person's behalf, engages in ,
no other activities in or with the City but the following, it need not register and
obtain a business license and pay tax:
a. Meeting with suppliers of goods and services as a customer.
b. Meeting with government representatives in their official ,
capacity, other than those performing contracting or purchasing functions.
c. Attending meetings, such as board meetings, retreats, seminars, '
and conferences, or other meetings wherein the person does not provide
training in connection with tangible personal property sold by the person or on
its behalf. This provision does not apply to any board of director member or
attendee engaging in business such as a member of a board of directors who
attends a board meeting.
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Appendix-Adopted Legislations 7-64
ORDINANCE N0. 5734
d. Renting tangible or intangible property as a customer when the
property is not used in the City.
e. Attending, but not participating in a "trade show" or "multiple
vendor events". Persons participating at a trade show shall review RMC Chapter
5-22, Special Event Permits.
f. Conducting advertising through the mail.
g. Soliciting sales by phone from a location outside the City.
5. A seller located outside the City merely delivering goods into the City
by means of common carrier is not required to register and obtain a business
license, provided that it engages in no other business activities in the City. Such
activities do not include those in subsection 4. The City expressly intends that
engaging in business includes any activity sufficient to establish nexus for
purposes of applying the tax under the law and the constitutions of the United
States and the State of Washington. Nexus is presumed to continue as long as
the taxpayer benefits from the activity that constituted the original nexus
generating contact or subsequent contacts.
K. "Extracting" is the activity engaged in by an extractor and is reportable
under the extracting classification.
L. "Extractor" means every person who from that person's land or from the
land of another under a right or license granted by lease or contract, either
directly or by contracting with others for the necessary labor or mechanical
services, for sale or for commercial or industrial use, mines, quarries, takes or
11
w. Appendix-Adopted Legislations 7-65
ORDINANCE NO. 5734
produces coal, oil, natural gas, ore, stone, sand, gravel, clay, mineral or other
natural resource product; or fells, cuts or takes timber, Christmas trees, other ,
than plantation Christmas trees, or other natural products; or takes fish, '
shellfish, or other sea or inland water foods or products. "Extractor" does not
include persons performing under contract the necessary labor or mechanical
services for others; or persons meeting the definition of farmer.
M. "Extractor for hire" means a person who performs under contract ,
necessary labor or mechanical services for an extractor.
N. "Gross income of the business" means the value proceeding or accruing
by reason of the transaction of the business engaged in and includes gross ,
proceeds of sales, compensation for the rendition of services, gains realized from
tradingin stocks bonds or other evidences of indebtedness interest discount ,
rents, royalties, fees, commissions, dividends, and other emoluments however ,
designated, all without any deduction on account of the cost of tangible property
sold, the cost of materials used, labor costs, interest, discount, delivery costs,
taxes, or any other expense whatsoever paid or accrued and without any
deduction on account of losses.
0. "Gross proceeds of sales" means the value proceeding or accruing from
the sale of tangible personal property, digital goods, digital codes, digital
automated services or for other services rendered, without any deduction on '
account of the cost of property sold, the cost of materials used, labor costs,
12
Appendix-Adopted Legislations 7-66
ORDINANCE N0. 5734
interest, discount paid, delivery costs, taxes, or any other expense paid or
accrued and without any deduction on account of losses.
P. "Inflation Adjustment" shall be an amount equal to the amount and
direction of change determined by the Settle-Tacoma-Bremerton Urban Wage
Earners and Clerical Workers Consumer Price Index (CPI-W) for each twelve (12)-
month period ending on August 31St as published by the United States
Department of Labor. To calculate this adjustment, the current rate will be
multiplied by one (1) plus or minus, as the case may be, the annual change in the
CPI-W.
Q. "Manufacturing" means the activity conducted by a manufacturer and is
reported under the manufacturing classification.
R. Manufacture, to manufacture:
1. "Manufacturer' means every person who, either directly or by
contracting with others for the necessary labor or mechanical services,
manufactures for sale or for commercial or industrial use from the person's own
materials or ingredients any products. When the owner of equipment or
facilities furnishes, or sells to the customer prior to manufacture, materials or
ingredients equal to less than twenty percent (20%) of the total value of all
materials or ingredients that become a part of the finished product, the owner of
the equipment or facilities will be deemed to be a processor for hire, and not a
manufacturer. A business not located in this City that is the owner of materials
13
Appendix-Adopted Legislations 7-67
ORDINANCE N0.
5734
or ingredients processed for it in this City by a processor for hire shall be deemed
to be engaged in business as a manufacturer in this City.
2. "To manufacture" means all activities of a commercial or industrial '
nature requiring the use of labor or skill, by hand or machinery, to materials or
ingredients resulting in a new, different or useful product for sale or commercial ,
or industrial use, and shall include:
a. The production of special made or custom made articles;
b. The production of dental appliances, devices, restorations,
substitutes, or other dental laboratory products by a dental laboratory or dental
technician;
c. Crushing and/or blending of rock, sand, stone, gravel, or ore; and
d. The producing of articles for sale, or for commercial or industrial ,
use from raw materials or prepared materials by giving such materials, articles, ,
and substances of trade or commerce new forms, qualities, properties or
combinations including, but not limited to, such activities as making, fabricating,
processing, refining, mixing, slaughtering, packing, aging, curing, mild curing, 1
preserving, canning, and the preparing and freezing of fresh fruits and
vegetables.
"To manufacture" shall not include the production of digital goods or
the production of computer software if the computer software is delivered from ,
the seller to the purchaser by means other than tangible storage media, ,
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Appendix-Adopted Legislations 7-68
ORDINANCE NO. 5734
including the delivery by use of a tangible storage media where the tangible
storage media is not physically transferred to the purchaser.
S. "Non-profit organization" means a corporation or organization in which
no part of the income can be distributed to its members, directors or officers
and that holds a current tax exempt status as provided under Internal Revenue
Code Sec. 501(c)(3), or is specifically exempted from the requirement to apply
for tax exempt status under Internal Revenue Code Sec. 501(c)(3). Where the
term "non-profit organization" is used, it is meant to include a non-profit
corporation.
T. "Person" means any individual, receiver, administrator, executor,
assignee, trustee in bankruptcy, trust, estate, firm, co-partnership, joint venture,
club, company, Joint stock company, business trust, municipal corporation,
political subdivision of the State of Washington, corporation, limited liability
company, association, society, or any group of individuals acting as a unit,
whether mutual, cooperative, fraternal, non-profit, or otherwise and the United
States of America or any of its instrumentalities.
U. "Processor for hire" means the performance of labor and mechanical
services upon materials or ingredients belonging to others so that as a result a
new, different or useful product is produced for sale, or commercial or industrial
use. A processor for hire is any person who would be a manufacturer if that
person were performing the labor and mechanical services upon that person's
own materials or ingredients. If a person furnishes, or sells to the customer prior
15
"+ Appendix-Adopted Legislations 7-69
ORDINANCE NO. 5734
to manufacture materials or ingredients equal to twentV percent 20% or more
of the total value of all materials or ingredients that become part of the finished ,
product the person will be deemed the manufacturer and not a processor for ,
hire.
V. "Retailing" means the activity of engaging in making sales at retail and is
reported under the retailing classification.
W. "Retail service" shall include the sale of or charge made for personal,
business, or professional services including amounts designated as interest,
rents, fees, admission, and other service emoluments however designated,
received by persons engaging in the following business activities:
1. Amusement and recreation services including but not limited to golf,
pool billiards, skating, bowling, swimming, bungee lumping, ski lifts and tows,
basketball, racquet ball, handball, squash, tennis, batting cages, day trips for
sightseeing purposes, and others, when provided to consumers. "Amusement j
and recreation services" also include the provision of related facilities such as
basketball courts tennis courts handball courts swimming pools, and charges
made for providing the opportunity to dance. The term "amusement and
recreation services" does not include instructional lessons to learn a particular
activity such as tennis lessons, swimming lessons, or archery lessons.
2. Abstract,title insurance, and escrow services;
3. Credit bureau services;
4. Automobile parking and storage garage services;
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Appendix-Adopted Legislations 7-70
ORDINANCE N0. 5734
5. Landscape maintenance and horticultural services but excluding (a)
horticultural services provided to farmers and (b) pruning trimming repairing
removing, and clearing of trees and brush near electric transmission or
distribution lines or equipment, if performed by or at the direction of an electric
utility;
6. Service charges associated with tickets to professional sporting
events; and
7. The following personal services: Physical fitness services tanning
salon services, tattoo parlor services, steam bath services Turkish bath services
escort services, and dating services.
8. The term shall also include the renting or leasing of tangible personal
Property to consumers and the rental of equipment with an operator.
X. Sale, casual or isolated sale:
1. "Sale" means any transfer of the ownership of, title to, right to
control, or possession of, property for a valuable consideration and includes any
activity classified as a "sale at retail," "retail sale,l' or "retail service." It includes
renting or leasing, conditional sale contracts, leases with option to purchase and
any contract under which possession of the property is given to the purchaser
but title is retained by the vendor as security for the payment of the purchase
Pr
ce. It also includes the furnishing of food drink or meals for compensation
whether consumed upon the premises or not.
17
"` Appendix-Adopted Legislations 7-71
ORDINANCE N0. 6734
2. "Casual or isolated sale" means a sale made by a person who is not
engaged in the business of selling the type of property involved on a routine or
continuous basis.
Y. Sale at retail, retail sale:
1. "Sale at retail" or "retail sale" means every sale of tangible personal
Property (including articles produced, fabricated, or imprinted) to all persons
irrespective of the nature of their business and including but not limited to, ,
persons who install, repair, clean, alter, improve, construct, or decorate real or
personal property of or for consumers, other than a sale to a person who
presents a resale certificate under RCW 82.04.470, Wholesale sale — Reseller ,
permit— Exemption certificates— Burden of proof—Tax liability, and who:
a. Purchases for the purpose of resale as tangible personal property
in the regular course of business without intervening use by such person; or j
b. Installs repairs, cleans alters, imprints, improves, constructs, or
decorates real or personal property of or for consumers, if such tangible
Personal property becomes an ingredient or component of such real or personal
property without intervening use by such person;or
c. Purchases for the purpose of consuming the property purchased
in producing for sale a new article of tangible personal property or substance, of
which such property becomes an ingredient or component or is a chemical used
in processing when the primary purpose of such chemical is to create a chemical
18
Appendix-Adopted Legislations 7-72
ORDINANCE N0. 5734
reaction directly through contact with an ingredient of a new article being
produced for sale; or
d. Purchases for the purpose of consuming the property purchased
in producing ferrosilicon which is subsequently used in producing magnesium for
sale, if the primary purpose of such property is to create a chemical reaction
directly through contact with an ingredient of ferrosilicon; or
e. Purchases for the purpose of providing the property to consumers
as part of competitive telephone service, as defined in RCW 82.04.065. The term
shall include every sale of tangible personal property which is used or consumed
or to be used or consumed in the performance of any activity classified as a "sale
at retail" or "retail sale" even though such property is resold or utilized as
provided in a through e of this subsection following such use.
f. Purchases for the purpose of satisfying the person's obligations
under an extended warranty as defined in subsection 7 of this section, if such
tangible personal property replaces or becomes an ingredient or component of
Property covered by the extended warranty without intervening use by such
person.
2. "Sale at retail" or "retail sale" also means every sale of tangible
Personal property to persons engaged in any business activity which is taxable
under this chapter.
..
19
"� Appendix-Adopted Legislations 7-73
1
ORDINANCE NO. 5734
3. "Sale at retail" or "retail sale" shall include the sale of or charge made
for tangible personal property consumed and/or for labor and services rendered I
in respect to the following:
a. The installing, repairing, cleaning, altering, imprinting, or
improving of tangible personal propertyof or for consumers including charges
made for the mere use of facilities, but excluding charges made for the use of
coin-operated laundry facilities when such facilities are situated in and for the
exclusive use of tenants of an apartment house, rooming house, or mobile home
park, and also excluding sales of laundry service to nonprofit health care
facilities, and excluding services rendered in respect to live animals, birds and
insects;
b. The constructing, repairing, decorating, or improving of new or
I .
existing buildings or other structures under, upon, or above real property of or ,
for consumers, including the installing or attaching of any tangible personal
Property, whether or not such personal property becomes a part of the realty by
virtue of installation, and shall also include the sale of services or charges made
for the clearing of land and the moving of earth excepting the mere leveling of
land used in commercial farming or agriculture;
c. The charge for labor and services rendered in respect to
constructing, repairing, or improving any structure upon, above, or under any
real property owned by an owner who conveys the property by title, possession,
or any other means to the person performing such construction, repair, or
20
Appendix-Adopted Legislations 7-74
ORDINANCE NO. 5734
improvement for the purpose of performing such construction repair, or
improvement and the property is then reconveyed by title possession or any
other means to the original owner;
d. The sale of or charge made for labor and services rendered in
respect to the cleaning, fumigating, razing or moving of existing buildings or
structures, but shall not include the charge made for ianitorial services; and for
purposes of this section the term "janitorial services" shall mean those cleaning
and caretaking services ordinarily performed by commercial janitor service
businesses including, but not limited to, wall and window washing, floor cleaning
and waxing, and the cleaning in place of rugs, drapes and upholstery. The term
"janitorial services" does not include painting, papering, repairing, furnace or
septic tank cleaning, snow removal or sandblasting;
e. The sale of or charge made for labor and services rendered in
respect to automobile towing and similar automotive transportation services,
but not in respect to those required to report and pay taxes under RCW Chapter
82.16, Public Utility Tax;
f. The sale of and charge made for the furnishing of lodging and all
other services, except telephone business and cable service, by a hotel, rooming
house, tourist court, motel, trailer camp, and the granting of any similar license
to use real property, as distinguished from the renting or leasing of real
Property, and it shall be presumed that the occupancy of real property for a
continuous period of one (1) month or more constitutes a rental or lease of real
21
Appendix-Adopted Legislations 7-75
ORDINANCE NO. 5734
r n n mere license use or en'o the me. For the purposes of
p operty and of a e e a se to Iy sa p p
this subsection, it shall be presumed that the sale of and charge made for the
furnishing of lodging for a continuous period of one (1) month or more to a
person is a rental or lease of real property and not a mere license to enjoy the
same;
g. The installing, repairing, altering, or improving of digital goods for
consumers;
h. The sale of or charge made for tangible personal property, labor
and services tog
ersons taxable under a through of this subsection when such
p g
sales or charges are for property, labor and services which are used or consumed
in whole or in part by such persons in the performance of any activity defined as
a "sale at retail" or "retail sale" even though such property, labor and services
may be resold after such use or consumption. Nothing contained in this
subsection shall be construed to modify subsection 1 of this section and nothing
contained in subsection 1 of this section shall be construed to modify this
subsection.
