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HomeMy WebLinkAbout2011-2012 Adopted Budget.pdfRenton City Hall • 1055 South Grady Way • Renton, Washington 98057 • rentonwa.gov City of Renton 2011-2012 Adopted Budget 2011-2016 Goals Renton Business Plan Vision Renton: The center of opportunity in the Puget Sound Region where families and businesses thrive Mission The City of Renton, in partnership and communication with residents, businesses, and schools, is dedicated to: Providing a healthy, welcoming atmosphere • where citizens choose to live, raise families, and take pride in their community Promoting planned growth and economic vitality • Valuing our diversity of language, housing, • culture, backgrounds and choices Capitalize on the diversity of the community • to build stronger neighborhoods and ensure the availability of city services to all Creating a positive work environment • Meeting service demands through innovation • and commitment to excellence Promote citywide economic development Promote Renton as the progressive, opportunity-rich city in the Puget Sound region Capitalize on growth opportunities through bold and creative economic development strategies Recruit and retain businesses to ensure a dynamic, diversified employment base Continue redevelopment efforts downtown, in the Highlands, and in the South Lake Washington area Promote strong neighborhoods Support the vitality and positive appearance of neighborhoods through community involvement Encourage and partner in the development of quality housing choices for people of all ages and income levels Ensure the safety, health, and security of residents through effective service delivery Promote pedestrian and bicycle linkages between neighborhoods and community focal points Manage growth through sound urban planning Foster development of vibrant, sustainable, attractive, mixed-use neighborhoods in established urban centers Uphold a high standard of design and property maintenance throughout the city Provide a balance between housing and high-quality jobs Maintain services to current residents while welcoming annexation areas that desire to become part of Renton Meet the service demands that contribute to the livability of the community Prioritize services at levels that can be sustained by revenue Plan, develop and maintain quality services, infrastructure, and amenities Respond to growing service demands while meeting the unique requirements of a diverse population through partnerships, innovation, and outcome management Retain a skilled workforce by making Renton the municipal employer of choice Balance development with environmental protection Influence decisions that impact the city Demonstrate leadership by developing and maintaining partnerships and investment strategies with other jurisdictions that improve services Aggressively pursue transportation and other regional improvements and services that improve quality of life Advocate Renton’s interests through state and federal lobbying efforts i Meet the service demands that contribute to the livability of the community 2011-2016 Actions: Develop a strategy to meet long-term staff facility needs, including the • potential construction of a new city hall. Develop a strategy and funding for construction of a new parks and • facilities maintenance facility. Design and construct a Fire & Emergency Services facility to enhance • service levels in Kennydale and other neighborhoods in the northern portion of the city. Develop a plan to increase public access and enjoyment of the Cedar • River through the city’s urban center. Complete and implement the Parks, Recreation and Open Space Plan, • which identifies needs and funding for acquisition and development. Successfully transition to King County Library System services and • develop new library facilities in downtown Renton and the Sunset area. Develop and implement on-line systems to improve customer service • and increase options for how residents get city services. Work within Community Planning Areas to assist businesses and residents • prepare themselves for a potential emergency. Continue to implement the Community Planning Initiative to better align • the city’s planning efforts with the services it provides and the desires of the community. Establish service delivery standards through the development of a • Fire & Emergency Services Master Plan. Support the Renton Historical Society in the implementation of the • Renton History Museum’s Master Plan. Expand and beautify the Rainier Avenue corridor by constructing new • business and transit lanes and pedestrian-oriented streetscape improvements. Work with The Boeing Company, Puget Sound Energy, and Southport to • extend Park Avenue North to provide direct access to Lake Washington. Successfully transition to a biennial budget process.• Develop a performance management system that better connects the • City’s goals and desired outcomes with employee performance. Develop and present to the voters a “Quality of Life” bond and/or levy • measure to fund a significant package of parks, recreation, and other community amenities. Depending on the outcome of the annexation election, facilitate the • successful transition of municipal services to the Fairwood area. Create an inventory roadmap that helps residents, businesses, and non-• profit organizations make connections to city and community resources. Engage residents in promoting ways to embrace and celebrate Renton’s • rich diversity. Manage growth through sound urban planning 2011-2016 Actions: Continue the comprehensive review and update of the city’s development • regulations to ensure a balance between sound land use planning, economic development and environmental protection while ensuring a streamlined and predictable process. Develop a package of “green” building incentives.• Complete the State-mandated update of the city’s Comprehensive Plan.• Develop a comprehensive transportation plan for the City Center.• Develop and implement a West Hill Community Transition Plan—a strategy • enlisting intergovernmental, non-profit, and corporate support for the revitalization of the West Hill Potential Annexation Area. Influence decisions that impact the City of Renton 2011-2016 Actions: In partnership with other member cities, facilitate the successful opening • of the SCORE regional misdemeanant correctional facility. Work with METRO to plan for the successful launch of Renton-SeaTac-• Burien RapidRide bus rapid transit service. Plan for future high-capacity transit investments and ensure they are built • in a timely manner, consistent with community desires. Increase the frequency and number of bus routes connecting the Renton • Highlands and The Landing and downtown Renton. Enhance the partnership between the city and the Renton School District • by pursuing joint operating agreements for like services and other potential efficiencies. Support efforts to permanently fortify the Howard Hanson Dam and certify • and/or improve the Green River levy system and mitigate the impacts of FEMA’s revised 100-year floodplain map. Work with King County and others to ensure that future uses of the BNSF • rail corridor are consistent with community desires. Work with WSDOT and the State Legislature to ensure the timely • expansion of the Bellevue-to-Renton segment of Interstate 405. Promote strong neighborhoods 2011-2016 Actions: Work with the Renton Housing Authority and Renton School District • to implement the recommendations of the Sunset Area Community Investment Strategy, including the redevelopment of the Sunset Terrace properties. Achieve an overall crime rate that is less than the King County average.• Complete regional trails through Renton including the Lake Washington, • Springbrook / Interurban, and Lake-to-Sound trails. Improve pedestrian connections citywide, including the connection • between The Landing to the Sunset area. Create forums and strategies to better engage the city’s diverse • population. Build a stronger workforce and community as a whole by supporting • programs and initiatives that promote active living and healthy eating. Promote citywide economic development 2011-2016 Actions: Work with The Boeing Company and other aerospace companies to • increase the number of aerospace industry jobs in Renton. Aggressively recruit new high-profile and high-wage employers to locate • in Renton, while working with existing employers to retain and expand the number of jobs in the community. Aggressively pursue the redevelopment of key large and high-profile • properties throughout the city. Engage key downtown property owners and encourage the timely • redevelopment and/or renovation of aging buildings. Explore the feasibility of establishing the Northwest Salmon Discovery • Center. Enact the recommendations of the Arts & Culture Master Plan.• #VTJOFTT1MBO"DUJPOTt ii Mayor Denis Law  Renton City Council  From left to right: Rich Zwicker, Don Persson, Terri Briere,  Marcie Palmer, King Parker, Randy Corman, and Greg Taylor  iii *Chair/contact                                                                                                                                                      Vacancies and expired appointments are shown in italics  **No Meeting in August                                                                                                                                                                                                    Updated 02/10/2011  ***No meeting in July / August     Boards, Commissions, and Committees Location Day Time  AIRPORT ADVISORY COMMITTEE  Meetings scheduled as needed  Airport at Large: Robert Brahm, Diane Paholke, Ulf Goranson, Todd Banks Kennydale Neighborhood:  Marleen Mandt, Mark Hancock    Airport Leaseholders: Vacant (Michael O'Leary), Robert Ingersoll,North Renton Neighborhood: Lee Chicoine, Ben Johnson Vacant (Kurt Boswell), Michael Rice Renton Hill/Monterey Terrace: Vacant (Michael Schultz), Vacant (Dina Aircraft Owner’s & Pilot’s Associations: Robert Dempster, Karen Stemwell Davis) The Boeing Company: Tom Lambro South Renton Neighborhood: Robert Moran, Vacant (Robert Bonner) WA Pilot’s Association: Alfred Banholzer Talbot Hill Neighborhood:Jennifer Ann Rutkowski, Matthew Devine   Mercer Island: Vacant (Elliott Newman) West Hill Neighborhood:Roger Lewis, John Middlebrooks Highlands Neighborhood: Richard Siers, Vacant (Michael Krohn) CIVIL SERVICE COMMISSION 1st Flr. HR Conf. Rm. 4th Tuesday 4:30 p.m.  Richard Fisher, William Larson, James Matthew, James Phelan, Andee Jorgensen  CUAUTLA SISTER CITY ADVISORY COMMITTEE                                    Meetings scheduled as needed  Celeste Brady, Jonna Lee Hough, Andee Jorgensen*, Doug Kyes, Sonja Kyes, Sonja Mejlaender (City staff), Ted Rodriguez, Salvador Sahagun    FIREMEN’S PENSION BOARD Mayor’s Conf. Rm. 3rd Thursday 1:30 p.m.  Ray Barilleaux (Retired Firefighter), Denis Law (Mayor), Don Persson (City Council), Bonnie Walton (City Clerk), Jill Masunaga (Finance Department Rep.),  Bruce Phillips (Retired Firefighter), Chuck Christensen (Retired Firefighter [Alternate]) HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf.Rm. 3rd Tuesday 3 p.m.  Margie Albritton, Rob Spier, Linda Mae Smith, Nicole Wicks, Rolf Dragseth, Charles Gray, Elizabeth Stevens, Vacant (Samantha Williams) (youth), Robin Jones*,  Alicia Glenwell, Adria Krail  LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 8 a.m.  Richard Anderson (Police),  James Matthew (Fire), Greg Taylor (City Council), King Parker (City Council), Jim Phelan (At‐Large)  LIBRARY ADVISORY BOARD 7th Flr. Council Conf.Rm. 3rd Wednesday 5:30 p.m.  Laurie Beden*, Amy Pieper, Catherine Ploue‐Smith, Erica Richey, Suze Uri  MUNICIPAL ARTS COMMISSION** 7th Flr. Council Conf.Rm. 1st Tuesday 4:30 p.m.  Frederick Lund, Jerri Everett, Evelyn Reingold, Vacant (Linda Middlebrooks), Denise Zullig, Peter Hartley, Wesley Van Doren, Doug Kyes, Patricia Pepper*,   Sarah Eldridge, Britt McKenzie, Vacant (Dalia Amin)  NISHIWAKI SISTER CITY ADVISORY COMMITTEE*** 7th Flr. Council Conf.Rm. 2nd Tuesday 4:30 p.m.  Pat Auten, Wyman Dobson, Becky Gibbs, Sonja Mejlaender (City staff), Richard Morris, Nancy Osborn, Roger Richert*, Betty Vaughn, Marty Wine (City staff)      NON‐MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park  Building   1st Thursday    Semi‐ Annually June & Dec.  4:30 p.m.  Bob Elliot, Margaret Feaster, Dorothy Flower, Jean Hobart, Pete Maas*, Craig Paynter, Robert Peterson, Frances Pieper, Janene Sestak, Vacant (Paul Wantzelius)   PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.  Cynthia Burns, Al Dieckman*, Michael O’Donin, Vacant (Ron Regis), Larry Reymann, Timothy Searing, Troy Wigestrand, Vacant (youth)  PLANNING COMMISSION Council Chambers 2nd and 4th Wednesdays 6 p.m.  Kevin Poole, Ed Prince, Ray Giometti*, Michael Chen, Gwendolyn High, Nancy Osborn, Martin Regge, Michael Drollinger, Michael O'Halloran  RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.  Merna Wheeler, Salley Eastey, Tom Tasa, Gerald Marsh, Maxine Anderson  SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center  1st and 3rd Mondays 10 a.m.  Dorothy Cook, Mary Lou Gilbert, Mary Brown, Ben Cheney, Ruby Griffin, Eric Eastberg, Marge Cochran‐Reep, Emilie McCue, Elaine Koehler, Mary Ann Ellingson,  Mary Burns‐Haley, Sandra Polley, Rose Warren, Douglas Gregory, Pat Baylor    iv                 The Government Finance Officers Association of the United States and Canada (GFOA)  presented an award of Distinguished Budget Presentation to the City of Renton for its  annual budget for the fiscal year beginning January 1, 2010.  In order to receive this  award, a government unit must publish a budget document that meets program criteria  as a policy document, as an operations guide, as a financial plan, and as a  communication device.  The award is valid for a period of one year. We believe this  budget continues to conform to program requirements and we will submit the final  2011/2012 Budget to GFOA to determine its eligibility for another award.  v                              City of Renton, Washington    2011/2012 ADOPTED  BUDGET       Acknowledgments  Iwen Wang Finance and Information Technology Administrator  Gina Jarvis Fiscal Services Director  Jill Masunaga Senior Finance Analyst  Kristi Rowland Senior Finance Analyst  Tina Hemphill Finance Analyst III  Kari Roller Finance Analyst III  Hai Nguyen Finance Analyst III  Tracy Schuld   Accounting Supervisor  Cindy Zinck  Financial Services Manager  Mary Roy  Administrative Assistant  Karl Hurst Print and Mail Coordinator  Beth Haglund Form/Graphic Technician        Contact  Renton City Hall  1055 South Grady Way  Renton, Washington  98057    Phone: 425‐430‐6868  Fax: 425‐430‐6855  Website: rentonwa.gov  vi     Readers Guide to the Budget    The following Reader's Guide lists each major section of this document in the order that it appears and provides  a brief description of what you will find in that section.  Please refer to the Table of Contents for specific section  locations and content details.    Section 1:  Executive Summary  The Introduction presents the Mayor’s budget message.  His letter articulates City initiatives and issues for the  2011/2012 Biennial Budget.  Following this are the 2011/2012 Budget Highlights, Budget at a Glance, Long  Range Plan, and Financial Management Policies.  Included in the Budget at a Glance section is a condensed view  of the budget, covering everything from a summary of the budget process to summaries for fund types,  department expenditures and employment history, and revenue sources and levels.    Section 2:  Renton Results  In this section we present the City of Renton’s performance management initiative originated in 2007 to clearly  illustrate the services provided by the City of Renton, the resources needed to provide these services, and the  results of the service efforts to facilitate policy decisions and provide accountability to the community.    Section 3:  Budget by Department  In this section we present budget information organized by department and division. Each department, and  each division within that department, presents its mission statement, expenditure budget, staffing levels, and  funding decisions.    Section 4:  Debt Management  An extensive overview of Renton’s debt program is presented here.  This includes financial data on debt  limitations, property tax rates and revenues, long‐term debt service requirements, and a schedule of the City’s  overall outstanding debt.    Section 5:  Capital Investment Program (CIP)   This project listing provides a summary of the six‐year CIP plan.  We list projects by activity and by managing  department.    Section 6:  Budget by Fund  This section gives a display for each fund’s revenue, expenditures, and fund balance that compares current  program levels with those of past years.    Section 7:  Appendix  In this appendix, we provide selected demographics, economic statistics, an index of salaries and pay ranges,  and some general information about the City of Renton.  We have also included here a glossary of commonly  used budget terms.  vii Table of Contents  Page    EXECUTIVE SUMMARY  Budget Message from the Mayor 1‐1 2011/2012 Budget Highlights 1‐11 Budget at a Glance 1‐21 Long Range Plan 1‐49 Financial Management Policies 1‐67  RENTON RESULTS  Renton Results Overview 2‐1 Summary Listing of Offers by City Service Area 2‐5 Safety and Health Request for Results 2‐15 Representative Government Request for Results 2‐23 Livable Community Request for Results 2‐32 Mobility Request for Results 2‐39 Utilities and Environment Request for Results 2‐45 Internal Support Request for Results 2‐54  BUDGET BY DEPARTMENT  Legislative 3‐1 Executive 3‐7 City Attorney 3‐21 Court Services 3‐25 Community and Economic Development (CED) 3‐31 Community Services 3‐47 Finance and Information Technology (FIT) 3‐73 Fire and Emergency Services 3‐81 Human Resources and Risk Management (HR&RM) 3‐91 Other City Services 3‐99 Police 3‐101 Public Works (PW) 3‐117  DEBT MANAGEMENT  Debt Margin Overview 4‐1 Outstanding Debt 4‐2 General Obligation Debt Computation of Limitation of Indebtness 4‐3 Debt Service to Maturity by Funding Sources 4‐3 General Obligation Debt 4‐4 Waterworks Debt Summary 4‐7 Revenue Bonds 4‐7 Public Works Trust Fund Loans 4‐10 Golf Course Debt Summary 4‐12  CAPITAL INVESTMENT PROGRAM  City Wide Narrative 5‐1 City Wide Summary 5‐5 viii Table of Contents  Page   General Government 5‐7 Internal Service Funds 5‐43 Transportation 5‐47 Airport 5‐91 Golf Course 5‐113 Water 5‐121 Wastewater 5‐135 Surface Water 5‐163  BUDGET BY FUND  General Governmental 6‐1 Special Revenue 6‐15 Debt Service 6‐23 Capital Investment Program 6‐25 Enterprise 6‐33 Internal Service 6‐51 Investment Trust 6‐61  APPENDIX  General Information 7‐1 Largest Taxpayers/Principal Employers 7‐3 Full‐Time Employee Staffing 7‐4 Comparison of Taxes and Rates 7‐5 Index of Positions and Pay Ranges 7‐6 Rates and Fees Schedule 7‐30 Budget Glossary 7‐53   ix             1 EXECUTIVE SUMMARY     Budget Message from the Mayor      1‐1    2011/2012 Budget Highlights      1‐11    Budget at a Glance      1‐21    Long Range Plan      1‐49    Financial Management Policies      1‐67     RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Terri Briere, President Randy Corman, Marcie Palmer, King  Parker, Don Persson, Greg Taylor,  Rich Zwicker 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLICWORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE Marty Wine, Assistant CAO 425‐430‐6500 COMMUNITY AND ECONOMIC  DEVELOPMENT Alex Pietsch, Administrator 425‐430‐6580 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Rich Perteet, Deputy PW  Administrator Economic Development Suzanne Dale Estey, Director Development Services Neil Watts, Director Planning Chip Vincent, Director Mayor's Office City Clerk / Cable Manager Bonnie Walton, City Clerk Hearing Examiner Fred Kaufman, Hearing  Examiner Communications Preeti Shridhar, Director CITYATTORNEY Larry Warren, Administrator 425‐255‐8678 Human Services Karen Bergsvik, Manager Parks Planning & Natural  Resources Leslie Betlach, Director Recreation Tim Williams, Director FINANCE AND INFORMATION  TECHNOLOGY Iwen Wang, Administrator 425‐430‐6858 RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Terri Briere, President Randy Corman, Marcie Palmer, King  Parker, Don Persson, Greg Taylor,  Rich Zwicker 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLICWORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE Marty Wine, Assistant CAO 425‐430‐6500 COMMUNITY AND ECONOMIC  DEVELOPMENT Alex Pietsch, Administrator 425‐430‐6580 POLICE Kevin Milosevich, Chief 425‐430‐7503 FIRE AND EMERGENCY SERVICES Mark Peterson, Chief/ Administrator 425‐430‐7051 HUMAN RESOURCES & RISK MANAGEMENT NancyCarlson, Administrator 425‐430‐7650 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Bonnie Rerecich, Manager Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Rich Perteet, Deputy PW  Administrator Economic Development Suzanne Dale Estey, Director Development Services Neil Watts, Director Planning Chip Vincent, Director Mayor's Office City Clerk / Cable Manager Bonnie Walton, City Clerk Hearing Examiner Fred Kaufman, Hearing  Examiner Communications Preeti Shridhar, Director Support Operations Bureau Tim Troxel, Deputy Chief Field Operations Bureau Chuck Marsalisi, Deputy Chief Response Operations Bill Flora, Deputy  Fire Chief Safety and Support Services Erik Wallgren, Deputy Fire  Community Risk Reduction Emergency Management Deborah Needham, Director Human Resources Maria Boggs, Manager Risk Management Robin Robertson, Manager Benefits Finance Gina Jarvis, Director Information Technology Mehdi Sadri, Director Staff and Auxiliary  Services Special Operations Investigations Administrative  Services Patrol Services Patrol Operations CITYATTORNEY Larry Warren, Administrator 425‐255‐8678 Parks & Golf Course Kelly Beymer, Director Human Services Karen Bergsvik, Manager Parks Planning & Natural  Resources Leslie Betlach, Director Recreation Tim Williams, Director     BUDGET MESSAGE  Mayor Denis Law/October 18, 2010  Good evening Council,  I appreciate the time this evening to present to you my proposed budget for  2011‐2012. As required by law, this budget is balanced and represents our  ongoing effort to maintain quality city services for our citizens at a time when  operating revenues continue to decline.  Our country is continuing to struggle through the worst economic recession in  history, even though we’re told the recession is officially over. While it’s  encouraging to see some slight improvement in the economy, high  unemployment, housing foreclosures and an extremely tight lending market are  providing little relief to our businesses or residents. And we should all be  convinced by now that this recovery will take a long, long time.  The trickle down affect of this poor economy on government services is very  evident. Nearly every day, we read headlines about continued layoffs in  government jobs.  Washington State has an immediate crisis due to a $520 million dollar gap for the  remainder of this year and a $4.6 billion dollar hole for the upcoming biennium.  Seattle indicates that 200 employees face lay‐offs. And King County has a $63  million dollar budget gap and is threatening hundreds of layoffs including sheriff’s  deputies.  Cities are also facing tough times. Lynnwood is struggling with a $20 million dollar  deficit that is threatening 80 positions. Preliminary budget discussions in Federal  Way indicate plans to eliminate nearly 40 positions including 18 police officers,  and Redmond is anticipating a decrease of nearly 28 positions on top of the 22  that were eliminated in 2009. Tukwila is dealing with a $4 million dollar shortfall  and is considering eliminating one of their fire engines as part of anticipated staff  reductions. Even Mercer Island is eliminating 8.5 positions and Bellevue is  Executive Summary - Budget Message from the Mayor 1 - 1     reporting an $11 million deficit with plans to reduce staff by 85 positions, which  includes 25 additional layoffs. This scenario is playing out throughout our state,  including here at home.  As part of our efforts to balance our upcoming budget, we, too, are forced to  propose eliminating equivalent to four and a half full‐time positions. And while  it’s very painful to lay off quality workers, especially when jobs are so scarce,  we’re very thankful that we will be able to preserve most positions during the  next two years thanks to the difficult financial decisions we made over the past  two years.  At a time when we’ve been making significant cuts in staffing and other operating  costs, we have also concentrated our efforts on identifying new ways of doing  business. We are committed to continue providing quality levels of service to our  residents and business community through increased efficiency and productivity.  We have also engaged our employees to help evaluate and prioritize city services  that we feel are vital to our citizens.  I want to point out two new elements to this budget. As you know, this is the first  biennial budget for our city. Planning for two years saves a tremendous amount  of staff time and resources and also allows us to do a better job of planning for  the near future.  Secondly, as part of this budget process, we felt it was important to solicit input  from our citizens and business owners to make certain that our values and  priorities align with those of our community. We formed a Community Budget  Advisory Group comprised of local residents, business owners, and community  leaders to meet over a period of several weeks with city department heads and  our finance department. It was literally a crash course on how city government  operates and how decisions are made during our budget process. In addition to  soliciting their suggestions on opportunities for greater efficiencies and cost  savings, we asked them to be prepared to answer some specific questions:   Do the core services provided by the city meet the community’s priorities?  Executive Summary - Budget Message from the Mayor 1 - 2      As a customer of city services, which of the services we provide do you view  as most and least important?   Is the city pursuing the “right” results for the Renton community?  The advisory group provided us with a number of valuable recommendations,  some of which have been included in this budget and others that will be part of  our ongoing planning for future years. You were provided with a copy of their  report.  We sincerely appreciate the time this group provided us in this process.  The next two years promise to be challenging.  Though we saw some signs of recovery toward the end of 2009 and a promising  start in early 2010, the recovery slowed to a crawl during the second quarter of  this year.  Growth projections have been repeatedly scaled back.  Job growth was  insufficient to reduce the unemployment rate.  Housing starts and permits  reversed their upward trends.  Our revenues continue to be lower than anticipated.  Sales tax revenues through  September are nearly $1 million dollars below what we budgeted this year.  The total proposed two‐year budget for 2011 and 2012 is $445 million, of which  $198 million is the General Government fund that is used for police, fire and  emergency services, parks, street repair, and other basics required to run a city.  In preparing this budget, our preliminary projections indicated that maintaining  current levels of services in General Government Operations would result in a  deficit of $2 million in this budget period. We have made the necessary  adjustments to bring our expenditures in line with our revenue projections  through the next biennium.  It’s important to note that this budget proposal does not restore any of the  service reductions made during 2010. An example would be the summer  Executive Summary - Budget Message from the Mayor 1 - 3     recreation programs that we used to provide in our neighborhood parks.  It also  does not include funding for major maintenance projects and other capital needs.  I want to emphasize that some of these cuts and reductions cannot be sustained  in the long run. We need to maintain our parks and invest in our infrastructure or  we will pay an even bigger price in the future.  In the current budget year, every department made difficult choices, reducing or  reorganizing services while minimizing adverse impacts to our citizens.  Last year we successfully launched an ambitious initiative of zero‐based budgeting  based on priorities and measurable outcomes aimed at right‐sizing city  government, and for this year’s budget we built on that foundation.  Balancing our budget – proposed reductions  As I mentioned earlier, we are forced to eliminate several positions in order to  balance this budget. These are hard decisions to make since we value each one of  our employees and cannot say enough about the contributions they make every  day to the public they serve. We also made additional cost reductions to reduce  our overall expenditures.  Our primary responsibility remains in public safety. This includes our Police  department and Fire and Emergency Services. The services provided by these two  departments will continue to be our top priority. However, both departments,  along with all of the other departments, are reducing expenses in overtime and in  other areas. We will continue to look at new ways of deploying our resources to  meet our objectives of providing a safe community for our citizens and  businesses.  As the Community Budget Advisors noted, we need to have well maintained  streets, focus on infrastructure and transportation, and maintain basic utility  services. We plan to implement some of the recommendations of the advisory  group including reducing some administrative support functions.  Focusing on our priorities and delivering results  Executive Summary - Budget Message from the Mayor 1 - 4     The budget includes the full funding of our portion of the startup cost for the new  800 bed jail that we’re building along with six other south county cities. It also  provides nearly $20 million over a ten‐year period for the development of new  library facilities that the Council committed to do when we annexed to the King  County Library System earlier this year.   Our city remains in solid financial shape despite this recession. We’re focusing on  improving efficiency while operating within our means. While I’m confident that  the economy will improve,  I do not believe we will see the type of growth that  this region experienced over the past 15 years that, frankly, paid for a significant  portion of city services. Things are not going to be they way they used to be.  We will continue efforts to evaluate the way we do business.  We will continue to  right‐size the structure of government.   We will continue to engage our employees to help find innovative and effective  ways of serving our citizens.  We will continue to practice fiscal responsibility and reduce our debt.  And we will continue to work with our labor groups to find sustainable ways of  managing our labor costs in order for us to continue to provide quality services to  our citizens with fewer dollars.  For the past two years, I have had to focus this budget message on steps we  were taking to deal with significant revenue shortages. But there is some good  news that I would like to share with you.  Despite the fact that we have reduced our workforce by 12% over the past two  years, we have continued to focus on providing quality service for our residents.  As promised, we have taken proactive steps to reduce crime in our city.  The  Renton Police Department has created a Special Operations Division where  officers focus their attention on career criminals — targeting those individuals  who are personally responsible for many crimes. Our officers have been  successful at building strong cases against these individuals that will assure longer  Executive Summary - Budget Message from the Mayor 1 - 5     prison terms. As an example, this division identified a group of 18 individuals who  were responsible for many burglaries, thefts, vehicle prowls, and identity theft.   Along with detectives and patrol officers, they devised a plan and pursued them  for three weeks and were able to arrest 13 suspects and serve seven search  warrants.  Our police officers also identified a known career criminal who was active in  committing residential burglaries.  A plan was developed to catch him in the act  and after two days of intense surveillance, the suspect was observed committing  three burglaries in Renton and Newcastle and then pawning the stolen items.  The  suspect was arrested and the stolen items were retrieved and returned to their  owners. Due to the extra effort, this individual has been charged with multiple  felony offenses.  We improved safety in our parks. In light of the tragic death of a senior citizen  who was walking along the Cedar River Trail, we took steps to enhance safety on  all our trails with new rules, trail striping, and additional signage. And our police  cadets were on the trails this summer to distribute safety and trail etiquette  information.  To deal with repeat offenders in our parks, the council enacted a new ordinance  that addresses drug and alcohol users and individuals violating other city laws.  Utilizing this ordinance, our police officers have expelled 20 offenders from all city  parks. Previously, these individuals would go from one park to another and  engage in all kinds of criminal activity. We’re now drafting a similar ordinance for  the Transit Center.  Thanks to our successful efforts in Washington DC to lobby for funds to repair the  Howard Hanson Dam, the US Army Corps of Engineers has received $44 million  for interim repairs to the dam. While we still need to be prepared this winter,  these repairs greatly reduce the risk of future flooding, which is a great relief for  the businesses in the Green River Valley.  Executive Summary - Budget Message from the Mayor 1 - 6     Renton’s streets are among the best maintained in our region. We have made a  huge investment in sidewalk improvements and have constructed new sidewalks  in the Sunset area of the Highlands, Lindberg High School and Maplewood Glen.   Earlier this year, the Renton community voted to annex to the King County Library  System. We’re working together with KCLS to ensure the highest quality library  services for our citizens. We have established a new library board to represent  Renton’s interests and are planning for the construction of two new library  facilities in our city.  Despite significant reductions in our parks and recreation programs these past  two years, we continue to provide our community with the best possible parks  and recreation services. Record crowds attended local festivals and used our  parks and recreation programs this past year.  We strengthened and expanded our popular Neighborhood Program, which now  serves 63 recognized neighborhoods, with volunteer city staff assigned to each  neighborhood. We held 23 neighborhood picnics and served nearly 5,300 people.   This city is rich with volunteers and we value the involvement of our residents in  planning and envisioning the city’s future and serving on boards and commissions.  This year alone, approximately 4,000 volunteers contributed over 60,000 hours of  service to the Renton community. We coordinated the very first Volunteer’s Day  of Service where over 800 volunteers participated in several projects throughout  the city.  If I had to put a dollar value to the services they provided it would be  more than $1.2 million a year.  In 2009, through our Housing Repair Assistance Program we were able to  complete 870 health and safety repairs, and another 400 repairs during the first  six months of this year. This important service that the city provides helps keep  housing safe and affordable and improves the comfort and livability of our city’s  homes and neighborhoods.  Executive Summary - Budget Message from the Mayor 1 - 7     Recently, The Seattle Times and local television outlets reported that the city  known for being “Ahead of the Curve” is "Ahead of the Recovery." They were  talking about recent reports coming from The Landing. Restaurants and stores at  The Landing have enjoyed double‐digit sales growth over previous months and  last year. Several new tenants came to The Landing earlier this year and there are  six new tenants expected to open there by next spring, including Dick's Sporting  Goods and Marshalls.  Fairfield Residential at The Landing has already leased 440 of their quality  apartments and expects that the first building will be nearly full by the end of this  year.  Harrington Square, a very impressive apartment complex in the Highlands/Sunset  area, celebrated its grand opening recently and reported that half of the units in  their first building have already been leased.  And next week we will celebrate the  grand opening of a new supermarket in the same neighborhood. Both sites  replaced boarded up businesses that attracted blight to the neighborhood.  A number of new companies located in Renton this year that resulted in over 500  new local jobs to our community. And new businesses opened in the downtown,  Cascade Village, Renton Village, Southport and the Highlands.  Downtown Renton continues to attract new businesses including several new  restaurants, Pike Place Bakery, a new children’s clothing store and a book store.  And the Farmers Market attracted record attendance with over 4,000 people  every week and 58 registered vendors.  The Seahawks Training Camp brought over 22,000 people to Renton during the  summer, many who shopped and dined in our community.  Private investors purchased the 21 acres south of The Landing and we are looking  forward to a significant redevelopment of this area.  We signed a historic agreement with Boeing for a 20‐year renewed lease for the  Renton Municipal Airport. Boeing continues to have over 2,000 outstanding 737  Executive Summary - Budget Message from the Mayor 1 - 8     orders worth more than $157 billion, and announced it intends to increase  production rates to 38 airplanes a month by 2013.  Since last spring, Waterways Cruises has been successfully operating their unique  sightseeing and dining cruises from Southport in Renton, bringing over 7,000  visitors to our community in its first year of operation.  Some of you attended the recent opening of the Compass Regional Veteran’s  Center in downtown Renton. This attractive four‐story building occupies nearly  60,000 square feet and offers 58 units of affordable housing for veterans and  their families and 8,500 square feet of retail space.  These are clearly transformational times for our city.  This budget is based on the  premise that while we are facing exceptionally difficult times, we must continue  to forge ahead with our vision for this community.  Next month, voters in the Fairwood area will determine whether or not to annex  to Renton. If they choose to annex, Renton will be a city of nearly 114,000  residents. We have prepared a plan that will allow us to provide city‐levels of  service to Fairwood with a revenue plan that supports all of the staffing and other  costs associated with the annexation.  I want to thank our employees for working with us these past two years to  address our financial challenges. I’m very pleased that all of our bargaining units,  with the exception of one, have ratified contracts for a three‐year period that  reflects these difficult times. Our employees have been tremendous partners and  continue to focus on customer service despite greatly reduced resources.  I want to thank each of our administrators and all those employees whose hard  work and collaboration helped us through this budget process.  I also want to thank each of you, for your advice and guidance as we have worked  on this challenging budget.   And I’d like to extend a very special thanks to the Community Budget Advisory  Group for volunteering their valuable time and effort. Their thoughtful discussions  Executive Summary - Budget Message from the Mayor 1 - 9     and advice helped shape this budget and encouraged us to continue to work  towards a sustainable, long‐term plan that is customer‐focused and reflects the  priorities of our community.  You have been presented with all of the details for this budget, and our staff will  be prepared to lead you through the specifics of this plan during your upcoming  Council budget workshop. I certainly welcome your feedback, concerns, and  recommendations.  A strong foundation set many years ago has positioned Renton well as the  economy improves. This strong foundation, combined with our commitment to  doing business more effectively and efficiently, will allow Renton to be strong and  stable now and into the future.  Thank you.  Denis Law      Executive Summary - Budget Message from the Mayor 1 - 10   City of Renton  2011‐2012 Budget Highlights      Total Budget                 General Government  Past Actions  2008 Mid‐Year  $5 Million Savings    2009 Adopted Budget   $6 Million Expenditure Cuts  and 33 positions    2009 Mid‐Year  $4 Million Expenditure Cuts  $2 Million Taken from Fund  Balance    2010 Adopted Budget   $6 million and 50.2 FTEs  Reductions       The 2011‐2012 adopted budget is the first biennial budget for the City  of Renton.  For the upcoming biennium, the adopted total revenue is  $440 million against total expenditures of $445 million. The revenue  shows a decrease 2.9% from the combined 2009‐2010 adopted  budget level and the expenditures reflect a decrease of 4.2% from the  adopted 2009‐2010 budgeted expenditures.      For the city’s General Fund, we are looking at combined revenue of  $198.3 million and expenditures of $198.2 million.  This is a decrease  of 0.2% on the revenue side and a decrease of 0.6% on the  expenditure side over the combined 2009‐2010 budget.  The budgets for 2011 and 2012 are presented in this document as  two 1‐year budgets for ease of financial reporting and to allow close  fiscal management.  To compare the adopted budget with prior years,  this section compares the adopted 2011 budget with the adopted  2010 budget.     Over the past two and half years, the City’s General Fund has reduced  its staffing level by 83.2 or 12% and reduced expenditures by of $21  million due to the declining tax revenues as a result of the Great  Recession.  Some of these changes were 1‐year savings, but nearly  $12 million or 12% were long‐term structural adjustments including  scaling services back or totally eliminating certain services.  These  structural changes made over the past two budget cycles provided us  with a smaller base and relatively minor adjustments for the 2011‐ 2012 budget.     2011‐2012 Budget  $198.3 M revenues and  $198.2 M expenditures   The adopted 2011‐2012 General Fund budget is balanced over the  biennium with a slim positive margin of $70,614.    The budget includes a $2.5 million one‐time startup cost for the  SCORE regional correctional facility, which is slated to begin its  operation in September 2011; it recognizes the costs for the six COPS  Grant officers when the grant runs out in the second half of 2012  ($270k); it will cover the 65% increase in state pension costs over the  two‐year period (from $1.8 million a year in 2010 to $2.98 million in  2012); and it assumes the worst case scenario of the two liquor‐ privatization related initiatives, with a loss of over $1 million a year in  liquor profit/liquor excise tax revenue starting the 4th quarter of 2011.   Offsetting these cost increases and resource reductions, the City is  Executive Summary - 2011/2012 Budget Highlights 1 - 11   able to lower its medical benefit cost projection due to a combination  of a very favorable utilization experience in 2010 and an increased  employee cost sharing formula in the recently approved union  agreements.  This will allow the City to reduce its 2010 cost as well as  have lower than anticipated costs in 2011 and 2012 by over $1 million  each year.    It is the second year in a row that we suspended applying the 4%  replacement cost escalator to department equipment rental charges.   Balancing this budget required further reduction in operating costs,  including personnel costs, of $2 million dollars.          Revenue           The adopted revenue projection is $98.2 million for 2011 and $100.1  million for 2012.  This is an overall growth of 0.4% from the adopted  2010 revenue or a 2.2% increase over the 2010 year‐end estimates.  The 2012 adopted revenue is 1.9% over the adopted 2011 amount.   This budget anticipates that property tax collections will be $32  million in 2011 and $32.5 million in 2012.  This is 2.2% growth in 2011  and 1.3% growth in 2012.  The growth rate for 2011 is higher than we  have anticipated due to higher new construction activity not captured  in 2010 valuation, and a number of small annexations that took effect  during 2010.  The City will maintain its 2010 1% property tax “banked  capacity” for future needs.  We are projecting modest growth in some of our more volatile  revenue sources.  We are projecting sales tax to grow by 3.5% and  5.5% over the biennium, development permit and plan review fees by  6% in 2011 and 3% in 2012, and a 1.5% annual employment growth  for business license fees.  We are projecting a 10% decrease in Real  Estate Excise Tax in 2011, and a similar 10% increase in 2012,  reflecting an improving economy.  As mentioned previously, the adopted budget assumes both  Initiatives 1100 and 1105 will pass, resulting in a loss of $200k in state  distributed liquor profits in 2011 and $1 million in both profits and  excise tax in 2012.    Expenditures     As we informed the Council at the second quarter financial update in  September, the preliminary budget projection were over $2 million  out of balance.   The higher than anticipated new construction property tax helped to  narrowed the gap slightly, but cuts were still necessary to bridge the  nearly $2 million gap.  Given prior reductions the additional $2 million reduction, while a  relatively small percentage of the budget, was more difficult to find  than we anticipated.  We approached the reduction by focusing on  Executive Summary - 2011/2012 Budget Highlights 1 - 12   administrative or indirect cost, in areas where workload has been  reduced due to the state of the economy or due to programming  changes, by reviewing internal parity and sustainability, and by  deferring capital outlays.  These are to ensure reductions will have  minimal service impacts on the community and as recommended by  the Community Budget Advisory Group.   The resulting reductions total $2.03 million over the biennium, and  include reducing another 4.5 FTEs as more fully described below.    Fund Balance     With the reduced expenditure budget, the General Fund will end the  2011‐2012 biennium with a $70k increase to the estimated 2010 year  end fund balance for a projected total of $10.1 million or a little over  10% of General Fund expenditures.  This is below the 12% target but  above the 8% required minimum.  The City also maintains a $5 million  catastrophic reserve in the Risk Management Fund and a well funded  equipment replacement reserve.  These reserves and fund balances  would provide a safety net during a turbulent and uncertain period in  our history.     Executive  Addition:  $70,000 potential West Hill  annexation election cost    Reductions:  Public defender contract  ($40,000)    Outsource Hearing Examiner  function    ‐1.5 FTE  ($136,737)   The Executive Department budget reflects an increase in election  costs based on anticipated West Hill special annexation election in  2012, and a reduction in its public defender’s budget by 10% or  $40,000 as part of the citywide budget reduction.  To realize the  savings, more financial screening of defendants for eligibility will be  required, and/or more cost recoupment from defendants.     The administration also proposes to restructure the administrative  hearing function by converting the in‐house hearing staff to a  contracted Hearing Examiner.  This would reduce 1.5 FTE for a net  savings (net of contracting cost) of $137k a year.     Court Services  Addition:  0.5 probation officer  supported by increase in  probation fees    Replacement of court  recording system and add  video arraignment: $66,000       The Court Services Department will add 0.5 Probation Officer to allow  more monitoring of offenders as well as provide sick and vacation  coverage to the one officer we currently have.  The addition is  supported by increased fee revenue.    In addition, the current court audio recording system is at the end of  its life and needs to be replaced to prevent failure, and we will need  to equip the two courtrooms with video arraignment capability once  the inmates are in SCORE’s jail.  Video arraignment is being  implemented at SCORE to save transport costs for our police  department and will reduce jail operating costs.      City Attorney  The City Attorney Department will decrease its budget by $37,500 per  year.  