4. "Sale at retail" or "retail sale" shall also include the providing of
competitive telephone service to consumers.
5. "Sale at retail" or "retail sale":
a. shall also include the sale of prewritten software other than a sale
to a person who presents a resale certificate under RCW 82.04.470, regardless of
the method of delivery to the end user. For purposes of this subsection 5.a the
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Appendix-Adopted Legislations 7-76
ORDINANCE N0. 5734
sale of prewritten computer software includes the sale of or charge made for a
key or an enabling or activation code where the key or code is required to
activate prewritten computer software and use the software. There is no
separate sale of the key or code from the prewritten computer software
regardless of how the sale may characterized by the vendor or by the purchaser.
The term "sale at retail" or "retail sale" does not include the sale of or
charge made for:
i. Custom software; or
ii. The customization of prewritten software.
b. i. The term also includes the charge made to consumers for the
right to access and use prewritten computer software where possession of the
software is maintained by the seller or a third-party, regardless of whether the
charge for the service is on a per use, per user, per license subscription or some
other basis.
ii. (a) The service described in b.i of this subsection 5 includes
the right to access and use prewritten software to perform data processing.
(b) For purposes of this subsection b.ii "data processing"
means the systematic performance of operations on data to extract the required
information in an appropriate form or to convert the data to usable information.
Data processing includes check processing image processing form processing
survey processing, payroll processing, claim processing and similar activities.
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ORDINANCE NO.
5734
6. "Sale at retail" or "retail sale" shall also include the sale of or charge
made for labor and services rendered in respect to the building, repairing, or t
improving of any street, place, road, highway, easement, right of way, mass
public transportation terminal or parking facility, bridge, tunnel, or trestle which
is owned by a municipal corporation or political subdivision of the state, the
State of Washington, or the United States of America and which is used or to be
used primarily for foot or vehicular traffic including mass transportation vehicles
of any kind (public road construction).
7. "Sale at retail" or "retail sale" shall also include the sale of or charge
made for an extended warranty to a consumer. For purposes of this subsection,
i
"extended warranty" means an agreement for a specified duration to perform
r I I charRe
the replacement or repair of tangible personal property at no additions c ge
or a reduced charge for tangible personal property, labor, or both, or to provide ,
indemnification for the replacement or repair of tangible personal property,
based on the occurrence of specified events. The term "extended warranty"
does not include an agreement, otherwise meeting the definition of extended
warranty in this subsection, if no separate charge is made for the agreement and
the value of the agreement is included in the sales price of the tangible personal
Property covered by the agreement.
8. "Sale at retail" or "retail sale" shall also include the sale of or charge
made for labor and services rendered in respect to the constructing, repairing,
decorating, or improving of new or existing buildings or other structures under,
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Appendix-Adopted Legislations 7-78
ORDINANCE N0. 5734
upon, or above real property of or for the United States any instrumentality
thereof, or a county or city housing authority created pursuant to RCW Chapter
35.82, including the installing, or attaching of any article of tangible personal
Property, whether or not such personal property becomes a part of the real
Property by virtue of installation (government contracting).
9. "Sale at retail" or "retail sale" shall not include the sale of services or
charges made for the clearing of land and the moving of earth of or for the
United States of America, or any of its instrumentality, or a county or city
housing authority. The term does not include the sale of services or charges
made for cleaning up for the United States of America or any of its
instrumentalities, radioactive waste and other byproducts of weapons
production and nuclear research and development. (This should be reported
under the service and other classification as defined under 5-25-4.A.7.)
10. "Sale at retail" or "retail sale" shall not include the sale of or charge
made for labor and services rendered for environmental remedial action. (This
should be reported under the service and other classification as defined under 5-
25-4.A.7.)
11. "Sale at retail" or "retail sale" shall also include the following sales to
consumers of digital goods, digital codes and digital automated services:
a. Sales in which the seller has granted the purchaser the right of
permanent use:
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'� Appendix-Adopted Legislations 7-79
i
ORDINANCE NO. 5734
b. Sales in which the seller has granted the purchaser a right of use
that is less than permanent;
c. Sales in which the purchaser is not obligated to make continued
payment as a condition of the sale; and
d. Sales in which the purchaser is obligated to make continued
payment as a condition of the sale.
A retail sale of digital goods, digital codes, or digital automated
services under this subsection Y.11 includes any services provided by the seller
exclusively in connection with the digital goods, digital codes, or digital
automated services, whether or not a separate charge is made for such services.
For purposes of this subsection, "permanent" means perpetual or for
an indefinite or unspecified length of time. A right of permanent use is
presumed to have been granted unless the agreement between the seller and
the purchaser specifies or the circumstances surrounding the transaction suggest
or indicate that the right to use terminates on the occurrence of a condition
subsequent.
12. "Sale at retail" or "retail sale" shall also include the installing,
repairing, altering, or improving of digital goods for consumers.
Z. Sale at wholesale, wholesale sale.
"Sale at wholesale" or "wholesale sale" means any sale of tangible personal
Property, digital goods, digital codes, digital automated services, prewritten
computer software, or services described in subsection Y.S.b.i, "Sale at retail",
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Appendix-Adopted Legislations 7-80
ORDINANCE NO. 5734
which is not a retail sale, and any charge made for labor and services rendered
for persons who are not consumers, in respect to real or personal property and
retail services, if such charge is expressly defined as a retail sale or retail service
when rendered to or for consumers. Sale at wholesale also includes the sale of
telephone business to another telecommunications company as defined in RCW
80.04.010 for the purpose of resale, as contemplated by RCW 35.21.715 Taxes
on network telephone services.
AA."Service" means any sale or charge made for personal, business or
professional service, including amounts designated as rents, fees, or admissions,
not otherwise included within any other tax classification defined herein;
provided that, the term "service" excludes retail or wholesale services.
BB. "Taxpayer" means any "person", as defined in subsection T, required to
have a business license under this chapter or liable for the collection of any tax
or fee under this chapter, or who engages in any business or who performs any
act for which a tax or fee is imposed by this chapter.
CC. "Value proceeding or accruing" means the consideration, whether
money, credits, rights, or other property expressed in terms of money, a person
is entitled to receive or which is actually received or accrued. The term shall be
applied, in each case, on a cash receipts or accrual basis according to which
method of accounting is regularly employed in keeping the books of the
taxpayer.
DD. Value of products:
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Appendix-Adopted Legislations 7-81
ORDINANCE N0.
5734
1. The value of products, including by-products, extracted or
manufactured, shall be determined by the gross proceeds derived from the sale t
of those products, whether such sale is at wholesale or at retail, to which shall be
added all subsidies and bonuses received from the purchaser or from any other
person with respect to the extraction, manufacture, or sale of such products or
by-products by the seller.
2. Where such products, including by-products, are extracted or
manufactured for commercial or industrial use; and where such products,
including by-products, are shipped, transported or transferred out of the City, or
to another person, without prior sale or are sold under circumstances such that
the gross proceeds from the sale are not indicative of the true value of the
subject matter of the sale; the value shall correspond as nearly as possible to the
gross proceeds from sales in this state of similar products of like quality and ,
character, and in similar quantities by other taxpayers, plus the amount of
subsidies or bonuses ordinarily payable by the purchaser or by any third person
with respect to the extraction, manufacture, or sale of such products. In the
absence of sales of similar products as a guide to value, such value may be
determined upon a cost basis. In such cases, there shall be included every item
of cost attributable to the particular article or article extracted or manufactured,
including direct and indirect overhead costs. The Administrator may prescribe
rules for the purpose of ascertaining such values.
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Appendix-Adopted Legislations 7-82
ORDINANCE N0. 5734
3. Notwithstanding subsection 2 above the value of a product
manufactured or produced for purposes of serving as a prototype for the
development of a new or improved product shall correspond to (a) the retail
selling price of such new or improved product when first offered for sale; or (b)
the value of materials incorporated into the prototype in cases in which the new
or improved product is not offered for sale.
EE. "Wholesaling" means engaging in the activity of making sales at
wholesale, and is reported under the wholesaling classification.
5-25-3 AGENCY — SALES AND SERVICES BY AGENT CONSIGNEE BAILEE FACTOR
OR AUCTIONEER:
A. Sales in Own Name — Sales or Purchases as Agent: Consistent with RCW
82.04.480, every person, including agents consignees bailees factors or
auctioneers having either actual or constructive possession of tangible personal
property or having possession of the documents of title with power to sell such
tangible personal property in the person's own name and actually so selling shall
be deemed the seller of such tangible personal property within the meaning of this
chapter. Furthermore, the consignor, bailor, principal or owner is deemed a seller
of such property to the consignee, bailee,factor, or auctioneer.
The burden shall be solely upon the taxpayer in every case to establish the fact
that such taxpayer is not engaged in the business of selling tangible personal
Property but is acting merely as broker or agent in promoting sales or making
purchases for a principal. Such claim will be recognized only when the contract or
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�` Appendix-Adopted Legislations 7-83
l
ORDINANCE NO. 5734
agreement between such persons clearly establishes the relationship of principal
and agent and when the following conditions are complied with:
1. The books and records of the broker or agent show the transactions
were made in the name and for the account of the principal, and show the name of
the actual owner of the property for whom the sale was made, or the actual buyer
for whom the purchase was made.
2. The books and records show the amount of the principal's gross sales,
the amount of commissions and any other incidental income derived by the broker
or agent from such sales. The principal's gross sales must not be reflected as the
agent's income on any of the agent's books and records. Commissions must be
computed according to a set percentage or amount, which is agreed upon in the
agency agreement.
3. No ownership rights may be conferred to the agent unless the principal
refuses to pay, or refuses to abide by the agency agreement. Sales or purchases of
any goods by a person who has any ownership rights in such goods shall be taxed
as retail or wholesale sales.
4. Bulk goods sold or purchased on behalf of a principal must not be
comingled with goods belonging to another principal or lose their identity as
belonging to the particular principal. Sales or purchases of any goods which have
been comingled or lost their identity as belonging to the principal shall be taxed as
retail or wholesale sales.
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Appendix-Adopted Legislations 7-84
ORDINANCE N0. 5734
B. If the above requirements are not met the consignor, bailor, principal or
other shall be deemed a seller of such property to the agent consignee bailee
factor or auctioneer.
C. Services in Own Name — Procuring Services as Agent: For purposes of this
subsection, an agent is a person who acts under the direction and control of the
principal in procuring services on behalf of the principal that the person could not
itself render or supply. Amounts received by an agent for the account of its
principal as advances or reimbursements are exempted from the measure of the
tax only when the agent is not primarily or secondarily liable to pay for the services
procured.
Any person who claims to be acting merely as agent in obtaining services for a
Principal will have such claim recognized only when the contract or agreement
between such persons clearly establishes the relationship of principal and agent
and when the following conditions are complied with:
1_. The books and records of the agent show that the services were
obtained in the name and for the account of the principal and show the actual
principal for whom the purchase was made.
2. The books and records show the amount of the service that was
obtained for the principal, the amount of commissions and any other income
derived by the agent for acting as such. Amounts received from the principal as
advances and reimbursements must not be reflected as the agent's income on any
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Appendix-Adopted Legislations 7-85
ORDINANCE NO. 5734
of the agent's books and records. Commissions must be computed according to a
set percentage or amount, which is agreed upon in the agency agreement.
D. A consignee, bailee, factor, agent or auctioneer, as used in this section,
refers to one who has either actual or constructive possession of tangible personal
property,the actual ownership of such property being in another,or one calling for
bids on such property. The term "constructive possession" means possession of the
power to pass title to tangible personal property of others.
5-25-4 IMPOSITION OF THE TAX — TAX OR FEE LEVIED; BUSINESS LICENSE FEE
EXEMPTION:
A. Except as provided in RMC 5-25-4.0 (Tax Thresholds) and 5-25-4.D
(Amounts in Excess of Cap) effective January 1, 2016 at 12:01 a.m. there_ is
levied n and shall be collected from ever person a tax for the act or privilege
ev upon y p p
of engaging in business activities in the City of Renton, whether the person's
office or place of business be within or without the City. The tax shall be in
amounts to be determined by application of rates against gross proceeds of sale,
gross income of business or value of products, including by-products, as the case
may be, as follows:
1. Upon every person engaging within the City in business as an
extractor; as to such persons the amount of the tax with respect to such
business shall be equal to the value of the products, including by-products,
extracted within the City for sale or for commercial or industrial use, multiplied
by the rate of .085 of one percent (.00085). The measure of the tax is the value
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Appendix-Adopted Legislations 7-86
ORDINANCE NO. 5734
of the products, including by-products so extracted regardless of the place of
sale or the fact that deliveries may be made to points outside the City.
2. Upon every person engaging within the City in business as a
manufacturer; as to such persons the amount of the tax with respect to such
business shall be equal to the value of the products including by-products
manufactured within the City, multiplied by the rate of .085 of one percent
(.00085). The measure of the tax is the value of the products including by-
products, so manufactured, regardless of the place of sale or the fact that
deliveries may be made to points outside the City.
3. Upon every person engaging within the City in the business of making
sales at wholesale; as to such persons the amount of tax with respect to such
business shall be equal to the gross proceeds of such sales of the business
without regard to the place of delivery of articles, commodities or merchandise
sold, multiplied by the rate of.085 of one percent (.00085).
4. Upon every person engaging within the City in the business of making
sales at retail; as to such persons, the amount of tax with respect to such
business shall be equal to the gross proceeds of such sales of the business
without regard to the place of delivery of articles, commodities or merchandise
sold, multiplied by the rate of.050 of one percent (.00050).
5. Upon every person engaging within the City in the business of (a)
printing, (b) both printing and publishing newspapers magazines periodicals
books, music, and other printed items, (c) publishing newspapers magazines and
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Appendix-Adopted Legislations 7-87
ORDINANCE N0.
5734 l
periodicals, (d) extracting for hire, and (e) processing for hire; as to such persons,
the amount of tax on such business shall be equal to the gross income of the t
business multiplied by the rate of .085 of one percent (.00085).
6. Upon every person engaging within the City in the business of sales of
retail services; as to such persons, the amount of tax with respect to such
business shall be equal to the gross proceeds of sales multiplied by the rate of ,
.085 of one percent (.00085).
7. Upon every other person engaging within the City in any business
activity other than or in addition to those enumerated in the above subsections
as to such persons, the amount of tax on account of such activities shall be equal
to the gross income of the business multiplied by the rate of .085 of one percent
(.00085). This subsection includes among others and without limitation
whether or not title to material used in the performance of such business passes i
to another by accession, merger or other than by outright sale, persons engaged
in the business of developing, or producing custom software or of customizing
canned software producing royalties or commissions, and persons engaged in
the business of rendering any type of service which does not constitute a sale at
retail, a sale at wholesale, or a retail service.
B. Limitation of the Tax Rate Adiustment: The rates in subsection A above
shall not be increased by more than the Inflation Adjustment in any given year.
C. Tax Thresholds: This chapter shall not apply to any person engaging in
any one (1) or more business activities which are otherwise taxable pursuant to
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Appendix-Adopted Legislations 7-88
ORDINANCE NO. 5734
RMC 5-25-4.A, whose value of products including by-products gross proceeds of
sales, and gross income of the business as the case may be from all activities
conducted within the City during any calendar year, is less than or equal to the
threshold amount of one million five hundred thousand dollars ($1,500,000).
D. Amounts in Excess of Cap• This chapter shall not apply to that portion of
the gross proceeds of sales, gross income of the business and value of products
including by-products, from all activities conducted within the City, less
applicable deductions and other exemptions that are in excess of five billion
dollars ($5,000,000,000) during any calendar vear. The cap set forth in this
subsection shall be administratively adiusted by the Administrator on January 1st
of each year, beginning on January 1 2017 to reflect the inflation adjustment as
defined and calculated pursuant to RMC 5-25-2.P. The amount of the cap so
calculated shall be rounded to the nearest five thousand dollars ($5,000).
E. Business License Fee Exemption: Any business subiect to payment of a tax
imposed pursuant to RMC 5-25 (Business and Occupation Tax Code) shall be
exempt from the payment of the per employee business license fees.
5-25-5 MULTIPLE ACTIVITIES CREDIT WHEN ACTIVITIES TAKE PLACE IN ONE OR
MORE CITIES WITH ELIGIBLE GROSS RECEIPT TAXES:
A. Persons who engage in business activities that are within the purview of
two (2) or more subsections of RMC 5-25-4.A shall be taxable under each
applicable subsection.
35
"` Appendix-Adopted Legislations 7-89
ORDINANCE NO. 5734
B. Notwithstanding any provision to the contrary, if the Administrator finds
that the imposition of the City's tax would place an undue burden upon
interstate commerce or violate constitutional requirements, a taxpayer shall be
allowed a credit to the extent necessary to preserve the validity of the City's tax,
and still apply the City tax to as much of the taxpayer's activities as may be
subject to the City's taxing authority.
C. To take the credit authorized by this section, a taxpayer must be able to
document that the amount of tax sought to be credited was paid upon the same
gross receipts used in computing the tax against which the credit is applied.
D. Credit for Persons That Sell in the City Products That They Extract_or
Manufacture. Persons taxable under the retailing or wholesaling classification
with gp Y respect to selling products in this Cit shall be allowed a credit against those
p
taxes for any eligible gross receipts taxes paid (1) with respect to the i
manufacturing of the products sold in the City, and (2) with respect to the
extracting of the products or the ingredients used in the products, sold in the
City. The amount of the credit shall not exceed the tax liability arising under this
chapter with respect to the sale of those products.
E. Credit for persons that manufacture products in the City using
ingredients they extract. Persons taxable under the manufacturing classification
with respect to manufacturing products in this City shall be allowed a credit
against those taxes for any eligible gross receipts tax paid with respect to
extracting the ingredients of the products manufactured in the City. The amount
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Appendix-Adopted Legislations 7-90
ORDINANCE NO. 5734
of the credit shall not exceed the tax liability arising under this chapter with
respect to the manufacturing of those products.
F. Credit for persons that sell within the City products that they print or
publish and print. Persons taxable under the retailing or wholesaling
classification with respect to selling products in this City shall be allowed a credit
against those taxes for any eligible gross receipts taxes paid with respect to the
printing, or the printing and publishing of the products sold within the City. The
amount of the credit shall not exceed the tax liability arising under this chapter
with respect to the sale of those products.
5-25-6 DEDUCTIONS TO PREVENT MULTIPLE TAXATION OF MANUFACTURING
ACTIVITIES AND PRIOR TO JANUARY 1, 2008, TRANSACTIONS INVOLVING MORE
THAN ONE CITY WITH AN ELIGIBLE GROSS RECEIPTS TAX:
A. Amounts Subject to an Eligible Gross Receipts Tax in Another City That
Also Maintains Nexus Over the Same Activity: For taxes due prior to January 1
2008, a taxpayer that is subject to an eligible gross receipts tax on the same
activity in more than one (1) jurisdiction may be entitled to a deduction as
follows:
1. A taxpayer that has paid an eligible gross receipts tax with respect to
a sale of goods or services, to a iurisdiction in which the goods are delivered or
the services are provided may deduct an amount equal to the gross receipts
used to measure that tax from the measure of the tax owed to the City.
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"� Appendix-Adopted Legislations 7-91
ORDINANCE NO. 5734
2. Notwithstanding the above a person that is subject to an eligible
gross receipts tax in more than one (1) jurisdiction on the gross income derived
from intangibles such as royalties trademarks patents, or goodwill shall assign
those gross receipts to the jurisdiction where the person is domiciled (its
headquarters is located).
3. A taxpayer that has paid an eligible gross receipts tax on the privil
of accepting or executing a contract with another city may deduct an amount
equal to the contract price used to measure the tax due to the other city from
the measure of the tax owed to the City.
B. Person Manufacturing Products Within and Without: A person
manufacturing products within the City using products manufactured by the
same person outside the City may deduct from the measure of the
manufacturing tax the value of products manufactured outside the City and
included in the measure of an eligible gross receipts tax paid to the other
jurisdiction with respect to manufacturing such products.
5-25-7 ASSIGNMENT OF GROSS INCOME DERIVED FROM INTANGIBLES:
Gross income derived from the sale of intangibles such as royalties, trademarks,
patents or goodwill shall be assigned to the iurisdiction where the person is
domiciled (its headquarters is located).
5-25-8 ALLOCATION AND APPORTIONMENT OF INCOME WHEN ACTIVITIES
TAKE PLACE IN MORE THAN ONE JURISDICTION:
i
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Appendix-Adopted Legislations 7-92
ORDINANCE N0. 5734
Gross income other than persons subject to the provisions of RCW Chapter
82.14A, shall be allocated and apportioned as follows:
A. Gross income derived from all activities other than those taxed as service
or royalties under RMC 5-25-4.A.7 shall be allocated to the location where the
activity takes place.
B. In the case of sales of tangible personal property the activity takes place
where delivery to the buyer occurs.
C. In the case of sales of digital products, the activity takes place where
delivery to the buyer occurs. The delivery of digital products will be deemed to
occur at:
1. The seller's place of business if the purchaser receives the digital
Product at the seller's place of business;
2. If not received at the seller's place of business, the location where the
Purchaser or the purchaser's donee, designated as such by the purchaser,
receives the digital product, including the location indicated by instructions for
delivery to the purchaser or donee, known to the seller;
3. If the location where the purchaser or the purchaser's donee receives
the digital product is not known, the purchaser's address maintained in the
ordinary course of the seller's business when use of this address does not
constitute bad faith;
4. If no address for the purchaser is maintained in the ordinary course of
the seller's business, the purchaser's address obtained during the consummation
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" Appendix-Adopted Legislations 7-93
ORDINANCE NO. 5734
of the sale including the address of a purchaser's payment instrument, if no
other address is available, when use of this address does not constitute bad
faith, and
5. If no address for the purchaser is obtained during the consummation
of the sale the address where the digital good or digital code is first made
available for transmission by the seller or the address from which the digital
automated service or service described in RCW 82.04.050 (2)(g) or (6)(b) was '
provided disregarding for these purposes any location that merely provided the
digital transfer of the product sold.
D. If none of the methods in RMC 5-25-8.0 for determining where the
delivery of digital products occurs are available after a good faith effort by the
taxpayer to apply the methods provided in RMC 5-25-8.C.1 through 5, then the
City and the taxpayer may mutually agree to employ any other method to
effectuate an equitable allocation of income from the sale of digital products.
The taxpayer will be responsible for petitioning the City to use an alternative
method under RMC 5-25-8.D. The City may employ an alternative method for
allocating the income from the sale of digital products if the methods provided in
RMC 5-25-8.C.1 through 5 are not available and the taxpayer and the City are
unable to mutually agree on an alternative method to effectuate an equitable
allocation of income from the sale of digital products.
E. For purposes of RMC 5-25-8.C.1 through 5, "Receive" has the same
meaning as in RCW 82.32.730.
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Appendix-Adopted Legislations 7-94
ORDINANCE NO. 5734
F. Gross income derived from activities taxed as services and other activities
taxed under RMC 5-25-4.A.7 shall be apportioned to the City by multiplying
apportionable income by a fraction, the numerator of which is the payroll factor
plus the service-income factor and the denominator of which is two (2).
1. The payroll factor is a fraction, the numerator of which is the total
amount paid in the City during the tax period by the taxpayer for compensation
and the denominator of which is the total compensation paid everywhere during
the tax period. Compensation is paid in the City if:
a. The individual is primarily assigned within the City;
b. The individual is not primarily assigned to any place of business
for the tax period and the employee performs fifty percent (50%) or more of his
or her service for the tax period in the City; or
c. The individual is not primarily assigned to any place of business
for the tax period, the individual does not perform fifty percent (50%)or more of
his or her service in any city and the employee resides in the City.
2. The service income factor is a fraction, the numerator of which is the
total service income of the taxpayer in the City during the tax period and the
denominator of which is the total service income of the taxpayer everywhere
during the tax period. Service income is in the City if:
a. The customer location is in the City; or
b. The income-producing activity is performed in more than one (1)
location and a greater proportion of the service-income-producing activity is
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Appendix-Adopted Legislations 7-95
ORDINANCE NO. 5734
performed in the Cit than in an other location based on costs of performance,
and the taxpayer is not taxable at the customer location; or
c. The service-income-producing activity is performed within the
City, and the taxpayer is not taxable in the customer location.
3. If the allocation and apportionment provisions of this subsection do
not fairly represent the extent of the taxpayer's business activity in the City or
cities in which the taxpayer does business the taxpayer may petition for or the '
tax administrators may jointly require in respect to all or any part of the
taxpayer's business activity, that one (1) of the following methods be used jointly
by the cities to allocate or apportion gross income, if reasonable:
a. Separate accounting;
b. The use of a single factor;
c. The inclusion of one (1) or more additional factors that will fairly
represent the taxpayer's business activity in the City; or
d. The employment of any other method to effectuate an equitable
allocation and apportionment of the taxpayer's income.
G. The definitions in this subsection apply throughout this section:
1. "Apportionable income" means the gross income of the business
taxable under the service classifications of a city's gross receipts tax, including
income received from activities outside the City if the income would be taxable
under the service classification if received from activities within the City, less anv
exemptions or deductions available.
f�
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Appendix-Adopted Legislations 7-96
ORDINANCE NO. 5734
2. "Compensation" means wages salaries commissions and any other
form of remuneration paid to individuals for personal services that are or would
be included in the individual's gross income under the federal internal revenue
code.
3. "Individual" means any individual who under the usual common law
rules applicable in determining the employer-employee relationship has the
status of an employee of that taxpayer.
4. "Customer location" means the city or unincorporated area of a
county where the majority of the contacts between the taxpayer and the
customer take place.
5. "Primarily assigned" means the business location of the taxpayer
where the individual performs his or her duties.
6._ "Service-taxable income" or "service income" means gross income of
the business subject to tax under either the service or royalty classification.
7. "Tax period" means the calendar year during which tax liability is
accrued. If taxes are reported by a taxpayer on a basis more frequent than once
per year, taxpayers shall calculate the factors for the previous calendar year for
reporting in the current calendar year and correct the reporting for the previous
year when the factors are calculated for that year, but not later than the end of
the first quarter of the following year.
8. "Taxable in the customer location" means either that a taxpayer is
subject to a gross receipts tax in the customer location for the privilege of doing
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Appendix-Adopted Legislations 7-97
ORDINANCE NO. 5734
business, or that h the government where the customer is located has the '
authority to subject the taxpayer to gross receipts tax regardless of whether, in ,
fact, the government does so. '
H. Assignment or apportionment of revenue under this section shall be
made in accordance with and in full compliance with the provisions of the
interstate commerce clause of the United States Constitution where applicable. ,
5-25-9 ALLOCATION AND APPORTIONMENT OF PRINTING AND PUBLISHING '
INCOME WHEN ACTIVITIES TAKE PLACE IN MORE THAN ONE JURISDICTION:
Notwithstanding RCW 35.102.130 effective January 1, 2008, gross income from
the activities of printing and of publishing newspapers, periodicals, or magazines,
shall be allocated to the principal place in this state from which the taxpayer's
business is directed or managed. As used in this section the activities of printing,
'
bus g p g,
and of publishing newspapers periodicals or magazines have the same meanings
as attributed to those terms in RCW 82.04.280(1) by the Department of Revenue. ,
5-25-10 EXEMPTIONS:
A Adult Family Homes: This chapter does not apply to adult family homes '
which are licensed as such or which are specifically exempt from licensing, under
rules of the Washington State Department of Social and Health Services.
B Day Care Provided By Churches: This chapter shall not apply to amounts
derived by a church that is exempt from property tax under RCW 84.36.020 from
the provision of care for children for periods of less than twenty-four (24) hours. '
44 _
Appendix-Adopted Legislations 7-98
ORDINANCE NO. 5734
C. Child Care Resource and Referral Services by Nonprofit Organizations: This
chapter does not apply to nonprofit organizations in respect to amounts derived
from the provision of child-care resource and referral services.
D. Non-Profit Organizations That are Guarantee Agencies Issue Debt or
Provide Guarantees for Student Loans: This chapter does not apply to gross income
received by non-profit organizations exempt from federal income tax under
Internal Revenue Code Section 501(c)(3),that:
1. Are guarantee agencies under the federal guaranteed student loan
program or that issue debt to provide or acquire student loans;or
2. Provide guarantees for student loans made through programs other
than the federal guaranteed student loan program.