The reductions are in office supplies, professional services,  training, postage, and custodial services that are provided by the  Reduction:  ($37,500)    Executive Summary - 2011/2012 Budget Highlights 1 - 13       Facilities Division and are already included in its internal service  charges.   CED  Addition:  2.0 Limited Term (2‐year)  inspectors fully reimbursed by   Rainer Avenue Improvement  project      Reduction:  ($120,000)  ‐1 FTE through attrition    Transfer:  The Neighborhood Program is  consolidated with Community  Services’ “Neighborhoods  Resources and Events” section   ($243,918)  ‐1.5 FTE     The Department of Community and Economic Development (CED) will  decrease its budget by $120,000 a year which includes the reduction  of 1 FTE, which will be managed through attrition, and reductions in  the marketing campaign and training budgets.   The adopted budget will add two 2‐year inspectors dedicated to the  Rainer Avenue Improvement project.  These positions will be fully  funded by the reimbursement from the project budget.   Not shown in CED (budgeted in Information Technology) is the  implementation of the new permit system in 2011‐2012.  The total  estimated project cost is $1 million, to be financed over 10 years  through the technology surcharge the Council approved in 2010.    As part of the initiative to increase leveraging of community and  volunteer resources, the Neighborhood Program has been  consolidated with the Community Resources and Events section of  the Community Services Department.      Community Services  Reduction:  Reduce one Recreation  Supervisor position  ‐1. FTE/($104k) savings a year    Salary saving $40k   The Community Services department will reduce one recreation  supervisor position due to the elimination of summer recreation  programs as part of 2010 budget reduction.      In addition, the department will keep one park maintenance worker  position open for the first half of 2011, which would generate $40,000  savings.  Addition:  Reinstate Secretary II position  0.5 FTE/$41k a year       These reductions will allow the department to restore a 0.5 FTE  Secretary II position to help processing large amount of contracts and  payments, provide other administrative support to the department  and cover certain cost increases in 2011‐2012.    Human Services   1‐time $24k  CDBG: Housing Repair   1 FTE, (1‐year, Limited Term)    The City is eligible to become a direct entitlement city for the federal  Community Development Block Grant (CDBG) program. To become  one, however, the City must have a Consolidated Human Service Plan  in place.  This $24,000 (and $6,000 in 2010) will allow the city to  prepare the plan and determine whether it is in the community’s best  interest to leave the King County Consortium and become a direct  grant recipient of CDBG.  The adopted budget will also extend the  second housing repair position for one additional year using CDBG  funds from 2010 ($62k) and 2011 ($22k).    Executive Summary - 2011/2012 Budget Highlights 1 - 14   Neighborhood, Community  Resources, and Events   $243,918  1.5 FTE   As mentioned above, the consolidation of the neighborhood program  will add 1.5 FTE and $244k in 2011 and $253k in 2012 to this division.    Library     With the annexation to the King County Library System (KCLS), the  City will continue to provide the major maintenance of the existing  library facilities ($30k a year) that the City owns and the development  of new library facilities to serve the Renton community ($2 million a  year transfer to CIP fund) for 2011 and 2012.      Parks Planning & Natural  Resources  $5,000     The additional cost is needed to maintain new right‐of‐way planting  areas to be completed in 2010 and 2011, such as the I‐405/Talbot  Road, Shattuck Avenue Overpass, and Park/Garden Avenue  improvements.    Facilities  $119k energy cost & HVAC  contract   The adopted budget would also restore the HVAC service contract  that was eliminated in 2010 budget and recognize the energy cost  increase on all city facilities.    Fire & Emergency Services  Reduction:  ($300,000) 1‐time and   ($98,676) each year in on‐ going cost savings    Fire and Emergency Services Department will reduce one back‐up  engine, which will allow the City to redirect the $300,000  accumulated replacement reserve for the engine as well as eliminate  the $42,676 annual operation and maintenance costs and future  reserves associated with this engine.  The department will also reduce overtime coverage for training in the  amount of $56,000 per year.   FIT    Reduction:  ($30,000)        Addition:  1 Limited Term Permit  Specialist  (to be housed in  CED) for the Permit System  Replacement project       The Finance and Information Technology Department (FIT) will reduce  its baseline budget by $30,000 in the areas of supplies, training, and  overtime.  And consistent with 2010, the department will delay  various IT capital projects and only focus on those projects that will  improve organizational efficiency and productivity.    One of these projects is the replacement of the city’s Permit System.   This project will allow web‐based permit application, plan submittal,  inspection scheduling, and status of permits and projects that can be  accessed by applicants as well as the general public.  As mentioned  before, the overall project cost is estimated at $1 million, and involves  substantial work‐process changes, which would require the  dedication of a staff person to manage the project.  The project will  be financed with a technology surcharge approved by Council in 2010.   Human Resources &   Risk Management     The Human Resources & Risk Management Department (HRRM) will  eliminate its budget for small tools in 2011.  This small department  budget has made substantial cuts in 2010 and we do not believe  additional cuts would be sustainable.    Executive Summary - 2011/2012 Budget Highlights 1 - 15   Police  Reduction:  ($230,000) 1‐time,   $25,000 on going      Jail Transition to SCORE  ‐16 FTE   $2.5 million  SCORE startup cost   The adopted Police budget reduction is primarily from the deferral of  implementation of the in‐car‐video program ($180,000) started in  2010, and funding $50,000 in special enforcement overtime for drug  enforcement activities with seizure funds.  The department will also  eliminate $25,000 in its small tools accounts.  With the completion of SCORE jail in 2011, the city will be going out of  the jail business effective January 1, 2011.  This would eliminate 16 of  the existing positions.  The 2011 and 2012 budget reflects anticipated  contracted service payments to SCORE and the city’s portion of  SCORE startup costs.    Public Works  Reduction:  ($250,000)  ‐1.0 FTE         The General Fund portion of the Public Works Department consists of  department administration, street maintenance, and transportation.    The adopted budget includes the reduction of one half‐time Office  Assistant position in the Transportation Operations and Maintenance  Division, and the reduction of a full time Admin Secretary II position in  the Transportation Systems Division from full time to part time for a  combined savings of $69,200 annually.  In addition, the department is  proposing a city‐wide reduction in equipment replacement charges of  $100,000 by selectively increasing the projected useful life of certain  equipment, and selectively reducing street lights to generate 5%  energy savings citywide.  The department will also reduce temporary  help for traffic counts and overtime of project management.         General  Government Debt Service     The adopted budget includes the amount needed to meet the city’s  general obligation debt service payments.      We anticipate issuing new bonds for the development of the adopted  libraries in 2011 with debt service to begin in 2012   ($1 million in 2012 and $2 million per year thereafter for a total  financing period of 10 years).  This is funded with savings from the  annexation to the King County Library System.    Capital Funds    Governmental Capital  Improvements Fund (316)  Total $24.1 million     The adopted 2011‐2012 budget includes $24.1 million in General  Governmental capital projects.  All are funded with prior dedicated  funds, with the exception of $1.2 million of new allocations: $800k  from 2011‐2012 Real Estate Excise Tax and $200k each year from  temporary library cost savings before full debt service is needed in  2013. Of the $24.1 million, $19.6 million is for the development of the  new libraries mentioned previously to be financed with bond issues.   Executive Summary - 2011/2012 Budget Highlights 1 - 16   Some of the remaining projects include:  1) $750k for an accessible playground that would be funded totally  with parks’ mitigation and community fundraising dollars and  constructed with volunteer efforts. No General Fund contribution  is expected.   2) $740k over two years for major maintenance projects primarily  funded with savings from prior year projects.     3) Appropriate the remaining $584k that was previously set aside  (no new money) for the implementation of the Sunset Subarea  Plan.    4) Set aside $450k for disaster repair and grant matching funds.  5) $320k King County Levy funds for specific acquisition projects.  6) $346k for rehabilitation of the Public Works maintenance shops  and Community Services maintenance shops to prolong the life of  these buildings.  7) $300k in street tree replacement where the trees have been  uprooted by the sidewalks.  8) Set aside $240k over 2 years for potential enhancements at Henry  Moses Aquatic Center.  9) $127k restroom ADA upgrades at the 200 Mill building funded  with lease income and $120k ADA restroom upgrades at  Maplewood Park.  The remaining $482k consists of a number of small safety‐related  repairs/improvements throughout our park system. See Capital  Investment Section for more detail.    Transportation  Improvements Fund (317)     The Transportation Improvement Fund is the account that  implements the transportation element of the CIP.  The adopted  2011‐2012 transportation improvement projects total $21.4 million.   $3.3 million is from the designated 80% Business License fees, $1.2  million from arterial street fuel tax, and the remaining are funded  with grants. Details of the projects and use of city resources for these  projects can be found in the CIP section of this budget.      Enterprise Funds     The city has several enterprise type (or business type) operations,  which must be self‐sustaining.  These include the Water, Wastewater,  and Surface Water utilities; a Solid Waste utility; the golf course, and  the airport.  Utilities  The Water, Wastewater, and Surface Water utility funds are  accounted for and budgeted separately, but are managed as a system  Executive Summary - 2011/2012 Budget Highlights 1 - 17               Utilities Financial Policy    in accordance with the city’s financial management policies.  The  system conducts a comprehensive rate review every six years with the  assistance of outside consultants, and annual updates performed by  city staff.   The City re‐evaluated the city’s rate setting policies in 2010.  Through  this process, along with the failure of two sewer collection line  sections, the City Council approved the following reserve and capital  project financing policies:   1) Consolidate operating and rate stabilization reserves at 12%  for each of the piped utilities, and establish a fixed dollar  reserves for solid waste ($400k) and the pass‐through Metro  sewer treatment charges ($380k or 3.5%) based on actual  cash flow requirements  2) Maintain debt service reserves based on the highest 1‐year  debt service payment requirements  3) Establish a capital financing policy that:  a. Uses rate revenue to finance system replacements  b. Only uses bond financing for system and capacity  expansion, major transmission, and storage system  improvements  These policies and the adopted system replacement projects as  identified in the CIP section, required substantial rate increases for  the next two years:  Water –18%/16%  Wastewater – 42%/5%  King Count Metro Wastewater Treatment (pass through) – 13%/0%  Surface Water – 40%/11%  Solid Waste – 0%/0%  These rate increases are needed to provide for on‐going capital  infrastructure replacements.   Maplewood Golf Course     The only change in the adopted golf course budget is the refunding of  the balance of 1999 refunding revenue bonds and replacing them  with an interfund loan in 2010.  This eliminates the revenue coverage  requirement and saves the golf course an average of $36k a year for  the remaining 5 years of the bonds.     Renton Municipal Airport  Addition: 1.00 FTE for  capital project coordination     With the renegotiated leases for all major tenants at the airport, the  airport operation has a much improved outlook, and will have funds  to make needed improvements of its facilities.  Therefore, the airport  is requesting the addition of a CIP Coordinator position.  Overall, the  airport lease revenues are projected to grow by 63% in the 2011‐2012  biennium over the adopted 2009 and 2010 period.  The higher lease  income together with anticipated federal grants will allow the airport  Executive Summary - 2011/2012 Budget Highlights 1 - 18   to finance nearly $6.6 million in capital over the biennium.  See the  CIP section of the budget for details.  Internal Service Funds     The city operates several “businesses” that provide service internally  to other city departments.  These include the Equipment Rental Fund  (Motor Pool 501), Insurance Fund (Risk Management 502), Health  Insurance Fund (512), LEOFF1 Retiree Healthcare Fund (522),  Information Technology Fund (503), Facilities Fund (504), and  Communications Fund (505).  Equipment Rental  Operating: $1.9/$2 million  Equipment Replacement:  $1.2 million/$505k        The Equipment Rental fund maintains nearly 600 pieces of equipment  for the City and accumulates replacement reserves for replacement of  vehicles when needed.    The city will reduce the contribution to the equipment replacement  reserve due to the suspension of applying a 4% price escalator to the  calculation of replacement reserves, the adopted deletion of one  backup fire engine, and the extension of projected equipment life.   However, even with the reduction, the fund balance will continue to  grow.    It is important to be aware that even without these reserve  modifications, the city will be facing substantial increases in required  reserve contributions.  This is because many vehicles and equipment  have reached the end of their useful life for reserve collections but  remain in service (they are kept longer than their expected life).  When replaced later, the reserve collection would resume and thus  an increase in user departments’ costs.  The best way to smooth  contributions is to set the expected life as close to the actual life as  possible.  We will review this more in depth in 2011.       Information Technology  Operating:$3.0/$3.1 million   Capital:$1.5/$1.2 million     The Information Technology (IT) Fund was created in 2006 to allocate  the costs of the city’s centralized IT programs.  This fund provides for  the technology, telecommunications, and copier equipment lease and  maintenance for the city.  The adopted budget contains a total of $2.7 million in IT capital  projects.  It contains the routine capital items to maintain network  integrity and provides essential tools for continuing operations such  as copier rental and computer replacement programs.  The majority of the 2011‐2012 technology investments are:   1) Replacement of the City’s eight small separate old phone  systems with one unified Voice over Internet Protocol (VoIP)  phone system. Total cost $410k.  2) Replacement of the permit system; $800k in 2011‐2012 and  $200k in 2013, which will be funded with the technology  surcharge.  Also included is the equipment needed to communicate and access  computer aided dispatching (CAD) data due to the new Valley  Executive Summary - 2011/2012 Budget Highlights 1 - 19   Communication Center CAD system.  IT Division will continue implementation of the Enterprise GIS Plan  and other system improvements consistent with the adopted 2007 IT  Strategic Plan.   Risk Management  2011‐2012:  $16.4/$17.2 million     The City’s Risk Management program consists of three funds,  Property and Liability Insurance Fund (502), Employee Health  Insurance Fund (512), and Retiree Medical Fund (522).   The 502 Fund covers property and liability insurance ($2 million each  for 2011 and 2012); workers compensation (around $1 million per  year); and unemployment insurance (around $150k per year).    The City self‐insures employee health benefits with a stop‐loss  coverage of $250k per incident.  The 2011 and 2012 budget and  charge is based on projected plan costs by the number of employees.    Providing retiree health care is required by state law for LEOFF I  retirees.  The city contributes $2.2 million a year to the fund,  sufficient to cover the current plan costs but not enough to fully  amortize the unfunded future obligations, which are actuarially  determined to be approximately $3.2 million in present value.     Facilities  Operating:$3.7/$3.9 million  Major Maintenance:  $498K/year.   The Facilities Fund was implemented in 2009 to accumulate costs for  maintaining and operating the City’s office, public (primarily use  general public), and operational (primarily used for City field  operations purposes) facilities, and charge the costs to the  appropriate functions/services.  Starting in 2010, we moved major  maintenance (major repairs and updates) from General  Governmental CIP (Fund 316) into this fund, which is now paying for  these costs with current operating resources.    Communications     Although the Communications Fund is a newly created fund in 2010,  the services have been part of the City operations and are part of the  Executive Department.  The fund provides both external as well as  internal communications.  The costs are allocated based on actual  services demand by departments.  No adopted changes in the 2011‐ 2012 biennium.     Executive Summary - 2011/2012 Budget Highlights 1 - 20 Budget at a Glance  The Budget Process    The City of Renton develops its biennial budget every two years from February through  October.  The Mayor and the Council review the City’s revenues and services in order to  determine if they need to make significant changes to the budget.     In reviewing the anticipated revenue, the Mayor’s first priority is to ensure that the City is able  to continue providing the same levels of service.  This may require obtaining additional funds  because the same service level now costs more.  For example, as our population increases, we  need more police officers to maintain the same response times.     City departments estimate the costs of providing existing base services for the budget year.  In  addition, they submit requests for new programs that they would like the Mayor to consider.   The Mayor evaluates the department requests and can recommend new programs for Council  approval within the context of the Council’s adopted Business Plan Goals.     The Mayor and the Council hold a strategic planning retreat in the spring of each year in order  to adopt these Business Plan Goals.  At that time, the Council sets policy direction and priorities  for the next budget cycle.  They also determine whether the City’s current levels of service are  meeting the needs of our community.     The Mayor must provide to the Council by October 31 a proposed budget for the following two  years.  The Mayor also provides them with an estimate of expected revenue in order to meet  the costs of providing City services.  The Council reviews the budget and any revisions in  November and December.  It must approve a balanced budget, (funding recommendations for  the operating and capital budgets that do not exceed the estimated resources) by the beginning  of the budget year, which is January for the City of Renton.  In order to obtain citizen opinion  about proposed expenditures, the City holds two public budget hearings.     Once the Council adopts the budget, the Mayor must ensure that expenditures are made within  legal limits.  If the economy changes or the City identifies unanticipated needs during the year  that require changing the budget, the Mayor will recommend those changes.  A Council‐ adopted ordinance must accompany all budget increases.  If revenues fall short, the Mayor can  make decreases to the budget to ensure that the City does not overspend available resources.   The Mayor will work closely with the Council whenever changes to the budget must be made.   Executive Summary - Budget at a Glance 1 - 21 Budgetary Basis and Basis of Accounting     The budget, as adopted, constitutes the legal authority for expenditures.  Budgets are adopted  on the GAAP basis of accounting.  The biennial budget is adopted with budgetary control at the  fund level so expenditures may not legally exceed appropriations at that level of detail.   Transfers or revisions within funds are allowed, but only the City Council has the legal authority  to increase or decrease a given fund’s biennial budget.      Basis of accounting refers to the point at which revenues or expenditures / expenses are  recognized in the accounts and reported in the financial statements.  It relates to the timing of  the measurement made regardless of the measurement focus applied:    1.  Accrual    Both governmental and business‐type activities in the government‐wide financial statements  and the proprietary and fiduciary fund financial statements are presented on the accrual basis  of accounting.  Revenues are recognized when earned and expenses are recognized when  incurred.    2.  Modified Accrual    The government funds financial statements are presented on the modified basis of accounting.   Under the modified accrual basis of accounting, revenues are recorded when susceptible to  accrual: i.e., both measurable and available.  “Available” means collectible within the current  period or soon enough thereafter to be used to pay liabilities of the current period.      Executive Summary - Budget at a Glance 1 - 22       BIENNIAL BUDGET CALENDAR  The following table illustrates a typical biennial budget calendar for both the initial budget development  year and the mid‐biennium adjustment year.  The process and legal deadlines in Year 1 is identical to the  annual budget process.  Year 2 is the simplified mid‐year review process.      Process Description Year 1 Year 2  1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 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 - 23   City of Renton Fund  Structure Governmental Funds *General Government General Fund 000 Community Services  Fund 000‐001 Street Fund 000‐003 CD Block Grant Fund 000‐004 Museum Fund 000‐005 Library Fund 000‐006 Farmers Market Fund 000‐009 Miscellaneous Debt  Service Fund 000‐215 Fire and Emergency  Svcs Memorial Fund 000‐010 Limited Tax GO  Bond  Funds 000‐201 Fire and Emergency  Svcs Health and  Wellness Fund 000‐011 Special Revenue Funds Arterial Streets        102 Leased City Properties 108 Special Hotel Motel  Tax 110 Paths and Trails 118 1% for Art 125 Cable Communication       127 Springbrook Wetlands  Bank Fund   135 Debt Service Capital Projects Mitigation Funds 303, 304, 305 * CIP City Facilities 316 *Transportation  Improvements 317 Housing Opportunity  Fund  326 Proprietary Funds Enterprise  Funds *Utilities Utility Operations 405,406,407, 416 Utility Construction 425,426,427 Utility Debt Service Airport Airport Operations 402 Airport Construction 422 Solid Waste 403 Golf Course Golf Operations 404 Golf Construction 424 Internal Service Funds Equipment Rental 501 Insurance Services 502, 512, 522 Information  Technology 503 Facilities 504 Communication 505 Major Funds are those with budgets representing ten percent or more of  the City’s overall budget.  They are marked with an asterisk (*).  For descriptions of Major Funds, see next page.  City of Renton  Budget Fund Structure  Executive Summary - Budget at a Glance 1 - 24 City of Renton  Budget Fund Structure        General Government is used to group those accounts that are largely supported by general  taxes of the City.    General Fund accounts for all general government activity not accounted for in other funds.  It  includes most tax revenues and such services as police, fire, engineering, long range planning,  city clerk, administration, and economic development.      Water / Sewer Utility is comprised of a number of sub‐funds working towards a mission to  operate and maintain a quality water supply system, collect, convey and treat wastewater  effectively and economically within the Council’s rate structure, and construct water and  sewer projects by contract or City participation in private projects, for infrastructure  improvements consistent with the Capital Facilities Plan.                                                        Non‐budgetary funds include:  Reserve Retirement Contribution Fund    General Fixed Assets Fund  ICMA Deferred Compensation Fund    Claims Clearing Fund  Salary Clearing Fund     Special Deposits Fund  General Long Term Debt Account Group  Surplus Bank Balance Fund       Executive Summary - Budget at a Glance 1 - 25 Financial Structure  The City’s budget comprises seven major fund types or groups. The following is a general  overview of each fund type.    General Governmental Funds  These funds are used to account for resources that are generally not dedicated for a specific  purpose. They are used to meet the basic services that your local government provides.    Major Revenues Primary Services  • Taxes • Police protection  • Fees, licenses, and permits • Fire protection / emergency medical  services  • Fines and forfeitures • Parks and recreation  • Intergovernmental (Federal, State, and  Local)  • Municipal Court / legal services   • Library services   • Street maintenance planning   • Economic development / planning   • Administrative functions      Special Revenue Funds  These funds are used to account for revenues that are to be used for a specific purpose as  required by law or administrative action.    Major Revenues Primary Services  • Federal, State, and Local Grants • Economic development  • Taxes • Cable communications   • Street overlay   • Art fund      Executive Summary - Budget at a Glance 1 - 26 Debt Service Funds  These funds are used to account for accumulation of dedicated revenue and payment of  principal and interest related to the City’s general obligation bond issues.  Major Revenues Primary Services  • Property tax levies • Payment of principal and interest on  outstanding bonds  • Real estate excise tax   • Special assessments   Capital Investment Funds  These funds are used to account for the acquisition and construction of major capital facilities  and equipment. All projects supported by these funds can be found in the 2010‐2014 City of  Renton Capital Investment Program.    Major Revenues Primary Services  • Federal, State, and Local Grants • Capital investment projects  • Special assessments   • Property tax   • Sales tax   • Real estate excise tax   • Impact mitigation       Enterprise Funds  These funds are used to account for operations that are financed and operated in a manner  similar to private business enterprises.    Major Revenues Primary Services  • Service (user) charges • City utilities  • Federal, State, and Local Grants • Renton Municipal Airport  • Revenue bonds • Maplewood Golf Course  • State loans       Executive Summary - Budget at a Glance 1 - 27 Internal Service Funds  These funds are used to account for the goods and services furnished by one city department  for another department on a cost reimbursement basis.  Major Revenues Primary Services  • Charges to other city departments • Fleet management   • Insurance, health / property liability   • Information technology   • Facilities   • Communications      Fiduciary Funds  These funds are used to account for assets held by the City in a trustee capacity.    Major Revenues Primary Services  • Investment interest • Fire pension fund    Please refer to the following tables and figures for specific information on the budget, fund  groups, and employment history.  In The Total Budget for 2011, All Funds and The Total Budget  for 2012, All Funds table, we provide details on revenue and expenditure categories.    In the Total Revenue Budget Over Time, All Funds table we provide sources and amounts of  revenue by year from 2008 through 2012.      In the Total Expenditure Budget Over Time, All Funds table we provide specific expenditure  types by year from 2008 through 2012.  Executive Summary - Budget at a Glance 1 - 28 2011/2012 Budget Summary by Fund , All Funds Fund / Department Beg Fund  Balance 2011          Revenue         Adopted 2012           Revenue         Adopted 2011    Expenditure    Adopted 2012    Expenditure    Adopted  Budgeted  Increase  (Decrease) in  Fund Balance  Ending Fund  Balance  0 000  GENERAL 9,491,809        71,689,933        72,918,112        72,568,621        72,387,839        (348,417)         9,143,392          0 001  COMMUNITY SERVICES 50,000              10,817,691        11,149,285        10,742,324        11,069,028        155,624           205,624             0 003  STREETS 50,000              8,391,801          8,629,064          8,293,144          8,536,436          191,285           241,285             0 004  COMMUNITY DEVELOPMENT BLOCK GRANT (6,121)              304,000              304,000              304,000              304,000               ‐                   (6,121)                0 005  MUSEUM 63,206              195,966              216,220              208,407              215,502              (11,723)           51,483                0 006  LIBRARY ‐                    2,030,000          1,030,000          2,030,000          1,030,000           ‐                   ‐                      0 009  FARMERS MARKET 70,541              52,500                60,500                47,875                49,150                15,975             86,516                0 010  FIRE AND EMERGENCY SVC MEMORIAL 936                    ‐                       ‐                       ‐                       ‐                       ‐                   936                     0 011  FIRE AND EMERGENCY SVC HEALTH & WELLNESS 4,303                25,000                25,000                25,000                25,000                 ‐                   4,303                  0 031  PARK MEMORIAL 175,067            ‐                       ‐                       ‐                       ‐                       ‐                   175,067             2 201  1997 LIM GO BONDS‐CITY HALL 49,999              1,983,075          1,982,075          1,983,075          1,982,075           ‐                   49,999                2 215  GENERAL GOVERNMENT MISC DEBT SVC 101,449           2,731,960          3,749,298          2,731,960          3,749,298           ‐                   101,449            General Governmental 10,051,189      98,221,926        100,063,554      98,934,407        99,348,329        2,744               10,053,933        1 102  ARTERIAL STREETS 200,687           620,000              630,000              620,000              630,000               ‐                   200,687             1 108  LEASED CITY PROPERTIES 995,638           744,933              971,049              614,457              876,232              225,293           1,220,931          1 110  SPECIAL HOTEL‐MOTEL TAX 247,828           245,000              265,000              245,000              265,000               ‐                   247,828             1 118  CUM 2755 (PATHS/TRAILS)3,264                 ‐                       ‐                       ‐                       ‐                       ‐                   3,264                  1 125  ONE PERCENT FOR ART 128,796           15,000                15,000                50,000                50,000                (70,000)           58,796                1 127  CABLE COMMUNICATIONS DEVELOPMENT 88,718              85,000                85,000                85,674                85,674                (1,348)              87,370                1 135  SPRINGBROOK WETLANDS BANK 459,528            ‐                       ‐                       ‐                       ‐                       ‐                   459,528             3 303  COMMUNITY SERVICES IMPACT MITIGATION 1,126,594        60,000                60,000                400,000               ‐                      (280,000)         846,594             3 304  FIRE IMPACT MITIGATION 1,903,522        100,000              100,000              529,056              536,926              (865,982)         1,037,540          3 305  TRANSPORTATION IMPACT MITIGATION 557,134           250,000              150,000              499,494              400,000              (499,494)         57,640                3 316  MUNICIPAL FACILITIES CIP 3,455,517        13,310,000        8,560,000          14,962,000        8,970,000          (2,062,000)      1,393,517          3 317  CAPITAL IMPROVEMENT 1,060,648        10,657,819        9,711,400          11,647,819        9,761,400          (1,040,000)      20,648                3 318  SOUTH LAKE WA INFRASTRUCTURE PROJECT 38                      ‐                       ‐                       ‐                       ‐                       ‐                   38                       3 326  HOUSING OPPORTUNITY 1,653                 ‐                       ‐                       ‐                       ‐                       ‐                   1,653                  4 402  AIRPORT OPERATIONS 1,331,290        636,214              562,637              1,125,756          1,163,846          (1,090,750)      240,540             4 403  SOLID WASTE UTILITY 326,034           15,015,942        15,004,692        14,951,710        14,972,362        96,561             422,595             4 404  MUNICIPAL GOLF COURSE SYSTEM 714,988           2,483,545          2,483,545          2,504,738          2,542,204          (79,853)           635,135             4 405  WATER OPERATIONS 4,050,493        9,680,689          11,106,460        10,107,179        10,302,480        377,490           4,427,983          4 406  WASTEWATER OPERATIONS 1,177,901        4,896,139          5,853,574          4,831,929          4,817,627          1,100,157       2,278,058          4 407  SURFACE WATER OPERATIONS 1,590,108        5,155,153          5,469,223          4,865,850          4,941,632          816,894           2,407,002          4 416  KING COUNTY METRO 46,505              13,156,760        13,209,387        13,156,760        13,209,387         ‐                   46,505                4 422  AIRPORT CAPITAL IMPROVEMENT 379,669           2,803,204          4,574,534          2,803,204          4,954,203          (379,669)          ‐                      4 424  MUNICIPAL GOLF COURSE SYSTEM CIP 135,024           100,000              100,000              100,000              100,000               ‐                   135,024             4 425  WATER CIP 812,275           4,500,000          5,200,000          4,500,000          5,200,000           ‐                   812,275             4 426  WASTEWATER CIP ‐                    3,790,000          3,250,000          3,790,000          3,250,000           ‐                   ‐                      4 427  SURFACE WATER CIP ‐                    3,650,000          3,500,000          3,650,000          3,500,000           ‐                   ‐                      4 471  WATERWORKS RATE STABILIZATION 15,604               ‐                       ‐                       ‐                       ‐                       ‐                   15,604                5 501  EQUIPMENT RENTAL 4,810,713        3,211,401          3,079,893          3,195,267          2,535,156          560,871           5,371,584          5 502  INSURANCE 5,156,987        3,178,883          3,187,593          3,293,564          2,930,079          142,833           5,299,820          5 503  INFORMATION TECHNOLOGY 911,613           4,029,664          4,118,173          4,513,461          4,409,226          (774,850)         136,763             5 504  FACILITIES 470,449           4,243,673          4,324,987          4,256,261          4,379,434          (67,035)           403,414             5 505  COMMUNICATIONS 283,929           953,941              974,307              957,746              991,015              (20,513)           263,416             5 512  HEALTHCARE INSURANCE 3,986,112        11,248,058        12,014,224        10,844,696        11,996,739        420,847           4,406,959          5 522  LEOFF1 RETIREES HEALTHCARE 2,807,251        2,235,684          2,235,684          2,261,732          2,262,573          (52,937)           2,754,314          6 611  FIREMENS PENSION 4,082,340        300,000              300,000              565,475              550,475              (515,950)         3,566,390         All Other Funds 43,318,850      121,356,702      121,096,362      125,928,829      120,583,671      (4,059,435)      39,259,415       TOTAL ALL FUNDS 53,370,039$   219,578,628$    221,159,916$    224,863,236$    219,932,000$    (4,056,692)$   49,313,347$    Executive Summary - Budget at a Glance 1 - 29 The Total Budget for 2011, All Funds  General Special Debt Capital Internal  Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax           32,046,525                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   32,046,525        Retail Sales and Use Taxes           21,942,035          180,000                 ‐                          ‐                          ‐                          ‐                       ‐   22,122,035        Excise Taxes           16,447,850             40,000                 ‐                          ‐                          ‐                          ‐                       ‐   16,487,850        Other Taxes              4,535,921                      ‐                  ‐              560,000                        ‐                          ‐                       ‐   5,095,921          Business License and Permits                 673,322            45,000                 ‐          1,630,000                        ‐                          ‐                       ‐   2,348,322          Other License and Permits              1,939,665                      ‐                  ‐                          ‐              101,046               69,093                      ‐   2,109,804          Federal/State Grants              1,031,324                      ‐                  ‐          5,028,905         1,554,250                        ‐                       ‐   7,614,479          Other Intergovernmental Revenues              8,141,401         617,000                ‐          2,604,420             339,315                        ‐           100,000 11,802,136        Charges for Goods and Services              6,366,817                      ‐                  ‐              400,000       59,504,434       10,249,155                      ‐   76,520,406        Fines and Forfeits              3,170,351                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   3,170,351          Interest and Other Earnings                 477,730               3,000                 ‐                10,000             518,749             202,101          200,000 1,411,580          Rents, Leases, and Concessions                 698,929          744,933                 ‐                          ‐          2,941,108                        ‐                       ‐   4,384,970          Other Miscellaneous Revenues                 221,000            65,000                 ‐              350,000               18,565       18,572,955                     ‐   19,227,520        Capital Contributions                            ‐                       ‐                  ‐                          ‐              790,179                        ‐                       ‐   790,179              Bond Proceeds                            ‐                       ‐                  ‐        10,000,000                        ‐                          ‐                       ‐   10,000,000        Other Financing Sources                 529,056            15,000                 ‐          3,794,494             100,000                 8,000                      ‐   4,446,550          Total New Revenue 98,221,926         1,709,933    ‐           24,377,819    65,867,646    29,101,304    300,000       219,578,628     Expenditures Legislative 277,834               ‐                 ‐           ‐                   ‐                   ‐                   ‐                277,834              Administrative and Judicial 4,522,128            85,674          ‐           ‐                   ‐                   957,746          ‐                5,565,548          City Attorney 1,600,531            ‐                 ‐           ‐                   ‐                   ‐                   ‐                1,600,531          Community & Economic Devel 6,158,044            295,000        ‐           ‐                   ‐                   ‐                   ‐                6,453,044          Human Resources & Risk Mgmt 948,554               ‐                 ‐           ‐                   ‐                   16,124,992    ‐                17,073,546        Finance and Information Svcs 1,909,797            ‐                 ‐           ‐                   508,975          4,513,461       ‐                6,932,233          Police 30,651,495          ‐                 ‐           ‐                   ‐                   ‐                   ‐                30,651,495        Fire and Emergency Services 22,045,916          ‐                 ‐           ‐                   ‐                   ‐                   ‐                22,045,916        Public Works 8,747,323            ‐                 ‐           11,632,819    58,558,807    3,195,267       ‐                82,134,215        Community Services 14,236,803          614,457        ‐           14,962,000    2,057,154       4,256,261       ‐                36,126,676        Interfund Transfers ‐                        620,000        ‐           1,443,550       100,000          275,000          ‐                2,438,550          Other City Services 3,120,946            ‐                 ‐           ‐                   ‐                   ‐                   565,475        3,686,421          Debt Service 4,715,035            ‐                 ‐           ‐                   5,162,190       ‐                   ‐                9,877,225          Total Committed Expenditures 98,934,407         1,615,131    ‐           28,038,369    66,387,126    29,322,727    565,475       224,863,236     In(De)crease to F/B & Reserves (712,481)              94,802          ‐           (3,660,550)     (519,480)         (221,423)         (265,475)      (5,284,608)         Beginning Fund Balance 10,051,189         2,124,459    ‐           8,105,106      10,579,891    18,427,054    4,082,340    53,370,039        Ending Fund Balance 9,338,708            2,219,261    ‐           4,444,556      10,060,411    18,205,631    3,816,865    48,085,431        * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 30 The Total Budget for 2012, All Funds  General Special Debt Capital Internal  Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax           32,475,452                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   32,475,452        Retail Sales and Use Taxes           23,146,222          200,000                 ‐                          ‐                          ‐                          ‐                       ‐   23,346,222        Excise Taxes           17,196,609             40,000                 ‐                          ‐                          ‐                          ‐                       ‐   17,236,609        Other Taxes              4,752,976                      ‐                  ‐              560,000                        ‐                          ‐                       ‐   5,312,976          Business License and Permits                 683,122            45,000                 ‐          1,670,000                        ‐                          ‐                       ‐   2,398,122          Other License and Permits              1,996,955                      ‐                  ‐                          ‐              101,634             102,290                      ‐   2,200,879          Federal/State Grants                 753,324                      ‐                  ‐          4,851,400         2,400,000                        ‐                       ‐   8,004,724          Other Intergovernmental Revenues              7,421,027         627,000                ‐          2,160,000             318,315                        ‐           100,000 10,626,342        Charges for Goods and Services              6,531,591                      ‐                  ‐              300,000       62,986,736       10,437,758                      ‐   80,256,085        Fines and Forfeits              3,214,156                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   3,214,156          Interest and Other Earnings                 477,730               3,000                 ‐                10,000             459,894             202,484          200,000 1,353,108          Rents, Leases, and Concessions                 701,464          844,049                 ‐                          ‐          3,301,855                        ‐                       ‐   4,847,368          Other Miscellaneous Revenues                 176,000          192,000                 ‐                          ‐                15,356       19,192,329                      ‐   19,575,685        Capital Contributions                            ‐                       ‐                  ‐                          ‐              630,262                        ‐                       ‐   630,262              Bond Proceeds                            ‐                       ‐                  ‐          7,000,000                        ‐                          ‐                       ‐   7,000,000          Other Financing Sources                 536,926            15,000                 ‐          2,030,000             100,000                        ‐                       ‐   2,681,926          Total New Revenue 100,063,554       1,966,049    ‐           18,581,400    70,314,052    29,934,861    300,000       221,159,916     Expenditures Legislative 286,842               ‐                 ‐           ‐                   ‐                   ‐                   ‐                286,842              Administrative and Judicial 4,637,004            85,674          ‐           ‐                   ‐                   991,015          ‐                5,713,693          City Attorney 1,695,841            ‐                 ‐           ‐                   ‐                   ‐                   ‐                1,695,841          Community & Economic Devel 6,455,274            315,000        ‐           ‐                   ‐                   ‐                   ‐                6,770,274          Human Resources & Risk Mgmt 955,833               ‐                 ‐           ‐                   ‐                   17,189,391    ‐                18,145,224        Finance and Information Svcs 1,999,714            ‐                 ‐           ‐                   529,070          4,409,226       ‐                6,938,010          Police 28,802,620          ‐                 ‐           ‐                   ‐                   ‐                   ‐                28,802,620        Fire and Emergency Services 23,055,144          ‐                 ‐           ‐                   ‐                   ‐                   ‐                23,055,144        Public Works 9,010,122            ‐                 ‐           9,746,400       61,073,055    2,535,156       ‐                82,364,733        Community Services 13,572,316          876,232        ‐           8,970,000       2,106,781       4,379,434       ‐                29,904,763        Interfund Transfers ‐                        630,000        ‐           951,926          100,000          ‐                   ‐                1,681,926          Other City Services 3,146,248            ‐                 ‐           ‐                   ‐                   ‐                   550,475        3,696,723          Debt Service 5,731,373            ‐                 ‐           ‐                   5,144,835       ‐                   ‐                10,876,208        Total Committed Expenditures 99,348,329         1,906,906    ‐           19,668,326    68,953,741    29,504,223    550,475       219,932,000     In(De)crease to F/B & Reserves 715,225               59,143          ‐           (1,086,926)     1,360,311       430,638          (250,475)      1,227,916          Beginning Fund Balance 9,338,707            2,219,260    ‐           4,444,556      10,060,411    18,205,631    3,816,865    48,085,430        Ending Fund Balance 10,053,932         2,278,403    ‐           3,357,630      11,420,722    18,636,269    3,566,390    49,313,346        * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 31 Total Revenue Budget Over Time, All Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Tax Revenues  Property Tax  ‐  General Levy 29,050,790          30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3%  Property Tax  ‐  Special Levy 409,743                 ‐                       102,957               ‐                       ‐                       ‐                        ‐                        N/A N/A Total Property Taxes 29,460,534          30,903,043          30,763,479        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Retail Sales and Use Tax 24,008,458          25,456,019          22,221,568        22,780,000        21,264,299        22,122,035        23,346,222          ‐2.9% 5.5% Utility Taxes 13,056,957          14,485,018          14,339,079        14,268,000        14,360,523        14,947,850        15,613,609          4.8%4.5% Other Taxes Admissions Tax 197,740                606,420                260,269              260,000              291,399              280,000              300,000                7.7%7.1% Franchise Fees 998,288                1,140,276             1,049,082           1,085,000           1,271,104           1,305,000           1,368,000             20.3%4.8% Excise Taxes 2,990,747             3,136,322             2,564,459           2,500,000           2,603,318           2,385,000           2,545,000             ‐4.6% 6.7% Emergency Medical Service 890,998                973,990                1,454,843           1,057,095           1,331,157           1,110,921           1,167,976             5.1%5.1% Gambling Excise Tax 2,165,153             2,472,644             2,143,073           2,000,000           1,546,934           1,600,000           1,600,000             ‐20.0%0.0% Total Other Taxes 7,242,927             8,329,652             7,471,726             6,902,095             7,043,912             6,680,921             6,980,976             ‐3.2% 4.5% Total Tax Revenue 73,768,875          79,173,732          74,795,852          75,314,738          74,165,862          75,797,331          78,416,259          0.6% 3.5% Licenses and Permits  Business Licenses and Permits 2,698,531             2,642,355             2,336,185           2,220,317           2,366,136           2,303,322           2,353,122             3.7%2.2%  Building Permits 2,144,138             2,518,050             1,563,617           1,701,834           1,483,341           1,951,527           2,042,279             14.7%4.7%  Non‐Business Licenses/Permits 233,868                153,256                189,489              161,000              160,317              158,277              158,600                ‐1.7% 0.2% Total Licenses and Permits 5,076,537             5,313,661             4,089,292             4,083,151             4,009,793             4,413,126             4,554,001             8.1% 3.2% Intergovernmental Revenue  Federal Grants 1,819,614             4,208,596             5,938,046           6,872,200           3,892,783           4,827,242           5,479,000             ‐29.8%13.5%  State Grants 7,449,875             5,610,247             6,986,619           2,402,736           3,559,007           2,799,237           2,537,724             16.5%‐9.3%  Motor Vehicle Excise Tax (MVET)74,310                  52,820                  85,826                66,098                183,594              67,089                68,096                  1.5%1.5%  State DUI 13,376                  15,000                  26,990                14,668                15,677                14,888                15,111                  1.5%1.5%  State/Street Fuel Taxes 1,700,928             1,954,675             1,797,029           1,755,165           1,831,824           1,774,267           1,801,626             1.1%1.5%  State/Fire Insurance Premium Tax 85,949                  90,000                  106,623              100,000              112,686              100,000              100,000                0.0%0.0%  State/Liquor Board Profits/Excise Tax 857,595                1,015,980             971,835              1,013,000           1,095,401           819,195              ‐                        ‐19.1%‐100.0%  Intrgovl Service and Interlocal Grants 11,865,224          18,537,245          11,295,354        12,458,086        8,033,037           9,014,697           8,629,509             ‐27.6%‐4.3% Total Intergovernmental Revenue 23,866,871          31,484,563          27,208,322          24,681,953          18,724,008          19,416,615          18,631,066          ‐21.3%‐4.0% Charges for Services  General Government 380,798                449,598                360,943              420,000              367,147              433,633              438,938                3.2%1.2%  Public Safety 524,565                656,620                521,484              430,000              482,343              426,081              430,635                ‐0.9% 1.1%  Utility and Environment 39,600,908          46,630,593          45,557,173        47,181,295        47,555,982        56,659,180        60,123,371          20.1%6.1%  Transportation Mitigation 609,482                869,000                232,646              190,000              71,861                240,000              140,000                26.3%‐41.7%  Other Transportation 9,242                    10,244                  19,231                79,000                80,861                115,056              115,056                45.6%0.0%  Plan Checking Fees 746,046                850,000                557,956              600,000              573,747              653,735              664,564                9.0%1.7%  Fire and Park Mitigation 613,575                540,000                185,154              160,000              89,411                160,000              160,000                0.0%0.0%  Planning/Zoning/EIS Fees 293,337                142,700                851,965              69,800                465,529              89,095                98,896                  27.6%11.0%  Recreation 3,349,453             3,442,452             3,226,559           3,459,340           3,004,168           3,395,586           3,427,963             ‐1.8% 1.0%  IS/MV Equip Repair/Replacement Chgs 5,195,194             5,975,462             10,232,168        10,851,035        9,894,372           10,249,155        10,437,758          ‐5.5% 1.8% Total Charges for Services 51,322,597          59,566,669          61,745,278          63,440,470          62,585,421          72,421,521          76,037,181          14.2% 5.0% Total Fines and Forfeits 2,110,973             1,494,000             3,817,008             3,577,193             3,446,860             3,170,351             3,214,156             ‐11.4% 1.4% Miscellaneous Revenue  Interest and Other Earnings 2,549,743             3,011,914             4,440,181           1,485,200           1,211,131           1,411,580           1,353,108             ‐5.0%‐4.1%  LID/Special Assessment Principal 4,159                     ‐                       4,563                   ‐                      25,967                 ‐                       ‐                        N/A N/A  Rents/Leases/Concessions 3,901,501             3,849,221             3,642,710           4,183,589           3,822,741           4,384,970           4,847,368             4.8%10.5%  Insurance Premiums and Recoveries 750,363                ‐                       260,062              ‐                      301,798              ‐                      ‐                        N/A N/A  Equipment Capital Recovery Charges 3,320,602             3,399,557             3,122,295           2,435,749           2,458,042           2,057,431           1,902,312             ‐15.5%‐7.5%  Intrfund Proprty Liability Ins Premiums 1,474,696             1,504,119             1,499,286           1,376,408           2,208,928           1,527,035           1,533,071             10.9%0.4%  Employee Insurance Premiums 12,036,293          13,682,060          13,727,455        15,791,637        13,251,202        14,313,356        15,078,604          ‐9.4% 5.3%  Contributions from Private Sources 331,870                353,976                457,254              215,980              1,466,171           515,000              170,000                138.4%‐67.0%  Other Miscellaneous 1,866,639             515,488                662,549              932,342              651,908              814,698              891,698                ‐12.6%9.5% Total Miscellaneous Revenue 26,235,867          26,316,335          27,816,355          26,420,905          25,397,887          25,024,070          25,776,161          ‐5.3% 3.0% Interfund Dept Service Charges 3,831,574             4,048,316             4,502,324             3,838,156             4,091,339             4,098,885             4,218,904             6.8% 2.9% Total Capital Contributions 13,311,614          5,356,244             1,266,570             3,588,328             2,770,776             790,179                630,262                ‐78.0%‐20.2% Total Other Financing Sources 21,762,341          29,550,417          21,841,614          6,587,000             15,051,122          14,446,550          9,681,926             119.3%‐33.0% TOTAL NEW REVENUE 221,287,249$      242,303,937$      227,082,615$      211,531,894$      210,243,067$      219,578,628$      221,159,916$      3.8% 0.7% Executive Summary - Budget at a Glance 1 - 32 Total Expenditure Budget Over Time, All Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Salaries And Wages Regular Salaries 49,249,769         55,786,757         53,852,589       54,393,783       52,889,921       52,957,456       54,412,404         ‐2.6% 2.7% Part Time Salaries 2,672,306           2,541,845           2,418,141         1,976,335         2,039,689         2,042,204         2,032,204           3.3%‐0.5% Uniform Allowance 113,813              150,550              141,737            141,408            140,381            140,856            140,856              ‐0.4% 0.0% Overtime 4,152,380           2,339,477           2,697,723         2,332,330         2,575,796         2,001,601         2,001,601           ‐14.2% 0.0% Total Salaries And Wages 56,188,269        60,818,629        59,110,191      58,843,855      57,645,787      57,142,117      58,587,065        ‐2.9%2.5% Personnel Benefits Retirement/PERS 2,196,470           2,869,643           2,293,556         1,800,719         1,868,308         2,162,604         2,841,066           20.1% 31.4% Retirement/LEOFF 1,199,065           1,172,282           1,258,684         1,161,829         1,278,772         1,205,144         1,235,244           3.7% 2.5% FICA 3,313,041           3,669,223           3,615,063         3,453,085         3,489,721         3,341,306         3,411,087           ‐3.2% 2.1% Medical Insurance 7,415,647           9,418,628           9,360,384         10,323,801       9,257,142         9,066,246         9,929,453           ‐12.2% 9.5% Leoff1 Retired Healthcare Insurance 1,733,384           2,000,686           1,947,004         2,205,684         1,462,970         2,205,684         2,205,684           0.0% 0.0% Industrial Insurance 966,248              1,024,137           1,041,933         1,224,684         1,061,777         1,261,162         1,258,312           3.0%‐0.2% Life Insurance 89,757                 105,907              98,323               100,233            89,585               95,349               96,413                 ‐4.9% 1.1% Dental Insurance 1,704,674           2,216,649           1,108,660         1,067,096         1,178,821         1,180,676         1,272,768           10.6% 7.8% Unemployment Compensation 153,300              143,915              173,413            684,772            252,743            239,866            243,456              ‐65.0% 1.5% Fire Pensions 527,818              515,600              447,558            525,000            375,461            540,720            540,720              3.0% 0.0% Long Term Disability 81,517                 99,647                 92,085               89,066               100,535            101,187            103,383              13.6% 2.2% Self‐Insurance Medical/Dental 9,809,718           12,422,922         10,755,032       14,134,922       10,039,004       12,424,659       13,557,416         ‐12.1% 9.1% Self‐Insurance Workmen's Comp 438,627              553,862              916,654            812,541            1,005,711         812,541            812,541              0.0% 0.0% Self‐Insurance Unemployment Comp 35,347                 71,400                 95,059               677,220            368,927            250,000            150,000              ‐63.1%‐40.0% Total Personnel Benefits 29,664,613        36,284,501        33,203,408      38,260,652      31,829,475      34,887,143      37,657,542        ‐8.8%7.9% Supplies Office/Operating Supplies 4,541,044           4,065,942           3,716,326         3,986,582         3,712,462         3,666,249         3,663,913           ‐8.0%‐0.1% Purchased Merchandise/Inventory 357,963              693,947              561,926            324,207            293,042            374,677            374,777              15.6% 0.0% Small Equipment 1,192,608           781,284              843,878            777,638            1,105,829         652,223            677,667              ‐16.1% 3.9% Total Supplies 6,091,615           5,541,173           5,122,131         5,088,427         5,111,332         4,693,149         4,716,357           ‐7.8%0.5% Other Services & Charges Professional Services 15,743,341         5,764,586           5,123,334         5,594,272         6,204,615         5,650,961         5,651,814           1.0% 0.0% Communications 555,339              621,463              576,694            599,828            535,014            618,619            618,619              3.1% 0.0% Travel and Training 391,265              504,463              324,621            444,580            290,537            416,735            417,588              ‐6.3% 0.2% Operating Rentals & Leases 318,164              462,462              817,719            882,014            769,137            852,584            852,584              ‐3.3% 0.0% Property/Liability Ins Premiums & Claims 3,001,290           1,855,258           1,663,621         1,910,916         1,232,004         1,282,297         1,282,522           ‐32.9% 0.0% Public Utility Services 13,281,914         26,845,600         26,279,486       27,210,649       26,173,783       29,122,076       29,224,548         7.0% 0.4% Repairs and Maintenance 1,636,543           1,480,793           1,652,122         1,624,610         900,528            757,413            756,248              ‐53.4%‐0.2% Other Miscellaneous Services 1,566,144           1,265,574           1,321,762         1,201,261         975,550            1,072,115         1,088,017           ‐10.8% 1.5% Total Other Services And Charges 36,494,000        38,800,199        37,759,358      39,468,129      37,081,168      39,772,799      39,891,939        0.8%0.3% Intergovernmental Services Intergovernmental Professional Services 3,313,097           3,856,318           3,553,754         4,176,291         5,589,763         8,952,350         6,725,575           114.4%‐24.9% Intergovernmental Payments ‐                       ‐                      498,356            ‐                      ‐                      ‐                      ‐                       N/A N/A External Taxes & Operating Assessments 1,445,460           1,723,864           1,592,743         1,788,526         1,787,462         1,788,526         1,788,526           0.0% 0.0% Interfund Taxes 2,606,786           2,343,657           2,871,599         2,169,702         2,853,884         2,319,702         2,319,702           6.9% 0.0% Total Intergovernmental Services 7,365,343           7,923,839           8,516,452         8,134,519         10,231,109      13,060,578      10,833,803        60.6%‐17.0% Capital Outlay Land 773,031              573,000              9,711                 410,000            23,398               260,000            310,000              ‐36.6% 19.2% Buildings, Structures & Oth Imprvmnts 22,399,763         25,177,000         25,144,033       10,888,000       10,985,018       29,868,000       26,239,000         174.3%‐12.2% Machinery and Equipment 6,677,494           5,838,013           1,500,655         2,146,007         1,525,229         2,948,653         2,044,677           37.4%‐30.7% Street Improvement Projects/TIP 21,126,907         22,675,579         15,384,760       16,074,634       10,151,078       11,632,819       9,746,400           ‐27.6%‐16.2% Total Capital Outlay 50,977,195        54,263,592        42,039,158      29,518,641      22,684,723      44,709,472      38,340,077        51.5%‐14.2% Debt Service  Principal 4,004,160           5,316,139           5,806,285         5,601,655         16,271,445       5,996,239         6,212,694           7.0% 3.6% Interest and Related Debt Costs 5,951,819           4,870,633           4,473,657         3,975,596         3,923,694         3,880,986         4,663,514           ‐2.4% 20.2% Total Debt Service 9,955,979           10,186,772        10,279,942      9,577,251         20,195,140      9,877,225         10,876,208        3.1%10.1% Total Interfund Payments 10,932,708        13,539,701        17,307,449      17,169,119      17,179,990      16,274,203      16,347,082        ‐5.2%0.4% Total Other Financing Uses 21,694,764        24,300,417        21,779,015      6,347,000         8,437,638         4,446,550         2,681,926           ‐29.9%‐39.7% TOTAL COMMITTED EXPENDITURES 229,364,486$    251,658,823$    235,117,104$   212,407,593$   210,396,361$   224,863,236$   219,932,000$    5.9%‐2.2% Executive Summary - Budget at a Glance 1 - 33 Revenue Detail, General Governmental Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Tax Revenues  Property Tax  ‐  General Levy 29,050,790        30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Total Property Taxes 29,050,790        30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Retail Sales and Use Tax 22,833,902        25,190,819          22,021,188        22,600,000        21,072,873        21,942,035        23,146,222          ‐2.9% 5.5% Utility Taxes 12,986,957        14,444,344          14,339,079        14,228,000        14,279,849        14,907,850        15,573,609          4.8%4.5% Other Taxes Admissions Tax 197,740             606,420                260,269              260,000              291,399              280,000              300,000                7.7%7.1% Franchise Fees 998,288             1,095,276             1,039,031           1,040,000           1,222,444           1,260,000           1,323,000             21.2%5.0% Excise Taxes 2,540,644          2,136,322             1,564,459           2,100,000           2,203,318           1,985,000           2,145,000             ‐5.5% 8.1% Emergency Medical Service 890,998             850,990                1,170,657           897,095              1,161,114           950,921              1,007,976             6.0%6.0% Gambling Excise Tax 2,165,153          2,472,644             2,143,073           2,000,000           1,546,934           1,600,000           1,600,000             ‐20.0%0.0% Total Other Taxes 6,792,824          7,161,652             6,177,489             6,297,095             6,425,210             6,075,921             6,375,976             ‐3.5% 4.9% Total Tax Revenue 71,664,473        77,699,858          73,198,278          74,489,738          73,275,059          74,972,331          77,571,259          0.6% 3.5% Licenses and Permits  Business Licenses and Permits 743,013             742,355                601,264              620,317              694,411              673,322              683,122                8.5%1.5%  Building Permits 1,800,357          2,421,950             1,493,593           1,605,059           1,393,718           1,781,388           1,838,355             11.0%3.2%  Non‐Business Licenses/Permits 233,868             153,256                189,489              161,000              160,317              158,277              158,600                ‐1.7% 0.2% Total Licenses and Permits 2,777,238          3,317,561             2,284,347             2,386,376             2,248,445             2,612,987             2,680,077             9.5% 2.6% Intergovernmental Revenue  Federal Grants 1,072,541          329,596                537,978              1,042,610           1,394,037           937,000              659,000                ‐10.1%‐29.7%  State Grants 114,523             82,000                  217,336              116,324              238,748              106,324              106,324                ‐8.6% 0.0%  Motor Vehicle Excise Tax (MVET)74,310                52,820                  85,826                66,098                183,594              67,089                68,096                  1.5%1.5%  State DUI 13,376                15,000                  26,990                14,668                15,677                14,888                15,111                  1.5%1.5%  State/Street Fuel Taxes 1,074,030          1,321,200             1,221,980           1,140,165           1,245,640           1,157,267           1,174,626             1.5%1.5%  State/Liquor Board Profits/Excise Tax 857,595             1,015,980             971,835              1,013,000           1,095,401           819,195              ‐                        ‐19.1%‐100.0%  Intrgovl Service and Interlocal Grants 5,542,062          6,154,490             6,628,186           6,057,086           5,506,456           6,070,962           6,151,194             0.2%1.3% Total Intergovernmental Revenue 8,748,436          8,971,086             9,690,130             9,449,951             9,679,553             9,172,725             8,174,351             ‐2.9%‐10.9% Charges for Services  General Government 176,950             247,183                187,721              217,585              208,755              231,218              236,523                6.3%2.3%  Public Safety 524,565             656,620                521,484              430,000              482,343              426,081              430,635                ‐0.9% 1.1%  Utility and Environment 41,795                100,000                40,470                26,908                35,126                23,549                25,910                  ‐12.5%10.0%  Transportation Mitigation ‐                      ‐                       2,564                  ‐                      4,473                  ‐                      ‐                        N/A N/A  Plan Checking Fees 746,046             850,000                557,956              600,000              573,747              653,735              664,564                9.0%1.7%  Planning/Zoning/EIS Fees 115,927             142,700                76,965                69,800                269,889              89,095                98,896                  27.6%11.0%  Recreation 1,678,818          1,674,498             1,631,486           1,572,240           1,424,932           1,628,486           1,660,863             3.6%2.0% Total Charges for Services 3,284,100          3,671,001             3,018,646             2,916,533             2,999,265             3,052,164             3,117,391             4.7% 2.1% Total Fines and Forfeits 2,110,973          1,494,000             3,817,008             3,577,193             3,438,022             3,170,351             3,214,156             ‐11.4% 1.4% Miscellaneous Revenue  Interest and Other Earnings 735,910             921,616                535,314              434,300              327,558              477,730              477,730                10.0%0.0%  Rents/Leases/Concessions 676,919             716,580                677,960              720,780              727,338              698,929              701,464                ‐3.0% 0.4%  Contributions from Private Sources 175,513             137,400                150,406              111,900              133,756              100,000              105,000                ‐10.6%5.0%  Other Miscellaneous 90,336                110,000                166,012              111,000              80,936                121,000              71,000                  9.0%‐41.3% Total Miscellaneous Revenue 1,678,677          1,885,596             1,529,692             1,377,980             1,269,588             1,397,659             1,355,194             1.4%‐3.0% Interfund Dept Service Charges 3,072,950          3,310,752             3,225,745             3,080,927             3,190,908             3,314,653             3,414,200             7.6% 3.0% Total Capital Contributions (31,840)              ‐                        1,202                    ‐                        1,196                    ‐                        ‐                        N/A N/A Total Other Financing Sources 382,099             517,174                577,004                560,000                7,265,882             529,056                536,926                ‐5.5% 1.5% TOTAL NEW REVENUE 93,687,106$      100,867,028$      97,342,052$        97,838,698$        103,367,918$      98,221,926$        100,063,554$      0.4% 1.9% Executive Summary - Budget at a Glance 1 - 34 Expenditure Detail, General Governmental Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Salaries And Wages Regular Salaries 42,057,776          45,972,909         44,252,284       44,496,346       43,105,068       42,686,777       43,824,731         ‐4.1% 2.7% Part Time Salaries 2,218,414             1,893,924           1,945,049         1,537,092         1,622,654         1,514,033         1,514,033           ‐1.5% 0.0% Uniform Allowance 113,813                150,550              141,737            141,408            140,381            140,856            140,856              ‐0.4% 0.0% Overtime 3,966,675             2,122,683           2,441,172         2,127,536         2,342,023         1,797,867         1,797,867           ‐15.5% 0.0% Total Salaries And Wages 48,356,678          50,140,066        48,780,241      48,302,382      47,210,126      46,139,533      47,277,487        ‐4.5%2.5% Personnel Benefits Retirement/PERS 1,657,274             2,050,416           1,608,905         1,274,304         1,332,628         1,455,902         1,890,580           14.3% 29.9% Retirement/LEOFF 1,199,065             1,172,282           1,258,684         1,161,829         1,278,772         1,205,144         1,235,244           3.7% 2.5% FICA 2,719,887             2,867,516           2,831,671         2,656,921         2,700,180         2,517,102         2,566,057           ‐5.3% 1.9% Medical Insurance 6,304,790             7,669,874           7,597,170         8,519,609         7,474,238         6,936,343         7,629,156           ‐18.6% 10.0% Leoff1 Retired Healthcare Insurance 1,733,384             2,000,686           1,947,004         2,205,684         1,462,970         2,205,684         2,205,684           0.0% 0.0% Industrial Insurance 810,646                809,588              824,824            995,217            846,793            1,017,945         1,015,239           2.3%‐0.3% Life Insurance 76,923                  87,696                 81,080               82,016               73,577               77,246               78,218                 ‐5.8% 1.3% Dental Insurance 1,452,158             1,815,034           903,753            867,525            956,076            938,997            1,011,806           8.2% 7.8% Unemployment Compensation 117,900                115,336              140,132            649,788            203,590            190,172            192,547              ‐70.7% 1.2% Fire Pensions 15,555                  15,600                 3,940                 ‐                     15,780               15,720               15,720                 100.0% 0.0% Long Term Disability 61,709                  71,206                 64,943               61,000               69,047               67,499               68,838                 10.7% 2.0% Total Personnel Benefits 16,149,291          18,675,234        17,262,107      18,473,893      16,413,651      16,627,753      17,909,089        ‐10.0%7.7% Supplies Office/Operating Supplies 2,373,785             1,867,516           1,574,802         1,739,914         1,333,748         1,413,561         1,411,225           ‐18.8%‐0.2% Purchased Merchandise/Inventory ‐                         334,550              323,684            206,550            19,646               6,600                 6,700                   ‐96.8% 1.5% Small Equipment 888,312                384,204              403,317            372,808            689,319            280,559            306,003              ‐24.7% 9.1% Total Supplies 3,262,097            2,586,270           2,301,803         2,319,271         2,042,713         1,700,720         1,723,928           ‐26.7%1.4% Other Services & Charges Professional Services 4,699,263             2,783,825           2,750,248         2,911,359         3,148,218         2,550,518         2,554,517           ‐12.4% 0.2% Communications 153,332                206,834              172,272            79,619               36,033               24,178               24,178                 ‐69.6% 0.0% Travel and Training 190,353                225,634              157,458            217,068            144,496            195,983            197,382              ‐9.7% 0.7% Volunteer Travel/Meals 123,237                175,346              108,107            128,261            94,176               115,580            115,034              ‐9.9%‐0.5% Operating Rentals & Leases 286,029                408,204              580,339            616,711            523,480            616,361            616,361              ‐0.1% 0.0% Property/Liability Ins Premiums & Claims 1,075,746             ‐                      7,291                 ‐                     (281)                   775                    1,000                   100.0% 29.0% Public Utility Services 2,381,360             1,793,895           1,732,490         1,706,879         1,653,900         1,707,095         1,707,095           0.0% 0.0% Repairs and Maintenance 898,115                853,956              620,602            549,198            298,399            408,442            407,277              ‐25.6%‐0.3% Other Miscellaneous Services 1,365,736             1,040,211           1,120,168         857,952            720,960            778,875            794,777              ‐9.2% 2.0% Total Other Services And Charges 11,173,171          7,487,905           7,248,974         7,067,046         6,619,382         6,397,806         6,417,620           ‐9.5%0.3% Intergovernmental Services Intergovernmental Professional Services 3,313,097             3,856,318           3,553,754         4,176,291         5,589,763         8,952,350         6,725,575           114.4%‐24.9% External Taxes & Operating Assessments 65                           ‐                      12,893                ‐                     12,568               ‐                     ‐                       N/A N/A Interfund Taxes ‐                          ‐                       ‐                      ‐                      ‐                     150,000            150,000              100.0% 0.0% Total Intergovernmental Services 3,313,162            3,856,318           3,566,646         4,176,291         5,602,331         9,102,350         6,875,575           118.0%‐24.5% Capital Outlay Buildings, Structures & Oth Imprvmnts 200,000                ‐                      ‐                     ‐                     110,182            ‐                     ‐                       N/A N/A Machinery and Equipment 578,081                255,692              25,777               227,572            63,400               267,559            267,559              17.6% 0.0% Total Capital Outlay 778,081                255,692              25,777              227,572            173,582            267,559            267,559              17.6%0.0% Debt Service  Principal 2,193,976             1,700,000           1,700,000         2,394,238         11,100,442       2,620,236         2,743,517           9.4% 4.7% Interest and Related Debt Costs 2,069,762             2,890,381           2,476,822         2,100,707         2,095,142         2,094,799         2,987,856           ‐0.3% 42.6% Total Debt Service 4,263,739            4,590,381           4,176,822         4,494,945         13,195,584      4,715,035         5,731,373           4.9%21.6% Total Interfund Payments 7,274,313            8,580,404           12,555,511      12,777,297      12,651,910      11,975,651      12,145,698        ‐6.3%1.4% Total Other Financing Uses 600,867                5,396,584           1,285,446         ‐                     6,805                 2,008,000         1,000,000           100.0%‐50.2% TOTAL COMMITTED EXPENDITURES 95,171,399$        101,568,854$    97,203,328$     97,838,698$     103,916,084$   98,934,407$     99,348,329$      1.1%0.4% Executive Summary - Budget at a Glance 1 - 35 2011 Revenue, Expenditures, Fund Sources, All Funds General Government General  000 001 003 004 005 006 09/10/11/31 201/215 Govt General ComSvcs Street CDBG Museum Library Mis Funds LT GO Total 2011 Revenue Property Tax 20,491,230        3,477,251          3,777,022      ‐                   195,966     2,030,000      ‐                      2,075,056       32,046,525                Retail Sales and Use Taxes 21,683,285        ‐                      258,750        ‐                   ‐              ‐                 ‐                      ‐                   21,942,035                Utility Taxes 9,823,850          4,968,000          1,656,000     ‐                   ‐              ‐                 ‐                      ‐                   16,447,850                Other Taxes 2,695,921          ‐                      ‐                 ‐                   ‐              ‐                 ‐                      1,840,000       4,535,921                  Sub‐Total Taxes 54,694,286        8,445,251          5,691,772     ‐                   195,966     2,030,000     ‐                      3,915,056       74,972,331                Business License and Permits 673,322             ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   673,322                     Other License and Permits 1,814,665          ‐                      125,000        ‐                   ‐              ‐                 ‐                      ‐                   1,939,665                  Federal/State Grants 727,324             ‐                      ‐                 304,000          ‐              ‐                 ‐                      ‐                   1,031,324                  Other Intergovernmental Revenues 6,713,211           ‐                      1,157,267      ‐                   ‐              ‐                 ‐                      270,923          8,141,401                  Charges for Goods and Services 3,252,115          1,694,340          1,417,762      ‐                   ‐              ‐                 2,600                 ‐                   6,366,817                  Fines and Forfeits 3,170,351          ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   3,170,351                  Interest and Other Earnings 477,330             ‐                      ‐                 ‐                   ‐              ‐                 400                     ‐                   477,730                     Rents, Leases, and Concessions 41,329                623,100             ‐                 ‐                   ‐              ‐                 34,500               ‐                   698,929                     Other Miscellaneous Revenues 126,000             55,000                ‐                 ‐                   ‐              ‐                 40,000               ‐                   221,000                     Capital Contributions ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Other Financing Sources ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Bond Proceeds ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Sale of General Fixed Assets ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Transfer In ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      529,056          529,056                     Total New Revenue 71,689,933        10,817,691        8,391,801     304,000          195,966     2,030,000     77,500               4,715,035       23,249,595                Use of Prior Yr Revenue ‐                      ‐                      ‐                   ‐                     ‐                ‐                   ‐                       ‐                   ‐                                Total Resources 71,689,933        10,817,691        8,391,801       304,000            195,966       2,030,000       77,500                4,715,035       98,221,926                  Expenditures Legislative 277,834             277,834                     City Attorney 1,600,531          1,600,531                  Executive:  Mayor's Office 1,454,762          1,454,762                  City Clerk 790,484             790,484                     Hearing Examiner 171,929             171,929                     Court Services 2,104,953          2,104,953                  Community & Economic Development ‐                              Administrative 929,263             929,263                     Economic Development 639,900             639,900                     Planning 1,459,446          1,459,446                  Development Services 3,081,560          3,081,560                  Municipal Arts ‐                              Farmers Market 47,875               47,875                       Housing Opportunity ‐                              Human Resources & Risk Mgmt:948,554             948,554                     Insurance ‐                              Finance & Information Systems 1,909,797          1,909,797                  Other City Services/Misc 3,120,946          3,120,946                  Debt Service 4,715,035       4,715,035                  Police 30,651,495        30,651,495                Fire and Emergency Services 22,020,916        25,000               22,045,916                Public Works ‐                              Administration 454,179             454,179                     Transportation 4,599,219     4,599,219                  Utility Systems & Technical Svc ‐                      ‐                              Maintenance Services 3,693,925     3,693,925                  Community Services:‐                              Community Services 10,742,324        10,742,324                Housing & Human Services 952,071             952,071                     Comm Dev Block Grants 304,000          304,000                     Museum 208,407     208,407                     Library 2,030,000     2,030,000                  Golf Course ‐                              Transfers‐Out ‐                      ‐                      ‐                 ‐                              Total Expenditures 72,568,621        10,742,324        8,293,144       304,000            208,407       2,030,000       72,875                4,715,035       98,934,407                  Fund Balance,  January 1 9,491,809          50,000                50,000           (6,121)              63,206       ‐                 250,847             151,448          10,051,189                Total New Revenue 71,689,933        10,817,691        8,391,801     304,000          195,966     2,030,000     77,500               4,715,035       98,221,926                Total Committed Expenditures (72,568,621)      (10,742,324)      (8,293,144)    (304,000)         (208,407)   (2,030,000)    (72,875)              (4,715,035)      (98,934,407)              Fund Balance Plus Reserves 8,613,120          125,367             148,657        (6,121)              50,765       ‐                 255,472             151,448          9,338,708                  Operating Reserves ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Other Reserves/IBNR ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Fund Balance (Undesig/Designated) 8,613,120          125,367             148,657          (6,121)                50,765         ‐                   255,472              151,448          9,338,708                    Executive Summary - Budget at a Glance 1 - 36 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2011 Revenue, Expenditures, Fund Sources, All Funds Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Total  ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           180,000           ‐              ‐                    ‐                     ‐                  180,000            ‐                   ‐                           ‐                    ‐              ‐                    40,000               ‐                  40,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           180,000           ‐              ‐                    40,000               ‐                  220,000            ‐                   ‐                           ‐                    ‐              ‐                    45,000               ‐                  45,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     617,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  617,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     3,000               ‐                           ‐                    ‐              ‐                    ‐                     ‐                  3,000                 ‐                   744,933                   ‐                    ‐              ‐                    ‐                     ‐                  744,933            ‐                   ‐                           65,000              ‐              ‐                    ‐                     ‐                  65,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              15,000              ‐                     ‐                  15,000               620,000          744,933                   245,000           ‐              15,000              85,000               ‐                  1,709,933         ‐                    ‐                            ‐                      ‐                ‐                      ‐                      ‐                  ‐                       620,000           744,933                    245,000             ‐                15,000                85,000                ‐                  1,709,933           ‐                     ‐                     ‐                     ‐                     85,674               85,674               ‐                     ‐                     ‐                     245,000           245,000            ‐                     ‐                     ‐                     50,000              50,000               ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     614,457                   614,457            ‐                     ‐                     ‐                     ‐                     ‐                     620,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  620,000            620,000           614,457                    245,000             ‐                50,000                85,674                ‐                  1,615,131           200,687          995,638                   247,828           3,264         128,796           88,718               459,528         2,124,459         620,000          744,933                   245,000           ‐              15,000              85,000               ‐                  1,709,933         (620,000)         (614,457)                 (245,000)          ‐              (50,000)            (85,674)            ‐                  (1,615,131)        200,687          1,126,114               247,828           3,264         93,796              88,044               459,528         2,219,261         ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     200,687           1,126,114                247,828             3,264           93,796                88,044                459,528         2,219,261           Executive Summary - Budget at a Glance 1 - 37 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2011 Revenue, Expenditures, Fund Sources, All Funds Debt Service Capital Project Total  219 303 304 305 316 317 318 326 Capital Unlim G.O. C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp Funds ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 560,000          ‐                    ‐                     ‐                     560,000               ‐                      ‐                    ‐                 ‐                 560,000          ‐                    ‐                     ‐                     560,000               ‐                      ‐                    ‐                 ‐                 ‐                  1,630,000        ‐                     ‐                     1,630,000            ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  5,028,905        ‐                     ‐                     5,028,905            ‐                      ‐                    ‐                 ‐                 ‐                  2,604,420        ‐                     ‐                     2,604,420            ‐                      60,000             100,000        240,000        ‐                  ‐                    ‐                     ‐                     400,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 10,000          ‐                  ‐                    ‐                     ‐                     10,000                  ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 350,000          ‐                    ‐                     ‐                     350,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 10,000,000    ‐                    ‐                     ‐                     10,000,000          ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 2,400,000      1,394,494        ‐                     ‐                     3,794,494            ‐                      60,000             100,000        250,000        13,310,000    10,657,819      ‐                     ‐                     24,377,819          ‐                      ‐                    ‐                   ‐                   ‐                    ‐                      ‐                      ‐                      ‐                          ‐                      60,000             100,000          250,000          13,310,000      10,657,819        ‐                      ‐                      24,377,819            ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                     ‐                        ‐                  ‐                        ‐                        ‐                        ‐                        ‐                        ‐                     ‐                        ‐                        ‐                        ‐                        ‐                        ‐                      ‐                        ‐                  ‐                        ‐                        ‐                        ‐                        11,632,819      11,632,819          ‐                        ‐                        ‐                        14,962,000    14,962,000          ‐                        ‐                        ‐                        ‐                        ‐                        ‐                      400,000           529,056        499,494        ‐                  15,000              ‐                     1,443,550            ‐                      400,000           529,056          499,494          14,962,000      11,647,819        ‐                      ‐                      28,038,369            ‐                      1,126,594        1,903,522    557,134        3,455,517      1,060,648        38                      1,653                  8,105,106            ‐                      60,000             100,000        250,000        13,310,000    10,657,819      ‐                     ‐                     24,377,819          ‐                      (400,000)          (529,056)       (499,494)       (14,962,000)   (11,647,819)    ‐                     ‐                     (28,038,369)        ‐                      786,594           1,474,466    307,640        1,803,517      70,648              38                      1,653                  4,444,556            ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     1,653                  1,653                    ‐                      ‐                    ‐                 ‐                 1,384,235      ‐                    ‐                     ‐                     1,384,235            ‐                      786,594           1,474,466      307,640          419,282            70,648                38                       ‐                      3,058,668              Executive Summary - Budget at a Glance 1 - 38 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2011 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            101,046               ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   101,046                   ‐                        642,000             ‐                    901,000           11,250              ‐                    ‐                   1,554,250                ‐                        196,000             ‐                    ‐                    143,315           ‐                    ‐                   339,315                   32,223,486         10,410,000        115,056           ‐                    14,786,377      1,969,515       ‐                   59,504,434             ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            206,005               268,500             9,244               ‐                    5,000                30,000            ‐                   518,749                   125,000               ‐                     511,914           1,752,204        70,000              481,990          ‐                   2,941,108                16,525                 ‐                     ‐                    ‐                    ‐                    2,040                ‐                   18,565                     ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            216,679               423,500             ‐                    150,000           ‐                    ‐                    ‐                   790,179                   ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    100,000          100,000                   32,888,741         11,940,000        636,214           2,803,204        15,015,942      2,483,545       100,000          65,867,646             ‐                        ‐                      ‐                      ‐                      ‐                      ‐                     ‐                   ‐                             32,888,741         11,940,000        636,214             2,803,204          15,015,942        2,483,545         100,000          65,867,646              ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            375,882               133,092           508,975                   ‐                            4,609,402            ‐                     ‐                    105,204           ‐                    447,584          ‐                   5,162,190                ‐                            ‐                            ‐                            ‐                            1,125,756        2,698,000        3,823,756                6,693,883            11,940,000        14,542,589      33,176,471             21,282,551         276,030           21,558,580             ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            1,957,154       100,000          2,057,154                ‐                        ‐                     ‐                    ‐                    ‐                    100,000          ‐                   100,000                   32,961,718         11,940,000        1,125,756          2,803,204          14,951,710        2,504,738         100,000          66,387,126              6,880,611            812,275             1,331,290        379,669           326,034           714,988          135,024          10,579,891             32,888,741         11,940,000        636,214           2,803,204        15,015,942      2,483,545       100,000          65,867,646             (32,961,718)        (11,940,000)      (1,125,756)      (2,803,204)       (14,951,710)    (2,504,738)     (100,000)         (66,387,126)            6,807,634            812,275             841,749           379,669           390,266           693,795          135,024          10,060,411             1,928,908            ‐                     112,576           ‐                    400,000           514,289          ‐                   2,955,772                3,291,358            ‐                     729,173           ‐                    ‐                    ‐                    ‐                   4,020,531                1,587,369            812,275             ‐                      379,669             (9,734)                 179,506            135,024          3,084,108                 Executive Summary - Budget at a Glance 1 - 39 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2011 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611                     Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2011 ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      32,046,525                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      22,122,035                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      16,487,850                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      5,095,921                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      75,752,331                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      2,348,322                  ‐                      ‐                      69,093              ‐                    ‐                          69,093                    ‐                      2,109,804                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      7,614,479                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           100,000             11,802,136                2,042,770          ‐                      3,016,771        4,235,673        953,941                  10,249,155           ‐                      76,520,406                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      3,170,351                  50,000                147,101             5,000                ‐                    ‐                          202,101                 200,000             1,411,580                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      4,384,970                  1,118,631          16,515,524        938,800           ‐                    ‐                          18,572,955           ‐                      19,227,520                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      790,179                      ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      10,000,000                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      ‐                              ‐                      ‐                      ‐                    8,000                ‐                          8,000                       ‐                      4,446,550                  3,211,401          16,662,625        4,029,664        4,243,673        953,941                  29,101,304           300,000             219,578,628              ‐                      ‐                      ‐                      ‐                      ‐                            ‐                      ‐                                3,211,401          16,662,625        4,029,664          4,243,673          953,941                    29,101,304             300,000             219,578,628                ‐                           ‐                              ‐                           277,834                      ‐                           1,600,531                  957,746                  957,746                 2,412,508                  ‐                           876,158                      ‐                           171,929                      ‐                           2,104,953                  ‐                           ‐                              ‐                           1,174,263                  ‐                           639,900                      ‐                           1,459,446                  ‐                           3,081,560                  ‐                           50,000                        ‐                           47,875                        ‐                           ‐                              16,124,992        16,124,992           17,073,546                ‐                           ‐                              4,513,461        4,513,461              6,932,233                  ‐                           565,475             3,686,421                  ‐                           9,877,225                  ‐                           30,651,495                ‐                           22,045,916                ‐                           ‐                              ‐                           454,179                      ‐                           20,055,794                ‐                           33,176,471                3,195,267          3,195,267              28,447,772                ‐                           ‐                              4,256,261        4,256,261              30,575,043                ‐                           952,071                      ‐                           304,000                      ‐                           208,407                      ‐                           2,030,000                  ‐                           2,057,154                  ‐                      275,000             ‐                    ‐                    275,000                 ‐                      2,438,550                  3,195,267          16,399,992        4,513,461          4,256,261          957,746                    29,322,727             565,475             224,863,236                4,810,713          11,950,350        911,613           470,449           283,929                  18,427,054           4,082,340          53,370,039                3,211,401          16,662,625        4,029,664        4,243,673        953,941                  29,101,304           300,000             219,578,628              (3,195,267)         (16,399,992)      (4,513,461)       (4,256,261)       (957,746)                (29,322,727)          (565,475)            (224,863,236)            4,826,847          12,212,983        427,816           457,861           280,124                  18,205,631           3,816,865          48,085,431                198,827             5,000,000          329,809           ‐                    ‐                          5,528,636              ‐                      8,486,061                  4,628,020          3,692,831          98,007              ‐                    ‐                          8,418,858              ‐                      13,823,624                ‐                      3,520,152          (0)                        457,861             280,124                    4,258,137                3,816,865          25,775,746                  Internal Service Executive Summary - Budget at a Glance 1 - 40 2012 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 2012 Revenue Property Tax 20,890,325        3,557,908          3,867,606      ‐              216,220     1,030,000      ‐                     2,913,393       32,475,452          Retail Sales and Use Taxes 22,875,828        ‐                      270,394        ‐              ‐              ‐                 ‐                     ‐                   23,146,222          Utility Taxes 10,274,529        5,191,560          1,730,520     ‐              ‐              ‐                 ‐                     ‐                   17,196,609          Other Taxes 2,752,976          ‐                      ‐                 ‐              ‐              ‐                 ‐                     2,000,000       4,752,976            Sub‐Total Taxes 56,793,658 8,749,468 5,868,520 0 216,220 1,030,000 0 4,913,393 77,571,259          Business License and Permits 683,122             ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   683,122               Other License and Permits 1,871,955          ‐                      125,000        ‐              ‐              ‐                 ‐                     ‐                   1,996,955            Federal/State Grants 449,324             ‐                      ‐                 304,000     ‐              ‐                 ‐                     ‐                   753,324               Other Intergovernmental Revenues 5,965,347           ‐                      1,174,626      ‐              ‐              ‐                 ‐                     281,054          7,421,027            Charges for Goods and Services 3,341,356          1,726,717          1,460,918      ‐              ‐              ‐                 2,600                  ‐                   6,531,591            Fines and Forfeits 3,214,156          ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   3,214,156            Interest and Other Earnings 477,330             ‐                      ‐                 ‐              ‐              ‐                 400                    ‐                   477,730               Rents, Leases, and Concessions 45,864                618,100             ‐                 ‐              ‐              ‐                 37,500               ‐                   701,464               Other Miscellaneous Revenues 76,000                55,000                ‐                 ‐              ‐              ‐                 45,000               ‐                   176,000               Capital Contributions ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Other Financing Sources ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Bond Proceeds ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Sale of General Fixed Assets ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Transfer In ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     536,926          536,926               Total New Revenue 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 22,492,295          Use of Prior Yr Revenue ‐                      ‐                      ‐                   ‐                ‐                ‐                   ‐                      ‐                   ‐                          Total Resources 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 100,063,554          Expenditures Legislative 286,842             286,842               City Attorney 1,695,841          1,695,841            Executive:  Mayor's Office 1,482,852          1,482,852            City Clerk 905,811             905,811               Hearing Examiner 71,025                71,025                  Court Services 2,177,315          2,177,315            Community & Economic Development ‐                        Administrative 958,584             958,584               Economic Development 665,687             665,687               Planning 1,542,472          1,542,472            Development Services 3,239,380          3,239,380            Municipal Arts ‐                        Farmers Market 49,150               49,150                  Housing Opportunity ‐                        Human Resources & Risk Mgmt:955,833             955,833               Insurance ‐                        Finance & Information Systems 1,999,714          1,999,714            Other City Services/Misc 3,146,248          3,146,248            Debt Service 5,731,373       5,731,373            Police 28,802,620        28,802,620          Fire and Emergency Services 23,030,144        25,000               23,055,144          Public Works ‐                        Administration 473,685             473,685               Transportation 4,766,295     4,766,295            Utility Systems & Technical Svc ‐                      ‐                        Maintenance Services 3,770,142     3,770,142            Community Services:‐                        Community Services 11,069,028        11,069,028          Housing & Human Services 953,786             953,786               Comm Dev Block Grants 304,000     304,000               Museum 215,502     215,502               Library 1,030,000     1,030,000            Golf Course ‐                        Transfers‐Out ‐                      ‐                      ‐                 ‐                        Total Expenditures 72,387,839        11,069,028        8,536,436       304,000       215,502       1,030,000       74,150                5,731,373       99,348,329            Fund Balance,  January 1 8,613,120          125,366             148,657        (6,121)        50,765       ‐                 255,472            151,448          9,338,707            Total New Revenue 72,918,112        11,149,285        8,629,064     304,000     216,220     1,030,000     85,500               5,731,373       100,063,554        Total Committed Expenditures (72,387,839)      (11,069,028)      (8,536,436)    (304,000)    (215,502)   (1,030,000)    (74,150)             (5,731,373)      (99,348,329)        Fund Balance Plus Reserves 9,143,392          205,623             241,285        (6,121)        51,483       ‐                 266,822            151,448          10,053,932          Operating Reserves ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Other Reserves/IBNR ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Fund Balance (Undesig/Designated) 9,143,392          205,623             241,285          (6,121)          51,483         ‐                   266,822             151,448          10,053,932            Executive Summary - Budget at a Glance 1 - 41 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2012 Revenue, Expenditures, Fund Sources, All Funds Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Total  ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           200,000           ‐              ‐                    ‐                     ‐                  200,000            ‐                   ‐                           ‐                    ‐              ‐                    40,000               ‐                  40,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     0 0 200,000 0 0 40,000 0 240,000            ‐                   ‐                           ‐                    ‐              ‐                    45,000               ‐                  45,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     627,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  627,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     3,000               ‐                           ‐                    ‐              ‐                    ‐                     ‐                  3,000                 ‐                   844,049                   ‐                    ‐              ‐                    ‐                     ‐                  844,049            ‐                   127,000                   65,000              ‐              ‐                    ‐                     ‐                  192,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              15,000              ‐                     ‐                  15,000               630,000 971,049 265,000 0 15,000 85,000 0 1,966,049         ‐                    ‐                            ‐                      ‐                ‐                      ‐                      ‐                  ‐                       630,000 971,049 265,000 0 15,000 85,000 0 1,966,049           ‐                     ‐                     ‐                     ‐                     85,674               85,674               ‐                     ‐                     ‐                     265,000           265,000            ‐                     ‐                     ‐                     50,000              50,000               ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     876,232                   876,232            ‐                     ‐                     ‐                     ‐                     ‐                     630,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  630,000            630,000           876,232                    265,000             ‐                50,000                85,674                ‐                  1,906,906           200,687          1,126,113               247,828           3,264         93,796              88,044               459,528         2,219,260         630,000          971,049                   265,000           ‐              15,000              85,000               ‐                  1,966,049         (630,000)         (876,232)                 (265,000)          ‐              (50,000)            (85,674)            ‐                  (1,906,906)        200,687          1,220,930               247,828           3,264         58,796              87,370               459,528         2,278,403         ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     200,687           1,220,930                247,828             3,264           58,796                87,370                459,528         2,278,403           Executive Summary - Budget at a Glance 1 - 42 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2012 Revenue, Expenditures, Fund Sources, All Funds Debt Service Capital Project Total  219 303 304 305 316 317 318 326 Capital Unlim G.O. C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp Funds ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 560,000          ‐                  ‐                  ‐                 560,000             ‐                      0 0 0 560,000 0 0 0 560,000             ‐                      ‐                    ‐                 ‐                 ‐                  1,670,000      ‐                  ‐                 1,670,000         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  4,851,400      ‐                  ‐                 4,851,400         ‐                      ‐                    ‐                 ‐                 ‐                  2,160,000      ‐                  ‐                 2,160,000         ‐                      60,000             100,000        140,000        ‐                  ‐                  ‐                  ‐                 300,000             ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 10,000          ‐                  ‐                  ‐                  ‐                 10,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 7,000,000      ‐                  ‐                  ‐                 7,000,000         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 1,000,000      1,030,000      ‐                  ‐                 2,030,000         0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 18,581,400       ‐                      ‐                    ‐                   ‐                   ‐                    ‐                    ‐                   ‐                 ‐                        0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 18,581,400         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                  ‐                      ‐                  ‐                      ‐                      ‐                      ‐                      ‐                      ‐                 ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                  ‐                      ‐                      ‐                      ‐                      9,746,400      9,746,400         ‐                      ‐                      ‐                      8,970,000      8,970,000         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                    536,926        400,000        ‐                  15,000            ‐                  951,926             ‐                      ‐                    536,926          400,000          8,970,000        9,761,400        ‐                   ‐                 19,668,326         ‐                      786,594           1,474,466    307,640        1,803,517      70,648            38                    1,653             4,444,556         ‐                      60,000             100,000        150,000        8,560,000      9,711,400      ‐                  ‐                 18,581,400       ‐                      ‐                    (536,926)       (400,000)       (8,970,000)     (9,761,400)     ‐                  ‐                 (19,668,326)      ‐                      846,594           1,037,540    57,640          1,393,517      20,648            38                    1,653             3,357,630         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  1,653             1,653                 ‐                      ‐                    ‐                 ‐                 1,384,235      ‐                  ‐                  ‐                 1,384,235         ‐                      846,594           1,037,540      57,640            9,282                20,648              38                     ‐                 1,971,742           Executive Summary - Budget at a Glance 1 - 43 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2012 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     00000‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      101,634               ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   101,634             ‐                        ‐                     ‐                    2,400,000        ‐                    ‐                    ‐                   2,400,000         ‐                        175,000            ‐                    ‐                    143,315           ‐                    ‐                   318,315             35,005,788         11,110,000        115,056            ‐                    14,786,377      1,969,515       ‐                   62,986,736       ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      168,894               255,000            1,000               ‐                    5,000                30,000             ‐                   459,894             128,750               ‐                     446,581           2,174,534        70,000              481,990          ‐                   3,301,855         13,316                 ‐                     ‐                    ‐                    ‐                    2,040                ‐                   15,356               ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      220,262               410,000            ‐                    ‐                    ‐                    ‐                    ‐                   630,262             ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    100,000          100,000             35,638,644         11,950,000        562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052       ‐                        ‐                      ‐                      ‐                      ‐                      ‐                     ‐                   ‐                        35,638,644         11,950,000        562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      389,949               139,121           529,070             ‐                      4,604,209            ‐                     ‐                    105,203           ‐                    435,423          ‐                   5,144,835         ‐                      ‐                      ‐                      ‐                      1,163,846        4,849,000        6,012,846         6,870,628            11,950,000        14,545,327      33,365,955       21,406,340         287,914           21,694,254       ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      2,006,781       100,000          2,106,781         ‐                        ‐                     ‐                    ‐                    ‐                    100,000          ‐                   100,000             33,271,126         11,950,000        1,163,846          4,954,203          14,972,362        2,542,204         100,000          68,953,741         6,807,635            812,275            841,748           379,669           390,266           693,794          135,024          10,060,411       35,638,644         11,950,000        562,637           4,574,534        15,004,692      2,483,545       100,000          70,314,052       (33,271,126)        (11,950,000)      (1,163,846)      (4,954,203)       (14,972,362)    (2,542,204)     (100,000)         (68,953,741)      9,175,153            812,275            240,539           ‐                    422,596           635,135          135,024          11,420,722       1,961,924             ‐                     116,385            ‐                    400,000           526,695           ‐                   3,005,004         3,291,358             ‐                     124,155            ‐                    ‐                    ‐                    ‐                   3,415,513         3,921,871            812,275             ‐                      ‐                      22,596                108,440            135,024          5,000,205           Executive Summary - Budget at a Glance 1 - 44 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Library Golf Course Transfers‐Out Total Expenditures Fund Balance,  January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 2012 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611                     Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2012 ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      32,475,452                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      23,346,222                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      17,236,609                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      5,312,976                  0000 0‐                      ‐                      78,371,259                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      2,398,122                  ‐                      ‐                      102,290           ‐                    ‐                          102,290            ‐                      2,200,879                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      8,004,724                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      100,000             10,626,342                2,070,381          ‐                      3,068,083        4,324,987        974,307                 10,437,758      ‐                      80,256,085                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      3,214,156                  50,000                147,484             5,000                ‐                    ‐                          202,484            200,000             1,353,108                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      4,847,368                  959,512             17,290,017        942,800           ‐                    ‐                          19,192,329      ‐                      19,575,685                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      630,262                      ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      7,000,000                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      2,681,926                  3,079,893 17,437,501 4,118,173 4,324,987 974,307 29,934,861      300,000             221,159,916 ‐                      ‐                      ‐                      ‐                      ‐                       ‐                      ‐                                3,079,893 17,437,501 4,118,173 4,324,987 974,307 29,934,861        300,000             221,159,916 ‐                      ‐                              ‐                      286,842                      ‐                      1,695,841                  991,015                 991,015            2,473,867                  ‐                      991,485                      ‐                      71,025                        ‐                      2,177,315                  ‐                      ‐                              ‐                      1,223,584                  ‐                      665,687                      ‐                      1,542,472                  ‐                      3,239,380                  ‐                      50,000                        ‐                      49,150                        ‐                      ‐                              17,189,391        17,189,391      18,145,224                ‐                      ‐                              4,409,226        4,409,226        6,938,010                  ‐                      550,475             3,696,723                  ‐                      10,876,208                ‐                      28,802,620                ‐                      23,055,144                ‐                      ‐                              ‐                      473,685                      ‐                      20,525,540                ‐                      33,365,955                2,535,156          2,535,156        27,999,553                ‐                      ‐                              4,379,434        4,379,434        25,294,693                ‐                      953,786                      ‐                      304,000                      ‐                      215,502                      ‐                      1,030,000                  ‐                      2,106,781                  ‐                      ‐                      ‐                    ‐                    ‐                      ‐                      1,681,926                  2,535,156          17,189,391        4,409,226          4,379,434          991,015                   29,504,223        550,475             219,932,000                4,826,847          12,212,983        427,816           457,861           280,124                 18,205,631      3,816,865          48,085,430                3,079,893          17,437,501        4,118,173        4,324,987        974,307                 29,934,861      300,000             221,159,916              (2,535,156)         (17,189,391)      (4,409,226)       (4,379,434)       (991,015)                (29,504,223)     (550,475)            (219,932,000)            5,371,584          12,461,093        136,763           403,414           263,416                 18,636,269      3,566,390          49,313,346                203,016             5,000,000          339,583            ‐                    ‐                          5,542,599        ‐                      8,549,255                  5,168,568          4,038,444          (202,820)          ‐                    ‐                          9,004,191        ‐                      13,803,939                ‐                      3,422,649          ‐                      403,414             263,416                   4,089,479          3,566,390          26,960,152                  Internal Service Executive Summary - Budget at a Glance 1 - 45 Employment History – City of Renton      General  Government    Enterprise Total FTE’s  2008 Budget Staffing 701.00 93.15 794.15  2009 Staffing Reduction ‐33.00  ‐33.00  2010 Staffing Reduction ‐45.50 ‐4.70 ‐50.20 Adopted 2010 FTE 622.50 88.45 710.95 2010 Adjustments     Community Services, HS Facilities Technician (LT)1.00  1.00  Executive, Communications Office Assistant I 0.50  0.50  Finance and Information Technology, IT Director 1.00  1.00  Community Services (Library staff transfer)‐15.00  ‐15.00 2010 Actual 610.00 88.45 698.45 2011/2012 Adopted Staffing Changes      Community & Economic Development   Construction Inspector II (LT),  2.00,   Property Service Specialist,  ‐1.00   Reorg Neighborhood  Program,  ‐1.50  ‐0.50  ‐0.50  Community Services   CDBG Facilities Technician (2011 only),  ‐1.00   Recreation Supervisor,  ‐1.00   Secretary II,  0.50   Reorg Neighborhood Program,  1.50  0.00  0.00  Court Services   Probation Officer,  0.50  0.50  0.50  Executive   Hearing Examiner,  ‐1.00   Hearing Examiner Secretary,  ‐0.50  ‐1.50  ‐1.50  Finance and Information Technology   Permit Technician,  1.00  1.00  1.00  Police (Jail staff transfer)   Transfer to SCORE  ‐16.00  ‐16.00  Public Works   Transp Ops Office Assistant III,  ‐0.50   Transp Sys Admin Secretary II,  ‐0.50   Airport CIP Coordinator,  1.00  ‐1.00 1.00 0.00 Total 2012 Adopted Staffing 592.50 89.45 681.95 Cumulative positions eliminated (2009‐2010) total ‐111.70 FTE’s.  The total authorized FTE count is for regular full‐time, part‐time and limited term  positions.  Refer to the Budget by Department section for additional detail.  752.50 761.15  710.95 698.45 684.08 681.95  0 100 200 300 400 500 600 700 800 2008    Authorized 2009    Authorized 2010   Orig  Bdgt 2010    Authorized 2011    Adopted 2012    Adopted #  of  FT E ' S Administrative Comm & Econ  Dev Community Services Enterprise/Utilities Public Works Fire & Emergency Svcs Police Executive Summary - Budget at a Glance 1 - 46 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 2)  2008 2009 2009 2010 2010 2011 2012 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular Full‐Time, Part‐Time, and Limited‐Term (excludes Temporary, and Intermittent Staff) Legislative Services City Council Members 7.007.007.007.007.007.007.000.000.00 City Council Liaison 1.001.001.001.001.001.001.000.000.00 Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 Executive Mayor’s Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.00 0.00 City Clerk 7.005.505.504.504.504.504.500.000.00 Hearing Examiner 2.00 1.50 1.50 1.50 1.50 1.13 0.00 ‐0.38 ‐1.13 Communications 0.000.008.006.006.506.506.500.500.00 Total Executive 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.13 ‐1.13 Court Services Municipal Court 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00 Total Court Services 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00 City Attorney City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00 Total City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00 Community Services Admin, Facilities, Events, Parks, Rec 83.50 81.50 80.30 75.80 75.80 76.80 76.80 1.00 0.00 Human Services/CDBG 6.006.006.005.006.006.005.001.00‐1.00 Library Services 15.00 15.00 15.00 15.00 0.00 0.00 0.00 ‐15.00 0.00 Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Municipal Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.00 0.00 Total Community Services 115.00 113.00 111.80 106.30 92.30 93.30 92.30 ‐13.00 ‐1.00 Community and Economic Development Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Economic Development 7.507.007.005.505.504.004.00‐1.50 0.00 Planning 18.00 16.00 16.00 14.00 14.00 13.00 13.00 ‐1.00 0.00 Development Services 37.50 35.50 35.50 26.50 26.50 28.50 28.50 2.00 0.00 Total Community & Economic Devel 65.00 60.50 60.50 48.00 48.00 47.50 47.50 ‐0.50 0.00 Finance and Information Services Finance 20.00 19.00 19.00 16.00 16.00 16.00 16.00 0.00 0.00 Information Systems 21.50 19.50 16.50 16.50 17.50 18.50 18.50 2.00 0.00 Total Finance and Information Services 41.50 38.50 35.50 32.50 33.50 34.50 34.50 2.00 0.00 Fire and Emergency Services Response Operations 134.00 125.00 125.00 125.00 125.00 126.00 126.00 1.00 0.00 Safety and Support Operations 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00 0.00 Community Risk Reduction 18.00 16.00 14.00 11.00 11.00 10.00 10.00 ‐1.00 0.00 Emergency Management 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Fire and Emergency Services 166.00 157.00 155.00 152.00 152.00 152.00 152.00 0.00 0.00 Human Resources/Risk Management Administration/Civil Svc Commission 7.50 7.50 7.50 6.00 6.00 5.00 5.00 ‐1.00 0.00 Risk Management 4.50 3.50 3.50 3.00 3.00 4.00 4.00 1.00 0.00 Total Human Resources/Risk Mgmt 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.00 0.00 Executive Summary - Budget at a Glance 1 - 47 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 2)  2008 2009 2009 2010 2010 2011 2012 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Public Works Administration 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.00 0.00 Maintenance Services 85.50 83.00 83.00 78.00 78.00 78.00 78.00 0.00 0.00 Transportation 39.00 37.00 37.00 33.00 33.00 33.00 33.00 0.00 0.00 Utility Systems 37.70 37.70 37.70 29.50 29.50 29.50 29.50 0.00 0.00 Total Public Works 166.20 161.20 161.20 143.50 143.50 143.50 143.50 0.00 0.00 Police Administration 5.00 5.00 5.00 6.00 6.00 5.00 5.00 ‐1.00 0.00 Patrol Operations 69.00 67.00 72.00 70.00 70.00 70.00 70.00 0.00 0.00 Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.00 0.00 Patrol Services 13.80 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 Investigations 22.00 22.00 22.00 21.00 21.00 21.00 21.00 0.00 0.00 Administrative Services 13.00 11.00 8.00 9.00 9.00 9.00 9.00 0.00 0.00 Staff Services 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.00 0.00 Auxiliary Services 20.00 19.00 19.00 18.00 18.00 3.00 3.00 ‐15.00 0.00 Total Police 175.20 167.40 169.40 167.40 167.40 151.40 151.40 ‐16.00 0.00 Total All Staffing 794.15 759.35 761.15 710.95 698.45 684.08 681.95 ‐26.88 ‐2.13 Executive Summary - Budget at a Glance 1 - 48 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  All Sources Uses and Change in Fund Balance       Property  Tax 15% Sales Tax 10%Utility  Taxes 7% Other  Taxes 3% Lic. &  Permits 2% Intergovt 9%Charges  for  Services 29% Interfund  Svc &  Trnsfr 16% Misc. 5% Capital  Proceeds 4% All Revenue & Sources $440.3 Million General  Govt 7% Com.  Svcs 9% Com. &  Eco  Dvlpmt 3%Police. 14% Fire 10% Public  Works 26% Citywide  Services 9% Capital  Projects 17% Debt  Service 3% Interfund  Transfer 2% All Uses $444.7 Million 2008 2009 2009 2010 2010 2011 2012 Total  Resources and Uses Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted Revenue: Property Tax 29,460,534      30,903,043      30,763,479      31,364,643     31,497,128      32,046,525      32,475,452      2.2% 1.3% Sales  Tax 23,501,241      24,852,610      21,778,296      22,600,000     20,844,359      21,683,285      22,875,828      ‐4.1% 5.5% Utility Taxes 13,310,334      14,823,227      14,581,971      14,268,000     14,589,037      15,206,600      15,884,003      6.6% 4.5% Real Estate Excise  Tax 2,800,103         3,000,000         2,418,456         2,400,000        2,464,489         2,240,000         2,400,000         ‐6.7% 7.1% Other Taxes 4,696,663         5,549,852         5,243,599         4,637,095        4,722,190         4,575,921         4,735,976         ‐1.3% 3.5% Sub‐total ‐ Taxes 73,768,875      79,128,732      74,785,802      75,269,738     74,117,202      75,752,331      78,371,259      0.6% 3.5% Licenses & Permits 5,076,537         5,358,661         4,099,342         4,128,151        4,058,453         4,458,126         4,599,001         8.0% 3.2% Intergovernmental Grants 16,157,562      22,555,460      18,377,027      16,207,897     10,358,529      10,743,303      10,669,135      ‐33.7%‐0.7% State  Shared Revenue 2,682,258         3,099,655         2,962,097         2,906,833        3,112,602         2,732,350         1,940,737         ‐6.0%‐29.0% Fire Service  Contracts 5,027,051         5,829,448         5,869,198         5,567,223        5,252,877         5,940,962         6,021,194         6.7% 1.4% Charges  for Services 44,904,347      52,182,207      51,097,874      52,239,435     52,534,251      61,772,366      65,299,423      18.2% 5.7% Fines and Forfeits 2,110,973         1,494,000         3,817,008         3,577,193        3,446,860         3,170,351         3,214,156         ‐11.4% 1.4% Interest Earnings 2,549,743         3,011,914         4,440,181         1,485,200        1,211,131         1,411,580         1,353,108         ‐5.0%‐4.1% Miscellaneous Revenue 6,896,593         4,683,685         5,017,677         5,292,831        5,454,821         5,714,668         5,909,066         8.0% 3.4% Mitigation Fees/Capital Contri. 2,669,585         3,486,664         1,206,806         1,961,328        963,995              1,098,500         835,375               ‐44.0%‐24.0% Bond/Loan/Capital Proceeds 11,890,602      8,563,580         547,060              2,016,080        9,390,825         10,091,679      7,094,887         400.6%‐29.7% Interfund Services 25,858,359      28,609,514      33,083,527      34,292,985     31,903,882      32,245,862      33,170,649      ‐6.0% 2.9% Interfund Transfers 21,694,764      24,300,417      21,779,015      6,587,000        8,437,638         4,446,550         2,681,926         ‐32.5%‐39.7% Total  Revenue 221,287,249   242,303,937   227,082,615   211,531,894  210,243,067   219,578,628   221,159,916   3.8% 0.7% Expenditures: Legislative 245,441              269,779              247,225              267,957             259,345              277,834              286,842              3.7% 3.2% Court 1,744,122         1,779,112         1,819,731         2,011,393        2,007,599         2,096,953         2,177,315         4.3% 3.8% Executive 968,352              1,489,887         2,171,123         2,562,607        2,520,496         2,462,508         2,523,867         ‐3.9% 2.5% City Clerk 604,844              732,322              646,581              931,014             789,209              790,484              905,811               ‐15.1% 14.6% City Attorney 1,661,225         1,696,096         1,248,380         1,621,295        1,565,597         1,600,531         1,695,841         ‐1.3% 6.0% Hearing Examiner 166,820              199,328              171,911              200,440             174,447              171,929              71,025                  ‐14.2%‐58.7% Community & Eco  Development 6,162,411         7,137,829         6,590,034         6,413,470        6,542,320         6,158,044         6,455,274         ‐4.0% 4.8% Community Svcs  1 18,428,433      19,480,790      18,387,386    20,588,215   20,698,670    17,174,671    20,270,186       ‐16.6% 18.0% Police 23,772,898      28,945,815      26,690,621      27,610,835     27,485,421      30,651,495      28,802,620      11.0%‐6.0% Fire 21,771,518      21,286,636      20,377,757      21,808,109     21,513,314      22,026,916      23,036,144      1.0% 4.6% Public Works 2 48,432,502      52,185,760      53,477,473    53,019,876   52,353,003    55,839,469    60,408,542      5.3% 8.2% Human Resource 981,306              1,035,009         853,063              913,669             861,221              948,554              955,833              3.8% 0.8% Finance 6,571,140         6,864,199         5,864,556         6,219,298        6,227,589         7,017,907         7,023,684         12.8% 0.1% Other City Services 23,181,402      38,061,493      29,861,765      24,821,738     19,283,371      20,075,413      21,170,114      ‐19.1% 5.5% Capital Projects 43,092,888      36,007,579      34,656,432      27,493,427     21,462,184      41,453,023      35,735,603      50.8%‐13.8% Debt Service 3 9,884,418         10,186,772      10,274,053    9,577,251      18,214,936    11,670,953    5,731,373         21.9%‐50.9% Inter‐Fund Transfers/Loans 21,694,764      24,300,417      21,779,015      6,347,000        8,437,638         4,446,550         2,681,926          ‐29.9%‐39.7% Total  Expenditures 229,364,486   251,658,823   235,117,104   212,407,593  210,396,361   224,863,236   219,932,000   5.9%‐2.2% In(De)crease  in Fund Balance (8,077,237)        (9,354,886)        (8,034,489)        (875,699)           (153,294)            (5,284,608)        1,227,916         503.5%‐123.2% Beginning FB 63,494,166      55,416,929      78,611,277      43,801,150     70,576,783      53,370,039      48,085,430      21.8%‐9.9% Ending FB 55,416,929      46,062,043      70,576,787      42,925,451     70,423,489      48,085,431      49,313,346      12.0% 2.6% 2011 vs.  2010 2012 vs.  2011 Executive Summary - Long Range Plan 1 - 49 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  General Fund Sources Uses and Change in Fund Balances    Property  Tax 33% Sales Tax 22% Utility  Taxes 16% Other  Taxes 6% Lic. &  Permits 3% Intergovt  Revenue 9% Charges  for Svcs 7% Court  Fines 3% Misc. 1% General Revenue $198.3 Million General  Govt 10% Com. Svcs 14% Com. &  Eco  Dvlpmt 7% Police. 