E. Nonprofit Organizations—Credit and Debt Services: This chapter does not
apply to nonprofit organizations in respect to amounts derived from provision of
the following services:
1. Presenting individual and community credit education programs
including credit and debt counseling;
' 2. Obtaining creditor cooperation allowing a debtor to repay debt in an
orderly manner;
' 3. Establishing and administering negotiated repayment programs for
debtors; or
' 4. Providing advice or assistance to a debtor with regard to 1, 2, or 3,
above, of this subsection E.
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Appendix-Adopted Legislations 7-99
ORDINANCE N0.
5734 '
F. Certain fraternal and beneficiary organizations: This chapter shall not apply
to fraternal benefit societies or fraternal fire insurance associations, as described in i
Title 48 RCW; nor to beneficiary corporations or societies organized under and
existing by virtue of RCW Title 24, if such beneficiary corporations or societies
provide in their bylaws for the payment of death benefits. This exemption is
limited however, to gross income from premiums, fees, assessments, dues or
other charges directly attributable to the insurance or death benefits provided by
such societies, associations, or corporations.
G. Certain Corporations Furnishing Aid and Relief: This chapter shall not apply
to the gross sales or the gross income received by corporations which have been
incorporated under any act of the congress of the United States of America and
whose principal purposes are to furnish volunteer aid to the United States of '
America armed force members and also to carry on a system of national and
international relief and to apply the same in mitigating the sufferings caused by ,
pestilence famine fire floods and other national calamities and to devise and
carry on measures for preventing the same.
H. Operation of Sheltered Workshops: This chapter shall not apply to income ,
received from the Department of Social and Health Services for the cost of care,
h
maintenance, support and training of persons with developmental disabilities at
nonprofit group training homes as defined by RCW Chapter 71A.22 or to the
business activities of nonprofit organizations from the operation of sheltered
workshops. For the purposes of this subsection, RMC 5-25-10.H, "the operation of
46
Appendix-Adopted Legislations 7-100
ORDINANCE N0. 5734
sheltered workshops" means performance of business activities of any kind on or
off the premises of such nonprofit organizations which are performed for the
primary purpose of:
1._ Providing gainful employment or rehabilitation services to the
handicapped or disabled as an interim step in the rehabilitation process for those
who cannot be readily absorbed in the competitive labor market or during such
time as employment opportunities for them in the competitive labor market do not
exist; or
2. Providing evaluation and work adjustment services for handicapped or
disabled individuals.
I._ Investments—Dividends From Subsidiary Corporations: This chapter shall
not apply to amounts derived by persons, other than those engaging in banking,
loan, security or other financial businesses, from investments or the use of money
as such, and also amounts derived as dividends by a parent from its subsidiary
corporations.
J. United States, Washington State governmental entities: The City of Renton
is exempt from the tax levied by this chapter.
K. Gross Receipts Taxed Under Other Renton Municipal Code (RMC) Sections:
This chapter shall not apply to:
1. Any person in respect to a business activity with respect to which tax
' liability is specifically imposed under the provisions of RMC Chapter 5-11 (Utility
Tax)• or
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Appendix-Adopted Legislations 7-101
ORDINANCE N0.
5734
2. Any bona fide charitable or nonprofit organization, as defined in RCW '
9.46.0209 subject to a tax pursuant to RMC 5-8-5 (bona fide charitable or '
nonprofit organization gambling activity, bingo, raffle and fundraising activities;
pulltabs and punchboards; card games; and, amusement games).
L. Credit Unions: This chapter shall not apply to the gross income of credit '
unions organized under the laws of this state, any other state, or the United States. ,
M. International Banking Facilities: This chapter shall not apply to the gross ,
receipts of an international banking facility. As used in this subsection, RMC 5-25-
10.M, an "international banking facility" means a facility represented by a set of ,
asset and liability accounts segregated on the books and records of a commercial '
bank the principal office of which is located in this state, and which is incorporated
and doing business under the laws of the United States of America or of this state '
a United States branch or agency of a foreign bank, an Edge corporation organized ,
under Section 25(A) of the Federal Reserve Act, 12 United States Code 611-631, or
an Agreement corporation having an agreement or undertaking with the Board of
Governors of the Federal Reserve System under Section 25 of the Federal Reserve
Act 12 United States Code 11 601-604(a) that includes only international banking '
facility time deposits (as defined in subsection (a)(2) of Section 204.8 of Regulation
D (12 CFR Part 204) as promulgated by the Board of Governors of the Federal
Reserve System) and international banking facility extensions of credit (as defined
in subsection (a)(3) of Section 204.8 of Regulation D).
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Appendix-Adopted Legislations 7-102
i
ORDINANCE N0. 5734
N. Insurance Business: This chapter shall not apply to amounts received by any
person who is an insurer or their appointed insurance producer upon which a tax
based on gross premiums is paid to the state pursuant to RCW 48.14.020 and
provided further, that the provisions of this subsection shall not exempt any
bonding company from tax with respect to gross income derived from the
completion of any contract as to which it is a surety, or as to any liability as
successor to the liability of the defaulting contractor.
0. Farmers—Agriculture: This chapter shall not apply to any farmer in respect
to amounts received from selling fruits, vegetables berries butter, eggs fish milk
poultry, meats or any other agricultural product that is raised, caught produced or
manufactured by such persons. "Agricultural product" does not include animals
intended to be pets, marijuana, or marijuana infused products as defined by RCW
69.50.101(t) and (x). "Farmer" does not include any person engaged in the
business of growing, producing, processing, selling or distributing marijuana.
P. Athletic Exhibitions: This chapter shall not apply to any person in respect to
the business of conducting boxing contests and sparring or wrestling matches and
exhibitions for the conduct of which a license must be secured from the State
Boxing Commission.
Q. Racing: This chapter shall not apply to any person in respect to the business
1 of conducting race meets for the conduct of which a license must be secured from
the Washington State Horse Racing Commission.
Appendix-Adopted Legislations 7-103
ORDINANCE NO. 5734
R. Ride Sharing: This chapter does notap apply an I to funds received in the '
p Y
course of commuter ride sharing or ride sharing for persons with special '
transportation needs in accordance with RCW 46.74.010.
S. Employees: This chapter shall not apply to any person in respect to his or
her employment in the capacity as an employee or servant as distinguished from
that of an independent contractor. For the purposes of this subsection, RMC 5-25- ,
10.5 the definition of employee shall include those persons that are defined in
section 3121(d)(3)(B) of the Internal Revenue Code, as hereafter amended. For
purposes of this chapter, a booth renter, as defined by RCW 18.16.020, is an
independent contractor. ,
T. Amounts Derived from Sale of Real Estate: This chapter shall not apply to
'
dross proceeds derived from the sale of real estate. This, however, shall not be
construed to allow an exemption of amounts received as commissions from the ,
sale of real estate, nor as fees, handling charges, discounts, interest or similar
financial charges resulting from, or relating to, real estate transactions.This chapter
shall also not apply to amounts received for the rental of real estate if the rental
income is derived from a contract to rent for a continuous period of thirty (30)
calendar days or longer.
U. Mortgage Brokers' Third-Party Provider Services Trust Accounts: This
chapter shall not apply to amounts received from trust accounts to mortgage
brokers for the payment of third-party costs if the accounts are operated in a
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Appendix-Adopted Legislations 7-104
i
ORDINANCE N0. 5734
manner consistent with RCW 19.146.050 and any rules adopted by the director of
financial institutions.
V. Amounts Derived From Manufacturing Selling or Distributing Motor Vehicle
Fuel:This chapter shall not apply to the manufacturing selling or distributing motor
vehicle fuel, as the term "motor vehicle fuel" is defined in RCW 82.36.010 and
exempted under RCW 82.36.440, provided that any fuel not subjected to the state
fuel excise tax, or any other applicable deduction or exemption will be taxable
under this chapter.
W. Amounts Derived From Liquor, and the Sale or Distribution of Liquor: This
chapter shall not apply to liquor as defined in RCW 66.04.010 and exempted in
RCW 66.08.120.
X. Casual and Isolated Sales:This chapter shall not apply to the gross proceeds
derived from casual or isolated sales.
Y. Accommodation Sales: This chapter shall not apply to sales for resale by
persons regularly engaged in the business of making retail sales of the type of
Property so sold to other persons similarly engaged in the business of selling such
Property where:
1. The amount paid by the buyer does not exceed the amount paid by the
seller to his vendor in the acquisition of the article; and
2. The sale is made as an accommodation to the buyer to enable the buyer
to fill a bona fide existing order of a customer or is made within fourteen (14)
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`W Appendix-Adopted Legislations 7-105
t
ORDINANCE NO. 5734
to reimburse in kind a previous accommodation sale b the buyer to '
calendar days pyy
the seller.
Provided that where the seller holds himself or herself out as being ,
regularly engaged in the business of making sales at wholesale of such property,
such sales shall be included in his principal business activity, and not exempt from
tax. t
Z. Real Estate Brokers and Associated Brokers, Agents, or Salesmen: This '
chapter does not apply to that portion of a real estate commission assigned to
another brokerage office pursuant to the division of revenue between the
originating brokerage office and a cooperating brokerage office on a particular
transaction. Each brokerage office shall pay the tax upon its respective revenue
share of the transaction. Furthermore where a brokerage office has paid the
business license tax on the gross commission earned by that brokerage office, '
associate brokers salesmen or agents within the same office shall not be required
to pay the tax upon their share of the commission from the same transaction.
AA.Taxes Collected as Trust Funds: This chapter shall not apply to amounts
collected by the taxpayer from third-parties to satisfy third party obligations to pay
taxes such as the retail sales tax use tax, commercial parking tax, and admission
tax.
AB. Health Maintenance Organization Health Care Service Contractor,
Certified Health Plan: This chapter does not apply to any health maintenance
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Appendix-Adopted Legislations 7-106
ORDINANCE N0. 5734
organization, health care service contractor, or certified health plan with respect
to premiums or prepayments that are taxable under RCW 48.14.0201.
AC.Certain Commercial Airplane Parts: This chapter does not apply to the sale
of certain parts to a manufacturer of a commercial airplane that are not taxable
under RCW 82.04.627(1). "Commercial airplane" has the same meaning given in
RCW 82.32.550.
5-25-11 DEDUCTIONS:
In computing the license fee or tax, there may be deducted from the measure of
tax the following items:
A. Membership Fees and Certain Service Fees By Non-Profit Youth
Organization: For purposes of this subsection, "non-profit youth organization"
means a non-profit organization engaged in character building of youth which is
exempt from property tax under RCW 84.36.030. In computing tax due under
this chapter, there may be deducted from the measure of tax all amounts
received by a non-profit youth organization:
1. As membership fees or dues, irrespective of the fact that the
1 payment of the membership fees or dues to the organization may entitle its
members, in addition to other rights or privileges, to receive services from the
organization or to use the organization's facilities; or
2. From members of the organization for camping and recreational
services provided by the organization or for the use of the organization's
Ww
camping and recreational facilities.
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Appendix-Adopted Legislations 7-107
ORDINANCE NO.
5734
B. Fees Dues Charges: In computing tax there may be deducted from the
g p � V
measure of tax amounts derived from bona-fide: ,
1. Initiation fees; ,
2. Dues;
3. Contributions;
4. Donations; t
5. Tuition fees;
6. Charges made by a non-profit trade or professional organization for
attending or occupying space at a trade show, convention, or educational ,
seminar sponsored by the non-profit trade or professional organization, which
trade show, convention or educational seminar is not open to the general
public;
7. Charges made for operation of privately operated kindergartens; and ,
8. Endowment funds.
This subsection shall not be construed to exempt any person, association,
or society from tax liability upon selling tangible personal property or upon
providing facilities or services for which a special charge is made to members or
others. If dues are in exchange for any significant amount of goods or services
rendered by the recipient to members without any additional charge to the
member, or if the dues are graduated upon the amount of goods or services
rendered the value of such goods or services shall not be considered as a
deduction under this subsection.
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Appendix-Adopted Legislations 7-108
ORDINANCE N0. 5734
C. Artistic and Cultural Organizations - Income From Business Activities: In
computing tax, there may be deducted from the measure of tax those amounts
received by artistic or cultural organizations, as defined in this chapter, which
represent:
1. Income derived from business activities conducted by the
organization, provided that this deduction does not apply to retail sales made by
artistic and cultural organizations;
2. Amounts received from the United States of America or any of its
instrumentalities or from the State of Washington or any municipal corporation
or subdivision thereof as compensation for; or to supportartistic or cultural
exhibitions, performances, or programs provided by an artistic or cultural
organization for attendance or viewing by the general public; or
3. Amounts received as tuition charges collected for the privilege of
attending artistic or cultural education programs.
D. Artistic or Cultural Organization - Deduction For Tax Under the
Manufacturing Classification - Value of Articles For Use In Displaying Art Objects
or Presenting Artistic or Cultural Exhibitions, Performances or Programs: In
computing tax, there may be deducted from the measure of tax by persons
subject to payment of the tax under the manufacturing classification the value
of articles to the extent manufacturing activities are undertaken by an artistic or
cultural organization, as defined in this chapter, solely for the purpose of
manufacturing articles for use by the organization in displaying art objects or
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® Appendix-Adopted Legislations 7-109
1
ORDINANCE NO. 5734
p �
resentin artistic or cultural exhibitionsperformances, or programs for
attendance or viewing by the general public. f
E. Day Care Activities: In computing tax, there may be deducted from the ,
measure of tax amounts derived from day care activities by any organization
organized and operated for charitable, educational, or other purposes which is
exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3),
provided, however, that amounts derived from selling, altering or repairing
tangible personal property shall not be deductible.
F. Interest on Obligations of the State, its Political Subdivisions, and
Municipal Corporations: In computing tax, there may be deducted from the
measure of tax by those engaged in banking, loan, security or other financial
businesses amounts derived from interest paid on all obligations of the State of
Washington, its political subdivisions, and municipal corporations. ,
G. Interest on Loans to Farmers and Ranchers, Producers or Harvesters of '
Aquatic Products, or Their Cooperatives: In computing tax, there may be
deducted from the measure of tax amounts derived as interest on loans to bona
fide farmers and ranchers, producers or harvesters of aquatic products, or their
cooperatives by a lending institution which is owned exclusively by its borrowers
or members and which is engaged solely in the business of making loans and
providing finance-related services to bona fide farmers and ranchers, producers
or harvesters of aquatic products, their cooperatives, rural residents for housing,
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Appendix-Adopted Legislations 7-110
ORDINANCE NO. 5734
or persons engaged in furnishing farm-related or aquatic-related services to
these individuals or entities.