29% Fire 23% Public  Works 9% Citywide  Services 2% Capital  Outlays 1% Debt  Service 5% Interfund  Transfer 0% General Fund Uses $198.2 Million 2008 2009 2009 2010 2010 2011 2012 General Government Actual Adopted Actual Adopted Actual Adopted Adopted Revenue: Property Tax 29,050,790$    30,903,043$     30,660,522$    31,364,643$    31,497,128$    32,046,525$    32,475,452$     2.2% 1.3% Sales Tax 22,580,524       24,852,610        21,778,296       22,600,000       20,844,359       21,683,285       22,875,828        ‐4.1% 5.5% Utility Taxes 13,240,334       14,782,553        14,581,971       14,228,000       14,508,363       15,166,600       15,844,003        6.6% 4.5% Other  Taxes 6,792,824          7,161,652           6,177,489          6,297,095          6,425,210          6,075,921          6,375,976           ‐3.5% 4.9% Lic. and Permits 2,777,238          3,317,561           2,284,347          2,386,376          2,248,445          2,612,987          2,680,077           9.5% 2.6% Intergovt Revenue 7,609,008          8,810,594           8,884,785          8,950,764          8,953,835          8,495,401          7,775,027           ‐5.1%‐8.5% Charges  for  Svcs 7,033,969          7,698,333           6,922,351          6,718,240          6,917,511          6,859,855          7,013,658           2.1% 2.2% Court Fines 2,110,973          1,494,000           3,817,008          3,577,193          3,438,022          3,170,351          3,214,156           ‐11.4% 1.4% Miscellaneous Revenue 1,001,758          1,169,016           851,732               657,200              542,250              698,730              653,730               6.3%‐6.4% General Fund Operating Rev 92,197,420       100,189,362     95,958,500       96,779,511       95,375,122       96,809,655       98,907,907        0.0% 2.2% Transfers 350,259               517,174               578,206               560,000              7,267,078          734,947              756,323               31.2% 2.9% Grants 1,139,428          160,492               805,345               499,187              725,718              677,324              399,324               35.7%‐41.0% Subtotal Other Sources 1,489,687          677,666               1,383,552          1,059,187          7,992,796          1,412,271          1,155,647           33.3%‐18.2% Total  Rev/Other Svcs 93,687,107       100,867,028     97,342,052       97,838,698       103,367,918    98,221,926       100,063,554     0.4% 1.9% Expenditures by Dept: Legislative 245,441$            269,779$            247,225$            267,957$           259,345$           277,834$           286,842$            3.7% 3.2% Executive 1,738,038          2,421,537           2,318,239          2,602,501          2,378,182          2,417,175          2,459,688           ‐7.1% 1.8% Court Services 1,744,122          1,779,112           1,819,731          2,011,393          2,007,599          2,104,953          2,177,315           4.7% 3.4% City Attorney 1,661,225          1,696,096           1,248,380          1,621,295          1,565,597          1,600,531          1,695,841           ‐1.3% 6.0% Community & Economic Devl. 6,005,065          7,134,829           6,650,034          6,313,470          6,502,320          6,158,044          6,455,274           ‐2.5% 4.8% Finance  & Information Tech. 1,909,652          2,037,717           1,969,936          1,964,890          2,214,458          1,909,797          1,999,714           ‐2.8% 4.7% Human Resources 981,306               1,035,009           853,063               913,669              861,221              948,554              955,833               3.8% 0.8% Police 23,894,898       25,945,815        25,833,756       27,610,835       27,485,421       28,189,266       28,802,620        2.1% 2.2% Fire  & ES 21,762,751       21,290,636        20,317,284       21,827,109       21,554,792       22,045,916       23,055,144        1.0% 4.6% Public Works 9,441,817          10,138,853        9,847,381          8,995,378          9,143,059          8,747,323          9,010,122           ‐2.8% 3.0% Communty Services 16,412,847       17,535,705        16,604,050       14,258,275       13,505,211       14,236,803       13,572,316        ‐0.2%‐4.7% Other  City Services 4,622,865          4,828,385           4,370,376          4,792,981          4,834,296          3,120,946          3,146,248           ‐34.9% 0.8% 1‐Time  / Capital Projects 487,634               865,000               947,052               164,000              284,000              2,462,229          ‐                           1401.4%‐100.0% Debt Service 4,263,739          4,590,381           4,176,822          4,494,945          11,320,584       4,715,035          5,731,373           4.9% 21.6% General Fund Operating  Rev 95,171,399       101,568,854     97,203,328       97,838,698       103,916,084    98,934,407       99,348,329        1.1% 0.4% Beginning Fund balance 12,956,374       11,138,630        11,816,561       8,363,429          11,955,285       10,051,189       9,338,707           20.2%‐7.1% Ending Fund Balance 11,472,082       10,436,804        11,955,285       8,363,429          11,407,119       9,338,708          10,053,932        11.7% 7.7% 2011 vs.  2010 2012 vs.  2011 Executive Summary - Long Range Plan 1 - 50 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  General Fund Long Range Projection    The City’s fiscal policy requires the City to prepare a long‐term projection for General Governmental and other  funds as deemed necessary.  The City prepares projections for tax supported General Governmental funds as  well as rate supported utilities.  The purposes are similar:   to insure operations are sustainable by the taxes’  revenues and utility rates can sustain the operation and replacement of utility system infrastructures.  These  “glimpses” into the future allows the City to proactively plan and implement corrective measures over time to  avoid sudden drastic changes in service levels or in revenue/tax policies.      The Forecast is an integral part of planning the City’s future financial strategy.  Revenues are projected  conservatively over the period and are compared to cost increase estimates in payroll, operating expenditures,  and capital outlay. The City’s fiscal policy requires a balanced budget in the ensuing budget years (2011‐2012),  with current year operating costs covered by current year operating revenues.  While the policy does not require  a balanced budget in the projected period beyond the current budget years, the intent is to size the current  operations at a sustainable level within the projection horizon.      As shown in the summary table above, there is be a slight gap, roughly 1% in 2016, between General Fund  operating revenues and operating expenditures based on the above general projection assumptions.  The City  managed through the Great Recession with relative small drawdown of fund balances by actively adjusting  2008 2009 2010 2011 2012 2013 2014 2015 2016 Summary Actual Actual Actual Adopted Adopted Projected Projected Projected Projected Total  Revenue 93,687,107    97,342,052   103,367,918  98,221,926  100,063,554 101,847,814 104,777,836  107,461,960  110,233,274 Total  Expenditure 95,179,277    97,243,780   103,918,665  98,940,407  99,354,329  102,033,496 105,097,769  107,892,562  110,903,631 Net  Change in Fund Bal (1,492,170)     98,272           (550,747)         (718,481)        709,225          (185,682)        (319,933)        (430,602)        (670,357)         Fund Balance 11,464,203    11,914,834   11,404,538    9,332,708      10,047,932    9,862,251      9,542,317      9,111,716      8,441,358       $0 $20 $40 $60 $80 $100 $120 Actual 2008 Actual 2009 Actual 2010 Adopte d 2011 Adopted 2012 Projected 2013 Projected 2014 Projected 2015 Projected 2016 M i l l i o n s Total  Revenue Total  Expenditur e Fund Balance Executive Summary - Long Range Plan 1 - 51 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  costs.  The 2010 year end actual include a bond refinancing that increased both revenue and expenditure by  $6.6 million.  The $1.5 million deficit in 2008 was a planned deficit for the implementation of the Benson Hill  Annexation.  Similarly the deficit in 2011 is primarily due to the planned outlay of $2.4 million of Renton’s share  of the startup cost for the regional South Correctional Entity (SCORE) to replace our municipal jail and many jail  service contracts starting September 2011.     Overall revenue projection assumes a modest growth in sales tax (3.5% and 5.5%) and construction activities  (10% and 15%) over the next two years.  New construction property tax and small annexations are assumed to  provide 1% total of property tax growth on top of the 1% general growth allowed by the state statute.  The  overall revenue growth is projected to be around 2% each year over the next two years.     The expenditure projection shows a slower growth trend as well with only 1% overall general fund expenditure  increase and 0.5% increase in 2012.  The Great Recession has a positive impact on our costs with a negative or  nearly zero rate of inflation in the last two years.  Wage increases have slowed since its peak in mid‐2007 due to  roll back and/or unpaid furloughs.  The City is able to negotiate new 3‐year contracts (2010‐2012) with four of  the five bargaining unions for no wage increase in 2010, and a modest increase of 1% and 2.5% for 2011 and  2012, respectively; and a multi‐year, progressively increasing employee contributions towards the City’s self  funded health benefit plan.  In addition, the City’s health plan is seeing a reduced utilization in 2010 which  allowed us to lower our base for medical cost projection in 2011 and beyond.  With these structural changes  occurring in 2010, the City is able to balance the 2011/2012 biennial budget with fewer adjustments, and more  importantly, have manageable deficits in future years.    The future projection assumes labor costs to increase by 0.5% above the rate of inflation at around 2.5%;  medical cost, after increase in employee cost sharing, to grow at around 8%, and the projected pension cost is  based on the state actuary’s projected rates.      MAJOR REVENUES    Seventy‐six (76%) percent of our General Fund services are supported by tax revenues. Among all the taxes  supporting these operations, property tax is by far the most significant source, accounting for 32% of the total.   This growth of this revenue is limited by statute to 1% per year plus annexation and new construction.  Sales tax  is another significant revenue source representing nearly 23% of our revenue base.      VOTER INITIATIVES  A majority of the City’s General Fund resources either has limited growth potential or is economically sensitive  and generally grows at a rate below inflation, while the City’s service costs, driven by personnel pay and  benefits, tends to escalate faster than the rate of inflation. This is a common fiscal structural issue that faces all  government entities in the state.    In addition, citizen initiatives over the past decade have made a significant impact on general revenues for all  local governments in Washington State, including Renton.  The cumulative losses for Renton include $640,000 a  year from Initiative 695 (1999) which repealed the state Motor Vehicle Tax; over $2.51 million a year from  Initiative 747 (2001), limiting the property tax growth rate to the lower of inflation or 1%, plus new construction;  and $750,000 a year street maintenance fund from Initiative 776 (2002) that eliminated the local option Vehicle  Licensing Fee approved by voters for transportation systems in King County.  This is a combined loss of nearly $4  million a year in Renton‘s general government revenues overall the past 10 years.  1 The $2.5 million is calculated based on the difference between 1% and the rate of inflation as measured by CPI‐W.  The  loss is over $8 million a year if calculated on 6% statute limit prior to the passage of I‐747.  Executive Summary - Long Range Plan 1 - 52 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    There are a number of initiatives/ballot measures on the November 2010 ballot, if passed, that will have  different effects on the City’s budget in the 2011/2012 biennium and beyond.  Initiative 1053 concerns tax increases imposed by state government. This Initiative restates existing statutory  requirements that legislative actions raising taxes must be approved by two‐thirds legislative majorities or  receive voter approval, and that new or increased fees requires majority legislative approval. Although the  measure would not directly impact cities, the Association of Washington Cities anticipates significant secondary  impacts given the constraints this initiative will place on the state’s revenue generating ability.  This initiative  was passed.  Initiatives 1100 and 1105 relate to the privatization of liquor. If approved by voters, Initiatives 1100 and 1105  each impact a significant revenue stream for state and local government. While both initiatives close state liquor  stores and privatize the sale and distribution of liquor, the measures have different effective dates and different  impacts. Both initiatives eliminate liquor profits. I‐1100 maintains the liquor tax; I‐1105 eliminates the liquor tax  effective April 1, 2012.    Initiative 1100 1105  Date private liquor distribution begins 1/1/2011 10/1/2011  Private liquor stores open   6/1/2011 11/1/2011  State liquor stores close – according to OFM fiscal note   6/15/2011 11/15/2011  State liquor distribution and liquor profits end (OFM fiscal note)   6/15/2011 11/15/2011  State liquor stores must close   12/31/2011 4/1/2012  State liquor distribution must end and liquor profits end   12/31/2011 4/1/2012  State liquor taxes end    N/A 4/1/2012    The City of Renton’s assumptions about financial impact are that if both initiatives pass, I‐1100 would be  effective in mid‐2011, and I‐1105 effective in early 2012, and there will be no other tax adjustments on liquor.     This would mean a partial (one‐third) reduction to liquor profits distribution that Renton now receives for the  year 2011, and a loss of approximately $600,000 beginning in 2012 and ongoing into the future. Since I‐1105  presumes the reinstatement of excise taxes on liquor, it is unclear how or when that might occur and given the  potential change under Initiative 1053, our current estimates of approximately $425,000 in liquor excise taxes  would be eliminated beginning in 2012 and ongoing into the future, and therefore a total revenue loss of nearly  $1 million on an ongoing basis if both measures are approved.     Under I‐1105, if excise tax is removed then liquor sales will be automatically subject to sales tax and it is unclear  how much would be generated from that source since the basis of that tax is sales, and not volume as with the  excise tax.  It is possible that the Legislature could resolve conflicts between the two initiatives by amending  either or both measures with a two‐thirds vote. Failing that, the courts would be tasked with resolving the  differences.   These initiatives did not pass.    Initiative 1082 concerns industrial insurance. The Initiative allows private insurers to compete with the state  Department of Labor & Industries (L&I) to offer employer workers' compensation coverage, effective July 1,  2012. Also eliminates the worker‐paid share of medical‐benefit premiums, shifting costs to the employer.  Washington is one of four states that do not allow private companies to offer workers' compensation insurance,  although employers may self‐insure under guidance from L&I. Proponents of I‐1082, critical of L&I’s  management of the system, say the added competition would bring about efficiencies and lower workers'  compensation premium costs. Opponents, led by organized labor and the trial lawyers' association, argue that  Executive Summary - Long Range Plan 1 - 53 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  introducing the profit motive to the system would actually drive costs up and result in less protection for injured  workers.    The City of Renton as a self‐insured employer may need to pay the worker‐paid share of medical‐benefit  premiums if this Initiative passes, costs totaled $58,000 in 2009 and projected to be $65,000 in 2010.  This  initiative did not pass.     Initiative 1098 relates to the state income tax. The measure proposes taxes on "adjusted gross income" above  $200,000 (individuals) and $400,000 (joint‐filers), reduces state property tax levies, reduces certain business and  occupation taxes, and directs any increased revenues to education and health.  This initiative did not pass.     Initiative 1107 reverses certain 2010 amendments to state tax laws. This measure ends sales tax on candy;  ends temporary sales tax on some bottled water; ends temporary excise taxes on carbonated beverages; and  reduces tax rates for certain food processors (backed by the American Beverage Association). The Department  of Revenue estimated that revenues from the section of E2SSB 6143, enacted by the Legislature in 2010, that  suspend the sales and use tax exemptions for bottled water, candy, and gum from June 1, 2010 through July 1,  2013 would generate $23.7 million for cities and counties.     The City of Renton’s current assumption about this Initiative is that the current sales tax on candy and bottled  water has had a minimal revenue impact and effects would be negligible if reversed. The State of Washington  estimates a 0.3% loss in sales tax collections if the measure is approved.  This initiative was passed.    King County Proposition 1 authorizes an additional sales and use tax of two‐tenths of one percent pursuant to  RCW82.14.450 for criminal justice, fire protection, and other general governmental purposes, with proceeds  split between the county (60%) and cities (40%). One‐tenth of one percent of the proposed sales tax increase  would sunset after three years. The second one‐tenth of one percent would sunset in 20 years to allow the  County to sell long‐term debt to finance the construction of the Youth Justice Center.     If approved, the estimated financial impact of Proposition 1 to the City of Renton for 2011‐12 would be  distributions of $1.28 million in 2011, and $1.83 million in 2012. The population based distributions would not  represent an ongoing stable revenue source for Renton because of the sunset provisions. It is most likely the  City will dedicate these “limited term” resources to capital investments.  This proposition did not pass.    Renton Proposition 1 is the proposed annexation of the Fairwood area to the City of Renton. The Renton City  Council received a petition to annex property to the City of Renton and passed a resolution calling for the  question by Fairwood voters. The measure authorizes the annexation of the property to the city. Historically the  City’s position on annexation has been neutral, allowing residents in the annexation area to decide their  governance future and welcoming areas who want to annex while maintaining services to current residents.    The current assumptions about the Fairwood annexation are that the financial impact of the annexation on  Renton’s operating budget would be neutral, with an annual operating cost to serve the Fairwood area of  approximately $13.1 million, and revenues roughly the same, which includes both the tax base generated from  the annexation area combined with a 10‐year credit on the state share of the retail sales tax that yields $2‐2.5  million to help fund the service costs of the annexation. Costs to provide surface water management in the  enterprise funds equal the revenues available. Long‐term capital costs will be phased and funding in keeping  with city‐wide capital improvement and infrastructure needs. And one‐time equipment and transition costs will  be purchased and repaid through short‐term borrowing from internal city resources.     Executive Summary - Long Range Plan 1 - 54 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  The amount of money a typical Fairwood household would pay in taxes will remain the same or be slightly lower  with property taxes decreasing because the city rate is lower than the combined county and fire district rates;  and the city utility tax would be new to residents so individual tax experiences will vary based on consumption  by household.  This proposition did not pass.    TAXES  PROPERTY TAX (RCW 84.52)  Property tax is the largest revenue source and is used for general  governmental operations.  The table to the right shows past and  projected annual property tax levies. New construction has  contributed to substantial growth in the City’s property tax base  over the past five years which are added to the 1% base levy  growth limit. The 23.7% increase in 2008 reflects the annexation of  the Benson Hill area.      1. The 101% growth limit in the property tax revenue:   Before 2002, a taxing district could increase the property tax levy amount annually by 6% (for a total of  106% of the amount levied in the previous year), up to the applicable tax rate cap.  This growth limit was  established in 1973 as the legislature responded to people's concerns that property taxes were rising too  fast with the real estate boom.    Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation.   Property tax growth resulted from new construction; changes in value of state‐assessed utility property, and  newly annexed property (collectively referred to as “new construction”) are exempted from the lid/limit  factor and may be added to the tax levy.  The growth limit can be "lifted" by voters.   A "lid lift" vote requires a simple majority voter approval, and the amount can be added to the levy base  permanently for future years if the intent is clearly stated in the ballot measure.     The 2% growth budgeted for 2011 includes 0.6% of new construction and 0.4% of various small annexations  that occurred in 2010 plus the 1% growth limit provided by the state law.    2012 and future projections assumes a 0.5% new construction value each year.    2. The $3.60 Cap:  In addition to the 1% growth limit, the state constitution establishes the maximum regular property tax levy  for all taxing districts combined at 1%, or $10 per $1000 market value of the property.  This cap is further  divided by the RCW to the various taxing districts, with the maximum regular property tax levy for most  cities at $3.375 per thousand dollars assessed valuation (AV).  Cities with the Firemen's Pension Fund can  levy an additional $0.225 per thousand dollars AV, resulting in a maximum levy of $3.60 per thousand  dollars AV.  This amount is allocated $0.5 for library districts, $1.50 for fire districts that do not assess the  fire benefit charge, or $1.0 for fire districts with the fire benefit charge, with the remaining amount available  to cities.  Renton’s regular levy rate is subject to the $3.1 limit in 2011 due to our annexation to the King  County Library System.  Year Assessed   Value   (millions) Renton  Property Tax  Revenue %  change 2007 Actual 8,333$          23,476,384$   6.4% 2008 Actual 11,671         29,050,790      23.7% 2009 Actual 13,174         30,660,522      5.5% 2010 Actual 11,840         31,497,128      2.7% 2011 Budget 11,386         32,046,525      1.7% 2012 Budget 11,841         32,475,452      1.3% 2013 Proj.12,315         32,962,584      1.5% 2014 Proj.12,807         33,457,023      1.5% 2015 Proj.13,320         33,958,878      1.5% 2016 Proj. 13,852         34,468,261      1.5% Executive Summary - Long Range Plan 1 - 55 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  This levy cap can only be exceeded with 60% voter  approval (excess levy).  Future property tax projections  are based on 1% I‐747 limit plus new construction.  Year  Average   Home  Value    Total   Tax Rate    City  Tax  Rate  City Tax  on  Average   Home 2007 Actual 293,400$  10.94$  2.82$  827$         2008 Actual 335,500     9.78        2.49     835           2009 Actual 357,000     9.95        2.33     831           2010 Actual 293,500     11.12     2.71     796           2011 Budget 282,240     12.21     2.83     799           2012 Budget 268,128     12.82     2.97     797           2013 Proj. 278,854     12.31     2.85     796           2014 Proj. 290,008     11.82     2.74     795           2015 Proj. 301,608     11.35     2.63     794           2016 Proj. 313,672     10.89     2.53     792                   Most properties in Renton pay $11.11 per $1000 AV in 2010, of which 24% or $2.71 goes to City services.  The  remaining goes to the Renton School District (34%), King County (12%) for regional services, the State School  fund (20%), Valley Medical (5%), Port of Seattle (2%), and Emergency Medical Services (3%).  The table above shows the past and projected average home values, combined property tax rates, and the  portion the City receives.      SALES TAX (RCW 82.14)  Sales tax is the second largest  taxing source for Renton  representing 23% of General  Fund revenue. Similar to  property tax, the City only  receives approximately 10% of  sales tax generated within  Renton, the remaining 90% goes  to other government entities and  to support transit and public  facility agencies.   In addition to the local sales tax, the City also receives a distribution of voter approved criminal justice sales tax,  and a 0.1% annexation sales tax for the annexation of Benson/Cascade in 2008.      Renton’s economy generates over $200 million in  sales tax.  The portion the City receives, including  the 0.1% of annexation credit, represents around  10% of the total.  90% of the tax is levied and  distributed to other taxing entities.           $‐ $5  $10  $15  $20  $25  $30  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Past and Projected Sales Tax Annexaction Credit Criminal Justice Sales Tax City of  Renton 23% King  County  12% Port of  Seattle 2% VMC #1 5% KCLS 4%Renton  School  District 33% State  School  Fund 19% EMS 2% 2011 Property Tax  Distribution State  67% City  10%KC Transit 10% Sound  Transit  9% KC General 3% Criminal  Justice  1% Sales Tax  by Agency  Executive Summary - Long Range Plan 1 - 56 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    Criminal Justice Sales Tax (RCW 82.14.340).  This is a  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  plus population growth.    Annexation Sales Tax Credit.   A tool the State is  using to encourage cities to annex urban areas currently in the unincorporated counties.  The tax is credited  toward the State’s portion of sales tax, so there is no  net impact on taxpayers.  The credit will last 10 years  and is intended to help cities who annex large urban  areas to pay for service costs that exceeded revenue  generated in the area.    The composition of the City’s sales tax is relatively  diverse with General Retail representing the largest  portion at 35%. Service industry continues to expand  and is currently 21.6% of the total. The two areas that  were hit by the economy hardest are the Auto and  Contracting sectors.  We saw their shares decreased  from 20% each in 2008 to 17.7% and 13%, respectively  in 2010.  The remaining 12.6% is made up by  Wholesale (big‐box retail), Manufacturing, and other miscellaneous activities.    Like many other cities in the state, Renton’s sales tax is one of the hardest hit revenue sources by the Great  Recession.  We anticipate 2010’s collection to show another 4.7% decline from 2009’s level, for a cumulative  decrease of 18% from the peak of 2008.  We are projecting a 3.5% growth in 2011 and another 5.5% in 2012.              UTILITY TAXES (RCW 82.16)  Cities and towns in Washington  State are authorized to levy a  business and occupation tax on  public utility businesses based on  revenues they generate within the  city or town, known as a utility tax.   The rate of taxes for electric,  phone, and gas utilities are limited  to 6% without voter approval, with  no limitation on other public  utilities.  The City currently levies  6% utility tax on phone (both  landline and cellular services), electric, natural gas, cable, all city utilities (water, sewer, storm water, and solid  waste), and transfer station.    Year Base Sales   Tax % change Annexaction  Credit Criminal  Justice 2007 Actual 20,342,171   8.8%‐                     1,445,095    2008 Actual 20,956,089   3.0% 789,683         1,755,469    2009 Actual 17,995,836    ‐14.1% 2,132,110    1,650,350    2010 Actual 17,198,220    ‐4.4% 2,025,660    1,620,479    2011 Budget 17,759,600   3.3% 2,119,680    1,804,005    2012 Budget 18,736,341   5.5% 2,236,262    1,903,225    2013 Proj. 19,579,476   4.5% 2,336,894    1,988,870    2014 Proj. 20,264,758   3.5% 2,418,685    2,058,481      2015 Proj. 20,974,025   3.5% 2,503,339    2,130,527      2016 Proj. 21,708,115   3.5% 2,590,956    2,205,096    Retail 35% Manuf. 4% Services 22% Contracting 13% Wholesale 5% Auto 18% Other 3% Sales Tax  Composition $0 $5 $10 $15 $20 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Utility Taxes Elec.N. Gas City  Util.Phone Cell Cable Tr. Station Executive Summary - Long Range Plan 1 - 57 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  Year Electric Natural Gas Brokered  NG City  Utilities Cable TV Phone Cell  Phone Transf  Station Total %  Change 2007      3,858,030   1,451,402    272,822  1,976,700        986,176   1,081,116   1,456,349    381,130    11,463,725 5.4% 2008      4,580,037   1,565,810    253,377 2,606,786  1,073,168  1,032,048  1,748,147   380,961    13,240,334 15.5% 2009 Actual      4,963,151   1,891,255    242,891 2,871,599  1,263,743  1,037,873  2,027,473   283,985    14,581,971 10.1% 2010 Actual      5,036,907   1,577,756    228,514  2,853,884   1,296,744   1,038,009   2,206,637    269,912    14,508,363 ‐0.5% 2011 Budget      4,968,000   1,656,000    258,750  2,937,600   1,366,200   1,000,000   2,592,000    238,050    15,016,600 3.5% 2012 Budget      5,191,560   1,730,520    270,394  3,025,728   1,427,679   1,000,000   2,799,360    248,762    15,694,003 4.5% 2013 Proj.     5,373,265   1,791,088    279,858  3,177,014   1,477,648   1,000,000   2,939,328    257,469    16,295,669 3.8% 2014 Proj.     5,561,329   1,853,776    289,653  3,335,865   1,529,365   1,000,000   3,086,294    266,480    16,922,763 3.8% 2015 Proj.     5,755,975   1,918,658    299,791  3,502,658   1,582,893   1,000,000   3,240,609    275,807    17,576,392 3.9% 2016 Proj.     5,957,435   1,985,812    310,283  3,677,791   1,638,294   1,000,000   3,402,640    285,460    18,257,715 3.9%  Utility tax revenue has increased substantially over the past two years, primarily due to annexation as well as  higher energy costs.  The 2010 budget projection assumes energy rates to be moderate (natural gas rate is  reduced by 17% effective October 2009); and the anticipated State Supreme Court decision which could  overturn the City’s ability to collect brokered natural gas.  The long term outlook for utility tax continues to grow  at a modest rate based on the combination of inflation, population growth, and to a lesser degree, rate increase.   The exception is the landline phone service which is anticipated to stabilize at around $1 million a year while  cellular service is expected to continue to grow in data services.   The table above shows detail of past and  projected utility taxes.     REAL ESTATE EXCISE TAX (REET)  The State of Washington is authorized to levy a real estate excise tax (REET) on all sales of real estate (measured  by the full selling price, including the amount of any liens, mortgages, and other debts given to secure the  purchase) at a rate of 1.28%.  A locally‐imposed tax is also authorized. All cities and counties may levy a quarter  percent tax (described as "the first quarter percent of the real estate excise tax" or "REET 1").  Cities and  counties planning under the Growth Management Act (GMA) have the authority to levy a second quarter  percent tax (REET 2).  The statute further specifies that if a county is required to plan under GMA or if a city is  located in such a county, the tax may be levied by a vote of the legislative body.  If, however, the county chooses  to plan under GMA, the tax must be approved by a majority of the voters.   REET 1 (RCW 82.46.010):  Initially authorized in 1982, cities and counties can use the receipts of  REET 1 for all capital purposes.  An amendment in 1992 states that cities  and counties with a population of 5,000 or more planning under the GMA  must spend REET 1 receipts solely on capital projects that are listed in the  capital facilities plan element of their comprehensive plan.  Capital  projects are: public works projects of a local government for planning,  acquisition, construction, reconstruction, repair, replacement,  rehabilitation, or improvement of streets; roads; highways; sidewalks;  street and road lighting systems; traffic signals; bridges; domestic water  systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire  protection facilities; trails; libraries; administrative and judicial facilities.  Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from  this restriction.      Year REET Revenue % change 2007 Actual 5 ,086,327          ‐8.6% 2008 Actual 2,800,103         ‐44.9% 2009 Actual 2 ,418,456          ‐13.6% 2010 Actual 2,464,489         1.9% 2011 Budget 2,240,000          ‐9.1% 2012 Budget 2,400,000         7.1% 2013 Proj .2,640,000         10.0% 2014 Proj . 2,970,000         12.5% 2015 Proj .2,970,000         0.0% 2016 Proj .2,970,000         0.0% Executive Summary - Long Range Plan 1 - 58 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  REET 2 (RCW 82.46.035):  The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and  counties to finance capital improvements required to occur concurrently with growth under the Growth  Management Act.  An amendment in 1992 defines the "capital project" as:  Public works projects of a local government for planning, acquisition, construction, reconstruction, repair,  replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting  systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning,  construction, reconstruction, repair, rehabilitation, or improvement of parks.   Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1, 1992.    The combined two quarter‐percent of the REET are expected to generate $2.24 million in 2011 and $2.4 million  in 2012.  Currently the revenues are primarily (83%) used for debt service and only $400,000 or 17% is currently  available for new capital projects.    GAMBLING EXCISE TAX (RCW 9.46.110 & 9.46.113)  The City levies gambling taxes at their maximum allowed level on all  activities: 5% for bingo and raffles, 2% for amusement games, 5% for  punchboards and pull‐tabs, and 20% for card rooms (RCW 9.46.110).   Revenues from these activities are required to be used primarily for the  purpose of gambling enforcement (RCW 9.46.113).  Case law has clarified  that "primarily" means "first be used" for gambling law enforcement  purposes to the extent necessary for that city.  The remaining funds may  be used for any general government purpose.  The City receipts Gambling  Tax in the General Fund and identifies the revenue as law enforcement  resources.    The State Legislature began allowing the  operation of "enhanced card rooms" or mini‐ casinos on non‐tribal land on a pilot basis in  1997; regulations were adopted allowing  them on a permanent basis in the spring of  2000.  Over the past ten years, mini‐casinos  have proliferated throughout the state and  have become a significant source of tax  revenue in jurisdictions where gambling  activities are allowed.  The permission of non‐ tribal casinos has stimulated a wave of new  and/or expansion of tribal casinos as well.   The increased competition and the smoking  ban in non‐tribal establishments made it harder for non‐tribal gambling businesses to compete.  The estimated  increase in 2009 is primarily due to the addition of new establishments in the Benson/Cascade annexation area  and the one‐time change in reporting period for larger taxpayers from quarterly basis to monthly.  We expect  the City’s gambling tax to stabilize at around $1.6 million a year.     Year Gambling  Tax % change 2007 Actual 2,207,524    14.8% 2008 Actual 2,165,153    ‐1.9% 2009 Actual 2,143,073    ‐1.0% 2010 Actual 1,546,934    ‐27.8% 2011 Budget 1,600,000    3.4% 2012 Budget 1,600,000    0.0% 2013 Proj. 1,600,000    0.0% 2014 Proj. 1,600,000    0.0% 2015 Proj. 1,600,000    0.0% 2016 Proj. 1,600,000    0.0% $1.0 $1.5 $2.0 $2.5 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Gambling Tax Executive Summary - Long Range Plan 1 - 59 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  LODGING TAX (RCW 67.28)  Effective 1998 most cities in King County may levy  a 1% Lodging Tax on short term overnight stays at  hotel, motel, campgrounds for tourism promotion  or for acquisition and operation of tourism‐related  facilities.  This actual tax paid on overnight lodging  by typical visitors is a combination of sales tax and  lodging excise tax at 12.4% (rooms greater or  equal to 60).  The City enacted the 1% lodging tax  in 1999 to fund its Tourism Promotion program.   The program is accounted for in the Lodging Tax Fund with an annual budgeted resource of around $250,000.   Effective April 1, 2009 some lodging businesses located in King County are not subject to the five‐tenths of one  percent (.005) increase in the King County Regional Transit Authority Tax (RTA).    ADMISSIONS TAX (RCW 35.21.280)  Washington cities are authorized to levy an admissions tax not to exceed  5% on admission charges to entertainment venues such as theaters, dance  halls, circus, and other activities where there is an admission charge for  entering the facility.  The higher revenue in 2005 is due to a special  performance group that had their seasonal performance in Renton.  The  higher projection for 2009 and beyond is due to the new movie theater in  the Landing coming online in October 2008.          LEASEHOLD TAX (RCW 82.29A)  In addition to the above taxes, the City also receives a minimal amount of  revenue from the 4% leasehold tax (RCW 82.29A).  Leasehold tax is on  lease income from private business activities on tax‐exempt properties in  lieu of property taxes.  The leasehold tax is the lower of 12.84% or the  equivalent property tax rate.  Of the total tax rate, 4% comes to the City  and 2% goes to King County.  The City receives around $100,000 a year  from this tax and uses it for general operations’ purposes.        LICENSES AND PERMITS  BUSINESS LICENSE FEE  This revenue source is a license fee based upon the number of employees a company has within Renton’s city  limits.  In 1988, the City of Renton implemented its per‐employee based business license fee with the rate set at  $55 per full‐time equivalent employee in response to transportation infrastructure needs in Renton.  Non‐profit  and government entities are exempt from paying this fee. The $55 per employee rate remained constant up to  this point and is generating $2.2 million annually.  The City has dedicated 80% of the revenue to transportation  improvement projects, with the remaining 20% allocated to the General Fund.  In addition to providing the  needed resource for infrastructure improvements, the employment information in the business license system  also provides the City with important economic condition indicators both in general economy as well as its  diversity.   Year Admissions  Tax % change 2007 Actual         219,768 ‐0.3% 2008 Actual         197,740 ‐10.0% 2009 Actual 260,269       31.6% 2010 Actual 291,399       12.0% 2011 Budget 280,000       ‐3.9% 2012 Budget 300,000       7.1% 2013 Proj. 300,000       0.0% 2014 Proj. 300,000       0.0% 2015 Proj. 300,000       0.0% 2016 Proj. 300,000       0.0% Year Leasehold Tax % change 2007 Actual              190,644 49.6% 2008 Actual              136,322 ‐28.5% 2009 Actual              146,002 7.1% 2010 Actual              138,830 ‐4.9% 2011 Budget              145,000 4.4% 2012 Budget              145,000 0.0% 2013 Proj.             145,000 0.0% 2014 Proj.             145,000 0.0% 2015 Proj.             145,000 0.0% 2016 Proj.             145,000 0.0% Hotel  Size < 60  Rooms >= 60  Rooms State sales tax 6.50% 6.50% Local  City/County Sales  and Use Tax 3.00% 2.10% Convention and Trade Center N/A 2.80% Special  Hotel  Motel  Tax 1.00% 1.00% Total Tax  on Lodging 10.50% 12.40% 1For locations subject to RTA tax. Lodging Tax 1 Executive Summary - Long Range Plan 1 - 60 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  The table below shows all jobs from Renton employers, including non‐profits and government agencies who are  not required to pay a license fee; but excluding jobs from businesses that do not have an office in Renton (such  as construction jobs) that are subject to the license fee.  The information basically tells us that while we have a  substantial drop in temporary employment in Renton based on licensing fees collected, the core local based jobs  remained relatively stable in 2009.     PERMIT AND DEVELOPMENT FEES    The City has not adjusted its development permit fees in recent years.  In many cases, fees have not increased  since the late 1980s. An analysis conducted in 2009 showed the City’s development service fees lag the  neighboring communities by substantial differences.  As a result, the City Council approved a general fee  increase that took effect October 2009 that would bring the City’s rates to roughly 80% of the average of the  comparable jurisdcitions. The 2010 revenue projection reflects both rate increases and projected improvements  in activity level.        FRANCHISE FEES  Franchise fees are charges levied on private  utilities to recoup the City’s costs of their use  of city streets and other public properties to  place utility infrastructure and costs of  administering the franchise.  The franchise  fees on light, natural gas, and telephone  utilities are limited by statute to the actual  administrative expenses incurred by the City  directly related to receiving and approving  permits, licenses, or franchisees.  Cable TV  franchise fees are governed by the Federal  Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount not to exceed  5% of gross revenues, which is the source of the City’s franchise fee revenue.    Employment 2003 2004 2005 2006 2007 2008 2009 2010 Boeing FTE 12,377    10,448    9,912      11,770    13,047    13,199    13,169    12,913        All  other FTE 24,165    25,151    26,016    29,363    26,613    30,599    30,777    28,358        Total  FTE 36,542    35,598    35,929    41,134    39,660    43,798    43,946    41,271        No. of License 4,394      4,324      3,475    4,102    3,987    4,029    4,052     3,734          $0 $1 $2 $3 $4 $5 $6 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Past and Projected Development Fees Building & Fire Permits  Plan Review  Year  Building &  Fire  Permits    Plan  Review  Total   %  change 2007 Actual     3,368,184 1,743,821      5,112,004 47% 2008 Actual    2,283,063        903,768     3,186,830 ‐38% 2009 Actual    1,659,016        677,955     2,336,970 ‐27% 2010 Actual    1,519,407        883,235     2,402,641 3% 2011 Budget    1,909,665        766,379     2,676,044 11% 2012 Budget    1,966,955        789,370     2,756,325 3% 2013 Proj.   2,025,964        813,051     2,839,015 3% 2014 Proj.   2,086,743        837,443     2,924,185 3% 2015 Proj.   2,149,345        862,566      3,011,911 3% 2016 Proj.   2,213,825        888,443      3,102,268 3% $‐ $0.5  $1.0  $1.5  $2.0  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. mi l l i o n s Past and Projected Franchise Fee Executive Summary - Long Range Plan 1 - 61 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  The City’s franchise fee revenue is primarily generated from cable franchise.  The increase in 2008’s and 2009’s  collections reflect the annexation activities.  Long term projection is based on projected rate increases and  population growth.   INTERGOVERNMENTAL REVENUES  Intergovernmental revenues include state‐ shared revenues, governmental grants and  miscellaneous transfers, and inter‐ governmental service contracts such as the Fire  and Emergency Services contracts with Fire  Districts 25 and 40.  The following information  is primarily intergovernmental revenues in the  City’s operating funds.  There are also  substantial grants in capital project funds  particularly in transportation improvement  projects.     The state‐shared revenues are from taxes and  fees collected by the State and disbursed to municipalities  based on population or other criteria.  In the past, the  primary sources of these shared revenues are fuel tax (tax on  gasoline consumption), liquor sales profit, and excise tax.   This resource once provided 14% of the City’s operational  funds, but has decreased to less than 7%, mainly due to the  elimination of the MVET and the King County vehicle license  fee.  The remaining intergovernmental revenues are fuel  taxes, liquor tax and profit, and the criminal justice  distribution.    The increase in 2008’s Contract reflects the 10‐month contract with Fire District 40 that started March 1, 2008  after the Benson/Cascade Annexation.  2009 is the first full year of the contract.     The increase in 2008’s grants and miscellaneous transfers includes the transfer from King County Library System  and a $705,000 equipment grant the Fire Department received.  The projected 2010 through 2012’s grants  include the 3‐year COPS Rehiring Grant the City received as part of the stimulus package.    CHARGE FOR SERVICES  The charge for services is revenues generated from services provided to the general public (including recreation  fees, building permit fees, land use fees, and surface water fees).  This source is projected to generate  $5.7 million each year.    POLICE AND COURT SERVICES  Police and court services’ revenue includes private security, jail, electric  home detention, passport processing, and miscellaneous services.   Projected 2010 revenue decreases primarily reflects the decrease in  private security service for construction projects, lower passport  processing volume from reduced service hours, and reduced probation  revenue from the reduction of probation clerk positions.  Year Police and  Court Services % change 2007 Actual               691,960 ‐45.0% 2008 Actual               701,515 1.4% 2009 Actual               709,205 1.1% 2010 Actual               691,098 ‐2.6% 2011 Budget               657,299 ‐4.9% 2012 Budget               667,158 1.5% 2013 Proj.              677,165 1.5% 2014 Proj.              687,323 1.5% 2015 Proj.              697,633 1.5% 2016 Proj.              708,097 1.5% Year State  Shared  Revenue Grants &  Misc.Contracts 2007 Actual      1,667,332         896,303   1,435,271  2008 Actual      2,031,516   1,689,870   5,027,051  2009 Actual      2,336,441   1,484,491   5,869,198  2010 Actual      2,475,327   1,951,348   5,252,877  2011 Budget      2,070,439   1,161,324   5,940,962  2012 Budget      1,269,833         883,324   6,021,194  2013 Proj.     1,288,880         484,000   6,201,830  2014 Proj.     1,308,214         484,000   6,387,885  2015 Proj.     1,327,837         484,000   6,579,521  2016 Proj.     1,347,754         484,000   6,776,907  $0 $2 $4 $6 $8 $10 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Intergovernmental Revenue State Shared Revenue Grants & Misc.Contracts Executive Summary - Long Range Plan 1 - 62 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    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 for 2010, which is 2% under 2009’s budget, but is consistent  with anticipated 2009’s actual.  The reduction in recreation revenues is  due to the reduction in service hours and programs as part of the  adopted budget reduction. Long term projection is based on projected  population increases.    INTER‐FUND SERVICES  The inter‐fund service charges represent reimbursements from  enterprise fund’s (utilities, golf course, airport, etc.) operations for  accounting, human resources, records management, legal, and  administration expenses.  The charge is determined through an indirect  cost allocation model using transaction volume, full‐time employees,  and size of budget as determining factors.      The revenue is projected at $3 million for 2010, which is 10% below  2009’s budget due to the formation of facilities and communications  internal service funds that recover costs from all City’s operations, not  just enterprise operations.  This resulted in a reduction in the amount of  the General Fund cost and recovery.  Future projection is based on the projected general City’s operating cost  increases.    FINES AND FORFEITS  Fines and forfeits account for civil and  criminal penalties as authorized by the  state and adopted by the City code and  collected through the Renton Municipal  Court.     The City implemented the Photo‐ Enforcement system at the high collision  intersections and at school zones during  the fall of 2008, and 2009 revenue reflects  the first full year’s operation of the system.   The fines and forfeiture revenue declined  by 8% in 2010 from 2009, which is  primarily attributable to reduced photo enforcement revenue as local residents and businesses become more  aware of the enforcement zones and have shown reduced speed and red‐light violations.     Year Interfund  Services % change 2007 Actual          2,944,768 ‐19.2% 2008 Actual          3,072,950 4.4% 2009 Actual          3,225,745 5.0% 2010 Actual          3,190,908 ‐1.1% 2011 Budget          3,108,762 ‐2.6% 2012 Budget          3,194,803 2.8% 2013 Proj.         3,290,647 3.0% 2014 Proj.         3,389,367 3.0% 2015 Proj.         3,491,047 3.0% 2016 Proj.         3,595,779 3.0% Year Parks  and  Recreation  Services % change 2007 Actual          2,302,702 ‐36.8% 2008 Actual          2,355,736 2.3% 2009 Actual          2,309,446 ‐2.0% 2010 Actual          2,152,270 ‐6.8% 2011 Budget          2,327,415 8.1% 2012 Budget          2,362,327 1.5% 2013 Proj.         2,397,762 1.5% 2014 Proj.         2,397,762 0.0% 2015 Proj.         2,433,728 1.5% 2016 Proj.         2,470,234 1.5% $‐ $1  $2  $3  $4  $5  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Fines and Forfeits Executive Summary - Long Range Plan 1 - 63 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  MISCELLANEOUS REVENUES  Miscellaneous revenues includes interest income, cellular tower site  rentals, donations, sales of documents, etc.  The majority of the revenue is  investment interest income.  With the tightened lending criteria, higher  FDIC insurance fees, and the increase of the state’s public deposit  collateral requirement, banks in the State of Washington do not need, and  are not willing to pay much for deposits from public entities.  Some banks  are not accepting new public deposits at all.  As a result, we anticipate the  future miscellaneous revenues will remain at a lower level than what we  have experienced in the past few years.       Enterprise Funds    UTILITY RATES   Water and Sewer Rates – The  water, sewer, and storm sewer  rates fund most of the costs  associated with providing these  services as well as necessary capital  replacements in our community.   Other sources include hookup fees,  other development charges, grants,  etc. are also available but are  restricted for capital purposes only.   Due to the increased costs to  maintain the systems, regulatory  requirements, and higher general  operating costs, the City is  reviewing the policies guiding these rates.        Rate Related Fiscal Policy:  Rate studies conducted in 2006 recommended adjustments to 2007 rates as well as future years to maintain  services and provide capital investments.  