H. Receipts From Tangible Personal Property Delivered Outside the State: In
computing tax, there may be deducted from the measure of tax under retailing
or wholesaling amounts derived from the sale of tangible personal property that
is delivered by the seller to the buyer or the buyer's representative at a location
outside the state of Washington.
1._ Cash Discount Taken by Purchaser: In computing tax, there may be
deducted from the measure of tax the cash discount amounts actually taken by
the purchaser. This deduction is not allowed in arriving at the taxable amount
under the extracting or manufacturing classifications with respect to articles
produced or manufactured, the reported values of which, for the purposes of
this tax, have been computed according to the "value of product" provisions.
J. Credit Losses of Accrual Basis Taxpayers: In computing tax, there may be
deducted from the measure of tax the amount of credit losses actually sustained
by taxpayers whose regular books of account are kept upon an accrual basis.
K. Repair, Maintenance, Replacement, Etc., of Residential Structures and
Commonly Held Property— Eligible Organizations:
1. In computing tax, there may be deducted from the measure of tax
amounts used solely for repair, maintenance, replacement, management, or
improvement of the residential structures and commonly held property, but
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Appendix-Adopted Legislations 7-111
ORDINANCE N0.
5734
excluding property where fees or charges are made for use by the public who are ,
not guests accompanied by a member, which are derived by: '
a. A cooperative housing association, corporation, or partnership '
from a person who resides in a structure owned by the cooperative housing
association, corporation, or partnership;
b. An association of owners of property as defined in RCW
64.32.010 as now or hereafter amended from a person who is an apartment
owner as defined in RCW 64.32.010; or
c. An association of owners of residential property from a person
who is a member of the association. "Association of owners of residential
property" means any organization of all the owners of residential property in a
defined area who all hold the same property in common within the area.
2. For the purposes of this subsection "commonly held property"
includes areas required for common access such as reception areas, halls,
stairways parking etc., and may include recreation rooms, swimming pools and
small parks or recreation areas• but is not intended to include more grounds
than are normally required in a residential area, or to include such extensive
areas as required for golf courses campgrounds, hiking and riding areas, boating
areas, etc.
3. To qualify for the deductions under this subsection:
a. The salary or compensation paid to officers, managers, or
employees must be only for actual services rendered and at levels comparable to
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Appendix-Adopted Legislations 7-112
ORDINANCE N0. 5734
the salary or compensation of like positions within the county wherein the
property is located;
b. Dues, fees, or assessments in excess of amounts needed for the
purposes for which the deduction is allowed must be refunded to the members
of the association;
c. Assets of the association or organization must be distributable to
all members and must not inure to the benefit of any single member or group of
members.
L. Radio and Television Broadcasting - Advertising Agency Fees - National
Regional, and Network Advertising - Interstate Allocations: In computing tax
there may be deducted from the measure of tax by radio and television
broadcasters amounts representing the following:
1. Advertising agencies' fees when such fees or allowances are shown as
a discount or price reduction in the billing or that the billing is on a net basis i.e.
less the discount;
2. Actual gross receipts from national network and regional advertising
g
or a "standard deduction" as provided by RCW 82.04.280• and
1 3. Local advertising revenue that represent advertising which is
intended to reach potential customers of the advertiser who are located outside
the State of Washington. The Administrator may issue a rule that provides
detailed guidance as to how these deductions are to be calculated.
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Appendix-Adopted Legislations 7-113
ORDINANCE N0.
5734
M. Constitutional and Statutory Prohibitions: In computing tax, there may
be deducted from the measure of the tax amounts derived from business which ,
the City is prohibited from taxing under the Constitution or laws of the State of ,
Washington or the United States of America.
N. Receipts From The Sale of Tangible Personal Property and Retail Services
Delivered Outside the City But Within Washington: Effective January 1, 2008,
amounts included in the gross receipts reported on the tax return derived from
the sale of tangible personal property delivered to the buyer or the buyer's
representative outside the City but within the State of Washington may be
deducted from the measure of tax under the retailing, retail services, or
wholesaling classification.
0. Professional Employer Services: In computing the tax a professional
employer organization may deduct from the calculation of gross income the '
gross income of the business derived from performing professional employer ,
services that is equal to the portion of the fee charged to a client that represents
the actual cost of wages and salaries, benefits, workers' compensation, payroll
taxes, withholding, or other assessments paid to or on behalf of a covered
employee by the professional employer organization under a professional
employer agreement.
P. Interest on Investments or Loans Secured By Mortgages or Deeds of
Trust: In computing tax, to the extent permitted by RCW Chapter 82.14A, there
may be deducted from the measure of tax by those engaged in banking, loan,
i
60 r
Appendix-Adopted Legislations 7-114
ORDINANCE N0. 5734
security or other financial businesses, amounts derived from interest received on
investments or loans primarily secured by first mortgages or trust deeds on non-
transient residential properties.
Q. Compensation from Public Entities for Health or Social Welfare Services—
Deduction: In computing tax there may be deducted from the measure of tax
amounts received from the United States or any instrumentality thereof or from
the State of Washington or any municipal corporation or political subdivision
thereof as compensation for, or to support health or social welfare services
rendered by a health or social welfare organization (as defined in RCW
82.04.431) or by a municipal corporation or political subdivision except
deductions are not allowed under this section for amounts that are received
under an employee benefit plan. For purposes of this subsection "employee
benefit plan" does not include the military benefits program authorized in 10
U.S.C. Sec. 1071 et seq., as amended (CHAMPUS) or amounts payable.
5-25-12 NEW BUSINESS TAX CREDIT:
A. Purpose: The City believes that providing a temporary tax credit relating
to new businesses is a meaningful method of fostering such new businesses to
establish a solid financial foundation during its start-up process. Further, the City
finds that a credit related to the creation of fifty (50) or more new full-time
equivalent ("FTE") employees within the City will benefit other local businesses.
Therefore, considering situations particular and unique to the City, the City finds
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Appendix-Adopted Legislations 7-115
ORDINANCE NO. 5734
that it is appropriate to differ from the business and occupation tax model
ordinance in providing for a new business tax credit as described in this section.
B. There may be credited against the tax imposed by this chapter, the
amount up to one thousand dollars ($1,000) per FTE in the City of Renton.
C. To take the credit authorized by this section, a taxpayer must be able to
document all of the following:
1. The taxpayer has not, for any period of time, engaged in business in
the City of Renton for a period of ten (10) or more years prior to application for
the tax credit;
2. The taxpayer employees fifty (50) or more full-time equivalent
employees in Renton. An FTE is defined as each one thousand nine hundred and
r h r calendar and
twenty (1,920 worker ours pe r aye year;,
3. The taxpayer may be required to submit its quarterly reports to the
State Department of Labor and Industries and/or other documentations in
support of such employee hours worked in the City.
4. The taxpayer must report, on each return filed, the taxpayer's total
number of full-time employment positions.
D. The tax credit can be taken for the first twelve (12) consecutive reporting
quarters or three (3) reporting years.
E. This credit is not considered a payment of taxes for purposes of seeking a
refund of overpayment of tax pursuant to the provisions of 5-25-14 or any other
purpose. As such unused credit amounts will not be refunded, carried over
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Appendix-Adopted Legislations 7-116
ORDINANCE N0. 5734
from reporting period(s) to reporting periods) and will not accrue interest.
F. The Administrator is authorized to promulgate rules implementing
interpreting, and enforcing the provisions of this section.
5-25-13 TAX PART OF OVERHEAD:
It is not the intention of this chapter that the taxes or fees herein levied upon
persons engaging in business be construed as taxes or fees upon the purchasers
or customer, but that such taxes or fees shall be levied upon and collectible
from, the person engaging in the business activities herein designated and that
such taxes or fees shall constitute a part of the cost of doing business of such
persons.
5-25-14 ADMINISTRATIVE PROVISIONS:
The Administrator shall in consultation with the City Attorney prepare
administrative provisions in conformance with Chapter 35.102 RCW for review
and approval by ordinance of the City Council providing for the uniform
administration of the tax levied by this chapter with respect to returns deadline
penalties, interest, refund additional assessments appeals time limitations for
bringing actions and other related administrative matters.
5-25-15 SEVERABILITY CLAUSE:
If any provision of this chapter or its application to any person or circumstance is
held invalid, the remainder of the chapter or the application of the provision to
other persons or circumstances shall not be affected.
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Appendix-Adopted Legislations 7-117
ORDINANCE NO. 5734
SECTION II. Referendum Authorized. A referendum petition to repeal this ordinance
may be filed with the City Clerk within seven (7) calendar days of passage of this ordinance. ,
Within ten (10) days of such filing, the City Clerk shall confer with the petitioner concerning
form and style of the petition, issue the petition an identification number, and secure an
accurate, concise, and positive ballot title from the designated local official. The petitioner shall
have thirty (30) calendar days in which to secure the signatures of not less than fifteen percent
(15%) of the registered voters of the City, as of the last municipal general election, upon
petition forms that contain the ballot title and the full text of the measure to be referred. The
City Clerk shall verify the sufficiency of the signatures on the petition and, if sufficient valid
signatures are properly submitted, shall certify the referendum measure to the next election
ballot within the City or at a special election ballot as provided pursuant to RCW 35.17.260(2).
Except as otherwise provided, all provisions set forth in RCW 35.17.250 through RCW 35.17.360
P P
that are applicable to the character and form for an initiative petition, to the examination and I
certification, and to the submission to the vote of the people of the ordinance proposed, shall
apply to the referendum petition authorized and to this ordinance.
SECTION III. Severability. Should any section, paragraph, sentence, clause or phrase
of this ordinance, or its application to any person or circumstance, be declared unconstitutional
or otherwise invalid for any reason, or should any portion of this ordinance be pre-empted by
state or federal law or regulation, such decision or pre-emption shall not affect the validity of
the remaining portions of this ordinance or its application to other persons or circumstances.
SECTION IV. This ordinance shall be effective upon its passage, approval, and thirty
(30) calendar days after publication.
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Appendix-Adopted Legislations 7-118
ORDINANCE N0. 5734
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
4,,�a a
Jason . Seth, Acting City Clerk
APPROVED BY THE MAYOR this 3rd day of November 2014.
L, i6uz
Denis Law, Mayor
Approved as to form: d
A AL
sE AL j
Lawrence J. Warren, City Attorney
Date of Publication: 11/7/2014 (summary)
0RD:1839:10/22/14:scr
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' Appendix-Adopted Legislations 7-119
CITY OF RENTON, WASHINGTON ,
ORDINANCE N0. 5735
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTION
5-5-3 OF CHAPTER 5, BUSINESS LICENSES, OF TITLE V (FINANCE AND BUSINESS
REGULATIONS) OF THE RENTON MUNICIPAL CODE, BY CLARIFYING THE
METHODS OF CALCULATION OF BUSINESS LICENSE FEES AND RESTATING THE
SECTION ENTITLED "EXEMPTION".
THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS
FOLLOWS:
SECTION Subsection 5-5-3.0 License Fee of Chapter 5 Business Licenses of Title V
CT 1. Su p ,
(Finance and Business Regulations) of the Renton Municipal Code, is hereby amended as
follows:
C. License Fee: The general business license fee shall consist of two (2)
parts a fixed registration fee and a variable per employee fee, which shall be
determined by the number of empleyees worker-hours in the City of Renton
during the reporting period_as follows-
1.
ol s-1. New License Applieation Registration Fee8: The newIffieense Business
License Registration fee shall be Ealewlated by estimating the numbeF Of hOUFS te
ri90—eF less-tetalheursweFRed-peF year th .,, lieense fee of one
hundred ten dollars ($110.00) shall a be due and payable when filing a
completed registration form as prescribed by the Administrator.
: 00(ed exceeding-e.e—thousand—nine—kau;d;zd twenty (1,920)—Ferear-,
lieense fee shall be the total of a feFty five dellaF base lieense fee PIU5 a
1
Appendix-Adopted Legislations 7-120
ORDINANCE N0. 5735
ef ef' yee h e v r s On the upce m I ng--yea r, the fee may be•-based 6R-tI-1 eV rFef
^aF's heHFS. The Registration Fee may be adjusted from time to time as published
in the city's current Fee Schedule brochure.
2. Renewal Per Employee Fee*: The aRnual Effective January 1, 2015, in
addition to the Registration Fee described in subsection C.1 above a per
employee license mal fee shall be calculated by multiplying the actual
number of hours worked during the reporting period.
Ihun.dFed twenty !1 920) I + taI +
� c� cji—Tr-�zvT2; i.=�� circa� h e k�r� da e r If a�--�a r-�r-ea rah e i n i m lii�l
license—fee—ef ens
license fee shall be the +„+arI of a feFt . F. d "a ($�45 w00) hu7nIT'Ccn 7c-fccplus
by $0.03452 per hour.
Businesses with feweF 1-500 ;.AweFkeF hOUFS peF yeaF shall be exeMpt 49M
paying the p ^I^„^^ fee a^SG„b^d ; this ti + . Businesses with fewer
than one thousand two hundred (1,200) worker-hours in a year or three hundred
000) hours in a quarter shall be exempt from paying the per employee fee
described in this subsection. The reporting eriod for new businesses shall be
iquarterly on or before the quarterly reporting due dates.
3. The per hour rate shall be administratively
adjusted every other year by the percentage rise or fall of the Seattle-
Tacoma-2
Appendix-Adopted Legislations 7-121
ORDINANCE N0.
5735
Bremerton Consumer Price Index All Items Urban Wage Earners and Clerical r
Workers (also known as CPI-W) ending August 31, for the same two (2) year period
and published in the City's current Fee Schedule brochure.
4. At any time dWFiHg the yeaF that it appeaFS that the mbeF of
employe as been URdeF FepeFt^d, an additional license—fee-shell be due.
A-f Section and based en the net diffelFenee between estimated fees paid at,
the +'Ffle f Rew license nl' +' and the fees f... heUFs -.i-tually nrLed Such
.d-•+'enal lieense f hall be aid to the City at the time of annual Feno,.«L
5. if, at anytime, it appeaFs that the n mbelF of employees fey- the yeaf
has been uRdef-FepeFted by twenty peFreent-(20%)-OF meFe,t-her" `hc�rrciTbe v
peRalty applied te any additienal fee owed, equal to twenty percent o
ann Fn ef the additional fee, plus any arzeewnting, legal GF administFative
n r .d by the City in .dn+n.-..miniAg the undnr_rnr eFtin.g the a n+ of '
6—. Each business license holder may be required, by the AdministFative
SeFYiees Administrator eF his jheF designee, to file with the City of Renton, copies
of its quarterly reports to the State Department of Labor and Industries reporting
employee hours worked. The businesses that did not file the report may be
required to file an affidavit with the City reporting hours worked or the
equivalent number of employees.