As a result, the City adjusted the utility rates over the past three years  but not to the degree recommended by the study.  During the summer of 2010, the City Council  affirmed/adopted a set of fiscal policies to guide future rate setting which includes:  Year Miscellaneous % change 2007 Actual                196,951 62.6% 2008 Actual                265,848 35.0% 2009 Actual                247,400 ‐6.9% 2010 Actual                214,692 ‐13.2% 2011 Budget                221,000 2.9% 2012 Budget                176,000 ‐20.4% 2013 Proj.               176,000 0.0% 2014 Proj.               176,000 0.0% 2015 Proj.               176,000 0.0% 2016 Proj.               176,000 0.0% Utility Revenue  & Rate   Increases 2006 2007 2008 2009 2010 2011 2012 Water Revenue 9,373,079     9,963,700     9,404,319     10,179,419  10,469,182  13,299,987  15,457,090   Rate  Increase  3.0% 5.0%‐19.0% 4.0% 10.0% 18.0% 16.0% Sewer Revenue 3,700,099     4,789,616     5,070,751     5,193,271     5,482,958     8,169,671     8,591,403      Rate Increase  4.0% 5.0% 6.0% 4.0% 4.0% 42.0% 5.0% Storm  Revenue 2,556,698     3,059,712     4,254,293     4,854,426     4,855,428     6,971,580     7,800,361      Rate Increase  3.0% 3.0% 30.0% 0.0% 0.0% 40.0% 11.0% Garbage Revenue 9,710,697     10,052,197  10,483,597  13,864,919  14,917,646  14,781,685  14,781,685   Rate Increase  0.0% 0.0% 0.0% 37.0% 4.0% 0.0% 0.0% $83.74 $96.63 $81.05 $86.10 $78.42 $137.46 $99.44 $0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00 $160.00 Renton       (WM) Kent       (A) Auburn  (WM) Tukwila  (WM) Redmond  (WM) Seattle         (WM & A) Bellevue       (A) Monthly Utility Bill Comparasion Water Sewer Storm Solid Waste (32  G. can) (A) Allied Waste (WM) Waste  Management Executive Summary - Long Range Plan 1 - 64 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  1) Establish combined operating and rate stabilization reserve at 12% for each of the piped utilities, and  fixed dollar amount for solid waste and the pass‐through Metro sewer treatment charge based on actual  cash flow requirements;  2) Maintain debt service reserve based on the highest one‐year debt service payment requirement;  3) Establish capital financing policy that:  a. Uses rate revenue to finance system replacement;  b. Only uses bond financing for system and capacity expansion, major transmission, and storage  system improvements.  Of these policies, the new capital financing policy will have the most important long term effect on the system’s  financial integrity and sustainability and would require a substantial rate increase to provide for consistent  system replacement/reinvestment.  The resulting preliminary rate adjustments have been approved by the  Council in October 2010, and even with the adopted increases Renton’s utility rates continue to compare  favorably among our peer cities.  The rate comparison chart illustrates Renton’s adopted 2011 rate for a typical  single‐family residence compared with similar service costs in neighboring jurisdictions.    In addition to the adopted City’s rate increases, King County Metro that provides sewer treatment is proposing a  13% rate increase in 2011 and no increase in 2012.        Golf Fees – The City’s Maplewood Golf Course  Fund was created by Ordinance 3884 in 1985.   Maplewood Golf Course is owned and operated  by the City.  The golf course is also a water utility  resource as it is the location of city wells that  provide drinking water to our community.  The  use of this space as a golf course helps preserve  the quality of the well water for future  generations.    The course is managed by the Community  Services Department and is operated as a  separate enterprise fund of the City.  It is  anticipated that user fees from customers will  pay the operating and capital costs of the golf course, including debt service for 1994 revenue bonds to improve  the course and the clubhouse.  The City decided to retire the remaining balance of $1.85 million on December 1,  2010 with an interfund loan at the true interest cost of 2.24%.  This would reduce the annual debt service from  $460,000 to around $430,000 per year, for the next five years.  This also eliminates the requirement of providing  debt service reserve or debt service coverage ratio of 1.25 that the Golf Course has not been able to maintain.      The comparative rates chart to the right illustrates that  the Renton course rates are comparative with the  market.  These rates are weekend rates for 18 holes of  golf.  The adopted increase would bring the City’s rate  to $37, in line with the other courses in the South King  County area.       $35  $39  $36  $32  $39  $0 $10 $20 $30 $40 $50  Renton  Auburn  Bellevue Foster Riverbend 2010 18‐Hole  Weekend Rates Comparison $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Green Fees Revenue Executive Summary - Long Range Plan 1 - 65 This page is intentionally left blank  Executive Summary - Long Range Plan 1 - 66   Financial Management Policies    Basic Policy Statement  The City of Renton is committed to the highest standards of responsible financial management. The  City, including the City Council, Mayor and staff will work together to ensure that all financial matters  of the City are addressed with care, integrity, and in the best interest of the City.    The rules and procedures contained in this section are designed to:  1. Protect the assets of the City of Renton;     2. Ensure the maintenance of open and accurate records of the City’s financial activities;    3. Provide a framework of operating standards and behavioral expectations;    4. Ensure compliance with federal, state, and local legal and reporting requirements; and    5. Provide a means for the City Council to update and monitor these policies with the  assistance and cooperation of the Mayor’s office and the Finance and Information Services  Administrator.    Lines of Authority  1. The Renton City Council has the authority to execute such policies as it deems to be in the best  interest of the City within the parameters of federal, state, and local law.  2. The Finance Committee has the authority to perform reviews of the organization’s financial  activity, determine the allocation of investment deposits, and assure that adequate internal  controls are in place.  3. The Mayor and Chief Administrative Officer (CAO) have the authority to oversee the  development of the biennial budget, make spending decisions within the parameters of the  approved budget, enter into contractual agreements, make capital asset purchase decisions  and make decisions regarding the allocation of expenses within designated parameters.  Unless  otherwise specified in this document, principal responsibility for complying with the directives  enumerated herein shall be vested in the Mayor.  4. Each Department Administrator has the authority to expend City funds within approved budget  authority and in accordance with procedures prescribed by the Mayor’s Office, and to  recommend spending requests within the parameters of the approved budget process to the  Mayor.  Executive Summary - Financial Management Policies 1 - 67   Accounting Records and Reports  1. Basis of Accounting  a. The City’s Comprehensive Annual Financial Report (CAFR) on its financial activity shall be  presented in compliance with Generally Accepted Accounting Principles (GAAP) as  defined by the Governmental Accounting Standards Board (GASB).  2. Basis of Budget  a. The City budget is presented on a GAAP basis of accounting.  3. Fund Accounting  a. The City of Renton’s accounting and budgeting systems use a fund accounting consistent  with guidance provided by the GASB and the Washington State Auditor’s Office.    b. The funds are grouped into categories: General Fund, Special Revenue, Debt Service,  Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.  c. The City Council shall create and eliminate funds as appropriate by separate ordinance,  or through the budget ordinance.  d. Funds shall either be “external” or “internal” for financial reporting purposes.    i. Internal funds shall be separate sets of accounts for the purpose of enhancing  internal management control only.  These funds shall reside within an external  fund.  For cash management purposes, internal funds may rely on their related  external fund without payment of interest or violation of the City’s cash  management policies. (See Interfund Loan policy for further clarification).  e. The City’s financial accounting system shall assure that the status and transactions of  each account and their relationship to budget authority is clear.  4. Financial Reporting  a. The CAFR shall be timely and comprehensive and meet or exceed professional industry  standards.  b. The City’s budget documents shall provide for comparison with prior years.  c. Revenue and expenditure reports shall be prepared monthly and be available on the  City’s website.  d. A written analysis of the City’s monthly report shall be prepared quarterly, coordinated  with the Chief Administrative Officer and Mayor, reviewed with the City Council, and  available on the City’s website.  e. All budget amendments shall be included in the monthly report.  f. Any outstanding interfund loans shall be disclosed in the quarterly report.  5. Audit  a. The City shall commission an annual audit of its financial reports and related records to  be conducted by the Washington State Auditor’s Office.  b. At the conclusion of the audit, the auditor shall be available to brief the City Council on  the results.   c. The results of the audit shall be available to the public.    Policy on Stabilization Funds  Sufficient fund balances and reserve levels are important in the long‐term financial stability of the City.    1. The City shall maintain reserves required by law, ordinance and/or bond covenants.    Executive Summary - Financial Management Policies 1 - 68   a. General Government  i. The City shall maintain reserves in the General Government Funds at least 8% of  total budgeted operating expenditures with a target of 12%.  ii. In addition, the City shall maintain an additional reserve as a part of the City’s  Risk Management Funds in a minimum amount of $5,000,000.   iii. In addition, the City shall maintain an “Anti‐Recessionary Reserve” in an amount  of at least 2% of General Government budgeted operating expenditures.   Expenditures utilizing the “Anti Recessionary Reserve” require a two‐thirds  majority vote of the City Council and will be replenished within three (3) years.  b. The City shall maintain one year payments in voted general obligation debt service  funds.  c. The City shall maintain reserves in the Enterprise Funds as follows:  i. Water, Wastewater, and Surface Water Utility Fund:  12% of total budgeted  operating expenses  ii. King County Wastewater Treatment: $380,000 (approximately 3% of total  operating expenses)  iii. Solid Waste: $400,000  iv. Golf Fund: 25% of total budgeted operating expenses.  v. All other Enterprise Funds:  10% ‐ 20% of total budgeted operating expenses   d. Reserve balances of other funds shall be set through the budget process in an amount  consistent with the purpose and nature of the fund.  2. Replacement reserves shall be established for equipment, and computer software should the  need continue beyond the estimated initial useful life, regardless of whether the equipment is  acquired via lease, gift or purchase. Service charges paid by City departments to the  appropriate Internal Service funds should include an amount to provide for replacements.    Financial Planning  1. The City shall maintain a long‐term (five year) financial planning model.    a. The financial planning model shall:   i. be based on the currently adopted budget;  ii. utilize these policies;  iii. be based on assumptions and drivers realistically expected to occur;  iv. clearly document the assumptions and drivers used and the results of the use of  such assumptions and drivers;  v. be designed in such a way to permit analysis of alternative strategies;  vi. relate to the related plans of the City to include Service Delivery Plans,  Comprehensive Plans, Master Plans, etc.; and  vii. shall be prepared for the General Government and such other funds as the  deemed necessary.  2. Budget development  a. The City shall prepare an biennial budget that is consistent with:   i. state law;   ii. the long‐term financial planning model;   iii. these policies; and  Executive Summary - Financial Management Policies 1 - 69   iv. industry best practices.  b. The City of Renton’s biennial budget shall be prepared using the following schedule and  process as a general guide:  i. Review stakeholder input such as surveys, public forums, neighborhood meeting  notes and business community communication.  ii. The Mayor, City Council and Chief Administrative Officer will conduct a goal‐ setting retreat with the Department Administrators updating the Business Plan  and other policy guidance.  iii. The City Council and Administration will meet to review and discuss the prior  year’s audited results, current year budget status, next budget schedule,  process, budget guidelines and budget preparation items of interest.  iv. The Finance & IS Administrator prepares the budget preparation instructions and  meets with Department Administrators to distribute budget instructions and  discuss budget preparation.  v. The instructions will include policy priorities, estimates of compensation  adjustments, internal service and indirect charges.  vi. Departments will provide to the Finance & IS Department budget estimates and  requests conforming to the budget instructions.  vii. The Mayor submits a proposed balanced Preliminary Budget to the City Council  in conformance with state law.  viii. Balanced budget should comprise of funding recommendations for the operating  and capital budgets that do not exceed the estimated resources.  ix. The City Council conducts public hearings on the proposed budget in  conformance with state law.  x. The City Council sets the City’s property tax levies.  xi. The City Council adopts the final budget ordinance.  xii. The Final Budget Document is published and posted to the City website.  c. Budget amendments should be presented for consideration when the need arises.  i. Budget authority shall be at the fund level.  ii. Changes resulting in a need to revise the appropriation authority shall be  presented as they occur.  3. Revenues  a. Revenue forecasts shall assess the full spectrum of resources available to finance City  programs and services.   b. The City shall consider the diversification of revenue as a strategy when developing its  financial plans.   c. Should an economic downturn develop that results in (potential) revenue shortfalls or  fewer available resources, the City will make appropriate adjustments to its budget.   d. Revenue estimates shall be based on forecasting methods recommended by the  Government Finance Officers Association (GFOA) and will typically be more likely to be  conservative rather than aggressive.  4. Expenditures  a. Priority shall be given to expenditures that will improve productivity.  5. Capital Improvements  Executive Summary - Financial Management Policies 1 - 70   a. A comprehensive six‐year plan for City capital investments shall be prepared annually  and adopted by the City Council as part of the City budget.   i. All projects included in the Capital Investment Program (CIP) shall be consistent  with the City’s Comprehensive Plan.   ii. The Capital Investment Program shall be prepared in consultation with Council  Committees for ongoing capital investments.  b. All proposed capital improvement projects shall include a recommended or likely source  of funding.  c. Private development (including residential, commercial and industrial projects) shall pay  its fair share of the capital investments that are necessary to serve the development in  the form of system development charges, impact fees, mitigation fees, or benefit  districts.  d. Capital project proposals should indicate the project's impact on the operating budget,  including, but not limited to, long‐term maintenance costs necessary to support the  investment.  e. Capital projects shall be budgeted for on a project life basis (rather than fiscal year).    Policy on Fees and Charges  1. The City shall annually review all fees for licenses, permits, fines, rates and other  miscellaneous charges as part of the budget process.    2. User charges and fees shall be established based at a percentage of the full cost of  providing the service, unless otherwise provided by statute or regulation.    a. Full cost incorporates direct and indirect costs, including operations and maintenance,  overhead, and charges for the use of capital facilities.    b. Other factors for fee or charge adjustments may also include the impact of inflation,  other cost increases, the adequacy of the coverage of costs, and current competitive  rates.    3. Proposed rate adjustments, user charges and fees shall be presented to the City Council for  approval each year as part of the Mayor’s proposed Preliminary Annual Budget to the  Council.  4. The City shall rigorously collect all amounts due.    Policy on Utility Funds  1. The City shall establish and maintain separate utility operating and capital investment funds  and budgets for each of its utility operations.   2. Utility rate studies shall be conducted every six years to update assumptions and ensure the  long‐term solvency and viability of the City’s Utilities.  3. Utility rates and capital fees shall be reviewed annually and necessary adjustments made to  avoid major rate increases.  4. The City shall use system development charges, grants and low interest loans to fund  capital projects where possible.  Overall, the utilities should maintain a debt to equity ratio  of 60/40.    Executive Summary - Financial Management Policies 1 - 71   5. Each Utility should fund an amount of the cost equal to the annual “depreciation expense”  of capital assets less debt service principal payments.  6. System Development Charges (SDCs) shall be established at levels to ensure that all  customers seeking to connect to the City’s utility systems shall bear their equitable share of  the cost of both the existing and future systems.  7. Debt financing of utility improvements will be consistent with the utility master plans,  council rate policies and other factors so as to smooth the effect of major improvements on  utility rates.  8. The City shall strive to maintain minimum debt service “coverage” with the net revenue  (gross operating revenue of the Utilities less operating and maintenance expenses) of the  combined Utilities being 1.25 ‐ 1.5 times the actual debt and the net revenue of the  individual Utility being at least 1.25 times the actual debt.    Policy on Debt Issuance and Management  1. Long‐term borrowing shall be confined to capital investments or similar projects with an  extended life when it is not practical to be financed from current revenues. The City shall  not use long‐term debt to finance current operations.  2. Debt payments shall not extend beyond the estimated useful life of the project being  financed.  The City shall keep the average maturity of general obligation bonds at or below  fifteen years, unless special circumstances arise warranting the need to extend the debt  schedule.  3. The City shall work to maintain strong ratings on its debt including maintaining open  communications with bond rating agencies concerning its financial condition.  4. With Council approval, interim financing of capital projects may be secured from the debt  financing market place or from other funds through an interfund loan as appropriate in the  circumstances.   5. The City may issue interfund loans when appropriate and consistent with a separately  adopted City Council policy on the subject.  6. When issuing debt, the City shall strive to use special assessment, revenue or other self‐ supporting bonds in lieu of general obligation bonds.   7. Long‐term general obligation debt shall be utilized when necessary to acquire land or  capital assets based upon a review of the ability of the City to meet future debt service  requirements. The project to be financed should also be integrated with the City’s long‐ term financial plan and Capital Investment Program.  8. General obligation debt should be used when the related projects are of a benefit to the  City as a whole.   a. General Obligation Bond (Voted):   b. Every project proposed for financing through general obligation debt should be  accompanied by a full analysis of the future operating and maintenance costs  associated with the project.  c. Limited Tax General Obligation Bond (Non‐Voted):  i. The City should avoid issuing general obligation (non‐voted) debt beyond eighty  percent (80%) of its general obligation debt capacity.  Executive Summary - Financial Management Policies 1 - 72   9. The City shall use refunding bonds where appropriate when cost savings can be achieved of  at least 4% (NPV), restructuring its current outstanding debt and/or improving restrictive  bond conditions.    10. The City’s financial team for the issuance of debt shall consist of the Council, Mayor, CAO,  Finance & IS Administrator, applicable department management (related to the projects to  be financed), City Legal Counsel, designated bond counsel, financial advisor and underwriter  in order to effectively plan and fund the City’s capital  investment projects.  a. Through a competitive selection process conducted by the Finance & IS Administrator  with consultation with the Mayor, Chief Administrative Officer and Legal Counsel, the  City Council shall approve the most qualified financial advisor / underwriter and bond  counsel.   b. These services shall be regularly monitored by the Finance & IS Administrator.   11. The City shall evaluate the best method of sale for each proposed bond issue.  a. When a negotiated sale is deemed advisable (in consultation with the Mayor and City  Council) the Finance & IS Administrator shall negotiate the most competitive pricing on  debt issues and broker commissions in order to ensure the best value to the City.  b. When a negotiated sale is used, the City shall use an independent financial advisor to  advise the City’s participants in matters such as structure, pricing and fees.  12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond  proceeds.   a. The City shall monitor and comply with IRS regulations with regard to potential  arbitrage earnings.  If arbitrage earnings are believed to be above amounts provided by  IRS regulations, the City will set aside earnings in order to pay the appropriate amount  to the federal government as required by IRS regulation.  13. The City shall provide full secondary market disclosure related to outstanding debt.    Related Policies   Investment Policy   Contracting Policy (Purchasing Authority)   Interfund Loans  Executive Summary - Financial Management Policies 1 - 73   City Funds and Fund Structure   Key Report  000    General A E  001    Community Services (formerly 101) A I (000)  003    Streets (formerly 103) A I (000)  004    Community Development Block Grant A I (000)  005    Museum (formerly part of 006 and 106) A I (000)   006    Library (formerly 106) A I (000)  009    Farmers Market A I(000)  010    Fire and Emergency Services Memorial A I (000)  011    Fire and Emergency Services Health and Wellness A I (000)  031    Park Memorial (formerly 131) A  I (000)  201    1997 LIM GO Bonds ‐ City Hall  A I (215)  215    Gen Govt Misc Debt Service A E  Total General Government    SPECIAL REVENUE FUNDS:    102    Arterial Streets  E  108    Leased City Properties   E  110    Special Hotel‐Motel Tax  E  118    Cum 2755 (Paths/Trails)  E  125    One Percent for Art  E  127    Cable Communications Development  E  135    Springbrook Wetlands Bank  E  DEBT SERVICE FUNDS:    219    1989 Unlimited GO Bonds‐Senior Housing  E  CAPITAL PROJECT FUNDS (CIP):    303    Community Services  Impact Mitigation  E  304    Fire Impact Mitigation  E  305    Transportation Impact Mitigation  E  316    Municipal Facilities CIP  E  317    Capital Investment   E  318    South Lake Washington Infrastructure Project  E  326    Housing Opportunity   I (316)  Executive Summary - Financial Management Policies 1 - 74   City Funds and Fund Structure (continued)  ENTERPRISE FUNDS: Key Report  402   Airport Operations  E  403   Solid Waste Utility  E  404   Municipal Golf Course System  E  405   Water Operations B E  406   Wastewater Operations  B I (405)  407   Surface Water Operations B I (405)  416   King County Metro B I (405)  422   Airport Capital Investment  I (402)  424   Municipal Golf Course System CIP  I (404)  425   Water CIP B I (405)  426   Wastewater CIP B I (405)  427   Surface Water CIP B I (405)  461   Waterworks Bond Reserve B I (405)  471   Waterworks Rate Stabilization  B I (405)  481   Future W/S Bond Proceeds B I (405)  INTERNAL SERVICE FUNDS:    501   Equipment Rental  E  502   Insurance    E  503   Information Technology  I (501)  504   Facilities   I (501)  505   Communications  I (501)  512   Healthcare Insurance  I (502)  522   Leoff1 Retirees  Healthcare  I (502)  FIDUCIARY FUNDS:    611   Firemen's Pension  E  650   Special Deposits  E  ACCOUNTING FUNDS:    631   Claims Clearing  Ia  632   Payroll Clearing  Ia  901   Bank Surplus Balance  Ia  Executive Summary - Financial Management Policies 1 - 75   City Funds and Fund Structure (continued)  910   General Fixed Assets  Ia  950   General Long Term Debt Account Group  Ia  990   SCORE PDA DEBT SERVICE  Ia  991   SCORE OPERATING  Ia  998   SCORE DEBT SERVICE  Ia  999   SCORE Capital  Ia      A. General Government Funds share general revenues.  Therefore, no interest shall be charged for  loans between funds.  B. Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for  management and reporting purposes.  E.  External Fund for Reporting Purposes  I. Internal Fund for Management Purposes  Ia.  Internal Fund for Accounting Purposes      Executive Summary - Financial Management Policies 1 - 76             2 RENTON RESULTS     Renton Results Overview      2‐1    Summary Listing of Offers by City Service Area      2‐5    Safety and Health Request for Results      2‐15    Representative Government Request for Results      2‐23    Livable Community Request for Results      2‐32    Mobility Request for Results      2‐39    Utilities and Environment Request for Results      2‐45    Internal Support Request for Results      2‐54    A GOVERNMENT ACCOUNTABILITY PROGRAM Introduction Renton Results is the City of Renton’s performance management initiative originated in 2007 to clearly illustrate the services provided by the City of Renton, the resources needed to provide these services, and the results of the service efforts to facilitate policy decisions and provide accountability to the community. Services are categorized into six service areas: 1. Safety & Health: services that make Renton a safe and healthy community. 2. Representative Government: services that engage community in policy development and provide access to fair individual representation in community and personal matters. 3. Livable Community: programs and amenities that address community needs making Renton a place where people want to live, work, play, and visit. 4. Mobility: services to plan, construct, and maintain systems such as roadways, sidewalks, trails, paths, and related components, to enable residents, visitors, employees, as well as freight and commercial activities to move in, around, and through the City efficiently and safely. 5. Utilities & Environment: services that protect the environment and empower its citizens to be engaged in sustainability programs. 6. Internal Support: services that enhance the ability of the organization to function efficiently and effectively. Renton Results - Renton Results Overview 2 - 1 2011-2012 Budget Development Framework We took the Renton Results initiative to its next step by inviting community members to help with the 2011-2012 budget priorities. This newly formed Community Budget Advisory (CBA) group is tasked with providing advisory recommendations to the Mayor in the following areas: • Do the core services provided by the City meet the community’s priorities? • As a customer of city services, which of the services we provide do you view as most and least important? • Is the City pursuing the “right” results for the Renton community? In addition, six Service Area Teams made up of 62 mid- management staff regrouped to review and revise the desired results, identify the strategies services to focus on to achieve these results, and refine the key result indicators to help us to measure how well we are achiveing these results. An added task this year is for the teams to review performance measures for each service program proposal to ensure the program level performance measurers are constinte with the desired results for the area. Advisory Team Recommendations Overall the CBA group’s recommendation is very consistent with the internal prioritizations used in prior budget developments. They also identified a number of specific areas, both for short term and longer- term resource conservation considerations: • Reduce administrative and overhead functions and costs wherever possible; • Implement a process improvement program to identify cost saving and efficiency improvement opportunities; • Focus on total cost of compensation in personnel costs; and when applicable, include private sector comparisons in setting compensations. Resources Allocation by Service Area Renton Results program expenses are presented as consolidated costs across departments and funds. Within Renton Results, we have adjusted for transfers and interfund transactions when double counting occurs in traditional “Fund” based budgeting. As a result, the dollar amounts for Renton Results and the traditional budget are not the same. For example, the costs of the City’s internal service funds are shown under “Internal Support” category and are also included in the direct service areas by those that use these internal services. To compensate for this, we are deducting the amount that has been accounted for in direct services at the bottom line level to show the net operating and capital budget only in the Renton Results section. The Budget by Department and by Fund sections, however, would Renton Results - Renton Results Overview 2 - 2 include such transfers and inter-fund transactions. Therefore, a reconciliation is shown to reconcile the Renton Results resources to the total “legal appropriations” in the Budget by Fund section. Also important to note is that we have included city-wide obligations in the internal support service area. For the 2011 programs, these include $4.7 million in general obligation debt service payments, $2.2 million in post retirement medical benefits for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1) and $.44 million of city-wide payroll tax and benefit costs that are not allocated into budgeted positions. Without these costs, the overall 2011 Internal Support costs are 2.61% of the $149.9 million operating budget and 2.05% of the $191.1 million total budget. The following charts describe the percent of City resources dedicated to each of these service areas, the percent of operating City resources (excluding CIP, Transfers and Interfund Transactions) dedicated to each of these service areas, and the adopted staffing levels of each of the service areas. Safety and Health 30% Mobility 12% Livable Community 15% Utilities and Environment 34% Rep Government 3% Internal Support 6% 2011 Total Resources by City Service Area: $191.1 million Safety and Health 38% Mobility 6%Livable Community 9% Utilities and Environment 35% Rep Government 4% Internal Support 8% 2011 Operating Resources by City Service Area: $149.9 million Safety and Health 30% Mobility 13% Livable Community 12% Utilities and Environment 35% Rep Government 4% Internal Support 6% 2012 Total Resources by City Service Area: $186.9 million Safety and Health 37% Mobility 7% Livable Community 9% Utilities and Environment 35% Rep Government 4% Internal Support 8% 2012 Operating Resources by City Service Area: $150.9 million Renton Results - Renton Results Overview 2 - 3 0.00 100.00 200.00 300.00 400.00 Internal Support Representative Government Utilities and Environment Livable Community Mobility Safety and Health 2011, 82.73 2011, 44.02 2011, 99.75 2011, 64.42 2011, 58.65 2011, 334.50 2012, 82.73 2012, 42.90 2012, 99.75 2012, 64.42 2012, 58.65 2012, 333.50 Staffing (FTE's) by City Service Area Per Capita Service Cost The Chart below shows a comparison of the per capita operating cost at the 2011 adopted service level and the 2012 adopted service level. The operating cost at the 2011 adopted level totals $1,738 per person per year vs. $1,724 at the 2012 adopted level, based on 2010’s population count. Without the debt service, retiree medical obligation, and separation benefits, the per capita internal support cost would be at around $45.4 per year for 2011 and $36.5 per year for 2012. $-$100 $200 $300 $400 $500 $600 $700 $800 Internal Support Rep Government Utilities and Environment Livable Community Mobility Safety and Health 2011, $131 2011, $72 2011, $608 2011, $159 2011, $111 2011, $657 2012, $133 2012, $73 2012, $604 2012, $161 2012, $113 2012, $640 Renton Results - Renton Results Overview 2 - 4 The table below summarizes the resource allocations by service area. City Service Area Summary 2011 Adopted 2012 Adopted City Service Areas (CSA)FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Operating Safety and Health 334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123 Representative Government 44.02 6,211,543 3,059,732 42.90 6,395,854 3,097,240 Livable Community 64.42 13,679,103 3,515,368 64.42 14,128,391 3,552,662 Mobility 58.65 9,642,867 840,777 58.65 9,933,154 772,522 Utility and Environment 99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452 Internal Support 82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144) Total Operating FTE & $684.07 149,939,985 69,611,249 681.94 150,889,565 72,037,855 CIP Livable Community - 14,714,000 13,210,000 - 8,959,000 8,467,000 Mobility - 14,451,023 13,461,023 - 14,715,603 14,285,934 Utility and Environment - 11,940,000 11,940,000 - 11,980,000 11,950,000 Internal Support - 30,000 - - 307,000 247,000 Total CIP $- 41,135,023 38,611,023 - 35,961,603 34,949,934 Total Operating and CIP FTE & $684.07 191,075,008 108,222,272 681.94 186,851,168 106,987,789 Other Transfers and Interfund Transactions - 33,788,228 32,449,689 - 33,080,832 33,486,178 Non-Program specific Taxes/ Revenue Transfer - - 78,906,667 - - 80,685,949 Total Other $- 33,788,228 111,356,356 - 33,080,832 114,172,127 The following tables provide a list of service offers and their associated resources for each of the six service areas. Renton Results - Summary Listing of Offers by City Service Area 2 - 5 Safety and Health Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Safety and Health 100002.0010 Probation 1.00 93,495 120,000 1.00 97,677 120,000 100004.0004 Business Licensing and Passports 1.10 88,199 75,000 1.10 93,399 75,000 100006.0002 City Attorney Prosecution 6.00 563,545 - 6.00 611,003 - 100007.0003 Code Enforcement program 4.00 417,395 - 4.00 435,881 - 100007.0004 Building Permits & Inspection Program 12.50 1,332,898 2,488,266 12.50 1,399,428 2,561,642 100008.0036 Police Administration 5.00 2,960,513 - 5.00 2,995,398 - 100008.0037 Harbor Patrol / Mercer Island PD Contract - 39,060 - - 39,060 - 100008.0038 Valley Communications - 1,619,466 - - 1,619,466 - 100008.0039 Investigations 21.00 2,611,575 - 21.00 2,675,063 - 100008.0045 Special Operations 18.00 2,571,521 180,693 18.00 2,648,685 180,693 100008.0049 Administrative Services 7.00 1,176,447 - 7.00 1,191,153 - 100008.0050 Patrol Services 12.00 2,233,713 785,465 12.00 2,266,932 807,367 100008.0051 Auxiliary Services - Jail - 4,353,320 - - 4,502,305 - 100008.0052 Electronic Home Detention Program 2.00 324,509 116,000 2.00 330,372 116,000 100008.0054 Staff Services 14.40 1,272,448 - 14.40 1,339,330 - 100008.0056 Patrol Operations 66.00 8,406,579 - 66.00 8,549,689 - 100008.0058 COPS Hiring Recovery Program 6.00 620,117 548,000 6.00 645,167 270,000 100009.0012 Administrative Services for F&ES 8.50 2,880,935 - 8.50 2,940,264 - 100009.0013 EMS and Fire/Rescue Svcs for COR 78.00 9,650,275 963,421 78.00 10,298,468 1,020,476 100009.0014 Emergency Management for the COR 2.00 295,702 35,000 2.00 310,836 35,000 100009.0015 Community Risk Reduction 8.00 935,648 310,255 8.00 979,965 313,305 100009.0016 EMS and Fire/Rescue Svs for KCFD #25 18.50 2,514,158 1,313,339 18.50 2,598,528 1,353,114 100009.0017 EMS and Fire/Rescue Svs for KCFD #40 28.00 3,992,858 4,344,200 28.00 4,115,463 4,374,526 100009.0018 F&ES Health & Wellness Fund - 25,000 25,000 - 25,000 25,000 100009.0021 Safety & Support Services 9.00 1,751,339 - 9.00 1,786,620 - 100020.0010 Serving vulnerable/low income 3.41 928,071 30,000 3.41 953,786 30,000 100020.0011 CDBG 1.59 281,768 304,000 1.59 299,825 304,000 150002.0003 Add 0.5 FTE Probation Officer 0.50 53,286 40,000 0.50 57,269 40,000 150008.0002 SCORE Jail Startup Costs - 2,462,229 - - - - 150009.0001 Fire Hydrant Charge - 150,000 150,000 - 150,000 150,000 150020.0001 CDBG Facilities Technician Position 1.00 22,232 - (0.00) 4,175 - 150020.0002 Human Svcs Consolidated Plan - 24,000 - - - - Total Safety and Health $334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123 Renton Results - Summary Listing of Offers by City Service Area 2 - 6 Representative Government Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Representative Government 200001.0006 Legislative Operations 8.00 277,834 - 8.00 286,842 - 200002.0009 Court Administration 2.00 622,637 - 2.00 640,339 - 200002.0010 Infraction Processing 5.00 477,587 2,074,443 5.00 496,199 2,096,346 200002.0011 Criminal Case Processing 8.00 823,948 285,750 8.00 858,831 285,750 200003.0012 Executive Operations 4.50 1,035,538 - 4.50 1,063,628 - 200003.0013 Cable Communication Fund - 85,674 85,000 - 85,674 85,000 200003.0014 Court Public Defenders - 369,224 - - 369,224 - 200003.0015 Grant Writing - 50,000 50,000 - 50,000 50,000 200003.0017*Citywide Communications 5.00 565,483 561,539 5.00 591,608 577,144 200006.0002 City Attorney Civil 3.75 515,577 - 3.75 546,497 - 200007.0002 Intergovernmental Relations 0.25 153,674 - 0.25 155,661 - 200011.0004 Hearing Examiner 1.12 171,929 - (0.00) 71,025 - 200012.0009 City Clerk 4.50 790,484 - 4.50 835,811 - 200020.0004 Community Engagement 1.90 237,955 3,000 1.90 247,515 3,000 250002.0001 Court Audio Recording System Replacement - 18,000 - - 27,000 - 250002.0002 Court Video Arraignment - 16,000 - - - - 250012.0001 Increased Elections Costs - - - - 70,000 - Total Representative Government $44.02 6,211,543 3,059,732 42.90 6,395,854 3,097,240 Note: * Services provided through internal business units (Internal Service Fund). Renton Results - Summary Listing of Offers by City Service Area 2 - 7 Livable Community Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Livable Community 300007.0014 Long Range Planning 4.33 520,489 - 4.33 549,217 - 300007.0015 Current Planning 6.33 658,694 89,095 6.33 696,000 98,896 300007.0016 Hotel Motel Fund - 245,000 245,000 - 265,000 265,000 300007.0017 Arts & Culture 0.50 54,007 - 0.50 56,928 - 300007.0018 Farmers Market - 47,875 52,500 - 49,150 60,500 300007.0020 Economic Development 3.25 432,219 - 3.25 453,098 - 300007.0021 1% for the Arts - 50,000 15,000 - 50,000 15,000 300007.0023 CED Administration 2.00 928,729 - 2.00 958,050 - 300020.0030 Museum 1.00 208,407 - 1.00 215,502 - 300020.0031 Parks and Trails Program 22.80 3,859,876 78,454 22.80 4,007,291 78,454 300020.0032 Com Relations and Events 0.65 204,840 90,000 0.65 208,674 90,000 300020.0033 Aquatics 1.00 731,701 688,000 1.00 737,571 688,000 300020.0034 Carco Theater 1.25 215,946 60,000 1.25 221,368 60,000 300020.0035 Recreation Services 6.25 2,256,721 666,886 6.25 2,317,465 699,263 300020.0036 Renton Community Center 6.30 1,363,202 660,500 6.30 1,391,241 655,500 300020.0037 Senior Activity Center 3.25 559,030 125,000 3.25 576,121 125,000 300020.0038 Leased Facilities 1.50 614,457 744,933 1.50 622,232 717,049 300020.0046 Administration/Com Svcs 2.00 412,476 - 2.00 426,747 - 300020.0060 Neighborhood Program 1.50 243,918 - 1.50 252,595 - 350020.0001 Library Facility Maintenance - 30,000 - - 30,000 - 350020.0002 Reinstate Sec II Position / Community Svcs 0.50 41,515 - 0.50 44,141 - Total Operating $64.42 13,679,103 3,515,368 64.42 14,128,391 3,552,662 Livable Community CIP 300007.0024 Sunset SubArea Plan - 584,000 - - - - 300020.0039 Henry Moses Aquatic Center - 120,000 - - 120,000 30,000 300020.0040 Grant Matching Program - 100,000 - - 150,000 - 300020.0042 Tree Maintenance - 150,000 - - 150,000 - 300020.0043 Capital Project Coordinator - 70,000 - - 72,000 - 300020.0044 Pathway, Side, Patio & Boardwalk - 100,000 - - - - 300020.0045 Golf Course MM - 100,000 100,000 - 100,000 100,000 300020.0047 Disaster Repairs - 200,000 - - - - 300020.0049 KC Proposition 2 Cap Exp Levy Fund - 160,000 160,000 - 160,000 160,000 300020.0050 Parks General Major Maintenance - 490,000 400,000 - 250,000 250,000 300020.0052 Ball Field Renovation Program - 60,000 - - - - 300020.0053 Sports Court Repairs - 20,000 - - 20,000 - 300020.0054 200 Mill Bldg Restroom / ADA Improvements - - - - 127,000 127,000 300020.0055 Accessible Playground - 750,000 750,000 - - - 300020.0056 New Libraries Development - 11,800,000 11,800,000 - 7,800,000 7,800,000 300020.0057 Highlands Library Natural Area - 10,000 - - 10,000 - Total CIP $- 14,714,000 13,210,000 - 8,959,000 8,467,000 Total Livable Community $64.42 28,393,103 16,725,368 64.42 23,087,391 12,019,662 Renton Results - Summary Listing of Offers by City Service Area 2 - 8 Mobility Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Mobility 400015.0002 Public Works Administration 3.00 454,179 - 3.00 473,685 - 400016.0060 Transit Coordination/Commute Trip Reduction 0.70 120,630 - 0.70 125,136 - 400016.0061 Sidewalk Program 0.05 6,701 - 0.05 6,935 - 400016.0062 Building the Mobility Network 7.41 952,263 - 7.41 1,000,292 - 400016.0063 Bridges and Guardrails 0.33 36,346 - 0.33 38,427 - 400016.0065 Trans Operations Maintenance Section 10.90 2,203,570 - 10.90 2,262,888 - 400016.0066 Trans Operations Engineering Section 3.20 367,675 - 3.20 386,762 - 400016.0067 Airport Operations 5.01 969,956 479,775 5.01 998,625 398,793 400016.0104 Transportation Systems Admin 2.50 680,112 - 2.50 703,377 - 400019.0003 Street Maintenance 18.10 2,728,450 204,563 18.10 2,764,082 209,885 400019.0004 Public Works Maintenance Administration 6.45 965,852 - 6.45 1,006,309 - 450016.0001 Airport Position Upgrade - 2,680 2,680 - 2,680 2,680 450016.0002 Public Works/Airport New PT Seasonal Staff - 41,209 41,209 - 41,209 41,209 450016.0003 Airport CIP Capital Project Coordinator 1.00 113,245 112,550 1.00 122,748 119,955 Total Operating $58.65 9,642,867 840,777 58.65 9,933,154 772,522 Renton Results - Summary Listing of Offers by City Service Area 2 - 9 Mobility Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Mobility CIP 400016.0068 T CIP Street Overlay - 751,000 751,000 - 786,000 786,000 400016.0069 T Arterial Rehabilitation Program - 342,000 342,000 - 358,000 358,000 400016.0070 T Rainier Ave Impr - Grady Way to S 2 St - 8,164,617 7,644,617 - 7,191,744 7,141,744 400016.0071 T SW 27th St/Strander Blvd Connect - 32,202 32,202 - - - 400016.0072 T NE 3rd/NE 4th Corridor Improvements - 223,000 223,000 - 206,656 206,656 400016.0076 T Walkway Program - 280,000 160,000 - 150,000 150,000 400016.0077 T Sidewalk Rehab & Replacement Prgm - 250,000 - - - - 400016.0078 T Bridge Inspection & Repair Prgm - 150,000 110,000 - 70,000 70,000 400016.0079 T Intersection Safety & Mobility Prgm - 250,000 250,000 - 200,000 200,000 400016.0080 T Transit Prgm - 40,000 40,000 - 37,000 37,000 400016.0081 T Transportation Demand Management Prgm - 65,000 65,000 - 65,000 65,000 400016.0082 T Bicycle route Development Prgm - 100,000 90,000 - 40,000 40,000 400016.0083 T Barrier Free Transition Plan Implement - 50,000 50,000 - 25,000 25,000 400016.0084 T Proj Develop & Redesign Prgm - 150,000 150,000 - 100,000 100,000 400016.0085 T Arterial Circulation Prgm - 160,000 160,000 - 160,000 160,000 400016.0086 T Transportation Concurrency/LOS Prgm - 10,000 10,000 - 30,000 30,000 400016.0087 T Environmental Monitoring Prgm - 20,000 20,000 - 20,000 20,000 400016.0088 T WSDOT Coordination Prgm - 63,000 63,000 - 40,000 40,000 400016.0089 T GIS - Needs Assess & Data Develop - 15,000 15,000 - 15,000 15,000 400016.0090 T 1% for the Arts Prgm - 15,000 15,000 - 15,000 15,000 400016.0092 A Storm Water System Rehabilitation - 300,000 300,000 - 50,000 50,000 400016.0093 A Major Facility Maintenance - 130,000 130,000 - 130,000 130,000 400016.0094 A Maint Dredging/Shoreline Mitg.