3
Appendix-Adopted Legislations 7-122
ORDINANCE N0. 5735
-74. Due Dates: Annual business lmeeRse registration and per employee
fees are due by the last day of the FneRth ef the I 9F expeFatieR of the
CLAFFent license. Qaarterly keFise fees aFe due by the last day of January for
businesses with anniversary dates which fall within the forth calendar quarter of
the year, April for businesses with anniversary dates which fall within the first
calendar quarter of the year, July for businesses with anniversary dates which fall
within the second calendar quarter of the year, and October for businesses with
anniversary dates which fall within the third calendar quarter of the year.
For those businesses required to report quarterly, in additional to the
annual registration fee due as described above, the per employee fees are due by
the last day of January,April,July, and October.
$5. Reporting Periods: Per Employee 4business license fees are
calculated for the reporting period. The A dmiRistFative c^F„".es Administrator
mai set—shall have the discretion to designate a business' reporting periods as
annually or quarterly based on various factors, among others, the number of
employees and/or seasonal nature of the business payment sehedules and dwe
dates fGF busiRess lieense fees eR an exceptional basis,
a. The Weporting period for those required to file annually business
eases shall be the four (4) complete calendar quarters preceding the due date.
b. The reporting period for those required to file quarterly menses
shall be the calendar quarter preceding each quarterly due date.
4
Appendix-Adopted Legislations 7-123
ORDINANCE N0.
5735
36.
Expiration: Unless otherwise established by the Administrator, an
— p —
annual business license registration is valid for a period of one (1) year and shall
expire on the same date as the due date as described in subsection C.4 above. ee
the last day of the month of the anRiveFsaFy date ef the initial business lieense
rrsvcrrccer-+he-cxp i v+rvn date a3�stated e n the face of-+he-license. A h
lueense with an appFGVed quakeFly FePOFtiAg plan shall exp*Fe on the last day e
e-eived by these dates.
197. Location of Business and Employees:
a. Presumption: For purposes of this section, any business operating
within the City limits of the City of Renton shall be deemed to have all of its
employees working within the City limits of the City of Renton.
b. Working Outside City: For any employees whose nominal place of
business is within the City limits of the City of Renton, all hours will be presumed
to be worked within the City and subject to this fee. Any employee regularly
reporting to work within the City limits shall have all of that employee's time ,
subject to this fee, even if portions of the employee's time are spent outside the
City of Renton (for example, a realtor or outside salesperson). � When an
h i of Renton who for extended
employee normally employed within the City ,
periods of time, reports to work outside the City of Renton, for example, a
contractor's employees reporting directly to job sites, then the employer may by
affidavit report the number of hours actually worked within the City or the
5 ,
Appendix-Adopted Legislations 7-124
ORDINANCE N0. 5735
percentage of time within the City based upon one thousand nine hundred
twenty (1,920) hours annually and pay the annual license fee based upon those
figures.
C. Short Term or Temporary License: A temporary ninety (90)
calendar day license may be purchased for fifty dollars ($50.00) for each full-time
equivalent employee ("FTE) or for each four hundred and eighty (480) worker-
hours during the ninety (90) calendar day period, or as prescribed in the City's
Fee Schedule. The expiration date of the license shall be ninety (90) calendar
days from date of issuance. The temporary business license may only be
purchased by businesses with fifty (50) or fewer FTE. The license may be
renewed at the applicable FTE rate for successive ninety (90) calendar day
periods not to exceed two hundred seventy (270) consecutive days. Renewal
forms will not be sent to short term business licensees. Renewals must be at the
request of licensee. All late fees and penalties apply.
r
448. Any payment not made within one (1) month following the due
date shall be cause for the automatic revocation of the business license.
I4-29. The Administrator shall have the authority to inspect business
premises, and review or audit business records with reasonable prior notice.
10. Non-Profit Exemption: A bona fide non-profit organization
organized under Section 501(c)(3) of the Internal Revenue Code whose income is
primarily from compensation from public entities for health or social welfare
services, grants, and/or donations, shall register and file employment information
' 6
Appendix-Adopted Legislations 7-125
ORDINANCE N0. 5735
at least annually but shall be exempt from paying the registration and the per
employee fee. Primarily shall mean more than fifty percent (50%).
SECTION II. This ordinance shall be effective upon its passage, approval, and thirty
(30) calendar days after publication.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
1 �
JasonSeth, Acting City Clerk
APPROVED BY THE MAYOR this 3rd day of Novem er , 2014.
Denis Law, Mayor
Approved as to form:
Lawrence J. Warren, City AttorneyWX
Date of Publication: 11/7/2014 (summary) ' ^
ORD:1838:10/22/14:scr
7 '
Appendix-Adopted Legislations 7-126
CITY OF RENTON, WASHINGTON
ORDINANCE NO. 5736
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING
SUBSECTION 5-4-2.0 OF CHAPTER 4, ANIMAL LICENSES, OF TITLE V (FINANCE
AND BUSINESS REGULATIONS) OF THE RENTON MUNICIPAL CODE, BY
REDUCING THE AGE FOR CITY RESIDENTS TO QUALIFY FOR DISCOUNTED
ANIMAL LICENSES AVAILABLE TO LOW INCOME SENIORS.
THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS
FOLLOWS:
SECTION I. Subsection 5-4-2.0 of Chapter 4, Animal Licenses, of Title V (Finance and
Business Regulations) of the Renton Municipal Code, is hereby amended as follows:
C. City residents sixty twe (624 sixty-one (61) years of age or older, if
income qualified as set forth in Subsections 8 5 15D and E and &subsection 8-4-
31.0 of the City Code, shall be entitled to purchase a special permanent animal
license. Such qualified seniOF citize persons shall not be required to annually
purchase a new license for the lifetime of such licensed animals; provided, that
no person so qualified shall be granted more than three (3) permanent licenses
w for any combination of three (3) cats and dogs for which they are the registered
owners.
SECTION II. This ordinance shall be effective upon its passage, approval, and thirty
(30) days after publication.
416 PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
r�
Jaso A. Seth, A ting City Clerk
1
Appendix-Adopted Legislations 7-127
ORDINANCE NO. 5736
APPROVED BY THE MAYOR this 3rd day of November , 2014.
Denis Law, Mayor
Approved as to form:
Lawrence J. Warren, City Attorney
A13
Date of Publication: 11/7/2014 ( summary)
1
ORD:1843:10/22/14:scr '
2 '
Appendix-Adopted Legislations 7-128
CITY OF RENTON, WASHINGTON
ORDINANCE NO. 5732
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING
SECTIONS 8-2-2 AND 8-2-3 OF CHAPTER 2, STORM AND SURFACE WATER
DRAINAGE, SECTIONS 8-4-12, 8-4-24, 8-4-31 AND 8-4-33 OF CHAPTER 4,
WATER, AND SECTION 8-5-15 OF CHAPTER 5, SEWERS, OF TITLE VIII (HEALTH
AND SANITATION) OF THE RENTON MUNICIPAL CODE, ALLOWING FOR
ADJUSTMENTS TO CURRENT UTILITY RATES FOR 2015 AND 2016, CLARIFYING
THE WATER SHUTOFF FEE LANGUAGE AND CLARIFYING THE QUALIFICATIONS
FOR REDUCED RATES.
THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS
FOLLOWS:
SECTION I. Subsection 8-2-2.G, Special Rates, of Chapter 2, Storm and Surface Water
Drainage, of Title Vlll (Health and Sanitation) of the Renton Municipal Code, is hereby amended
as follows:
G. Special Rates:
1. For a seventy-five percent (75%) rate subsidy for senior and/or
disabled low-income customers:
a. Senior and/or disabled citizens who qualified under RMC 8-4-31.0
for low-income rates prior to August 1, 1994, are eligible for rates of two dollars
and seventy-sixfi4y two cents ($2.7654) per month for 20135 and two dollars
and eighty-sevensixty five cents ($2.8765) per month for 20146.
b. Senior and/or disabled citizens who qualify under RMC 8-4-31.0
for low-income rates after August 1, 1994, and prior to May 31, 2008, are eligible
for rates of three dollars and twenty-nineene cents ($3.29(4) per month for
1
"` Appendix-Adopted Legislations 7-129
ORDINANCE N0.
5732 '
20135 and three dollars and forty-twosix cents ($3.42 ) per month for
20146.
2. All senior and/or disabled citizens qualifying under RMC 8-4-31_C for
low-income rates after May 31, 2008, are eligible for a fifty percent (50%) i
subsidy equal to a rate of six dollars and sixt fiwe cents ($6.6095) per month for ■
20135 and six dollars and eighty-sixthi five cents ($6.863-5) per month for
20146.
SECTION II. Subsection 8-2-3.E.1, of subsection 8-2-3.E, Charges For Surface Water
Utility, of Chapter 2, Storm and Surface Water Drainage, of Title VIII (Health and Sanitation) of
the Renton Municipal Code, is hereby amended as follows:
1. The following schedule is hereby adopted as the monthly charges to
bep aid to the City for surface water utility services:
a. Single-family dwelling $13.202:-09—per unit for 2.0135 and '
$13.7323-for 20146.
b. Low intensity, 0.5 acre or less $32.6829:43-per acre for 20135 and
$33.991 42 per acre for 20146.
c. Medium intensity, 0.5 acre or less $47.283-49 per acre for 20135
and $49.175.46 per acre for 20146.
d. High intensity, 0.5 acre or less $60.955 per acre for 20135 and
g Y, p _
$63.3958.61 per acre for 20146.
e. Low intensity, more than 0.5 acre $65.3759per acre for 20135
and $67.982-.86 per acre for 20146.
2
Appendix-Adopted Legislations 7-130
ORDINANCE N0. 5732
f. Medium intensity, more than 0.5 acre $94.5086-54 per acre for
20185 and $98.2897 per acre for 20146.
g. High intensity, more than 0.5 acre $121.9011.63 per acre for
20135 and $126.781 per acre for 20146.
h. Gravel pits: $131.4220.35 per acre for 20135 and $136.6826.37
for 20146.
i. City streets: $32.779 per acre for 20135 and $34.081 per
acre for 20146.
SECTION III, Subsection 8-4-12.A, of subsection 8-4-12, Delinquent Charges, of
Chapter 4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby
amended as follows:
A. All charges for water service shall be charged against the premises to
which the services were furnished and the City shall have a lien against the
premises to which said water services were furnished for four (4) months'
charges due or to become due, but not for any charges more than four (4)
months past due. Such lien may be enforced by cutting off the water service to
' the premises until such time as the delinquent unpaid charges, together with the
sum of sixty dollars ($60.00) additional for the expense of*„F..;^,. the watelF ^�
' and rocessin the utility shutoff list have been aid to the Administrative
� v p
Services Administrator or his/her designated representative.
SECTION IV. Subsection 8-4-24.A.1, Fire Protection Charges, of Chapter 4, Water, of
Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows:
3
Appendix-Adopted Legislations 7-131
ORDINANCE N0.
5732 '
1. Fire Protection Charges: The private fire protection charges are ,
hereby fixed in the following schedule: '
Meter 20135 20146 '
Rates Rates
1 inch $&.W$.6.27 $6.27
1 %2 inch $&.69$1.01 $7.01 '
2 inch $8-.5g$2.01 $9.01
3 inch $22.66$23.79 $23.79
4 inch $2:7.88$29.27 $29.27 i
6 inch $40.96$42.06 $42.06
8 inch $53.95$56.65 $56.65 '
10 inch $63:69 73.08 $73.08
SECTION V. Subsection 8-4-31.13, Metered Rates, of Chapter 4, Water, of Title VIII ,
(Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows:
B. Metered Rates: '
1. The minimum rates for metered water supplied within the City in one
(1) month or fractional period thereof are hereby fixed in the following schedule:
20146 Rates
20135 Rates 20135 Rates Single- 20146 Rates
Single-family/duplex, Private irrigation, City family/duplex, Private irrigation, r
Size of multi-family, irrigation multi-family, City irrigation
service non-residential non-residential
3/4" $36.6 17.60 $19.99 10.58 $17.60 $10.58 r
111 $34.7 34.89 c,� 18.92 $34.89 $18.92
11/2" $64. �267.33 $30.76 32.29 $67.33 $32.29
2" $ 99.59 105.52 $4710 49.46 $105.52 $49.46
3" $286: 5 216.81 $99.69 104.67 $216.81 $104.67
4" $315.99$330.75 $148.24$155.65 $330.75 $155.65
6" $�4.-5A 645.28 c'� 294.81 $645.28 $294.81
8" r','�- ^ 1262.94 $614-41 645.13 $1,262.94 $645.13
10" 1882.63 $799-A5 829.55 $1,882.63 $829.55
12" $3,689:39 2 739.86 $4 14$:$6 1 197.90 $2,739.86-1-
2,739.86 $1,197.9071
4
Appendix-Adopted Legislations 7-132
ORDINANCE N0. 5732
2. Commodity Rates: Three (3) consumption blocks will be established
for single-family and duplex customers. The size of the first block will be less
than five hundred (500) cubic feet of water consumed per month. The second
block will be five hundred (500) to one thousand (1,000) cubic feet of water
consumed per month. The third block will be over one thousand (1,000) cubic
feet of water consumed per month. The rates for these three (3) blocks are as
follows:
20135 Rates 20146 Rates
Less than 500 cubic feet/mo. $2.54-2/100cf $2.54/100cf
500— 1,000 cubic feet/mo. $3.4134/100cf $3.41/100cf
Over 1,000 cubic feet/mo. $4430/100cf $4.30/100cf
r
Customers that are multi-family, non-residential, private irrigation and
City irrigation will pay for consumption at the following rates per one hundred
(100) cubic feet:
20135 Rates 20146 Rates
Multi-family $,3.. 3$1.29 $3.29
Non-residential $3-32L3.48 $3.48
Private Irrigation $5.3155.58: $5.58
City Irrigation $8---74L3.92 $3.92
SECTION VI. Subsection 8-4-31.C, Senior Citizens and Disabled Persons, of Chapter 4,
Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as
follows:
® C. Senior Citizens And Disabled Persons: The following is hereby established
for certain senior citizens and disabled persons who are economically
disadvantaged as herein set forth:
5
r
Appendix-Adopted Legislations 7-133
ORDINANCE N0.
5732 '
1. Low-Income Seniors: A "low-income senior citizen" is defined as a
person sixty-one (61) years of age or older who resides in a single-family dwelling '
that is separately metered with a City water meter for water usage, either as
owner, purchaser, or renter, with the utility account under his/her name, and
whose total combined household income, ineluding that of hi5 9F heF spouse a ,
Ee tenant, does not exceed the annual income threshold for low-income rate '
eligibility. The annual income threshold for eligibility for low-income rate shall be ,
adjusted each calendar year, using the Income Guidelines for King County as
provided annually by the U.S. Department of Housing and Urban Development '
(HUD) a+44 or King County's qualifying income criteria for a senior '
citizen/disability property tax exemption, whichever is more favorable. "
household with a Disposable income, defined by RCW 84.36.383(5), includes all
income sources and amounts received by the owner, purchaser or renter,
his/her spouse/domestic partner and any co-tenants. Any household with a
disposable income of thirty percent (30%) or less of the median household
income for King County and qualified for a subsidy prior to May 31, 2008, will be
eligible for a seventy-five percent (75%) rate subsidy. All other households with
an annual disposable income less than King County's maximum qualifying
income for a senior citizen/disability property tax exemption are eligible for a
fifty percent (50%) rate subsidy. For households with more than two (2)
individuals qualifying undeF Subsection C ef this Seetien, an additional five
6
Appendix-Adopted Legislations 7-134
ORDINANCE NO. 5732
thousand dollars ($5,000) is added to the income threshold per qualifying
individual.
2. Low-Income Disabled Citizen: A "low-income disabled citizen" is
defined as: a) a person qualifying for special parking privileges under RCW
46 16 '4'("',' th.-,,,,g RCW 46.19.010; b) a blind person as defined in RCW
74.18.020; c) a disabled, handicapped, or incapacitated person as defined under
any other existing State or Federal program; or d) a person on home kidney
dialysis treatment who resides in a single-family dwelling that is separately
metered for water usage, either as owner, purchaser or renter, with the utility
account under his/her name, and whose total combined household income;
el„a;ng that- Of h;S ,,.- heF spouse eF e tenw t does not exceed the annual
income threshold for eligibility for low-income rate.
3. Qualified PeFseRsApplication:
a. EveFy swell A person
membeFS) meet either of the above requirements to qualify for senior
citizen and disabled rate(s). Every such person '
shall file with the Utilities billing section of the City, his or
her affidavit, that he/she or they are qualified to be charged the special rate for
such utility services herein stated.
b. Such statement shall contain such other information as the
Utilities billing section may prescribe, including but not limited to address,
ownership or interest in the dwelling occupied by such applicant(s), amount,
7
� Appendix-Adopted Legislations 7-135
ORDINANCE N0.
5732 ,
source and nature of all household members' income from any and all sources, '
proof of disability status and/or age, together with the applicant's unqualified
promise to forthwith notify the City of any circumstances or change in condition ,
which would make the applicant(s) ineligible to receive said special rate(s). The
Utilities billing section may establish rules and procedures for implementing this '
Section.
4. Low-Income Rates: '
a. For a seventy-five percent (75%) rate subsidy:
(1) For those senior citizens and disabled persons who qualified '
as economically disadvantaged, and were on this low-income rate prior to
August 1, 1994, the rate for water service relating to such single-family dwelling
■
in which such eligible person or persons permanently reside is twoene dollars
and ninety-eight cents ($2.04-98) per month for 20135 and two dollars and eight
cents ($2.08) per month for 20146, limited to nine hundred (900) cubic feet of '
water per month. Any water consumption over nine hundred (900) cubic feet
per month shall be charged as provided in Subsections A and B of this Section.
(2) For those senior citizens and disabled persons who qualify as
economically disadvantaged, and were on this low-income rate after August 1,
prior to May 31 2008 the rate for water service relating to such '
1994, and p y g
single-family dwelling in which such eligible person or persons permanently
reside is four dollars and thirty-sevens+xteen cents ($4.3716) per month for
20135 and four dollars and thirty-seven cents ($4.37) per month for 20146
8
Appendix-Adopted Legislations 7-136
ORDINANCE N0. 5732
limited to nine hundred (900) cubic feet of water per month. Any water
consumption over nine hundred (900) cubic feet per month shall be charged as
provided in Subsections A and B of this Section, except for those persons who
qualify under home kidney dialysis. These customers are limited to one thousand
seven hundred (1,700) cubic feet of water per month before any excess is
charged as provided in Subsections A and B of this Section.
b. For all other senior citizens and/or disabled persons who qualify
for low-income rates according to the criteria in subsections C.1 and C_2 of this
Section after May 31, 2008, they will be eligible for a fifty percent (50%) subsidy
on the charges for water service relating to such single-family dwelling in which
such eligible person or persons permanently reside. The fifty percent (50%)
subsidy will apply to the basic charge and commodity charge only.
5. For those senior citizens sixty-one (61) years of age or older and/or
disabled citizens, when such seniors and/or disabled citizens are not otherwise
eligible for special rates as low-income seniors and/or disabled citizens, but who
qualify for property tax exemption pursuant to RCW 84.36.381(5)(a) and are not
residents of the City, shall be exempt from the fifty percent (50%) utility
surcharge applicable to those customers not residents of the City. To receive this
exemption the applicant must provide the information required under
isubsection C_3 of this Section.
1
1
9
Appendix-Adopted Legislations 7-137
ORDINANCE NO.
SECTION VII. Subsection 8-4-33.8 of section 8-4-33, When Due and Payable, of Chapter
4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended
as follows:
B. If customers' water bills are not paid by the due date (twenty-five (25)
days from the date of billing) they will receive a mailed shutoff notice stating
that if their accounts become delinquent because of nonpayment after forty:five
(45) days from the date of billing the Ilanning/Buffilding/Public Works '
Department will be directed to cut off the water service to the premises and
enforce the lien upon the property to which service has been rendered, and such '
lien shall be superior to all other liens or encumbrances except those for general
taxes and special assessments. Such liens may be foreclosed by the City in the
mannerrovided b law for the enforcement of the same, and for delinquent
p Y
water charges, in addition to all other remedies provided. There will be an
additional sum of sixty dollars ($60.00) charged for the expense of
wateF eR processing the utility shutoff list. Water service will be restored when
this fee and all charges to the City plus penalties have been paid. For requests to
turn the water back on that occur after 3:00 p.m., an additional after-hours
service charge of ninety dollars ($90.00) will be assessed and must be paid at the
i a must notify time of the request. When City personnel or ty agents C ge y tenants of
impending shutoff of water, there shall be imposed, in addition to all other fees
and charges, a fee of five dollars ($5.00) per unit which was notified whether in
ii
10
Appendix-Adopted Legislations 7-138
ORDINANCE NO. 5732
person, by mail, by posting, by door hanging or other means reasonably
calculated to provide notice to the tenant.
SECTION VIII. Subsection 8-5-15.A, Disposal Rates, of Chapter 5, Sewers, of Title VIII
(Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows:
A. Disposal Rates: The monthly rates and charges for sewage disposal
service shall be as follows:
1. Single-Family: The 20135 rate is twenty-sevensi* dollars and sixty_
five*"W .;e-e—cents ($27.650; the 20146 rate is twenty-seven dollars and
sixty-five cents ($27.65).
2. All Other Users: The 20135 rate is aA base charge of four dollars and
twenty-five cents ($4.285) plus threetwe dollars and twelveninety s„yeF4 cents
($3.120 per month for each one hundred (100) cubic feet of water used, but
not less than twenty-seven4x dollars and sixty-five*"�";-ee cents
($27.650 per month; the 20146 rate is aA base charge of four dollars and
twenty-five cents ($4.25) plus three dollars and twelve cents ($3.12) per month
it for one hundred (100) cubic feet of water used, but not less than twenty-seven
' dollars and sixty-five cents ($27.65) per month.
3. Charges For Sewer Service Without City Water: In the event that
water obtained from sources other thanurchased from the Cit is either
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discharged or drained into the sewer system, users shall be charged by one hof
the two (2) following methods:
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Appendix-Adopted Legislations 7-139
ORDINANCE NO. 5732
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a. For single-family residences: The 20135 rate is twenty-sevens+*
dollars and vgthiFtY cents ($27.6533) per month; the 20146 rate L
is twenty-seven dollars and sixty-five cents ($27.65) per month.
b. For other than single-family dwellings, the Public Works
Administrator or designee shall install a water meter into such private water
system at cost to property owners, and the method of billing shall be in
compliance with Subsection A.2 of this Section.
SECTION IX. Subsection 8-5-15.D, Additional Charges, of Chapter 5, Sewers, of Title
VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: '
D. Additional Charges: In addition to the foregoing charges specified in this
Section, the following rates shall be charged:
1. For each single-family dwelling unit, aA charge of forty-twofl+kry-P4 e
dollars and thregseve^'_; P;^^ cents ($42.0339.79) per month and a rate
adjustment charge of fifty-eight ene dellalF and sixteen cents ($0.580 per
month payable to for King County Wastewater in accordance with the Interlocal
Agreement with King County Wastewater. f^' ear=" single famil •dwelling unit.
2. For all users other than single-family, aA charge of forty-twos- ,
Aife dollars and three5eveRty none cents ($42.0339-73) per month and a rate
adjustment charge of fifty-eight ene dellalF and sixteep cents ($0.5830 per
month payable te for King County Wastewater for each seven hundred fifty (750)
cubic feet, or any fraction thereof, of water used in accordance with the
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Appendix-Adopted legislations 7-140
ORDINANCE N0. 5732
Interlocal Agreement with King County Wastewater. fGF all useFS etheF t;a„
single family,,
3. Any additional charges hereafter imposed by King County
Wastewater under the "Industrial Cost Recovery" or "Industrial Waste
Surcharge" programs required under the FWPCA (PL 92-500), Section 204, or as
same may be amended hereafter, plus fifteen percent (15%) thereof as an
additional charge for the City's cost of implementing such programs.
4. Senior and/or disabled low income rates:
a. For a seventy-five percent (75%) subsidy:
(1) Senior and/or disabled low-income citizens who qualified
under RMC 8-4-31.0 for low-income rates prior to August 1, 1994, are eligible for
a nonsubsidized rate of forty-twot#4ty-A+ee dollars and threeseventy Rine cents
($42.0339-74) per month and a rate adjustment charge of fifty-eight one della
andsixteencents ($0.5830 per month payable to for King County Wastewater
in accordance with the Interlocal Agreement with King County Wastewater, and
a subsidized rate of two dollars and thirty-eighttwe ty =^v^^ cents ($2.380 per
month for City sewer charges for a total of forty-fourthFee dollars and ninety-
ninetwenty two cents ($44.993:2-2) for 20135; and a nonsubsidized rate of forty_
twot"�y nine dollars and threeseventy Rine cents ($42.0339—.7-9) per month and
a rate adjustment charge of fifty-eight cents ($0.5840
per month payable-fie for King County Wastewater in accordance with the
Interlocal Agreement with King County Wastewater, and a subsidized rate of two
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1 Appendix-Adopted Legislations 7-141
ORDINANCE N0.
5732 '
dollars and thirty-eight cents ($2.38) per month for City sewer charges for a total
of forty-fourt#ree dollars and ninety-nine*ham -fie cents ($44.99343) for
20146.
(2) Senior and/or disabled citizens who qualify under RMC 8-4-
31.0 for low-income rates after August 1, 1994, and prior to May 31, 2008, are '
eligible for a nonsubsidized rate of forty-twoflfie dollars and three- '
eine cents ($42.0339:0 per month and a rate adjustment charge of fifty-eight
one dellaF and sixteen per month for Kin Count ,
cents ($0.5830 p payable _ g y
Wastewater in accordance with the Interlocal Agreement with King County i
Wastewater, and a subsidized rate of six dollars and ninety-two44y-n4ie-cents '
($6.9250 per month for City sewer charges for a total of forty-nineseven dollars
and fiftY-three ear cents ($49.5354) for 20135; and a nonsubsidized rate of ,
forty-two#4k4y-n4ie dollars and threeseventy nine cents ($42.0339-7-9) per
month and a rate adjustment charge of fifty-eight ene ae",F and sixteen cents
($0.5840 per month payable to for King County Wastewater in accordance
with the Interlocal Agreement with King County Wastewater, and a subsidized
rate of six dollars and ninety-two cents ($6.92) per month for City sewer charges
for a total of forty-nineseaen dollars and fifty-threeeighty seven cents
($49.530 for 20146.
b. All other senior and/or disabled citizens qualifying under RMC 8-4-
31.0 for low-income rates after May 31, 2008, are eligible for a fifty percent
(50%) subsidy. For 20135: a nonsubsidized rate of forty-twofl+if a dollars
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Appendix-Adopted Legislations 7-142
ORDINANCE N0. 5732
and threeseventy Rine cents ($42.0339-79) per month and a rate adjustment
charge of fifty-eight one dellalF and sixteen cents ($0.580 per month payable
to for King County Wastewater in accordance with the Interlocal Agreement with
King County Wastewater, and a subsidized rate of thirteen dollars and eighty_
three tee„ cents ($13.8334) per month for City sewer charges for a total of
fifty-sixfeUF dollars and forty-fou rtwe lve cents ($56.4440; For 20146: a
nonsubsidized rate of fort -twoth a dollars and threeseventy Aine cents
($42.03391) per month and a rate adjustment charge of fifty-eight one della
dsiva cents ($0.5840 per month payable-te-for King County Wastewater
in accordance with the Interlocal Agreement with King County Wastewater and
a subsidized rate of thirteen dollars and eighty-three cents ($13.83) per month
for City sewer charges for a total of fifty-sixfeUF dollars and forty-fourseventy-
e+g�cents ($56.444,78).
SECTION X. These rates become effective with billings computed on or after January
1, 2015 for the 2015 rates and January 1, 2016 for the 2016 rates.
SECTION XI. This ordinance shall be effective on January 1, 2015.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
Jaso Seth, Acting City Clerk
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Appendix-Adopted Legislations 7-143
ORDINANCE N0. 5732
APPROVED BY THE MAYOR this 3rd day of November , 2014.
Denis Law, Mayor 1
Approved as to form: 1
Lawrence J. Warren, City Attorney iJkL `
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'Date of Publication: 11/7/2014 (summary)
ORD:1834:9/22/14:scr
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Appendix-Adopted Legislations 7-144
CITY OF RENTON, WASHINGTON
ORDINANCE N0. 5733
s
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTION
r 8-1-10 OF CHAPTER 1, GARBAGE, OF TITLE VIII (HEALTH & SANITATION) OF THE
RENTON MUNICIPAL CODE, RELATING TO YEAR 2015 AND 2016 SERVICES AND
UTILITY RATES FOR ALL CUSTOMER CLASSES.