- 1,440,000 1,440,000 - - - 400016.0096 A Lower Blast Fence (Rwy 34)- 40,000 40,000 - 400,000 400,000 400016.0097 A Taxiway Renumbering/Sign Replace - 380,000 380,000 - 2,079,000 2,100,000 400016.0099 T S. Renton Burnett Park Neighborhood St. Imp - 275,000 275,000 - - - 400016.0100 T Traffic Safety Prgm - 40,000 40,000 - 20,000 20,000 400016.0101 T Preservation of Traffic Op Devices Prgm - 62,000 62,000 - 62,000 62,000 400016.0102 T Intelligent Transportation Systems Prgm - 50,000 50,000 - 50,000 50,000 400016.0103 A Renton Gateway Utilities - 105,204 105,204 - 105,203 105,204 400016.0106 A 608 Hangar Expansion - - - - 1,050,000 1,050,000 400016.0107 A US Customs Facility - 50,000 50,000 - - - 400016.0108 A 622 Hangar - Rehabilitation - - - - 1,100,000 699,330 400016.0109 A Airport Office Renovation - 175,000 175,000 - - - 400016.0110 A 5-02 Building Rehab - 25,000 25,000 - - - 400016.0111 A Mower Replacement - - - - 40,000 40,000 400016.0112 A Airport Sustainability Program - 158,000 158,000 - - - 400016.0113 T Duvall Ave NE - NE 7th St. To Sunset Blvd NE - - - - 100,000 100,000 400016.0114 T Monterey Ave NE - NE 20th St -Wall Replace - 40,000 40,000 - - - 400016.0115 T Roadway Safety And Guardrail Program - 50,000 - - 20,000 20,000 Total CIP $- 14,451,023 13,461,023 - 14,715,603 14,285,934 Total Mobility $58.65 24,093,890 14,301,800 58.65 24,648,757 15,058,456 Note: The first letter in the CIP description title identifies the type of project. A= Airport, T=Transportation Renton Results - Summary Listing of Offers by City Service Area 2 - 10 Utility and Environment Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Utility and Environment 500004.0002 Utility Billing and Cashiering 4.90 574,363 - 4.90 597,871 - 500007.0002 Public Works Permits and Inspections 10.00 1,124,036 63,230 10.00 1,179,493 70,174 500018.0046 Wastewater Engineering and Planning 4.50 1,790,627 4,876,399 4.50 1,824,962 5,833,834 500018.0047 Water Education 0.20 17,793 - 0.20 18,396 - 500018.0048 Water Engineering and Planning 5.80 2,302,916 9,669,123 5.80 2,344,165 11,094,894 500018.0049 Surface Water NPDES Education 0.20 22,347 - 0.20 24,042 - 500018.0050 Surface Water Engineering and Planning 9.80 1,993,852 5,144,453 9.80 2,075,500 5,458,523 500018.0051 Solid Waste Collection 1.25 14,260,357 14,973,466 1.25 14,254,217 14,962,216 500018.0052 Solid Waste Education 0.75 112,841 37,784 0.75 116,536 37,784 500018.0053 Utility Systems Administration 3.00 727,250 - 3.00 749,649 - 500018.0054 Waterworks Revenue Bond Debt - 3,648,432 - - 3,651,829 - 500018.0055 Public Works Trust Fund Loan Debt - 960,970 - - 952,380 - 500018.0056 King County Metro Fund - 13,156,760 13,156,760 - 13,209,387 13,209,387 500019.0006 Wastewater Maintenance 6.95 1,347,239 19,740 6.95 1,293,282 19,740 500019.0007 Solid Waste Litter Control 1.00 276,030 4,692 1.00 287,914 4,692 500019.0008 Surface Water Maintenance 11.20 1,784,566 10,700 11.20 1,767,016 10,700 500019.0009 Water Maintenance 25.30 4,993,608 10,078 25.30 5,136,407 10,078 500020.0005 Golf Course 9.50 2,057,154 2,483,545 9.50 2,106,781 2,483,545 500020.0006 Parks Planning, Urban Forestry and Na Res 3.40 610,145 - 3.40 633,299 - 500020.0007 Golf Course Debt Service - 447,584 - - 435,423 - 550007.0001 Rainier Ave Project Inspections 2.00 207,766 205,891 2.00 225,113 219,397 550018.0001 Surface Water King County Assessment Fees - 7,000 - - 7,000 - 550018.0003 Water Position Conversion - 1,488 1,488 - 1,488 1,488 550020.0001 Contract Landscape Maintenance New Sites - 5,000 - - 5,000 - Total Operating $99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452 Renton Results - Summary Listing of Offers by City Service Area 2 - 11 Utility and Environment Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Utility and Environment CIP 500018.0058 W New Reservoirs & Pump Stations - 80,000 80,000 - 400,000 400,000 500018.0059 W Sply Dvlp & Wtr qlty Impr - 100,000 100,000 - 50,000 50,000 500018.0060 W Water Main Replc - 1,700,000 1,700,000 - 1,700,000 1,700,000 500018.0061 W Automatic Meter Reading Conversion - 1,500,000 1,500,000 - 1,000,000 1,000,000 500018.0062 W Wtr Utly MM - 320,000 320,000 - 230,000 230,000 500018.0063 W Regulatory Compliance - 400,000 400,000 - 220,000 220,000 500018.0064 WW Summerwind/Stonegate LS Replacement - 1,600,000 1,600,000 - - - 500018.0065 WW Miscellaneous/Emergency Projects - 100,000 100,000 - 100,000 100,000 500018.0066 WW Earlington Sewer Replacement - - - - 750,000 750,000 500018.0068 WW East Renton Lift Station Elimination - 140,000 140,000 - 600,000 600,000 500018.0069 WW Lake Washington Beach LS Elim/Rehab - 450,000 450,000 - - - 500018.0070 SW Springbrook Crk Wetland & Habitat Mit - 100,000 100,000 - 150,000 150,000 500018.0071 SW Green River Ecosystem Restoration - 200,000 200,000 - - - 500018.0072 SW Small Drainage Projects Program - 200,000 200,000 - 250,000 250,000 500018.0073 SW Miscellaneous/Emergency Storm Projects - 50,000 50,000 - 50,000 50,000 500018.0074 SW Lower Cedar River Sediment Mgmt Proj - 450,000 450,000 - 600,000 600,000 500018.0075 SW Talbot Hill Ar Mosquito Abatement Prgm - 50,000 50,000 - 50,000 50,000 500018.0076 SW Stream Flow & Wtr Qlty Monitoring Prgm - 10,000 10,000 - 10,000 10,000 500018.0077 SW Surface Water Utility GIS - 100,000 100,000 - 100,000 100,000 500018.0078 SW Storm Sys Field Mapping Proj (NPDES)- 100,000 100,000 - - - 500018.0079 SW Surface Water Utility System Plan - 50,000 50,000 - - - 500018.0080 SW Renton Storm Water Design Manual - 10,000 10,000 - - - 500018.0082 SW Madsen Crk Sedimentation Mntc - 50,000 50,000 - 50,000 50,000 500018.0083 SW Hardie Ave. SW Underpass Storm Sys Improve - 500,000 500,000 - 1,000,000 1,000,000 500018.0084 WW Sanitary Sewer Hydraulic Model - - - - 100,000 100,000 500018.0085 WW Telementry Upgrade - - - - 150,000 150,000 500018.0086 WW WSDOT I-405 Relocations - 20,000 20,000 - - - 500018.0087 WW Westview Lift Station Rehabilitation - 100,000 100,000 - - - 500018.0088 WW Lind Avenue Lift Station Replacement - - - - 250,000 250,000 500018.0089 WW Airport Lift Station Rehabilitation - - - - 200,000 200,000 500018.0090 WW President Park Sewer Replacement - 1,130,000 1,130,000 - 1,100,000 1,100,000 500018.0091 WW Cascade Interceptor Restoration - 175,000 175,000 - - - 500018.0092 WW Wastewater Operation Master Plan - 75,000 75,000 - - - 500018.0093 W Groundwater Under Influence CT Piping - 200,000 200,000 - 1,200,000 1,200,000 500018.0094 W Rainier Avenue South Utility Improvements - 200,000 200,000 - 400,000 400,000 500018.0095 SW NE 5th St & Edmonds Ave Storm Sys Improve - 200,000 200,000 - 1,040,000 1,040,000 500018.0096 SW Maplewood Creek Basin Storm Improvement - - - - 200,000 200,000 500018.0097 SW Lake Ave S/Rainier Ave Storm System - 680,000 680,000 - - - 500018.0099 SW Elliott Spawning Channel Repair - 800,000 800,000 - - - 500018.0100 SW Maplewood Creek Sedimentation Facility - 100,000 100,000 - - - 500020.0008 Irrigation Automation and Conserv - - - - 30,000 - Total CIP $- 11,940,000 11,940,000 - 11,980,000 11,950,000 Total Utility and Environment $99.75 64,370,123 62,597,349 99.75 64,877,150 65,366,452 Note: The first letter in the CIP description title identifies the type of project. W=Water, WW=Wastewater, SW=Surface Water Renton Results - Summary Listing of Offers by City Service Area 2 - 12 Internal Support Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Internal Support 600003.0006*Communication - Print and Mail Services 1.50 392,263 392,402 1.50 399,408 397,163 600004.0023 Asset, Debt, and Treasury Management 0.90 175,283 - 0.90 181,247 - 600004.0024 Payroll 2.00 172,524 - 2.00 179,201 - 600004.0025 Budgeting and Financial Planning 3.30 318,908 - 3.30 334,754 - 600004.0026 Accounting and Auditing 1.30 214,377 - 1.30 221,728 - 600004.0027 Finance Operations 5.00 439,550 - 5.00 466,207 - 600004.0028 Finance Administration 1.50 435,569 - 1.50 454,378 - 600004.0032 General Government Debt - 4,715,035 270,923 - 5,731,373 281,054 600004.0033*IT Administration 2.50 309,306 306,946 2.50 323,447 314,392 600004.0034*Applications and Database Services 4.00 1,020,328 1,021,364 4.00 1,043,501 1,036,006 600004.0035*IT Capital 3.00 1,440,756 1,007,893 3.00 1,250,168 1,045,090 600004.0036*Service Desk Support 2.00 526,047 519,236 2.00 538,896 527,388 600004.0037*System Services 4.00 598,246 569,077 4.00 620,745 584,092 600004.0038*Telecommunications 1.00 423,744 406,779 1.00 429,401 409,371 600004.0040*Enterprise GIS 2.00 195,034 193,369 2.00 203,069 196,834 600005.0018 Other City Svc - Employee Separation Pay - 436,152 - - 436,152 - 600005.0019 LEOFF 1 Medical Obligation - 2,205,684 - - 2,205,684 - 600005.0020 Association Dues and Contracted Services - 329,110 - - 329,412 - 600006.0003 City Attorney Administration 2.00 521,409 - 2.00 538,342 - 600007.0003 Technical and Property Services 2.33 280,263 - 2.33 297,255 - 600014.0021 HR/RM Administration 5.00 946,308 - 5.00 953,573 - 600014.0023*Risk Management 2.25 3,020,837 3,128,883 2.25 2,932,359 3,137,593 600014.0024*Benefits 1.75 13,106,401 13,386,641 1.75 14,259,292 14,152,424 600016.0002 Trans Operations Internal Support Services 1.90 230,588 - 1.90 241,061 - 600019.0005*Fleet Services Operation & Maintenance 9.00 2,023,267 2,042,770 9.00 2,065,156 2,070,381 600019.0006*Fleet Services Capital Recovery - 1,172,000 1,118,631 - 470,000 959,512 600020.0018*Custodial Services 15.00 1,240,836 1,244,572 15.00 1,303,780 1,275,444 600020.0019*Facilities Technical Maintenance 9.50 2,398,749 2,382,424 9.50 2,426,180 2,400,071 600020.0020*Operational Facilities MM - 137,000 137,000 - 137,000 137,000 600020.0021*Public Facilities MM - 361,000 361,000 - 361,000 361,000 600020.0022*Public Works Shops Upgrades - 118,000 - - 28,000 - 600020.0023*Community Services Mtn Shops Rehab - 200,000 - - - - 650005.0001*Medical/Dent Premium Adjustment - - - - 25,000 (50,000) 650005.0002*Federal Healthcare Reform - - - - - - 650020.0001*CITY HALL HVAC CONTRACT - 87,000 87,000 - 87,000 87,000 650020.0002*Energy Rate Increase - 31,677 31,677 - 64,474 64,472 *Internal Service Fund/Interfund Transactions only (28,899,203) (28,899,203) (29,963,431) (29,963,431) Total Net Operating $82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144) Note: * Services provided through internal business units (Internal Service Funds). Both revenues and expenditures are deducted to show the net impact on City’s resources. Internal Support CIP 600020.0014 Leased Facilities - - - - 127,000 127,000 600020.0015 City Wide Security System Upgrades - 30,000 - - 60,000 - 600020.0017 Public Restrooms Renovations - - - - 120,000 120,000 Total CIP $- 30,000 - - 307,000 247,000 Total Internal Support $82.73 11,354,048 (290,616) 82.73 11,881,810 (330,144) Renton Results - Summary Listing of Offers by City Service Area 2 - 13 Other Service Offers – Transfers, Interfund Transactions, and Reconciliation 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Transfers and Interfund Transactions 700005.0003 Fire Pension - 565,475 300,000 - 550,475 300,000 700005.0004 Indirect Cost Transfer Multi Depts - - 2,180,486 - - 2,242,747 750020.0001 Library Transfer to Fund 316 - 2,000,000 200,000 - 1,000,000 200,000 700009.0003 Fire Impact Mitigation Fund - 529,056 - - 536,926 - 700014.0008 Transfer from 502 to 317 - 275,000 - - - - 700016.0003 Arterial Street Fund - 620,000 620,000 - 630,000 630,000 700016.0004 Transportation Impact Mitigation Fund - 499,494 250,000 - 400,000 150,000 700020.0005 Community Development Impact Mitigation Fun - 400,000 - - - - *Internal Service Fund/Interfund Transactions only 28,899,203 28,899,203 29,963,431 29,963,431 Total Interfund Transactions $- 33,788,228 32,449,689 - 33,080,832 33,486,178 Citywide Revenue Estimate 900005.0003 General Governmental Fund Revenues - - 78,644,566 - - 80,423,465 900005.0004 Non-GG Fund Revenues - - 262,101 - - 262,484 Total CW Revenue Estimate $- - 78,906,667 - - 80,685,949 TOTAL FTE & $$684.07 224,863,236 219,578,628 681.94 219,932,000 221,159,916 Reconcilation to Budget by Fund and Department Total Operations (excluding debt)684.07 140,167,964 69,340,326 681.94 140,118,560 71,756,801 Total CIP - 41,135,023 38,611,023 - 35,961,603 34,949,934 Total Debt - 9,772,021 270,923 - 10,771,005 281,054 Total Interfund $ (below the line)- 33,788,228 32,449,689 - 33,080,832 33,486,178 Total Citywide Revenue Estimate - - 78,906,667 - - 80,685,949 TOTAL FTE & $$684.07 224,863,236 219,578,628 681.94 219,932,000 221,159,916 Renton Results - Summary Listing of Offers by City Service Area 2 - 14 City of Renton 2011-2012 Request for Results Safe and Healthy Community Desired Results I want Renton to be a safe and healthy community. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Ensure that public and private infrastructure is developed and maintained to local laws. (code) • Timely response to complaints. • Inspection Results. a 1, a2, a3, b2, d1 2. Increasing feeling of community and individual safety. • Preparedness plan that identifies risks to the community. • % of Citizens surveyed that feel safe. a 1, a2, a3 3. Timely responsiveness and “Projection of effort”. • Ability to meet standard response times. a 1, a2, a3, d3 4. Well maintained public spaces. • Park access. • % of Citizens surveyed that feel public spaces are well maintained. a 1, a2 Renton Results - Safety and Health Request for Results 2 - 15 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe and healthy place to live, work, learn, play, and visit include: • Perception of a crime free community and sense of security and protection. • Well prepared for emergency/disaster. • Timely, effective responses to requests for services. • Services that support physical, mental, environmental, and financial health. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking offers that encourage the community to be self sufficient as well as programs that promote prevention and education. I want Renton to be a safe & healthy community Perception of a crime free community and sense of security and protection Well prepared for emergency/disaster Timely, Effective response to request for service Services that support physical, mental, environmental and financial health Renton Results - Safety and Health Request for Results 2 - 16 • Organize and support of community based prevention, self sufficiency, and recovery assistance programs. • Neighborhood based programs that promote communication/connection, safety, and clean and attractive neighborhoods. • Education and outreach programs that help the community better prepare for physical, environmental, financial threats, and events. Purchasing Strategy 2. We are seeking offers that provide timely, responsive help when the community at large, cannot help themselves. • Response to calls. • Response to major incidents/disasters. • Plan and train for orderly and safe evacuations. • Provide for emergency human service needs and or provide for the basic needs. Purchasing Strategy 3. We are seeking offers that aid in recovery and restoration for individuals and businesses after disaster strikes. • Provide temporary shelters. • Programs that would help individual and businesses be more self sufficient during and after disasters. • Programs that would expedite the reconstruction, restoration, and recovery processes. • Programs that would help businesses and individuals return to productive, contributing members of the community. • Connect residents with needed services. Purchasing Strategy 4. We are seeking offers that encourage residents and businesses to comply with local, state, and federal laws such as: • Code enforcement • Prosecution • Probation Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage resources. 7. Innovative and creative results with an emphasis on cost effectiveness are encouraged. Renton Results - Safety and Health Request for Results 2 - 17 2011-2012 Program Offer Feedback Form Safety and Health Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100002.0010 Probation 1) Monitor probationers regarding their opinions of the probation process for them. Is it a good use of their time, does it help them stay in compliance, were they referred to proper treatment, etc. Strive for 70% positive responses. 2) Through utility billing, survey public regarding knowledge of and expectations for probation and other criminal justice functions. Study responses and adopt usable suggestions and if necessary increase public knowledge of probation purpose and activities. 3) Survey various treatment agencies regarding differences in patient/client behavior in those on probation in Renton vs. other cities and patients and clients not on probation. After a comparative baseline is established in 2011, set goals to improve "success." 4 N, Y #'s 1, 2 and 3 need to be measurable 100004.0004 Business Licensing and Passports 1) Improve compliance through development of audit procedures. 2) Identify process improvements to improve the timing of new license issuance. 3) Contact businesses prior to expiration date to minimize expired licenses. 4 Y, Y #'s 1 & 2 ? How would you collect measure 3? #4, good 100006.0002 City Attorney Prosecution 1) Prepare complete and adequate discovery in all cases. Current Year: 99% ; Proposed Year: 99%. 2) Be prepared for hearings and trials in all cases, when possible. Current Year: 95% Proposed Year: 95%. 3) Increase the scope and extent of electronic exchanges of information, including full discovery with defense attorneys. Current Year: N/A Proposed Year: 50%. 4 Y, Y How would you measure 1, 2 and 3? 100007.0003 Code Enforcement Program 1) Average time to achieve compliance: 3 weeks. 2) Site remains in compliance after enforcement action. 95% of prior violation sites. 3) Compliance achieved through voluntary action 70% of cases or more. 1,4 Y, Y #1 , good. How would you measure 1 & 2? Why is the % so low on 3? 100007.0004 Building Permits and Inspection Program 1) Permit review times for single family applications: 2 weeks or less. 2) Permit review times for commercial applications 4 weeks or less. 3) Response time for inspection requests: 95% within 24 hours. 1,4 Y, Y Need a % on #1. How would you measure 2 & 3? 100008.0036 Police Administration 1) UCR Class I crime rate per thousand population. 2) Fiscally responsible as measured by budget expenditures. 3) Department-wide service delivery. 4 Y, Y #1, how would you measure and what is the comparable? #2, what is being measured? #3, what is this and how is it measurable? 100008.0037 Harbor Patrol/Mercer Island PD Con 1) Calls-for-service. 2) Time spent in Renton. 3) Citations / arrests. 4) Boating stops. 1,2,4 Y, Y #'s 1, 2 & 3 what is the comparison? #4, consider safety stops vs. other contacts. 100008.0038 Valley Com (911 service) 1) Calls-for-service. 2) Time of call vs. time of dispatch for Priority I calls. 3) Customer service. 2,3 Y, Y #1, what is the comparable? #2, consider stating the acceptable range. #3, what is the measurable and how would you capture? Renton Results - Safety and Health Request for Results 2 - 18 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100008.0039 Investigations 1) Cases Assigned. 2) Cases Filed. 3) Cases Cleared Exceptional. 4) Cases Unfounded. 5) Case Clearance Ratio (Filed + Exceptional/Assigned - Unfounded). Evidence: 1) Property submitted. 2) Property disposed. 3) Auction income. Domestic Violence 1) Victims assisted. 2) Successful prosecutions. 1,4 Y, Y Investigations: #'s 1, 2, 3, & 4, what is being measured? #5, should the previous measures stats be included in this measurable? Evidence: #'s 1, 2 & 3 what is being measured? DVA #1, good. #2, what is the comparable? 100008.0045 Special Operations 1) Identify, target, and incarcerate prolific offenders. 2) Recognize and address crime patterns. 3) Provide SWAT Services. 4) Increase solvability rate of UCR Class I crimes to 25%. 4 Y, Y #1, what is being measured? #2 & 3, how and what? #4, clarify measure. 100008.0049 Administrative Services 1) All members receive 30 hours minimum training annually. 2) Increase Block Watch/Business Watch by 10%. 3) All vacancies filled within 60 days of notice. 4) Changes to manuals inserted within 30 days of receipt. 5) Successful completion of annual CJTC train. 1 , #'s 1 thru 9, what is being measured? 100008.0050 Patrol Services 1) Handle 80% of collisions reported during our hours of service so that patrol operations resources are freed up to be reallocated to meet their mission. 2) Manage safety camera violation approval queues so that zero percent of violations are rejected. 4 , #1, consider eliminating the sentence after the word service. #'s 2, 3 & 4 how would you measure? #3, what does this measure mean? 100008.0051 Auxillary Services - Jail 1) Average Daily Booking Renton Jail 7.2 10.8 2) Average Daily Population Renton Jail 51 60 3) Average Monthly/Daily Population King County Jail 1) Track billable inmates at King County Jail. 2) Audit inmate housing bills from other agencies to ensure RPD is billed for the correct number of days. 3) Invoice ILA's for housing and incurred medical expenses. 4) Pay all invoices for Aux Svc and Staff Svc Divisions. 5) Manage Renton City Jail population. , Did not review, as it is now SCORE. 100008.0052 Electronic Home Detention Program 1) The EHD program reduces the cost of housing of inmates, medical expense and food expense. All offenders who are placed on the program are closely supervised by EHD Officers. This program pays for the staffing required to maintain it and generate revenue for the City. 2) Reduce inmate housing costs. 4 N, N #2, how would you measure? #1, how would you collect the data and it really isn't a measurement, it's more of a statement. Renton Results - Safety and Health Request for Results 2 - 19 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100008.0054 Staff Services 1) Annual ACCESS audit errors. 2) After hours call out for City administrators. 3) Enter/verify Renton Municipal Court arrest warrants. 4) Records Management System report entry for crime statistical analysis. 5) 15,000 case report entries. 6) Response to C. 4 Y, Y #'s 1, 3, 5 & 6, what is the measurable? #'s 2 & 4, don't mean anything to the group. 100008.0056 Patrol Operations 1) Calls-for-service. 2) Response times. 3) Arrests. 4) Bookings. 5) Citations issued. 6) Reports. 7) UCR Class I crime rate per thousand population as compared to other South King County cities. 4 N, N #'s 1 thru 7, what is the comparable measurement? 100008.0058 COPS Hiring Recovery Program TBD Y, Y Did not review as there are no measurements. 100009.0012 Administrative Services for Fire and Emergency Services 1) 90% of the annual work plan goals are completed within the calendar year. 2) Percentage of customer concerns that are contacted within one business day. 3) Responses to internal service requests that are filled solely through department resources are made within one business day 90% of the time. 4) Number of public appearance requests that the department is able to meet. 2 Y, Y #1, what is the measurable and how does this help the public understand? #2, is good. #3, How would you measure and does it matter? #4, how would you measure? 100009.0013 EMS and Fire/Rescue Services for C 1) Percentage of CPR incidents with patients transported to a hospital. 2) Provide a response time for the first arriving unit of better than 7 minutes 30 seconds 90% of the time. 3) Provide a response time goal for a first alarm assignment with a minimum of 15 personnel to a working fire incident of better than 12 minutes and 0 seconds 90% of the time. 4) Increase of calls for service from previous year: 2008 - 12,402 2009 - 12840 2010 - 2 Y, Y #1, would help if it was stated better, and maybe compared to witnessed collapses. #'s 2 & 3, are good. #4, is an output. 100009.0014 Emergency Management for the COR 1) Amount of money brought into the City through grant writing and disaster cost recovery efforts. 2) Number of hours spent in emergency planning and outreach for vulnerable populations. 3) Number of volunteers trained in disaster response assignments. 1,3 , #1, what is the measurable and goal of the measurement? #2, what is the measurable? #3, is good. 100009.0015 Community Risk Reduction 1) Number of permits issued. 2) Percentage of inspections performed out of total possible. 3) Percentage of plans reviewed and construction permit issued within 15 days. 4) Number of fires investigated that involve suspicious circumstances, fatality or injury, or property loss exceeding $10,000. 4 Y, Y #1, it is an output, maybe if it was compared in a time frame. #2, what is the measurement? Response time? #3, is good. #4, what is the measurement and why are we collecting it? 100009.0016 EMS and Fire/Rescue Services for KCFD 25 1) Percentage of CPR incidents with patients within Fire District 25 transported to a hospital. 2) Provide a response time goal for the first arriving unit of 7 minutes 30 seconds to an emergency scene of better than 90% of the time. 3) Provide a response time goal for a first alarm assignment with a minimum of 15 personnel to a working fire incident of better than 15 minutes and 0 seconds 90% of the time. 2 Y, Y #1, would help if it was stated better, and maybe compare to witnessed collapses. #'s 2 & 3, are good. #4, is an output. Renton Results - Safety and Health Request for Results 2 - 20 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100009.0017 Fire/Rescue Services for KCFD 40 1) Percentage of CPR incidents with patients within KCFD #40 transported to a hospital. 2) Provide a response time for the first arriving unit to an emergency scene of better than 7 minutes 30 seconds 90% of the time. 3) Provide a response time for a minimum of 15 personnel to a working fire incident of better than 15 minutes and 0 seconds 90% of the time. 2 Y, Y #1, would help if it was stated better, and maybe compare to witnessed collapses. #'s 2 & 3, are good. #4, is an output. 100009.0018 Fire and Emergency Services Health & Wellness Fund NA 1 Y, Y This needs work. No measures. 100009.0021 Safety and Support Services Logistics- 2011 Safety- ensure that 100% of personnel are SCBA fit tested in the calendar year and all SCBA packs are flow tested per NFPA standards. By August 1st, ensure that 100% of personnel have the required primary and secondary sets of PPE. Ensure that 100% of personnel have an annual physical per WAC standards by August 31st. Equipment- 100% of Hose (60,000 feet) and Ladders (870 feet) tested per NFPA standards by certified personnel by October 31st. Facilities- 100% of requests from Station Captains are processed within 30 days from receipt. Apparatus- New aerial ladder purchased/equipped and operational by July 31st. Training- 2011 Emergency Medical Technician (EMT) Training The following assumptions were made using 129 EMT's we have registered with the WA State: " 96 hours of Paramedic Instruction (this includes Infectious Disease class). " 387 hours of CBT written test (based off of a 30 min test, 6 tests each for every EMT). " 774 hours of CBT practical testing (based off of a total time of 1 hour practicals). " 516 hours of Defibrillation testing (using a 1 hour test time). " 387 hours of Annual Recertification Required for EMTs (using a 3 hour CPR class time). In addition, the Safety and Training Division delivers over 7,000 hours of training in the areas of firefighting, rescue, management, supervisory, administrative support. 1,2,3 Y, Y Logistics: #'s 1 thru 6, are good. #7, what is this measuring? Training: #'s 1 thru 5, are good. #6, what is the measurable and why is it being measured? 100020.0010 Serving Vulnerable/Low Income 1) The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on their homes will be at least 80% of the completed surveys. 2) Output: number of health and safety repairs for Housing Repair: 900. 3) Output: number of resource directories distributed: 35,000. 1,2,3 , #1, is good. #'s 2 & 3, can they be restated to be measurable and not an output? Renton Results - Safety and Health Request for Results 2 - 21 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100020.0011 CDBG 1) The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on their homes will be at least 8% of the completed surveys. 2) Output Number of health and safety repairs for Housing Repair: 900. 3) Output 18 Renton families will be helped by the Institute for Family Development. 4) Output 116 families will be helped by the Multi Service Center Emergency Services. 1,2,3 , #1, is good. #'s 2, 3 & 4, can they be restated to be measurable and not an output? 150002.0003 Add 0.5 FTE Probation Officer 1) Hold defendant intake office visits and interviews within two weeks of being given probation by the court. 2) Respond to judicial requests for pre-sentence investigations within one week. 3) Open and file all mail within three days of receipt. 4 , #'s 1, 2 & 3, are good. 150006.0004 New Legal Assistant/Prosecution 1) Keep the prosecution work load up to date. 2) Be able to file, prosecute, and try cases to the extent necessary. 3) Give the City Attorney his administrative assistant back full time. 4 , #1, what is being measured? #2, how would you measure this? #3, is bad. 150008.0002 SCORE NA , Did not review. 150009.0001 Fire Hydrant Charge NA , Did not review. 150020.0001 CDBG Facilities Technician Position 1) Do approximately 50% of the 900 health and safety repairs planned for 20aa, which equates to 450 per year. 2) To increase the number of evening and weekend appointments in 2011 to serve more of the working poor who may not be available during the day. 1,2,3 , #1, what is the measurable? #2, what data is being collected? 150020.0002 Human Services Consolidated Plan Completion of the plan by July 15, 2011. N, N Did not review. 33 Renton Results - Safety and Health Request for Results 2 - 22 City of Renton 2011-2012 Request for Results Representative Government Desired Results I want Renton to be a responsible and responsive government. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Policy and program decisions reflecting community values. • % of community surveyed indicates policy/program decisions reflect community values. • Number of complaints. • Number of concerns. • Number of language presentations. a1, b4, c1 2. Provide opportunities for the public to be engaged in operations, understand, and influence City government. • Items sent out, press releases, attendance at Council, and other meetings, surveys - do they feel they influence decisions, complaints vs. population, correspondence, web analytics, response to notifications, use of referendums and initiatives. a3, d1 3. Advocate community interest in regional, state, and federal forums. • Legislative agenda items accomplished. c1, c2, c3 4. Provide open, accessible, and consistent decision processes. Mission 5. Provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. e1, e3, c3 6. Provide policy and fiscal accountability to stakeholders. • Balance budget, bond rating, meaningful and transparent, survey questions, code of ethics, meet legal mandates, number of lawsuits and claims against the City. a1, a3, b4, e2, c1 7. Leverage partnerships with members of the public, business community, non profits, and faith based organizations, to increase capacity and assist with or offset the cost of providing services. • Report pride and positive image, number of volunteers and volunteer time, amount of money or in-kind services leveraged/donated, and number of partnerships. a3, c1, d1, d2, e2 Renton Results - Representative Government Request for Results 2 - 23 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences • Policy and program decisions reflecting community values. • Opportunities for the public to be engaged in operations, understand, and influence City government. • Community interests in regional, state, and federal forums. • Open, accessible, and consistent decision process. • Clear and effective two-way communication using a variety of methods. • Policy and fiscal accountability to stakeholders. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. I want Renton to be a responsible and responsive governmentReflective Community Engagement Advocacy Transparency Communication Accountability Renton Results - Representative Government Request for Results 2 - 24 Purchasing Strategy 1. We are seeking proposals that provide for policy and program decisions reflecting community values. • Informed decisions reflecting community values. • Realistic capacity, resources, and staffing. • Timely responses to requests. • Educating customers and staff on what the policies/processes are and what to expect? • Fair and open government. • A way to accept ideas and thoughts from our community (intake/out take process defined). Purchasing Strategy 2. We are seeking proposals that provide opportunities for the public to be engaged in operations, understand, and influence City government. • Timely responses to requests. • Create new volunteer opportunities to effectively engage more people in the community. • Proactive, accessible communications using a variety of channels to inform and engage the City’s diverse population . • Provide for support and training of program leaders, volunteers, and commissioners. • Process that is timely and fair and communicated to staff and customers. • Provide open and transparent decision processes. • Provides for the public to participate and influence City government. • Provide for the development of partnerships that will assist with or offset the cost of providing services. Purchasing Strategy 3. We are seeking proposals that advocate community interest in regional, state, and federal forums. • Increase amount of funding from outside sources. • Set strategic internal agendas and policy development. • Track successes, not just participation. Should be measured in results and quality, not in quantity of how many forums we participate in. • Selective participation. • Listen to the community. Purchasing Strategy 4. We are seeking proposals that provide open, accessible, and consistent decision processes. • Transparent and consistent decision processes. • Answers to inquiries are timely and accurate. • Flexible and respectful. • Processes that are fair, timely, and communicated to staff and citizens. Renton Results - Representative Government Request for Results 2 - 25 Purchasing Strategy 5. We are seeking proposals that provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. • Proactive, accessible communications using a variety of channels to inform and engage residents, businesses, key stakeholders, including the City’s diverse population. • Two-way flow of information, both internally and externally, with opportunities for customers to communicate with City officials, departments, and staff. • Answers to inquiries are timely and accurate. • Relevant and timely communication to residents, businesses, and key stakeholders. • Allows for the public to provide information and feedback to City officials and staff. Purchasing Strategy 6. We are seeking proposals that provide policy and fiscal accountability to stakeholders. • Fiscal accountability, provide financial numbers in a way that is understandable and includes what we do, why we do it, and how we are doing it. • Transparency of numbers. • Communicating to customers in a way that they can understand and includes what we do, why we do it, and how we are doing it. • Not hiding our decisions. • Get feedback from the public earlier than the budget public hearing stage. • Ask the customers what do they want. • Making informed policy decisions, not just quick ones. Purchasing Strategy 7. We are seeking proposals that leverage partnerships with members of the public, business community, non profits, and faith based organizations, to increase capacity and assist with or offset the cost of providing services. • Develop public-private entrepreneurial partnerships. • Create goodwill in the community. • Are cost-effective. • Provide for acceptance of gifts, grants, and endowments. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resource. 7. Show innovation and creativity in approach to delivery of results. Renton Results - Representative Government Request for Results 2 - 26 2011-2012 Program Offer Feedback Form Representative Government Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200001.0006 Legislative Operations 1) Residents experience timely response to information requests. 2) Residents experience timely decision making that reflects their concerns. 3) Public trust survey ratings good or excellent - The job Renton government does to welcome citizens’ involvement. (Measured at 42% in 2008. Target 50% in next survey.) - The job Renton government does listening to citizens. (Measured at 29% in 2008. Target 40% in next survey.) 1, 2, 3, 4, 5, 6, 7 See comments The link to purchasing strategies 3 and 7 should be referenced in offer. For the performance measures, please provide more specifics? Data to be collected? How are they measuring? How are you defining timely? Please include info for 2011 and 2012. 200002.0009 Court Administration 1) Administration must monitor court compliance with annual expenditure and revenue budgets. Do not exceed appropriated amount. Meet revenue goals. 2) Track cost per case using National Center for State Courts criteria. Establish baseline in 2010, monitor and seek to improve (lower) cost in 2011, 2012. 3) The Municipal Court Judge must stand for election every four years. The citizens will vote, indicating their satisfaction with his administrative abilities. 4, 6, 7 See comments The offer could make a stronger link to purchasing strategy #6. The performance measures could reflect striving for efficiency and innovation. Performance measure #3 is not a legitimate performance measure. 200002.0010 Infraction Processing 1) Track infractions dismissed due to court oversight such as failure to schedule a timely hearing or misplaced file. Strive to maintain an annual number of no court triggered dismissals. 2) Measure resident's satisfaction with timeliness and completeness of information requested from the court by including a short questionnaire with the court response to the requestor. Plan to keep satisfaction rating above 90%. 3) Request information from participants regarding their ability to get court access and understand the court process as a participant or observer, etc. A rating above 80% favorable is targeted. 1, 4, 6, 7 Yes Performance measure #1 is measurable. Please provide historical numbers for tracking success. Performance measure #2, please clarify “residents” is it residents or customers? 200002.0011 Criminal Case Processing 1) The court will monitor the time from when the defendant's are arraigned on a charge until the charge is adjudicated. Our goal is to maintain the national standard of 90 days. 2) Measure resident's satisfaction with timeliness and completeness of information requested from the court. The court expects to maintain a minimum of 95% for timeliness and completeness. 3) Ongoing Juror Survey's reflect the satisfaction and understanding of the jury experience by non- criminal citizens of Renton. We will continue to survey them and strive for a 90% approval rating. 1, 4, 6, 7 Yes Perhaps a couple more performance measures could be included - one for combining court calendars, and one for commencing court on time? Renton Results - Representative Government Request for Results 2 - 27 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200003.0012 Executive Operations 1. Residents experience timely response to 2. Residents experience timely decision making. Target: at least 30% that reflects their concerns. 3. Those who have received Renton city government services find Renton accessible, responsive, and well-managed. 4. Public trust survey ratings good or excellent (2008). - Value of services for the taxes paid to Renton 45% 45% - The overall direction that Renton is taking 60% 60% - The job Renton government does to welcome 42% 50% Citizen involvement: - The job Renton government does listening to citizens 29% 40% 1, 3, 6, 7 See comments This should also reflect purchasing strategies 2 and 4. Please provide more elaboration. Please update offer so it no longer contains the alternative offer and reflects 2011- 2012 goals. For the performance measures: What are the measurement tools? How do you define timely? 200003.0013 Cable Communication Fund Level of satisfaction with live coverage of City Council meeting and related video. Survey results to demonstrate Renton's residents' awareness and viewership of City's channel 21 and its utilization as a source of information. Number of key campaigns and programs that are communicated via channel 21 and integrated with multi-media platforms. 2, 4, 7 See comments Consider two-way communication using new technologies, hotlines, etc. For performance measures: What are we striving for? What to measure? What would you like to see? How to measure – percentage, usage, target numbers? 200003.0014 Court Public Defenders % of appointed cases reporting they are fairly represented by the contract defense attorney regardless of the outcome of the case. 4 See comments How are we defining, “fairly”? What are the targets and the methods being used to measure? General Comments: Are we renegotiating contract? 200003.0015 Grant Writing and Reporting This service should be, at a minimum, self funded by an increase in grant revenue. 3, 6, 7 No Performance measures could include target dollar amount for grants, percentage of grants applied for and received. General Comments: This could be coordinated with Intergovernmental Relations offer package. Please add information to link to purchasing strategies and collaboration with other departments. Renton Results - Representative Government Request for Results 2 - 28 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200003.0016 Citywide Communications 1.Percentage of City's key programs and initiatives that are communicated to various target audiences via media relations, community relations, website, electronic communications, Channel 21 and City publications: 70% 70% 2.Number of unique visitors and page views to the website: 500k/mo 500k/mo 3.Percentage of the City's media relations efforts that gets coverage in local and regional media: news media 70% 70% 4. Percentage of satisfactorily completed cross departmental requests for professional, creative, concise, and informative pieces designed, Produced and delivered to target audience: 75% 75% 5.Survey results to demonstrate Renton residents’ awareness and use of City's website as a source of information: 60% 65% 6.Survey results to demonstrate Renton's residents’ awareness and readership of City's newsletter and community paper as a source of information: 60% 65% 2, 3, 4, 5, 6, 7 See comments Please provide more specifics on cost savings mentioned in the Program Description “What”. How is the cost savings determined? The two-way communication could be stronger. How is performance measure #4 data collected and how is “creative” defined? No performance measure goal is listed for #6. The CSA Team would recommend working on listening and integrate that into outgoing communications. It is hard to decipher the performance measures. 200006.0002 City Attorney Civil 1. Routine legislation and contract review will be performed within one week of receipt. Current Year: 95% Proposed Year: 95% 2. Attorneys are available within the week to meet with any department or division needing legal assistance. Current Year: 95% Proposed Year: 95% 3. The number of pre-approved contracts, legislation, and code compliance forms and pleadings is expanded appreciably. Current Year: N/A Proposed Year: N/A 4, 5, 6 Y Performance measures #1 and 2 are good. However, #3 is not a performance measure. 200007.0002 Intergovernmental Relations Accomplishment or significant progress made on each of the top priorities in the state legislative agenda. State and federal funding increased 5% . Avoidance of significant devolution of responsibility of service delivery and infrastructure costs as county, state , and federal governments face significant budget deficits. 3, 4, 6, 7 See comments This offer is hard to measure due to the nature of the offer. Would it be viable to use the number of times we go to the table or the percentage of grants applied for vs. receive? General Comments: The numbers at the end of the performance measures are confusing. 200011.0004 Hearing Examiner Percentage of participants in the appeal process surveyed report that their matter was handled fairly regardless of the outcome. Not measured now . Begin measuring in 2010 to set baseline. 2, 4, 5, 6 See comments Please identify what will be the target for the performance measures, also what type of methods will be used? Please update the performance measures and the Business Process so they are current budget cycle. Renton Results - Representative Government Request for Results 2 - 29 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200012.0009 City Clerk Percentage of time the Agenda is published and available four days before the Council meeting. Percentage of time the minutes are published and available within four days after the regular Council meeting. Percentage of customer survey cards received each month that are positive. Percentage of ordinance summaries published the first Friday after Council adoption. Number of paid Notary Services performed. 2, 4, 5, 6, 7 See comments What are the targets for the performance measures? What are the methods – surveys, on-line surveys, and standard users’ survey? 200020.0004 Community Engagement 1. Output Volunteer hours leveraged: Current/ 60,229 Proposed/ 61,000 2. Output number of citizens engaged as volunteers: Current/ 4,119 Proposed/4,500 3. Output leveraged dollars/volunteers: Current/ 1,255,170 Proposed/1,260,000 4. Output of number of business engaged as partners : Current/36 Proposed/30 5. Evaluation of services / or experience: NA 80% satisfaction or better 2, 4, 5, 7 See comments Performance measure #5 needs more information regarding how it will be measured. General Comments: This collaboration could also include engaging businesses by working with CED, Communications, etc. 250002.0001 Sound System Sound System must perform as needed prior to acceptance of work by vendor. 4, 5, 6 No Performance measure is not really measurable or collectible. General Comments: Please make the reason more compelling. Is the system currently able to provide the necessary transcripts to help satisfy disclosure requests? 250002.0002 Video Conferencing 1) In order to take highest advantage of this new system, a baseline of numbers of hearings conducted and time spent per hearing will be established. Subsequently goals to improve efficiency of usage will be set. 5, 6 See comments Performance measure #1 can be separated into three measures: Number of hearings, time spent per hearing, and goals to improve efficiency. General Comments: This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? 250002.0003 Courtroom PCs for Prosecutor/Public 1) Decrease calendar preparation time by 10%. 2) Cut requests for copied material for court hearings by 90%. 4, 5, 6 See comments Unclear as to what will be used as a baseline? Are these being measured now? General Comments: Should this offer be submitted to Internal Support? If this is supporting a grant funded project, it would be helpful to list that in the narrative. This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? 250012.0001 Increased Elections Costs Percentage of active voters participating. Number of Special Elections Held. Number of Active Registered Voters in the City. 2, 4, 6 See comments What is the target for #1, if we have them? Maybe we don’t need a target for this offer and we should list historical voting numbers. What are we striving for active registered voters in the City? General Comments: In the Business Process section, please clarify the reason for the additional costs are due to the population increases associated with the annexations. This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? Renton Results - Representative Government Request for Results 2 - 30 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 250012.0002 Add .5 FTE Records Management Specialist For local agencies, more and more court cases seem to involve public records and public disclosure, as can be read on the MRSC website under Court Decisions. Public records not handled properly can be very costly. If the addition of this half-time position helped prevent even one lawsuit for the City, it would more than pay for itself. 4, 6 N The performance measure listed should be moved under Program Description “Why”. Included in the “Why” could be the new laws regarding public disclosure requests and what we need to do so we are in compliance. Also would be helpful to add a comparison of public disclosure requests from year to year showing the magnitude of requests. Need performance measures. 250012.0003 Add 1 FTE Scanning/Microfilming Specialist To be a responsible and responsive government, cities must maintain their public records according to the rules and schedules set by the State of Washington. Use of City resources to hire an Imaging/Microfilm Records Management Specialist in the City Clerk office that would enable the City to comply with records’ laws, provide more efficient responsiveness to the needs of Council, Mayor, staff and the public, and allow the City Clerk to perform requirements of the office. 4,6 N The performance measure listed should be moved under Program Description “Why”. Included in the “Why” could be the new laws regarding public disclosure requests and that we are no able to refer them to our website, and what we need to do so we are in compliance. Also would be helpful to add a comparison of public disclosure requests from year to year showing the magnitude of requests. Need performance measures. The title should be changed from Scanning to Imaging for clarity. 650003.0003 Reclass Communication Specialist I Reclass Communication Specialist I to II / Annual performance review. Did not review, moved from Internal Support. 650003.0004 Reclass Form/Graphic Tech to Web /E-Communication Reclass Form/Graphic Tech to Web /E- Communication / Annual performance review; web analytics. Did not review, moved from Internal Support. 22 Renton Results - Representative Government Request for Results 2 - 31 City of Renton 2011-2012 Request for Results LIVABLE COMMUNITY Desired Results I want high quality facilities, services, and public resources to make Renton a place where people choose to live, learn, work, play, and visit. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Create a vibrant and diverse local economy. • No single employment sector exceeds 40% of the total number of jobs in the City. • Annual sales tax growth rate exceeds the King County average. A4, B1,E1-E4 2. Support managed growth that balances community needs. • GMA/King County growth targets met. • Meet established benchmarks for timely processing of land use and building permits. • Meet established standards in Parks/Transportation. A2, A3, A5, B1-B4,C2, D2 3. Provide avenues for residents to meet their social, educational, personal, and professional needs and foster community engagement and dialogue. • Attendance at community programs, activities, and events. • Community satisfaction with arts, culture, parks, recreation, and events (surveys). • Funds raised through public-private partnerships. • Volunteer hours. A2, B2, B4,D1-D4, E1 4. Provide opportunities for learning and enrichment. • Participation in learning and enrichment opportunities. • Community satisfaction (as measured by program and City-wide surveys) • Percentage of natural and cultural resources assessed and maintained. A2, D4, E1 5. We are seeking proposals that create clean, safe, healthy, well-maintained, and accessible places. • Community satisfaction (survey). • Maintain compliance with codes, standards, and certifications. • Number of communication pieces accessible to non-English speakers. A2, B2, D3, D4, D1 Renton Results - Livable Community Request for Results 2 - 32 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a place where people want to live, learn, work, play and visit include: • Vibrant and diverse economy. • Managed growth. • Avenues for residents to meet social, educational, personal, and professional needs including community engagement and dialogue. • Arts, culture, and intellectual enrichment opportunities. • Clean, safe, healthy, well-maintained and accessible public places that connect communities. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. I want high quality facilities, services and public resources to make Renton a place where people choose to live, learn, work, play and visit. Vibrant and Diverse Economy Managed Growth Sense of Community Learning and Enrichment Opportunites Clean, safe, healthy, well- maintained and accessible places Renton Results - Livable Community Request for Results 2 - 33 Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy. Specifically proposals for/that: • Foster thriving businesses and help create new family wage job opportunities. • Support entrepreneurial activity and innovation. • Enhance tourism through community marketing. • Provide strategically targeted infrastructure in order to spark new private and intergovernmental investment. • Encourage and help create safe, well-maintained and affordable housing. • Provide opportunities for individual professional development and support partnerships to strengthen workforce development. Purchasing Strategy 2. We are seeking proposals that support managed growth that balances community needs. Specifically proposals for/that: • Foster development of vibrant, sustainable, attractive, mixed-use communities throughout the City. • Provide a balance between housing and high-quality jobs. • Maintain services to current residents while welcoming annexation areas that desire to become part of Renton. • Ensure compliance with all federal, state, and local laws that relate to planning and permitting. • Ensure the natural features and environment of the City are enhanced and maintained. Purchasing Strategy 3. We are seeking proposals that provide avenues for residents to meet their social, educational, personal, and professional needs and that foster community engagement and dialogue. Specifically proposals for/that: • Are inclusive of all ages, abilities and cultures. • Welcome new participants and forge new relationships among residents. • Provide diverse recreational, intellectual, cultural, and artistic activities and programs. • Strengthen and encourage a sense of belonging through volunteerism and neighborhood involvement. • Provide opportunities for social interaction, shared experiences and cultural exchange. Purchasing Strategy 4. We are seeking proposals that provide opportunities for learning and enrichment. Specifically proposals for/that: • Provide diverse intellectual, cultural, artistic, and recreational activities and programs that meet the needs and interests of the public. Renton Results - Livable Community Request for Results 2 - 34 • Promote opportunities for shared experiences, cultural exchange, social interaction, and volunteerism within the community. • Develop and maintain collections of materials and resources that support the intellectual and informational needs of the public. • Incorporate public art into the design and creation of community spaces and maintain it. • Support formal education, life-long learning and personal growth. Purchasing Strategy 5. We are seeking proposals that create clean, safe, healthy, well-maintained, and accessible places. Specifically proposals for/that: • Clean, safe, well-maintained and accessible parks, open spaces, trails, facilities, right-of-ways and other city properties. • Public and private development that are accessible to all, are well-landscaped and easily maintained. • Provide safe, accessible, well-maintained and healthy recreational programming and facilities to engage, challenge, and bring together members of the community to promote personal well- being. • Incorporate sustainability in design of facilities to adapt to change and meet community needs. • Uphold a high standard of design and property maintenance throughout the City. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show innovation and creativity in approach to delivery of results. 8. Ensure communication with internal and external stakeholders. Renton Results - Livable Community Request for Results 2 - 35 2011-2012 Program Offer Feedback Form Livable Community Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 300007.0014 Long Range Planning Insure all planning laws (GMA, SMA, EPA, and Subdivision) are current and meet the City's objectives 100%. Process all requests for annexation within established timelines 75% . Streamline and update code annually 75%. Implement at least two items on Council Business Plan annually (Community Plans...) 75%. 1,2,3,4,5 Utilize timelines for performance measures that are consistent with state laws or can be easily quantified and measured. 300007.0015 Current Planning Complete 80 percent or more of pre-application requests within three weeks. Review 80% of new single-family permit applications within two weeks and 80% of new commercial permit applications within five weeks. Process 80% or more of land use decisions requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application. 1,2,4,5 Define time (example # of weeks) for permit processing. 300007.0016 Hotel/Motel Fund The City convenes stakeholder groups regularly to discuss the outcomes of their marketing and plan future efforts. A brand awareness survey which has been conducted in recent years showed that Renton's "Ahead of the Curve" brand had widespread regional recognition and respondents generally had positive impressions of Renton. 1 Identify target and add to offer. 300007.0017 Arts and Culture Increase grant and intergovernmental revenues for Arts Commission to implement programs. $7,000 3,4 Change language from increase to sustain. 300007.0018 Farmers Market Increase vendor numbers, while striving for variety: (goal: 50) 60 Increase average market attendance: (goal: 10% per year) 3,750 Increase revenues for market vendors: (goal: 5% per year) $18,000 1,3,4 300007.0019 Neighborhood Program Increase households served by recognized neighborhood associations: Approx. 55%. Increase the number of attendees at neighborhood picnics (goal: 3% per year) Approx. 3%. Maintain a balanced ratio of expended grant dollars per capita (goal: 1-to-1) 1 to 1 3,4,5 300007.0020 Economic Development Annual sales tax growth at rate higher than King County: (goal: 2% or more); 2% higher Increase annual property tax revenue associated with new construction : (goal: 5% or more); 0% No single employment sector exceeds 50% of total number of jobs in City. 35% Aerospace 1,2 300007.0021 1% for the Arts Successfully implement a 1% for Art project. 1 project. 3,4 300007.0023 CED Administration All funds end the year at or under budget. 3,4 300020.0030 Museum Number of visitors and people served by outreach: 5200 5200 Percentage of visitors expressing high satisfaction: 80% 85% Timeliness in responding to research and photo orders : 5-10 days 5-7 days 1,3,4 Renton Results - Livable Community Request for Results 2 - 36 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 300020.0031 Parks and Trails Program 1.Overall customer satisfaction rating is good to excellent in cleanliness and appearance: 80 80 2.Customers surveyed feel safe in parks: 8 80 3.Customer satisfaction with park amenities and types: 80 80 1,2,3,4,5 300020.0032 Community Relations and Events 1. Satisfaction levels expressed by participants: Current/NA Proposed 75% satisfaction or better. 2. Number of public/private in-kind or funding partnerships: Current/60 Proposed 60 3. Average cost to produce major events offset by sponsor partner support: Current 65% sponsor/partnership; Proposed 67% sponsored/ partnership. 1,2,3,4 300020.0033 Aquatics 1. The number of pool patrons served: 70,000 80,000 2. Percent of patrons who express an overall “great” or “good” rating with the pool in our annual pass card survey: 98% 98% 3. Amount of aquatic revenues generated: 650,000 $688,000 1,3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0034 Carco Theater 1. Rental and Program Revenues: $60,000 $60,000 2. Yearly attendance: 35,000 35,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0035 Recreation Services 1. Yearly attendance of free drop-in recreation programs: 17,000 17,000 2. Amount of program and rental revenues: $450,000 $450,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0036 Renton Community Center 1. The number of people served through the Community Center: 162,000 162,000 2. The amount of program and rental revenues: $660,500 $660,500 3. The number of registrations taken at the Community Center: 15,000 15,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0037 Senior Center 1. Daily attendance: 300 300 2. The amount of program and rental revenues: $125,000 $125,000 4,5 300020.0038 Leased Facilities N/A No performance measures listed. 300020.0046 Community Services - Admin Update of department wide Strategic Plan on an annual basis and manage national accreditation for Department. Budget Management - efficiency monitoring - Annual. Serve on local, regional, and state boards to support grant and educational opportunities. (Minimum 4) 350020.0001 Library Construction/Debt Service Library Construction/Debt Service/Library. No information provided/non-City service area, construction/debt service only. Renton Results - Livable Community Request for Results 2 - 37 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 350020.0002 Reinstate SEC II Position Provide 90% satisfaction on timely responses to requests. No late fees in processing of invoices Current information on web site 20 Renton Results - Livable Community Request for Results 2 - 38 City of Renton 2011-2012 Request for Results Mobility Desired Results Safe and efficient access to all desired destinations, now and in the future. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Comprehensive mobility network that connects to the public to desired destinations. • Monitoring of project progress and fiscal status. • Customer surveys. • Percentage/Number of households within a quarter mile of a transit stop. • Number of linear feet of trails planned/constructed. • Increase accessibility to Parks. • Logical and well defined truck routes. • A2, a3 • B1, b2, b3, b4 • C2, c3 • D3, d4 • E4 2. Well-maintained condition of the mobility infrastructure. • Pavement condition. • Square feet of ROW landscape maintained. • City-wide bridge sufficiency rating. • Modern signal system. • Square feet sidewalks/trails constructed/re-constructed. • A1, a2, a3, a5 • B1, b2 • D4 • E4 3. Efficient and safe operation of mobility infrastructure. • Incident reports, accident data, speed reports, violations, and customer surveys. • Pedestrian safety. • Boeing aircraft delay. • A2, a3, • D3, D4 Renton Results - Mobility Request for Results 2 - 39 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences • A linked, comprehensive network. • Well maintained. • Efficient and safe utilization. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. : We are seeking proposals that provide for the development of a comprehensive network of regional, community, and neighborhood streets, sidewalks, trails, and airport that connect the public to desired destinations in a coordinated, safe, and accessible manner. (Meets Renton Business Goals 1, 2, 3, 4, and 5) Specifically, proposals should: • Meet basic core needs for business, personal travel, movement of goods, and recreation. • Meet the growth needs of the community. SAFE AND EFFICIENT ACCESS TO ALL DESIRED DESTINATIONS, NOW, AND IN THE FUTURE A linked, comprehensive network Well maintained Efficient and safe utilization Renton Results - Mobility Request for Results 2 - 40 • Integrate the City’s mobility network with that of the region. • Fill gaps in the existing infrastructure. • Maintain high level of quality assurance in providing new facilities. • Support the City’s Business Plan. Purchasing Strategy 2. We are seeking proposals that provide well-maintained mobility infrastructure (streets, sidewalks, trails, transit, and airport). (Meets Renton Business Goals 1, 2, and 4) Specifically, proposals should: • Consider life-cycle costs. • Minimize disruptions to existing system use. • Maintain the infrastructure. • Reduce unsafe conditions. Purchasing Strategy 3. Efficient and safe utilization of a mobility network (streets, sidewalks, trails, transit, and airport). (Meets Renton Business Goals 1 and 4) Specifically, proposals should: • Optimize the utilization of the existing network. • Account for aesthetic s and the environment . • Maximize safety without the use of enforcement. • Utilize enforcement to proactively achieve compliance for safety. • Where applicable, manage demand for the mobility infrastructure through heavier utilization of transit, promotion of non-motorized travel, or other means. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Identify and leverage external resources (grants, local improvement or benefit districts, volunteers, labor, equipment, e.g.). 7. Consider innovative and non-conventional (“out of the box”) approaches to delivery of results. 8. Ensure that any disruptions to the existing network – repairs, special events, new construction – are well coordinated with citizens, businesses, and public safety agencies. Renton Results - Mobility Request for Results 2 - 41 2011-2012 Program Offer Feedback Form Mobility Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 400015.0002 Public Works Administration 1. Completion of department budget: 100% 100% 100% 2. Completion of CIP projects: 80% 80% 80% 3. Compliance with business plan, etc.:. 100% 100% 100% 1, 2, 3 Y, Y 400016.0060 Transit Coordination / Commute Trip Reduction 1. Percentage of Single Occupancy (SOV) commuters citywide: 72.3% 70.1% 67.1% 2. Average Vehicle Miles Traveled (VMT): 14.6 13.8% 12.9 3. Citywide Park and Ride Utilization: 82% 84% 86% 1, 3 Y, Y 400016.0061 Sidewalk Program 1. Number of square feet of sidewalk constructed: 3000 sq. ft. 5000 sq. ft. 5000 sq. ft 2. Number of barriers removed and curb ramps installed: 77 70 70 3. Review and revise priority array: 0% 100% 100% 1, 3 Y, Y Need 3 measures, only 2 stated. -comment addressed 400016.0062 Building the Mobility Network 1. Construct projects within 10% of contract bid: 100% 100% 100% 2. Complete consultant tasks and deliverables on schedule: 100% 100% 100% 3. Advance all projects in the TIP: 95% 100% 100% 4. Establish a GIS position: 0 0 0 1, 2, 3 Y, Y 400016.0063 Bridges and Guardrails 1. Percentage of Bridges inspected on time: 100% 100% 100% 2. Initiate design standards for City of Renton: 0 50% 50% 3. Establish maintenance schedule for all bridges: 0 100% 100% 4. Establish warrants: 0 100% 100% 5. Complete database for existing guardrail installations: 0 100% 100% 6. Complete database for roadside hazards: 0 50% 50% 7. Complete database for hazard reduction projects: 0 0 0 8. Complete prioritized for hazard reduction projects. 0 0 0 2, 3 Y, Y Consider changing measures 3 through 8 as "a percentage of." -comment addressed 400016.0065 Trans Operations Maintenance Section 1. Response time for replacement of damaged devices: 1 hour 1 hour 1 hour 2. Conversion of 55 traffic signals from incandescent lamps to LED type units: 10 signals 25 signals 20 signals a. Signal maintenance savings: $1,150 $2,875 $2,300 1, 2, 3 Y, Y Consider changing measures 3 through 5 as "a percentage of." -comment addressed Renton Results - Mobility Request for Results 2 - 42 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department b. Accident reduction: 30 75 60 c. Energy savings: $4,500 $11,250 $9,000 3. Work order completion: 5,000 5,500 6,000 4. Number of devices repaired/installed: 12,000 13,500 15,000 5. Perform preventative maintenance on traffic signals: 15 15 15 6. Install painted pavement marking: 120 miles 120 miles 120 miles 7. Install new traffic signals by intersection: 1 0 1 8. Install uninterruptible power supply (UPS) systems for critical signalized intersections: 6 6 6 400016.0066 Trans Operations Engineering Section 1. Response time to citizen inquiries: 4 weeks 4 weeks 4 weeks 2. Number of signals optimized: 16 20 24 3. Travel time and speed studies completed: 12 18 24 4. Improve vehicle travel time on City's arterial streets by updating signal timing using SYNCHRO traffic model: 5% 10% 15% 5. Citizen requests investigated with responses: 400 450 500 2, 3 Y, Y 400016.0067 Airport Operations 1. Zero bird strikes and FOD damage. 2. Zero delays annually for Boeing arrivals/departures. 3. One parcel leased out at market rate/year. 1, 3 Y, Y Consider rewording measure 3. -comment addressed 400016.0104 Transportation Systems Admin Transportation system invoices, contracts, and documents are processed in a timely manner: 100% 100% 100% Requests for information are answered in a timely manner: 100% 100% 100% Assurance of compliance with City's Six-Year TIP: 100% 100% 100% 1, 2, 3 Y, Y Consider rewording measures with percentages. -comment addressed 400019.0003 Street Maintenance 1. With no future annexations, maintain an OCI rating of 70 or above: 70 70 70 2. Be able to respond to all emergencies including snow/ice storms within the first hour of receiving the call, limiting the hazards to our citizens, and providing mobility during all weather conditions: Yes Yes Yes 3. Maintain current low level of road damage related insurance claims against the City: 6 6 10 2 Y, Y Consider including sidewalks narrative. Consider changing measure 2 as "a percentage of." Consider deleting comment regarding annexations in measure 1. Renton Results - Mobility Request for Results 2 - 43 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 400019.0004 Public Works Maintenance Administration 1. Request for services are answered personally during core service hours 11 out of 24 hours on weekdays: Yes Yes Yes 2. All data and records are kept up to date for all dispatches, employees, schedules, and payroll entries: Yes Yes 90% 3. All inventory are kept up to date, supplies ordered as scheduled, and vehicles ordered in a timely manner: Yes Yes 90% 2 N, Y Consider changing measures as "a percentage of." -comment addressed 450016.0001 Airport Position Grade Upgrade 1. Maintain equity among transportation supervisor positions: 0% 100% 100% 2. Improve employee retention: 75% 100% 100% 3. No FAA referral complaints: 100% 100% 100% 1, 3 N, N Need different results in measures. Results are the same as base package. -comment addressed 450016.0002 Public Works/Airport New PT Seasonal Staff 1. Assure grass areas are mowed weekly: 75% 100% 100% 2. Inspect runways for foreign object debris twice daily: 50% 100% 100% 3. Perform preventative maintenance tasks: 50% 100% 100% 1, 3 Y, Y Need different results in measures. Results are the same as base package. -comment addressed 450016.0003 Airport CIP CE-II Position 1. Provide weekend staff coverage on-site: 0% 100% 100% 2. Provide project management capability: 0% 100% 100% 3. Update GIS mapping: 0% 100% 100% 1, 3 Y, Y Need different results in measures. Results are the same as base package. -comment addressed 14 Renton Results - Mobility Request for Results 2 - 44 City of Renton 2011-2012 Request for Results Utilities and Environment Desired Results I want to live, learn, work and play in a clean, green, and protected environment with reliable, affordable utility service. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Well-maintained neighborhoods, properties, and environments. • Quality, cleanliness, and appearance of environment:  Customer survey.  Number of complaints. a1, a2, a3, a5 b1, b2, b4 d1, d2, d3, d4 e3, e4 2. Manage solid waste. • Quality, cleanliness, and appearance of environment:  Number of litter complaints. • Increased recycling:  Collections at recycling events.  Amount of recycling/diversion rate. a1, a2, a3 d1, d3 3. Operate and maintain piped utility infrastructure. • Sustainable utility rates: • Renton water/sewer/garbage rate for average residential user compared to other local jurisdictions. • Number/amount of paid claims against Utility Systems infrastructure: • Number of claims submitted and dollar amount of claims. a1, a2, a3, a5 b4 c2 d3 e4 4. Environmental, conservation education, and outreach. • Reduction in peak water use:  Peak day and week water usage.  Irrigation volume. • Program compliance with NPDES permit. • Increase recycling. • Decreasing disposal tonnage. a1, a2, a3, a5 b1, b2, b4 d1, d3 Renton Results - Utilities and Environment Request for Results 2 - 45 5. Compliance with environmental standards and laws. • Code compliance cases completed: • Number of open cases compared to completed/closed cases. • Number of voluntary compliance cases completed. • Use of appropriate protection measures for development: • Number of complaints. • Inspection log. • Review of land use actions. a2, a4, a5 b1, b2 d2, d4 e4 6. Protection of open space/acquisition. • Satisfaction score on open space distribution: • Customer survey. • Acquire open space: • Number/amount of open space acquired. a1, a2, a3, a5 b2, b4 c2 d1, d2, d3, d4 Renton Results - Utilities and Environment Request for Results 2 - 46 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe place to live, work, play and visit include: • Compliance with environmental standards and laws. • Environmental, conservation education, and outreach. • Well-maintained neighborhoods, properties, and environments. • Protection of open space/acquisition. • Operate and maintain piped utility infrastructure. • Manage solid waste. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. A clean, green, and protected environment with reliable, affordable utility service. Compliance with environmental standards and laws Environmental education/outreach Well-maintained properties and environment Protection of open- spaces/acquisition Operate and maintain utility infrastructure Operate solid waste program Renton Results - Utilities and Environment Request for Results 2 - 47 Purchasing Strategy 1. Develop a program to ensure compliance with environmental Standards and laws. Specifically, proposals should provide: • Proper implementation of SEPA process. • Timely response to code enforcement issues. • Implementing appropriate protection measures for erosion control and wetlands and stream buffers. Purchasing Strategy 2. Develop environmental and conservation education programs. Specifically, proposals should: • Promote conservation including incentive programs. • Promote reduce, reuse, and recycle concepts. • Promote environmental stewardship and sustainability. • Meet regulatory and permit requirements. Purchasing Strategy 3. Develop a program that has well-maintained neighborhoods, properties, and environments. • Provides for safe and well-maintained neighborhoods, properties, and environments. • Promotes low impact landscape practices. • Works with business and property owners to ensure compliance with code and maintenance to create safe, healthy, and attractive properties throughout the city. Purchasing Strategy 4. Provide for enhanced open space within the City. • Developing a plan to identify and acquire open space and natural systems. • Preserving and protecting open space and natural systems. • Acquiring new open space and natural systems. Purchasing Strategy 5. Develop a program for the City’s piped utility infrastructure. • Operates and maintains the infrastructure so that it works effectively and reduces maintenance costs. • Provides for planning, design, and construction of infrastructure improvements and upgrades to meet standards, regulations, and growth and system sustainability. • Complies with federal, state, and local regulations. Purchasing Strategy 6. Develop a program to efficiently manage the City’s solid waste. • Administers and enforces the City’s solid waste collection contract. • Increases recycling, waste reduction, and reuse as alternatives to disposal. • Provides assistance to the public to resolve issues regarding solid waste service. Renton Results - Utilities and Environment Request for Results 2 - 48 Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show efficiency, innovation, and creativity in approach. Renton Results - Utilities and Environment Request for Results 2 - 49 2011-2012 Program Offer Feedback Form Utility and Environment Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500004.0002 Utility Billing and Cashiering 1. Respond to phone calls efficiently to reduce hold time and increase customer satisfaction. 2. Respond to email inquiries within one business day. 3. Improve collection procedures to reduce delinquent balances. 2, 3 N, Y Measure 1 and 3 needs to be measurable. 500007.0002 Public Works Permits and Inspections Permit review times for construction permits three weeks or less. Long term maintenance costs: 80% satisfaction. Prompt corrections for erosion control: 80% within 48 hrs. 1, 3, 5 Y, Y Consider rewording measure 2 to include "what" and "who." 500018.0046 Wastewater Engineering and Planning Capital Program Expenditures estimated cash flow: Current Year - 85%, 2011 - 90%, 2012 - 90% Sewer Availabilities are completed with 5 working days: Current Year - 95%, 2011 - 95%, 2012 - 95% FOG/Industrial Waste program reduces number of claims: Current Year - 5%, 2011 - 10%, 2012 - 10% 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0047 Water Education Percentage of average annual water use reduction per customer account: 0.5% 0.5%, 0.5% Percentage of surveyed customers who have reduced outdoor water uses: 30%, 20%, 20% Percent of surveyed customers who have installed water saving devices: 30%, 20%, - 20% 4 Y, Y 500018.0048 Water Engineering and Planning Capital program expenditures estimated cash flow: 70%, 70%, 75% Plan review/water availabilities completed in five days: 90%, 90%, 90% Number of cross-connection control incidents: 0, 0, 0 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0049 Surface Water NPDES Education Number and location of storm drain markers installed: 500 500 500 Number of flyers and brochures distributed: 1,000, 1,000, 1,000 Surveys taken by storm drain marker volunteers, regarding their understanding of the water quality message and behavioral changes they plan as a result of the message: 25, 50 50 4 Y, Y Measures might change as program develops. Renton Results - Utilities and Environment Request for Results 2 - 50 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500018.0050 Surface Water Engineering and Planning 80% of the Capital Investment Program spending plan is achieved: 80%, 80%, 80% Meet all NPDES Permit compliance requirements: 100%, 100%, 100% Maintain the City's FEMA Community Rating System Class 6 rating: 100% 100%, 100% Update Storm System GIS to include 100% of new constructed infrastructure upon receipt of as-built plans: 100% 100% 100% 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0051 Solid Waste Collection Increase residential recycling collection tonnage by 3% each year. Increase residential organics collection tonnage by 3% each year. Decrease solid waste tonnage disposed by 2% each year. 2 Y, Y 500018.0052 Solid Waste Education Increase residential recycling tonnage by 3% each year. Increase commercial recycling tonnage by 2% each year. Residents participating in Natural Yard Care Workshops will pledge to practice two or more strategies presented: 80% 80% 80% 5 Y, Y 500018.0053 Utility Systems Administration Utility Systems invoices, contracts, and documents are processed in a timely manner: Yes, Yes, Yes Staff rates the availability of necessary tools, equipment or materials satisfactory or better: Yes, Yes, Yes Requests for information are answered and processed in a timely manner: Yes, Yes, Yes 2, 3 Y, Y Consider rewording measures as "a percentage of." 500018.0054 Waterworks Revenue Bond Debt N/A Did not review. 500018.0055 Public Works Trust Fund Loan Debt N/A Did not review. 500018.0056 King County Metro Fund N/A Did not review. 500019.0006 Wastewater Maintenance 1. The cost of pipe system and lift station preventative maintenance is within 5% of the previous 3-year average: Yes Yes Yes 2. City risk is minimized by maintaining the number of paid claims at five per year or less: Yes Yes Yes 3. Response to emergencies in 45 minutes or less: Yes Yes Yes. 3, 5 N, N Consider rewording measures 1 and 2 to be more clear. 500019.0007 Solid Waste Litter Control 1. Crew gets through the entire city once every two months: 3 months 3 months 3+months 2. All rights-of-way basically kept clean of litter: 50% of the time 50% of the time 10% of the time 3. Illegal dumpsites are quickly removed: One week One week 2 weeks + 2 Y, Y Renton Results - Utilities and Environment Request for Results 2 - 51 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500019.0008 Surface Water Maintenance 1. The cost of pipe system and lift station preventative maintenance is within 5% of the previous 3-year average: Maintaining Maintaining 10% 2. City risk is minimized by maintaining the number of paid claims at five per year, at 34- inches of rain annually: Yes Yes 6-10 claims 3. Emergency response is 45 minutes or less: Yes Yes Yes 3, 5 N, N Consider rewording measures 1 and 2 to be more clear. 500019.0009 Water Maintenance 1. Water quality to meet or exceed federal and state regulatory requirements: Yes Yes Yes 2. Restore water service within four hours during emergency shut downs 98% of the time: Yes Yes Yes 3. Drop-in meters are installed within five working days from the customer's request 98% of the time: Yes Yes Yes 4. New water service meters were installed within three weeks from the customer's request 98% of the time: Yes Yes Yes 5. Respond to customer requests for service on water leaks within three working days 98% of the time: Yes Yes Yes 3, 5 Y, Y 500020.0005 Golf Course 1. Overall condition of the golf course is rated good to excellent in customer satisfaction survey: 85%--85% 2. Overall value of driving range facility is rated good to excellent in customer satisfaction survey: 100%---100% 3. Level of service in pro shop is rated good to excellent in customer satisfaction survey: 100%--100% 1, 6 Y, Y 500020.0006 Parks Planning, Urban Forestry and Na Res Customer satisfaction surveys rate the quality of ROW landscaping as average or higher: N/A 50% 50% Percentage of tree request work orders completed: N/A 50% 50% Customer satisfaction surveys rate the distribution (location) of parks as good or higher: N/A 75% 75% Customer satisfaction surveys rate the range/type of park amenities offered as good or higher: N/A 75% 75% Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher. N/A 0% 70% Customer satisfaction surveys rate the cleanliness and appearance of Renton’s open space and natural areas as good or higher: N/A 75% 75% 1, 4, 5, 6 Y, Y 500020.0007 Golf Course Debt Service N/A Did not review. Renton Results - Utilities and Environment Request for Results 2 - 52 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 550007.0001 Public Works Permits and Inspections Project constructed correctly, within budget and schedule. Documentation completed in compliance with grant funding requirements. 1, 3, 5 Y, Y Consider adding one more measure. 550018.0001 Surface Water King County Assessment Fees Ensure 100% payment of assessment of fees and charges against Surface Water Utility owned properties to prevent delinquency of payment: 100% 100%, 100% 3 Y, Y Consider adding two more measures. 550018.0002 Water and Wastewater ES III - GIS Position Water: Updates to the geographic information system, enterprise asset management system, and hydraulic model completed within 30 days of the date that the physical assets are added to the water system: 35%, 80%, 80% Unbilled water utility services are identified to Utility Billing within 60 days of the start of service date: 10%, 90%, 90% Water production data from the SCADA system database are extracted and analyzed for omissions, errors, and anomalies within 30 dates of the end of the month: 5%, 60%, 60% Wastewater: Number of side sewers posted to database: 0, 500 500 Percentage of hydraulic modeling systems analysis requests in-house: 0%, 25%, 25% Linear feet of new system inventoried in new geo-database/EAM system: 4000 5000 5000 3 Y, Y 550018.0003 Water Position Conversion from PS to ESII Percentage of average annual water use reduction per residential customer account: 0.5%, 0.5%, 0.5% Percentage of surveyed customers who have reduced outdoor water uses and/or have installed water saving plumbing fixtures: 10%, 20%, 20% Percentage of reduction of unaccounted water and infrastructure leakage: 17%, 14%, 14% 3, 4, 5 Y, Y 550019.0001 Upgrade MW III to Lead Water Meter Technician Keep 17,330 meter change outs on schedule over the next five years: 95% 95% 95% Keep 17,330 billing records accurate: 95% 95% 95% Reduce customer complaints: 90% 90% 90% Reduce non-billable water loss: 5% 5% 5% 3 Y, Y Consider expanding on measure 3 to be more specific. 550020.0001 Contract Landscape Maintenance New Sites Number of contract landscape maintenance areas: 32 35 1 N, N Consider rewording measure. Need two additional measures. 26 Renton Results - Utilities and Environment Request for Results 2 - 53 City of Renton 2011-2012 Request for Results Internal Support Desired Results Provide City departments with the means to operate efficiently and effectively in a safe and sustainable manner. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Highly qualified, healthy, well trained, and productive workforce. • Citywide productivity loss due to disability and sick leave:  Disability and sick leave usage at hourly rate.  Healthcare costs. a4 2. Functional work environment. • Facility cost per square feet:  Offices maintenance and operations and major maintenance cost per square feet. a2 3. Fiscal Support and Accountability. • Debt financing:  Legal Debt Margin.  Pledged-Revenue Coverage. • Price of government: Total city taxes and fees per capita. a1, a2, a3 4. Safeguard public interests and assets. • Number of civil claims reaching litigation. • Total number of internal trainings. a1, a4, 5. Equipment and data that is reliable and accessible. • Information technology cost/employee. • Fleet cost per vehicle. • Online services availability. • On-line mapping, permits, and billing. • Records management cost per department. a1, a2, a3 Renton Results - Internal Support Request for Results 2 - 54 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton an efficient and effective government: • Highly qualified, healthy, well trained, and productive workforce. • Functional work environment. • Fiscal support and accountability. • Safeguard public interests and assets. • Equipment and data that is reliable and accessible. All of the above should be delivered in a manner that fosters: • Cooperative and collaborative relationships. • Quality and cost effective solutions (consider centralized vs. decentralized and contracting service models). Provide City departments with the means to operate efficiently and effectively in a safe and sustainable manner. Functional work environment Highly qualified, healthy, well trained and productive workforce Fiscal support and accountability Reliable and accessible equipment and data Protection of Public interests and assets Renton Results - Internal Support Request for Results 2 - 55 Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which addresses the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1: Programs provide a highly qualified, healthy, well trained, and productive workforce including (Meets Renton Business Plan 5, 6, and A): • Attract and retain highly qualified applicants and employees. • Encourage and support both professional and personal development. • Ensure a quality work environment both physically and mentally. • Enhance collaborative relationships between the City and the labor organizations. Purchasing Strategy 2: Programs that strive to provide a functional work environment: (Meets Renton Business Plan 5, 6, and A) • New buildings and retrofits built to LEED/Energy Star certification standard. • Reasonable environment (temperature, air/water quality, clean) based on government- recommended (GSA) standards. • Efficient, effective, and accessible work environment for employees. • Capital Investment Program and major maintenance decisions made on basis of life cycle cost analysis. Purchasing Strategy 3: Programs ensure fiscal accountability: (Meets Renton Business Plan 2, 6, and A) • Cost effective government services. • Transparent, timely, and accurate fiscal processes and financial information. • Clean audit. • Strong bond rating. Purchasing Strategy 4: Programs safeguard public interests and assets: (Meets Renton Business Plan 6 and B) • Legal counsel and advice to support City legislative and executive operations. • Fair and accurate legal advice to City staff. • Fair and efficient prosecution services. • Manage City’s exposure to nature and manmade disasters through appropriate balance between risk retention/transfer. • Collect City revenues and manage City funds. • Maintain and preserve City facilities and other public assets. • All land survey public documents are reviewed to ensure City required elements are met. • Protect City’s interests in City held properties, easements, and associated rights. • Legislative support. Renton Results - Internal Support Request for Results 2 - 56 Purchasing Strategy 5: Programs provide equipment, data, and support that are reliable, accessible, and secure: (Meets Renton Business Plan 6 and A) • Appropriate equipment for service delivery. • Technology for efficient communication and operation. • Efficient storage, archival, indexing, and retrieval of data and records. • Own, operate, and maintain various data sets, software applications, and user applications for city-wide use. • Mapping product services across all City departments from multiple agencies and resources. • Standardization of equipment and software applications. • Clear, concise, and centralized communication strategy to provide cohesive communication for department-wide programs and priorities. • Expand/enhance online services to internal and external customers. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies that align with the Renton Business Plan. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Demonstrate innovative (“out of the box”) approaches in service delivery that will generate cost savings or require less resources without sacrificing quality of service. 4. Improve internal customer and public services. 5. Improve external customer services. 6. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 7. Encourage community, regional, and interdepartmental collaboration and partnerships. 8. Leverage external resources. Renton Results - Internal Support Request for Results 2 - 57 2011-2012 Program Offer Feedback Form Internal Support Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600003.0006 Communication - Print and Mail Services Track outgoing mail quantities (1st Class, Utility bills, and Bulk). Track outgoing mail quantities (1st Class, Utility bills, and Bulk). Customer satisfaction (timeliness, etc.). Track year over year departmental usage through quarterly report. 5 Y, Y 600004.0023 Asset, Debt, and Treasury Management 1. Perform physical inventories of at least one (1) asset type per year. 2. Maintain or improve the City's credit rating. 3. Maintain a rate of return on the City's investment portfolio that exceeds its benchmark. 3, 4, 5 Y, Y 600004.0024 Payroll 1. Complete processing of all payrolls two days before payday. 2. Receive "Excellent" rating on overall employee satisfaction with Payroll Services as measured through a department survey. 3, 4 Y, Y 600004.0025 Budgeting and Financial Planning 1. "High" or "excellent" rating for customer satisfaction as measured through a Department survey. 2. Financial status reports produced monthly, quarterly, and yearly for City Council review within three weeks after final data is available. 3. Completion of Preliminary Budget by October 1st and the Final Budget by February 28th. 3, 4 Y, Y 600004.0026 Accounting and Auditing 1. Timeliness of the monthly close process, so information can be available to customers by the 10th day of each month. 2. Timeliness of the annual financial report, so information is audited within 150 days after year-end. 3. Accuracy of the Financial Statements which are free from material misstatements as interpreted by auditors at year-end. 4. High quality presentation of the Comprehensive Annual Financial Report (CAFR) as measured by receipt of the Government Finance Officers Associations Award of Excellence in Financial Reporting. 3, 4 Y, Y 600004.0027 Finance Operations 1. "High" or "excellent" rating for customer satisfaction as measured through a Department survey. 2. Customers are billed and vendors are paid accurately as measured by a reduction in correcting journal entries. 3. Vendors are paid timely as measured by reductions in late payment penalties. 4. Active management of the City's accounts receivable as measured by aging reports and low turnover to collections. 3, 4 N, Y Renton Results - Internal Support Request for Results 2 - 58 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600004.0028 Finance Administration 1. "High" or "excellent" rating for customer satisfaction as measured through a department survey. 2. "High" or "excellent" rating for customer satisfaction as measured through a customer survey. 3 Y, Y 600004.0032 General Government Debt Maintain Bond Rating at A1/AA Did not review. 600004.0033 IT Administration 1. Meet or exceed overall departments' expectations of City's IT administration. 2. Meet or exceed overall departments' expectations of IT support and services. 3. Meet or exceed departments satisfaction with IT's effectiveness in supporting the City's goals. 4. Participate effectively in 80% or better of regional and inter-local projects. 5. Meet or exceed responsive and effective communication 6. Maintain 95% or better accuracy in IT inventory, best price/performance purchasing and cost allocation. 1, 2, 5 Y, Y Consider making the last performance measure measurable. -comments addressed 600004.0034 Applications and Database Services 1. Meet or exceed departments' satisfaction in support of their business applications and needs. 2. Meet or exceed in overall business processes improvements in support of City goals. 3. Meet or exceed in increased customer service and reduction in staff time through automation. 4. Meet or exceed overall collaboration and effective communication with customers and IT staff. 5. Perform exceedingly involved in troubleshooting and problem solving with other IT staff. 6. Meet or exceed staff satisfaction with responsiveness, and projects timeline and budget. 1, 2, 5 N, Y Consider making the last two performance measures measurable. 600004.0035 IT Capital 1. Meet or exceed overall customer satisfaction on major project. 2. Meet or exceed the department’s business needs, project goal, and objectives. 3. Meet or exceed in communicating effectively with each project's stakeholders and users. 4. Meet or exceed 90% of each project's milestones. 5. Provide monthly status reports on major projects. 6. Meet or exceed expectations in effective use of public funds, due-diligence, and meeting City's goals. 1, 2, 5 Y, Y Consider rewording to include survey. Renton Results - Internal Support Request for Results 2 - 59 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600004.0036 Service Desk Support 1. Meet or exceed overall customer satisfaction with service desk responsiveness. 2. Responds to 90% of support calls within two business hours or less. 3. Resolves or escalates 90% of service requests within 1 day or less. 4. Attend minimum of two classes or seminars on new technology per year. 5. Perform exceedingly in troubleshooting and problem solving with other IT staff. 6. Log and update 95% of the requests and services through service request. 7. Provide a user friendly web passed customer support request options for service desk requests. 1, 2, 5 Y, Y Consider putting the last performance measure in parenthesis. 600004.0037 System Services 1. Meet or exceed overall systems performance and services satisfaction. 2. Meet or exceed overall collaboration and effective communication with customers and IT staff. 3. Meet or exceed overall systems design, enhancements, and implementation expectations. 4. Monitor, maintain, and enhance network access/ security with 99% uptime. 5. Monitor, maintain, and enhance storage spaces with no less than 25% capacity at all 6. times. 7. Monitor and maintain network access/active directory with 95% accuracy or better. 8. Provide 100% recovery of files, folders, and databases lost or corrupted within 24 hours. 9. Perform exceedingly in troubleshooting and problem solving with other IT staff. 1, 2, 5 Y, Y Consider combining the first three performances together as a survey. 600004.0038 Telecommunications 1. Meet or exceed overall customer satisfaction with telecom systems and services. 2. Respond and resolve minor phone issues within four hours. 3. Respond to phone adds, moves, and changes, and repairs within 48 hours. 4. Meet or exceed expectations in a cost effective transition to a much improved phone system. 5. Provide 99 % uptime for PBX systems and Electronic Voice Messaging. 6. Reduce phone services costs by 10% or better. 1, 2, 5 Y, Y Consider combining the third and last measure with the first one. 600004.0040 GIS 1. Meet or exceed enterprise GIS phase I plan objectives. 2. Provide quarterly City wide update on enterprise GIS activities. 3. Provide a centralized portal for all City GIS information and self-served services. 4. Participation in 80% or better of inter-local and regional GIS projects. 5. Provide 2-3 GIS capabilities awareness programs internally and externally. 6. Develop 1-2 integration between GIS and other City business systems. 7. Attend minimum of two classes or seminars on new technology per year to maintain technical competency in the GIS field. 2, 5 Y, Y 600005.0018 Other City Services - Employee Separation Pay N/A Did not review. Renton Results - Internal Support Request for Results 2 - 60 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600005.0019 LEOFF 1 Medical Obligation N/A Did not review. 600005.0020 Association Dues and Contracted Services List benefits received as a result of memberships and associations. Did not review. 600006.0003 City Attorney Administration 1. The Civil Section meets it performance measures. Current Year: N/A Proposed Year: N/A 2. The Prosecution Section meets it performance measures. Current Year: N/A Proposed Year: N/A 3. The staff is trained and cross trained and performance evaluations are timely performed. Current Year: N/A Proposed Year: N/A 4 Y, Y 600007.0003 Technical and Property Services Survey network is current and accurate: 70%. Development Reviews are processed on time: 50% ROW Acquisitions Meet WSDOT criteria: 70% 4, 5 Y, Y 600014.0021 HR/RM Administration 1.Customer Satisfaction Survey: No data Overall 60% satisfaction 2.Average time to complete employment recruitment: <90 Days <90 Days 3.Percentage of new hires successfully completing probation: 90% 90% 4.Annual employee turnover related to compensation/labor issues: 1.7% in 2009 <5% 1, 4 Y, Y 600014.0023 Risk Management 1. Increased contact with injured workers 85% contacted. 100% contacted. 2. Assure full compliance with state safety mandates: 50% 100% 3. Insurance reviews completed within five days: 100% 100% 4. 100% of applicable employees trained on all state mandated programs: 50% 100% 1, 4 Y, Y Consider making the third measure measurable. -comments addressed 600014.0024 Benefits 1. Employee satisfaction survey: n/a 80% Satisfaction 2. Healthcare costs continue to be less than national trends: 5% less 5% less 3. Increase Wellness participation by employees: 7% 10% 1 Y, Y 600016.0002 Trans Operations Internal Support Services 1. Internal customer satisfaction: Fair Good Very Good 2. Backlog of repairs: 6-14 days 5-7 days 2-5 days 3. Number of devices repaired and/or installed: 100-120 120-135 135-150 2, 5 Y, Y 600019.0005 Fleet Services Operation and Maintenance 1. City vehicles and motorized equipment "uptime": 90%. 90% Possible 80% 2. Unscheduled repairs: > 10% >10% 15% 3. Maintenance cost is maintained at 25% below local private vendors: 25% below 25% below 25% below 1, 2, 5 Y, Y 600019.0006 Fleet Services Capital Recovery 1. City vehicles and motorized equipment "uptime" is 90%. 1, 2, 5 Y, Y Need performance measure for package. -comments addressed Renton Results - Internal Support Request for Results 2 - 61 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600020.0018 Custodial Services 1. IFMA 60th percentile employees of coverage: 18,000 20,424 2. Employee satisfaction survey % positive: 70% 78% 3. Unscheduled restroom closures annual total: 78 days 78 days 2, 4 Y, Y 600020.0019 Facilities Technical Maintenance 1. Customer satisfaction - turnaround time: 74% 74% 2. Customer satisfaction - timeliness of response: 75% 75% 3. Number of Helpdesk projects complete: 1,945 1,653 2, 4 Y, Y 600020.0020 Operational Facilities MM 2, 4 N, N Need performance measure for package. 600020.0021 Public Facilities MM 2, 4 N, N Need performance measure for package. 650005.0001 COLA Cost of Living Adjustment Did not review. 650005.0002 Federal Healthcare Reform Medical - Federal Healthcare Reform Did not review. 650014.0001 HRRM Add 1 FTE Secretary II This Decision Package will increase the ability of the HRRM Department to meet the performance measure goals for 2011-2012 as stated in the Department's three other Decision Packages: HR Administration, Benefits and Risk Management. Please see the Performance Measure. 1, 4 Y, Y 650020.0001 City Hall HVAC Contract Reduction of the backlog of maintenance and repair items to an acceptable level will show that reallocation of resources is effective. 2, 4 N, N Need to reference main package(s) performance measures that new program is related to. 650020.0002 Energy Rate Increase Accurately forecasting energy increased demands to show effectiveness of new program. 2, 4 N, N Need to reference main package(s) performance measures that new program is related to. 35 Renton Results - Internal Support Request for Results 2 - 62             3 BUDGET BY DEPARTMENT     Legislative      3‐1    Executive      3‐7    City Attorney      3‐21    Court Services      3‐25    Community and Economic Development (CED)                                                                                                                3‐31    Community Services      3‐47    Finance and Information Technology (FIT)        3‐73    Fire and Emergency Services      3‐81    Human Resources and Risk Management (HR&RM)      3‐91    Other City Services      3‐99    Police      3‐101    Public Works (PW)      3‐117