THE CITY COUNCIL OF THE CITY OF RENTON WASHINGTON, DOES ORDAIN AS FOLLOWS:
SECTION I. Section 8-1-10, Rates for Services, of Chapter 1, Garbage, of Title VIII
(Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows:
8-1-10: RATES FOR SERVICES:
The following schedule is hereby adopted as the monthly charges to be paid to
the City for services rendered in each category:
A. Residential Customers:
1. For garbage cans, carts, and/or garbage units:
Every Other Week Garbage& Recycling, 20135 Renton 20146 Renton
Weekly Yard Waste& Food Scraps SWU Monthly SWU Monthly
ir Service Level Rates Rates
Mini Cart (20 Gallon) $42-.2-312.84 $12.84
35 Gallon Contractor Cart $2121.12 $21.12
go 45 Gallon Contractor Cart
$ 2-5:3526.62 $26.62
64 Gallon Contractor Cart $X937.05 $37.05
96 Gallon Contractor Cart $5354.69 $54.69
Senior Mini Cart Rate (75% subsidy)/Existing $363.21 $3.21
Senior Mini Cart Rate (50% subsidy) $66.43 $6.43
Senior 35 Gallon Cart Rate (50% subsidy) $499610.56 $10.56
Senior 45 Gallon Cart Rate (50%subsidy) $ 4213.30 $13.30
Senior 64 Gallon Cart Rate (50% subsidy) $44-6--518.53 $18.53
Senior 96 Gallon Cart Rate (50% subsidy) $26.527.53 $27.53
1 Extra garbage, up to 15 gallons per unit/per pickup $-3-743.93 $3.93
Extra yard waste cart rental $2.952.18 $2.18
Return Trip Charge per pickup $5-435.70 $5.70
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Appendix-Adopted Legislations 7-145
ORDINANCE N0.
5733 ,
2. Residential customers are allowed to change their garbage service
level once per year without incurring an administrative fee. Each garbage service ,
level change per year above the once per year allowance will result in an
administrative fee of twenty-five dollars ($25.00). The one (1) year period shall
begin January 1 and shall end December 31 each year.
3. Senior and/or disabled customers who qualified under Subsection
8-4-31_C of this Title for low-income rates for seventy-five percent (75%) subsidy
prior to May 31, 2008, are eligible for a three dollars and s* twenty-one cents
($3.0621) fee for 20135 and three dollars and twenty-one cents ($3.21) fee for ,
20146 for 20 Gallon Mini Cart service. For services other than Mini Cart service,
the rate schedule as provided in Subsection 8-1-10.A.1 will apply. All senior
and/or disabled customers qualifying under Subsection 8-4-31.0 for low income
_
rates after May 31, 2008, are eligible for a fifty percent (50%) subsidy of the
charges for the service level selected.
4. Premium Weekly Collection: Single-family residential customers
may elect to have their garbage collected weekly for an additional fee of twenty_
one dollars and fifty-thFeefive cents ($20.5321.55) per month for 201-35 and
twenty-one dollars and fifty-five cents ($21.55) per month for 20146. This fee
will be added to the monthly garbage billing as an extra Premium Service Fee.
5. Miscellaneous Services: The City of Renton offers miscellaneous
services at the following rates:
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Appendix-Adopted Legislations 7-146
ORDINANCE N0. 5733
" Services Cost per Pick Up 20135 Rates 20146 Rates
On-Call Bulky Waste Collection
White Goods, except Refrigerators/Freezers per unit $65. 77-369.02 $69.02
Refrigerators/Freezers per unit $7-0:3373.85 $73.85
Sofas/Chairs per unit $ 264.18 $64.18
Mattresses per unit $55 8261.76 $61.76
B. Commercial Customers:
1. Multi-Family Carts: Customers have the following cart-based services
available:
Multi-Family Cart Service Level 20135 SWU 20146 SWU
tMonthly Rates Monthly Rates
One 20 Gallon Mini Cart $28422.93 $22.93
Weekly One 35 Gallon Garbage Cart $28.3929.81 $29.81
Can and One 64 Gallon Contractor Cart $42.0444.14 $44.1
Cart One 96 Gallon Contractor Cart $5&.§958.47 $58.47
Extra Cans or Units $6: 66.47 $6.47
Weekly Yard Waste Collection Cart $43-9243.12 $43.12
2. Commercial Carts: Customers have the following contractor cart-
based services available:
20135 SWU Monthly 0146 SWU Monthl
Commercial Cart Service Level Rates Rates
One 20 Gallon Mini Cart $34.4936.21 $36.21
Weekly One 35 Gallon Garbage Cart $3.8.3540.27 $40.27
Commercial One 64 Gallon Contractor Cart $49-.M51.74 $51.7
Can and One 96 Gallon Contractor Cart $60:6263.55 $63.55
Cart Extra Cans or Units $6-926.22 $6.22
Weekly Yard Waste Collection Cart $39.4941.46 $41.46
3. Hydraulically Handled Containers One (1) to Eight (8) Yards: The
rate for the handling of hydraulically handled containers approved by the City's
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Appendix-Adopted Legislations 7-147
ORDINANCE NO. 5733
contractor and the Cit for use b commercial industrial and multiple-family
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residence establishments shall be as follows: ,
a. Monthly Rates: '
20135 SWU Monthly 20146 SWU
Rates Monthly
Commercial Service Level Rates
1 Cubic Yard, 1 pickup/week C�1� 108.67 $108.67
1 Cubic Yard, 2 pickups/week r''�- °� 204.09 $204.09
1 Cubic Yard, 3 pickups/week $285.265299.53 $299.53
1 Cubic Yard, 4 pickups/week $37644 394.95 $394.95
1 Cubic Yard, 5 pickups/week c"� 490.37 $490.37
1.5 Cubic Yards, 1 pickup/week $1� 148.97 $148.97
1.5 Cubic Yards, 2 pickups/week $32344$284.70 $284.7 '
1.5 Cubic Yards, 3 pickups/week $499:41 420.43 $420.43
Commercial 1.5 Cubic Yards, 4 pickups/week $529.67 556.1 $556.1
Detachable 1.5 Cubic Yards, 5 pickups/weekccs 691.87 $691.87
Container 2 Cubic Yards, 1 pickup/week $178.87 187.81 $187.81
(loose) 2 Cubic Yards, 2 pickups/week 362.37 $362.37
2 Cubic Yards, 3 pickups/week $511.36 536.93 $536.93
2 Cubic Yards, 4 pickups/week $677.61 711.49 $711.49
2 Cubic Yards, 5 pickups/week X843-85 886.05 $886.05
3 Cubic Yards, 1 pickup/week c'� 267.22 $267.2
3 Cubic Yards, 2 pickups/week $439 521.21 $521.21
3 Cubic Yards, 3 pickups/week c'� 775.19 $775.1
3 Cubic Yards, 4 pickups/week cow 1 029.17 $1,029.1
3 Cubic Yards, 5 pickups/weekc!-222.95 1 283.16 $1,283.1
4 Cubic Yards, 1 pickup/week $33&99 346.50 $346.5
4 Cubic Yards, 2 pickups/week $6449 679.77 $679.77
4 Cubic Yards, 3 pickups/week $864,89 1 013.04 $1,013.0
4 Cubic Yards, 4 pickups/week $198 1 346.19 $1,346.19
4 Cubic Yards, 5 pickups/week c1,�8 1679.56 $1,679.5
6 Cubic Yards, 1 pickup/week $489 502.7 $502.7
6 Cubic Yards, 2 pickups/week coffin 992.2 $992.2
6 Cubic Yards, 3 pickups/week $1,"�- 1� 1481.74 $1,481.7
6 Cubic Yards, 4 pickups/week c1� 1 971.24 $1,971.2
6 Cubic Yards, 5 pickups/week $Z,4434. 6$2,460.7 $2,460.7 '
8 Cubic Yards, 1 pickup/week ccs 658.05 $658.05
8 Cubic Yards, 2 pickups/week c1,'� 1 302.86 $1,302.8
8 Cubic Yards, 3 pickups/week $4-,9&4-."$1,947.65�� $1,947.65 ,
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Appendix-Adopted Legislations 7-148
ORDINANCE N0. 5733
8 Cubic Yards, 4 pickups/week $2,469-.01$2,592.46 $2,592.4
8 Cubic Yards, 5 pickups/week $ 2 3 237.27 $3,237.27
Extra loose cubic yard, per pickup c'� 22.02 $22.02
20135 SWU Monthly 20146 SWU
Rates Monthly
Commercial Service Level Rates
Commercial 1 Cubic Yard Compactor $346:84 259.1 $259.19
Detachable 1.5 Cubic Yards Compactor $35642$174.55 $374.55
.. Container 2 Cubic Yards Compactor $458.45 481.37 $481.37
(Compacted) 3 Cubic Yards Compactor CG� 708.94 $708.9
4 Cubic Yards Compactor c4� 936.81 $936.81
aw 6 Cubic Yards Compactor $ 1 391.8 $1,391.87
b. Rental Rates: Rental rates for one (1) to eight (8) yard
containers will be paid in the monthly rates.
c. Minimum Pickups: Minimum pickups for containers and
compactors between one (1) and eight (8) yards will be once per week.
4. Temporary containers are rented and billings are handled directly
by Waste Management, Inc.
5. Extra Charges:
a. The following extra charges will apply for commercial services:
Commercial Extra Service Fees 20135 20146
Commercial cart carry out charge if>50 feet (per
time) $,�94 7.39 $7.39
Additional roll out fees over 25 feet,
from point of safe truck access/ pickup $3r.W 4.09 $4.09
Unlocking & locking gates and/or container lids, per
pickup $4.83 4.23 $4.23
Return trip for containers not available for collection
at regularly scheduled pickup time 32.53 $32.53
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Appendix-Adopted Legislations 7-149
ORDINANCE NO. 5733
b. Any extra yardage charges determined by the collection
contractor due to overflowing containers will be charged per yard at the one (1)
yard rate listed under subsection 8-1-10_B.3.a. ,
6. Special Services: Whenever special services not contained within
this schedule are required, the rate charged for those special services shall be ,
negotiated by the customer with the City and the collection contractor.
C. Commercial Roll Off Customers: Commercial roll off customers are
who have a ten 10 to fort 40 and container or compactor. These large
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disposal containers are lifted and weighed at the disposal facility. Commercial '
container customers pay a disposal pickup fee based upon the number of
pickups, a weight-based fee and a container rental fee. Compactor customers
pay a pickup fee based upon the number of pickups and a weight-based disposal
fee.
1. Base Pickup Fees: The base pickup fees are as follows on a per
occurrence basis:
Commercial Roll Off 20135 20146 i
Rates are Per Pickup
10 Yards Container t' 211.81 c'� 222.40
15 Yards Container t'� 227.35 c' 238.72
20 Yards Container c'� 233.58 c'� 245.26
30 Yards Container c'� 253.24 t'� 265.90
40 Yards Container $245.84S271.04 r'� 284.59
10 Yards Compactor c'� 241.05 c'� 253.10
20 Yards Compactor r'� 260.46 273.48
30 Yards Compactor c'� 279.94 $266.61$293.94
40 Yards Compactor c'� 297.35 c'� 312.22
The minimum pickups are twice per month.
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Appendix-Adopted Legislations 7-150
ORDINANCE N0. 5733
2. Rental Rates: The following are rental rates for roll off containers:
Monthly Rental Rates 20135 20146
10 Yards Container $43.8 46.03 $46.03
15 Yards Container 7 65.70 $65.70
20 Yards Containerg 85.34 $85.34
30 Yards Container $ ^� 105.02 $105.02
40 Yards Container $123-2-6$129.42 1 $129.42
3. Disposal Fees: In addition to the base charge per pick up and the
monthly rental fee, the customer must pay weight-based disposal fees plus
applicable tax.
D. (Rep. by Ord. 4898, 3-19-2001)
E. Classification and Appeal: Service category classifications shall be on
the basis of the type and volume of solid waste and the purpose and type of the
dwelling or facility being served as determined by the Public Works
Administrator of the City, or the Administrator's duly authorized representative.
Any person who shall deem their classification improper may appeal to the Solid
Waste Coordinator within forty-five (45) days following their classification or
change of classification. After the decision of the Solid Waste Coordinator, if the
party appealing is still aggrieved, then the party may appeal to the Public Works
' Administrator, whose decision shall be final.
SECTION II. These rates become effective with billings computed on or after January
1, 2015 for the 2015 rates and January 1, 2016 for the 2016 rates.
SECTION III. This ordinance shall be effective January 1, 2015.
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Appendix-Adopted Legislations 7-151
ORDINANCE NO. 5733
PASSED BY THE CITY COUNCIL this 3rd day of November 2014. '
Jason f
eth, Acti g City Clerk
APPROVED BY THE MAYOR this 3rd day of November , 2014.
Denis Law, Mayor r
Approved as to form:
Lawrence J. Warren, City Attorney �►
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Date of Publication: 11/7/2014 ( summary)
ORD:1835:9/16/14:scr
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Appendix-Adopted Legislations 7-152
CITY OF RENTON, WASHINGTON
RESOLUTION NO. 4232
A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE
2015/2016 CITY OF RENTON FEE SCHEDULE.
WHEREAS, on November 23, 2009, the Council adopted Ordinance No. 5509, which
removed many fees from the Renton Municipal Code and consolidated them into the 2010 City
of Renton Fee Schedule brochure ("fee brochure"); and
WHEREAS, the fee brochure has been amended several times since 2009; and
WHEREAS, it is necessary to approve an amended fee schedule brochure for years 2015
and 2016 as a part of the City's 2015/2016 biennial budget;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
RESOLVE AS FOLLOWS:
SECTION I. The above recitals are found to be true and correct in all respects.
SECTION II. The amended 2015-16 City of Renton Fee Schedule brochure, attached
hereto, is hereby adopted by reference. A copy of the fee brochure is at all times filed with the
City Clerk.
PASSED BY THE CITY COUNCIL this 3rd day of November , 2014.
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Seth, A g City Clerk
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Appendix-Adopted Legislations 7-153
RESOLUTION N0.
4232 1
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APPROVED BY THE MAYOR this 3rd day of November 2014.,
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Denis Law, Mayor
Approved as to form: `t 1
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Lawrence J. Warren, City Attorney
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Appendix-Adopted Legislations 7-154